If you don't lead a team, you can only work until death", the title of the million-dollar bestseller, hits the nail on the head and points out the helplessness and tiredness of the current small and medium-sized enterprise operators when they lead the team. Advanced management methods and generous employee benefits seem to be unable to truly retain the hearts of employees and stimulate the enthusiasm of the team.
In this regard, Runzeyuan collected the real voices of some small and medium-sized enterprise operators, and sorted out the four different mentalities of the operators when managing the team, as well as the different results corresponding to each mentality, so as to help everyone think about how to lead the team
Resentment
When the team is not frequent, communication becomes the biggest cost of team operation. As the head of the family, the manager will inevitably worry that he will severely criticize the employees in a hurry, and even get angry, and the team's ears will inevitably grind out calluses after a long time.
change
A proprietor from Linyi said: "For so many years, 365 days a year, I can say that I have been complaining 360 days a year. The company is also constantly changing people, and now I am the only one left. ”
Small and medium-sized enterprises need strategy, but also need the team to support the implementation and implementation of the strategy, at this time, the personnel to carry out drastic reforms, not only can not guarantee the recruitment of favorite talents, even if the recruitment of favorite talents is also worried about not retaining people. In the case of small and medium-sized enterprises, the path of substitution does not seem to work.
turn
Another operator in the upholstered furniture industry shared: "Whether it is complaining or changing, these situations often happen in the factory, which makes me exhausted. Every time I have a meeting with the workers, it is like playing the harp to the cow, even if I repeatedly emphasize to the management, the work I promote cannot be implemented, and the team execution is very poor. Now I really want to transform these issues. ”
However, it is not easy for managers to transform themselves, so how to influence and change the team that has been with them for many years, so that the right hand and the team can change from the heart?It's even harder.
Burn
Since the three roads of "resentment, exchange, and transfer" cannot be taken, is there still a way to go?Yes, that's "burning", to ignite your team. A company that is well paid can keep the feet and hands of its employees;The career is promising and can keep his brain;Only the sense of accomplishment brought by mission and work can retain his heart.
Everyone in the team is eager to play their own value, want to grow themselves, and have a sense of gain, even nobility. Regardless of the size of the enterprise, the operator and the core team must find their own vision and mission, and only lofty ideals can allow the team to join together, think in one place, work hard in one place, and let employees have a sense of ownership.
So in the process of daily management of the enterprise, what kind of way should the operator take to cultivate the sense of ownership of the team?Try these four tips for action.
Sincerely, "Don't be afraid, do it boldly".
It is not easy for small and medium-sized enterprises to promote strategic innovation, as a business operator, you can have a one-on-one heart-to-heart conversation with the team, and tell the team from the bottom of your heart: "Don't be afraid, just put down the burden and do it boldly, I will take care of it later." ”
Bravely say, "Brother, I need you".
Managers need to learn to express their needs, because for the team, being needed is a kind of recognition;It's also a kind of trust;It's a sense of accomplishment.
If you succeed, you will raise a glass to celebrate, and if you lose, you will desperately save each other
When we win a battle and a tough battle, we can toast with the team, let go of our identity, and speak freely;When we encounter problems and difficulties, we must also learn to stop blaming, the more this time, the more the team should tolerate and understand each other, complement each other, and hold together to resist the temporary wind and cold.
Start a one-hour daily communication mechanism
Operators can spare an hour every day to take turns with the management of various departments to hold work meetings, the purpose is to make the management and themselves at the same frequency, understand each other's ideas, work progress, so that the communication between operators and the team can be more efficient, and shorten the distance between each other's hearts.
Liu Bang, the ancestor of the Han Dynasty, was a famous master of employing people in Chinese history, and he once said: "In terms of marching and fighting, I am not as good as Zhang Liang or Han Xin;When it comes to governing the country, I am far inferior to Xiao He. Liu Bang and nearly ten of his founding heroes were all born in an ordinary Pei County, among which Xiao He was originally a small official, Fan Xu was a butcher, and Xiahou Ying was only a horse breeder. Just imagine how Liu Bang led a group of ordinary people to lay the foundation of the Han Dynasty - just know how to use people.
In Runzeyuan's view, the real leader does not lie in whether he is omnipotent and whether he is hands-onIt's about letting everyone on the team play to their best and become a better version of themselves. We may not be able to reach the level of Liu Bang, but we can learn from Liu Bang's excellent leadership Xi.
For small and medium-sized enterprises, human resources are limited after all, but Runzeyuan believes that as long as the operator learns to ignite the strength of employees, hold up the team and achieve the team, even a group of ordinary people can grow into a great team and win together.
Executive Leadership Course Upgrade in Progress
Business owners hope that they can face challenges with them and enjoy the joy of success together. Executives want to be trusted and recognized to be central figures on the corporate stage.
In order to help small and medium-sized enterprises innovate strategically, Runzeyuan has a strategic leadership course for business managers and an executive leadership course for business executives. Although business managers and executives are growing themselves, they still cannot achieve the same frequency because they do not learn Xi together in the same classroom.
Based on this, the 2024 Executive Leadership Program will be officially upgraded to the Strategic Co-Creation Conference. The course will focus more on promoting the in-depth consensus between business managers and executives, and through the learning Xi of the course, they will jointly create and implement corporate strategies, and gradually master the methods and tools required for the implementation of strategies.
The core concept of Runzeyuan Strategic Co-creation Association is three "same frequency": learning Xi at the same frequency, resonating at the same frequency, and growing at the same frequency. This means that participants will learn, Xi communicate and grow at the same frequency, stimulate the potential of the team, and transform the original model of "one locomotive leading several carriages forward" to the synergistic effect of "several EMUs running together", which improves the effectiveness of the course, helps enterprises more effectively respond to the complex and changeable market environment, and promotes the sustainable growth and development of enterprises.