1, to build the core team of the enterprise
To develop, an enterprise needs a stable and reliable core team, which is commonly called "team building". As an enterprise, building an excellent core team is the top priority and an important embodiment of leadership. A strong core team can enhance the leadership of enterprises.
2. Select core team members
How to build this team well, the first thing that business leaders have to face is the choice of core team members. From the source, there are two ways: internal training and external recruitment. Whether they are brought up by themselves or hired, the core team members should have different levels and specialties, so that members can learn from each other and cooperate with each other to get "1+1>; 2 "effect. If everyone has similar expertise, ability and experience in a core team, it means that the whole team has less expertise in many other important places, which leads to the "short board" of management.
When selecting team members, besides complementary professional knowledge, ability and experience, we should also consider the development stage of the enterprise. Enterprises are at different stages of development and have different requirements for core team members. In the start-up period, the core members of the team are generally less, ranging from three to four people to more than ten people. At this time, we should choose classmates, friends, alumni or fellow villagers who are familiar with each other, which is conducive to the rapid formation of the centripetal force and cohesion of the team. For example, Shanghai Fosun High-tech Group, one of the three major private enterprises in China, has a five-member entrepreneurial team who all graduated from Fudan University and are familiar with each other. At the beginning of their business, they were able to make a reasonable division of labor according to each member's ability and characteristics, formed a core team with strong combat effectiveness, and created the myth that the net assets of 10 were nearly 10 billion. When the enterprise develops to a certain stage, the core members should not be limited to the personnel in the initial stage, but should be balanced in cultural background and knowledge structure, otherwise it will not only affect the development speed of the enterprise, but also lay a fatal hidden danger for the long-term development of the enterprise.
Step 3 Build a relationship of trust
Correct selection of core team members is only the basis of team building. It is most important to establish a trust relationship, so as to ensure that these core members can think and work hard to form a high-performance team. If team members are far apart and suspicious of each other, how to form an efficient team?
Creating an atmosphere of mutual trust needs to be considered from both horizontal and vertical aspects. In the horizontal aspect, team members can build mutual trust by strengthening communication, enhancing understanding and supporting each other's correct views. In the vertical aspect, as a leader of an enterprise, in addition to using the above methods to enhance the trust with core members, authorization is also an effective way to establish a trust relationship with subordinates.
From the leader's point of view, on the one hand, effective authorization can give core team members the opportunity to exercise and cultivate their leadership skills in practice; On the other hand, it allows you to have more time and energy to focus on important things such as strategic decision-making. These two aspects are directly related to the long-term development of enterprises. For team members, obtaining authorization can really make them feel the trust of leaders, further stimulate inspiration and enthusiasm, and improve the quality of work. Authorization needs to pay attention to some methods, otherwise it may be counterproductive, not only can not enhance trust, but will lead to unnecessary misunderstanding.
There should be clear and challenging goals when authorizing. If the goal is unclear or not challenging, it will not only fail to motivate team members and make them feel fully trusted, but also make them feel at a loss and even cause unnecessary misunderstanding. For example, you say to a new product manager, "You are responsible for the promotion of product A this year. If you do it well, the company will give you a generous reward." Then he may look blank, don't know the direction of his efforts, and even wonder if you really trust him. The same authorization, if you explicitly say to him, "You are responsible for the promotion of product A this year. If you can reach 30% market share in China, the company will give you a reward of 500,000 yuan." He may be proud to get this challenging task and fully mobilize his potential.
Never repeat authorization, never hesitate or be willful when authorizing, otherwise it will destroy the trust relationship between teams. Unfortunately, this kind of arbitrary authorization often happens in domestic enterprises. In the past, when working in a software company, the general manager authorized the travel expenses of the R&D department to the R&D department manager. In less than three months, the R&D department manager thought that the company didn't trust him, even felt humiliated, and left the company on the third day after the approval authority was withdrawn. Of course, I'm not saying that you can't take back your power after authorization, but I want to warn leaders that it may be more effective to consider possible risks before authorization and formulate corresponding control measures than to take back your power after authorization!
4. Make effective use of conflicts
Although the team strives to make members form a cooperative relationship, it does not mean that different opinions are not allowed in the team. In fact, team conflicts may occur at any time, some are explicit and some are implicit; Some are constructive and some are destructive; Some are cognitive, some are emotional; Some may endanger the survival of enterprises, and some may not be worth mentioning. Facing the conflict in the core team of an enterprise, as an enterprise leader, we should face, analyze and solve it correctly, so as to purify the team atmosphere and improve the overall performance of the team.
Business leaders should adopt different methods to solve conflicts of different nature. We should try our best to avoid destructive, emotional and life-threatening conflicts. Once we find signs of such conflicts, we should cut the gordian knot and nip in the bud. For constructive and cognitive conflicts, we should give appropriate guidance, use conflicts to explore different opinions and stimulate more creativity. Jack Welch, former CEO of General Electric Company, attached great importance to the positive role of constructive conflict and cognitive conflict. He believes that enterprises must oppose blind obedience, and every employee should have the freedom to express different opinions, discuss the facts on the table, and respect different opinions. It is this constructive conflict that has nurtured the unique corporate culture of General Motors and enabled General Electric to achieve sustained and rapid development in the past twenty years.
If there is no conflict in your core team, everyone is in harmony, everyone supports the suggestions made by the leader or other members with both hands and does not hear any objections, then as the leader of the team, you should be careful. William Legelli Jr., CEO of Wrigley Gum, once said, "If two people always agree, it means that one of them doesn't need it." According to this reasoning, does it mean that the leader has actually become a "one-man army" At this time, the leader should review your leadership ability. Is it a crisis of confidence? Is it an arbitrary leadership style? Or is there something wrong with the management system?
5, flexible use of leadership style and leadership style.
With the continuous development of leadership and people's in-depth study of leadership practice, many scholars have summarized many leadership styles and styles from different angles. For example, Daniel Gorman, taking the database of 20,000 professional managers around the world as a sample, summed up six kinds of leadership styles prevalent in global enterprises today, namely, command leadership, authoritative leadership, alliance leadership, democratic leadership, leading leadership and coaching leadership.
As far as leadership style and leadership style are concerned, there is no difference between good and bad. As a leader of an enterprise, if you can understand the advantages and disadvantages of these different leadership styles, it will help to form your own unique leadership style and leadership style, and then affect the potential of employees and the performance of the whole enterprise. From the practice of many leaders at home and abroad, successful leaders should guide, educate and motivate employees with various leadership styles according to the actual situation, and switch freely between them to give full play to their outstanding leadership.
6. Match with the development of the enterprise.
An excellent leader should adjust his leadership style and methods at any time according to the different stages of the company's development and large-scale management objects. As Kōnosuke Matsushita said: "When I have 100 employees, I will stand in front of the employees and direct my subordinates;" When the number of employees increases to 1000, I must stand among the employees and ask them to help me. When the number of employees reaches 10,000, I just need to stand behind the employees and be grateful. "
Different stages and scales of development should adopt different leadership styles. For example, for small enterprises and start-ups with a small number of employees, business leaders can take the lead, set up their own authority and example power by actions, and guide employees to follow suit, that is, adopt a leadership style of "leading by example"; You can also combine the leadership style of "patient persuasion", pay attention to family management, listen to each member's complaints and persuade them. With the continuous development of the company and the gradual expansion of the workforce, the leadership style of "patient persuasion" may no longer be practical. At this time, we should gradually shift to the direction of institutionalization and adopt other more effective leadership methods. Lā？ 6? We should gradually turn to the direction of institutionalization and adopt other more effective leadership methods. Lā？ 6? We should gradually turn to the direction of institutionalization and adopt other more effective leadership methods. Lā？ 6? We should gradually turn to the direction of institutionalization and adopt other more effective leadership methods.
Different industries or industries should adopt different leadership styles, otherwise the leadership of enterprises will be greatly reduced, and even lead to the brink of death. For example, high-tech enterprises are faced with a changeable, fast and competitive environment. At this time, it is necessary to stimulate team vitality and encourage innovation. If enterprises adopt "mandatory" leadership, innovation may be inhibited; However, traditional enterprises are faced with a relatively stable, slow-developing and small profit margin market, which requires in-depth, comprehensive and strict management to reduce consumption and cost. At this time, "mandatory" leadership may become an ideal choice.
7. Adapt to cultural background
Every country or region has its own unique cultural background. For example, western culture is direct, while eastern culture is implicit. Even China and Japan, both of which belong to the oriental culture, have very different ways of thinking and values. Therefore, for business leaders of cross-cultural management, they should adopt different leadership styles for teams or personnel with different cultural backgrounds, otherwise it will affect the exertion of leadership, and even lead to cultural conflicts in serious cases, with disastrous consequences.
For example, enterprises often use the "brainstorming method" when making decisions. When countries such as Europe and America brainstorm, participants write their opinions on a piece of paper, explain their ideas and opinions in front of everyone, and then organize them into a framework to discuss the whole framework. The effect is very good. However, in Japan, such brainstorming is completely unworkable. They can write their own ideas in private, but it is difficult for them to explain their ideas in public, let alone make objective comments on other people's opinions, so it is impossible to achieve the expected results. In this case, we must change the way of leadership, such as gathering ideas or opinions put forward by everyone in private, so that everyone does not know who put forward what opinions, and there will be much less concern when discussing.
8. Establish corporate culture and strengthen leadership.
Culture and leadership are two sides of the same question and cannot be understood separately. On the one hand, in a sense, corporate culture is the culture of corporate leaders, and their recognition and support is the key to the success of corporate culture construction. Therefore, leaders should have a unique ability to create, integrate and manage culture. On the other hand, the formation of corporate culture and corporate values has been widely recognized by members, which makes every member of the enterprise have a sense of mission and will further enhance the leadership of the enterprise.
The core of corporate culture is common values, and different types of enterprises need different values to match it. For example, high-tech enterprises focusing on R&D can take organizational innovation and technological innovation as one of their corporate cultures, because only continuous innovation can bring competitive advantages to enterprises. As for the traditional processing and manufacturing enterprises that mainly focus on assembly line production, they should advocate a corporate culture with rigor, order and discipline as the core, rather than unilaterally encouraging innovation.
The success of an enterprise lies not only in having a set of core values, but more importantly, it can always use these values to guide actions and sublimate the leadership of the enterprise. If we just use corporate values as a slogan and put on a show at the conference, but we don't actually use corporate values to guide our actions, it will only give people a wrong impression, lose prestige in front of employees and customers, and leadership will disappear over time.
Of course, sometimes sticking to the values of the team may also bring disaster to the team. If the core values and social values of an enterprise suddenly occur, then the enterprise should realize the strategic significance of adapting to social values. Society can exert pressure on enterprises, but it cannot impose values on enterprises. As the leader of an enterprise, he should give full play to his leadership and initiate the revision of enterprise values. For example, with the enhancement of public awareness of environmental protection, if your enterprise does not establish environmental awareness, then your products or services will not be welcomed by the public. In this case, the values of environmental protection have become the strategic needs of enterprise development.