First of all, the theory:

"The tree of Kangtai comes from Maolin. Trees come from Maolin, and the wind will bend. " A healthy and tall tree must have grown out of the dense forest. If this tree leaves this forest, it will break its branches and leaves when the wind blows. In today's society, no one can be independent. Enterprise competition is not individual competition, but team competition. However, in an organization, due to the inconsistency of mentality, concept and ability, it is difficult for people to achieve organizational goals efficiently. As the saying goes, "people have a hundred hearts", a lot of work is progressing slowly. Leaders and managers often don't know whether employees are "unwilling to do" or "unable to do" because of lack of resources, so it is difficult for employees to unite and achieve organizational goals efficiently.

Managers don't know how to build an efficient team, so they have to shout loudly: "We must strengthen teamwork, stress professionalism and unite from top to bottom, and our work will be invincible." Shouting slogans is ok, but the effect is poor. Managers hope that subordinates and employees can be as high-spirited and enthusiastic at work as they were at the end of the year! However, the actual performance of employees is far from what managers think. Peter Drucker, a management guru, emphasized that the ultimate key of an enterprise is to "unite employees, mobilize their enthusiasm and potential, and create performance for the enterprise", so it is particularly important to establish an efficient team.

Characteristics of an efficient team

So, what are the characteristics of an efficient team? Some experts found that an efficient team has the following characteristics: 1, the scale is relatively small, generally no more than 10 people; 2. Skills are complementary, that is, each member of the team has at least scientific and technological expertise, problem-solving skills and communication skills; 3. * * * has the same purpose, provided that * * * has the same purpose and can provide guidance and motivation for members; 4. Feasible goals make members act and be full of vitality; 5. * * * has the means or methods to achieve the goal; 6. Common responsibilities.

Design an efficient team

Although it is not an easy task in the actual operation of enterprise team building, it is not as difficult as most people think, and it often feels as if there is no way to start. Usually we can use some common management tools to simplify team building. This paper introduces a famous 5H 1H method to build an efficient team.

The 5W 1H in efficient team building is: who (who), where (where), what (what we become), when (when do we act), how (how do we act) and why (why do we act). By clarifying these problems, we can build an efficient team.

Who Are We? In other words, team members have a deep understanding of themselves, and make clear the advantages and disadvantages of team members, preferences for work, methods to solve problems, differences in basic values, etc. Through these analyses, we finally get the belief of * * * recognition among team members and the consistent view of team purpose, so as to establish the rules of the game for team operation.

Where are we? Each team has its own advantages and disadvantages, and if the team wants to successfully complete the task, it will face external threats and opportunities. By analyzing the team's environment, we can evaluate the team's comprehensive ability and find out the gap between the team's current comprehensive ability and the team's goals, so as to clarify how the team can play its advantages, avoid threats and improve its ability to cope with challenges.

What are we? Guided by the team's tasks, let each team member make clear the team's goals and action plans. In order to stimulate the passion of team members, we should set up milestones, so that the team can see and feel the mission objectives and create an exciting fantasy for the members.

When shall we take action? Taking the right action at the right time is the key to team success and the beginning of team tasks; When the team encounters difficulties or obstacles, the team should seize the opportunity to analyze and solve them; And when the team should ease or eliminate internal and external conflicts; And when and where to get the corresponding resource support; We must make full use of this situation.

How do we act? How to act involves the operation of the team. That is, how to carry out the division of labor within the team, the responsibilities that different team roles should bear, the power of execution, coordination and communication, etc. Therefore, there should be a clear description and explanation of job responsibilities among team members to establish the working standards of team members.

Why do we (why)? At present, many enterprises tend to ignore this problem in team building, which may also be one of the reasons for the low efficiency of team operation. In order to run the team efficiently, team members must clearly know why they want to join the team. What positive and negative effects does the success or failure of the team have on them? Enhance the sense of responsibility and mission of team members. That is to say, we often say that the incentive mechanism is introduced into team building, which can be the increase of team honor, the improvement of salary or welfare and the promotion of position.

Several criteria for evaluating teams

1, the importance of organizational learning

Only by constantly enriching your learning team can we create more "miracles" in the developing society. As far as the role of learning is concerned, the traditional marketing team has no awareness of learning. They are more satisfied with their inherent knowledge and experience, but unconsciously absorb new knowledge and actively study horizontally. In the learning marketing team, there is a strong awareness of re-learning in mechanism and concept, and they are good at combining theory with practice, discovering the advantages of others and absorbing them.

Faced with such employees, business leaders need to be good at creating learning opportunities and organizing learning. Peter Senge said in the book "The Fifth Discipline" that as a team, what are the characteristics of organizational learning? In fact, it is the five disciplines. The theory, tools and methods of learning organization are divided into three areas to support core competence. Described as a stool with three legs. All three legs are important. If one leg is removed, the stool will fall down. The left leg is called desire and desire, the right leg is called mental model and team learning, and the middle is systematic thinking. Every leg is important, which means every core competence is important. Generally speaking, the wisdom of the group is always higher than that of the individual. When the group is really learning, not only can the group produce excellent results, but its individual members also grow faster than other learning methods.

2. Implementation

In a team, maybe we don't need every team member to be extremely smart, because being too smart often leads to self-awareness and likes to be ambitious. On the contrary, everyone needs to have a strong sense of responsibility and dedication. On the basis of understanding, grasping and thoroughly understanding the company's carefully formulated strategy, we should faithfully and unswervingly implement tactics and implement every operational detail and every project process in the process.

In addition, to ensure the team's execution, the key is to define the stage of the goal to be achieved and determine the work indicators, which is the key to ensure the quality of task completion and team execution.

3. Creativity

Only by continuous innovation can we maintain the competitive advantage of enterprises, but where does the innovation ability come from? Education and training is an important means to improve the innovative ability of talent team. Because doing a good job in education and training is an important way to improve the knowledge level and comprehensive quality of players, and the knowledge and skills of players are the premise to stimulate innovation ability. Especially in the era of knowledge economy, this is more obvious in industries and enterprises with high technology content.

In fact, innovation ability is also reflected in all aspects of enterprise management, which is a comprehensive concept. Only comprehensive innovation ability is truly competitive innovation ability. Talent cultivation not only attaches importance to knowledge and skills, but also considers moral, emotional, interest and other spiritual things. The corporate culture, cohesion and team spirit of the talent team can only be realized through comprehensive education and training of enterprises. Whoever grasps and does well in this respect will be able to maintain the long-term overall innovation advantage in the competition and finally defeat the opponent in the competition.

4, team division of labor and cooperation

Internally, the development of an enterprise is a process from loose individual accumulation to the expansion of group size until the balanced development of organizational structure and function. As far as the social large-scale system is concerned, it fluctuates with its evolution law, and its main driving force comes from the internal circulation to supply energy. In other words, leaders have the ability to guide and mobilize groups; Management has the ability to guide and mobilize subordinates; Employees have the ability of self-coaching and mobilization, and finally form a coordinated, balanced and overall interactive sports situation. But each class should also be familiar with other departments and cooperate with each other. Otherwise, the strategies and tactics formulated can only be narcissistic, and it is impossible for other departments to implement operations.

Measures to establish an efficient project team

1, strengthen leadership.

To strengthen and give play to the guiding role of leaders, first of all, leaders should set an example for team members; Secondly, clear the specific work quality, scope, time limit for a project, cost and other target constraints; Thirdly, clarify the roles and responsibilities of each team member and give full play to the respective roles of project team members.

2. Give full play to the communication and coordination role of leaders.

First, communication and coordination among team members. Due to the differences in values, personalities and ways of dealing with people, there are various conflicts among members, interpersonal relationships are in a state of tension, and even hostility, strong emotions and challenges to leaders appear. Leaders should fully communicate, guide team members to adjust their mentality, accurately position their roles, combine personal goals with work goals, and make clear what they want to do and how to do it.

Secondly, communication and coordination between team members and the working environment. There will also be disharmony between team members and the surrounding environment, such as disharmony with the technical system and unfamiliarity with the information technology system adopted by the team. Leaders should help team members get familiar with the working environment, learn and master relevant technologies, so as to facilitate the timely completion of project objectives.

Third, the communication and coordination between the team and other departments. In the process of work, the relationship between the team and stakeholders in other departments will also produce various contradictions and conflicts, which requires leaders to communicate and coordinate with them, strive for more adequate resources and a better environment for the team, and constantly reach a * * * understanding of work processes, work objectives and work stakeholders to better promote the realization of work objectives.

3. Give full play to the incentive role of leaders.

In the process of work, due to strict target constraints and changeable external environment, leaders must use various incentive theories to motivate working class members in time, encourage and stimulate the enthusiasm and initiative of team members, and give full play to their creativity.

4. Flexible authorization and timely decision-making.

With the construction and development of the team, leaders should share responsibilities with team members through authorization, so that team members can participate more in the decision-making process of the project and individuals or groups can work in a more flexible way.

First of all, through flexible authorization, it reflects the trust of leaders in team members, and also gives team members room to learn and grow. This kind of trust can lay the foundation of team trust and also reflect the team spirit between leaders and teams.

Secondly, authorization is conducive to giving play to the enthusiasm and creativity of team members. Everyone has a desire to realize self-worth. Challenging tasks enable them to continuously expand their knowledge and skills and explore their creative potential. The success of every job is not only the success of leadership management, but also the success of all team members to realize their self-worth.

Third, flexible authorization is conducive to timely decision-making. On the one hand, team members can make timely decisions according to the changes of internal and external environment within their own authorization. On the other hand, through flexible authorization, leaders gradually shift their focus to key point control, target control and process monitoring. Leaders' focus shifts from the inside to the outside, focusing on the relationship between work and enterprises or society, and ensuring the operation of the project team from the outside.

5. Give full play to team cohesion.

Team cohesion is an invisible spiritual force, an invisible bond that closely connects team members. The cohesion of the team comes from the inner motivation and values of the team members, which is the highest embodiment of the team spirit. Generally speaking, high team cohesion brings high team performance.

Externally, team cohesion is manifested in the sense of honor and team status of team members. The sense of honor of the team mainly comes from the work goal, and the team is born and exists for the work goal. Therefore, we must set a higher goal commitment, lead the team forward with a higher work goal, let the team members form a unified and strong understanding of the work goal, and stimulate the team members' sense of honor for their team. At the same time, guide the unity of team members' personal goals and work goals, increase the centripetal force of team members to the team, and make the team move towards high efficiency.

Internally, team cohesion is manifested in the degree of integration among team members and team morale. People are people in society, and good interpersonal relationship is the lubricant of efficient team. Therefore, effective measures must be taken to enhance the integration and affinity among team members and form high team morale. The team is open and new members will join at different stages. High team cohesion will enable team members to establish team consciousness in a short time, form a sense of identity and belonging to the team, shorten the running-in period between new members and the team, and greatly improve the work performance of the team during normal operation.

Second, practical discussion articles.

How can we build an excellent sales team? In this management salon, three speakers shared their wonderful practical experience with more than 500 listeners from three different angles: how to manage the sales team, how managers improve their own quality and how to motivate the sales team.

In the process of becoming an excellent marketing manager, how to manage the sales team well is a problem that all sales managers must face, and it is also an important standard to measure personal professional ability, which will play a vital role in the growth of personal career.

Three stories bring three inspirations.

Should we manage or lead the sales team? For this controversial issue, Chen Jiahu from Malaysia first tells you three stories: the thirsty frog can't wait to jump into the well to drink water; People hanging on the crumbling branches are happily eating the honey in the beehive on the tree; Although the donkey is free, it has been circling around the tree. Chen Jiahu said that these three stories essentially represent the three characteristics of current team leaders-short-sightedness, satisfaction with short-term comfort and conformity to old habits. It is these three factors that hinder our exploration, creation and growth, and once we stop exploring, creating and growing, we will begin to degenerate.

To build a top team, as a leader, it is very important to have three qualities: excellent vision, being uneasy about the status quo and breaking the rules. Chen Jiahu said, "There is a saying in the sales field: When you catch the same thing and expect it to produce different results, you are crazy. You must constantly break the rules and have a vision. " Therefore, leading the team should be based on leadership and supplemented by management, which is more obvious in the sales team.

The emotions of marketers determine the performance of the "market"

In sales management, people are the core strength of sales, so people must be the center. Chen Jiahu said that it is often "not the market, but the mood" that determines the sales performance, because people and things in business are people-oriented, and when dealing with people, emotional factors often account for a large part, which is often unpredictable and cannot be handled by routines. How to build a sales team that can fight hard and implement effective management is the foundation of being invincible in the fierce market competition.

From the organizational structure of the team, Chen Jiahu divides it into three structural types: completely controlled organization, semi-controlled organization and uncontrolled organization. Insurance agency, direct selling and other industries are uncontrolled organizations. The characteristics of this organizational structure are: everyone works hard for their own goals, every boss tries his best to win control, and employees will obey orders as long as they think it is in their own interests.

In every sales team, success or failure is based on performance. "Excellent salespeople are generally more casual and heroic!" "In essence, there is only one result of forced management-fiasco, or even both."

Chen marketing management equation

Chen Jiahu suggested that leaders should manage according to the following agenda: (knowledge, mentality, skills, habits) × morale. "As the saying goes, the weather is not as good as the right place, and the right place is not as good as people. Here, harmony means morale. Liu Bei of the Three Kingdoms has no advantage, but in the end he can win the world by three points, relying on' those who win the hearts of the people win the world'. " Therefore, leaders must listen to their subordinates' opinions more attentively, communicate with them more, understand their needs and make arrangements.

Chen Jiahu believes that a successful management model must have "three * * *" (* * the same vision, values and language), three P's (purpose, personnel and procedures) and three fairness (fairness, openness and justice).

Corporate culture and team decline and glory are mutually causal. If you want to build an efficient team, you must create a corporate culture that pursues Excellence. Only when the upper and lower employees have the same wishes, values and language can we shape a unique corporate culture. Employees can integrate personal goals into the company vision; Give full play to individual potential and improve team spirit. Leaders must set an example, maintain good moral character, and maintain effective and good communication with employees, so that the upper-level situation can be smoothly issued and the lower-level situation can be achieved, ensuring that the team maintains a strong fighting spirit and enterprising spirit.

Chen Jiahu said that to be an excellent team leader, you must always remind yourself: "Treat new ideas, treat another person and treat yourself objectively."