1. Management purpose
Maslow needs a team, not what you think, but what he wants him to think.
3. Are you saturated with team work?
4. Will you set reasonable performance goals for the team?
Do you really know the training plan that the team really needs?
6. Make a reasonable quantitative evaluation of the work.
7. Would you be sad if a team member left?
8. Do you need to write daily newspapers and weekly magazines?
9. Psychological counseling for team members. Did you do the right thing?
10. Add a fire to your team cohesion!
1. Management purpose
There are actually many courses about team management. People in every era have their own characteristics, and a set of methods should keep pace with the times. I think it is reasonable to design different management methods for different groups of people. In the foreign trade group, I heard that many employees went out to take some business brainwashing classes of boss, and I really laughed at the team. Many good courses are interpreted as brainwashing courses by the present era, which is too difficult for the boss. Originally, the thinking of employees and wolves was too difficult. For example, a paragraph from the Internet describes different angles of each era:
The above does not represent all, that is to say, most phenomena are interesting. Every generation has different backgrounds and different choices. The purpose of team management is:
1. Let the team be dynamic, healthy and cohesive.
2. Stimulate the salesman's self-motivation.
3. Achieve a win-win situation
It's that simple, but it's hard, because management is anti-human and human nature is complex, so management is complex and simple.
When did I first discover Maslow's need for management? I met a girl in an interview. With my usual "brainwashing style", I will arrange a "painting cake" route for this position. According to past experience, most people will feel very hopeful and will give me an advantage in the next interview and negotiation. I didn't expect this girl to be clear-headed and not easy to draw at all. I remember her exact words:
"It doesn't matter what position the manager doesn't manage, what matters is performance. How much commission can I get? You have to tell me what the average income of salespeople in your company is. If a salesman has poor performance, he will be killed first. If the performance is good, the boss can't kill me immediately when he sees that I am unhappy. "
You see, this girl is so clear-headed at this age, including many young girls I interviewed later. She was really smart and began to think, what am I suitable for? It seems that I have always followed the route planned by others. What suits me?
At the same time, I also recalled several particularly interesting stories. In such a company, I was promoted from assistant to supervisor.
Company 1: The purpose of a meeting is to speak frankly and list the theme of the meeting in advance. Everyone should say at least 2-3 points about the meeting time, which means everyone should speak, and most of the meetings are said by employees. The boss makes the final decision, or the boss puts forward a plan for discussion. If he can't convince the boss, he must carry it out unconditionally. Once, a new employee didn't speak at a meeting and went to the leader to raise an objection after the meeting.
The boss invited him out on the spot and said to the team, it's a waste of time not to discuss the meeting in the future and come to me after the meeting. It is necessary to put an end to this kind of behavior and try to say it at the meeting, not after it.
Summary: people who are easy to be promoted in such a company: employees who dare to challenge authority and have independent thinking ability. It was in this situation that I was promoted, so I developed a professional habit of speaking frankly, not afraid of offending people or being refuted.
I remember the boss's words very clearly. He said: In order to stay awake and not be blind, I must respect the employees' ideas. Even if they are wrong, they are thinking of the company from his point of view. I can always grasp his thoughts. Instead of letting employees complain behind their backs, I might as well take them to the table and pinch them off in time if something goes wrong!
Later, in several private enterprises, I found that most bosses were talking and employees were listening. There is an objection to the boss's proposal at the meeting. You can't say that you need positive energy at the meeting, otherwise you will be against the leader and you won't have a chance of promotion. You have to talk to your boss in private, because you can't save his face. (But most bosses will say what you want to say, say it, say it), which is hard to understand.
I was not used to it at one time, but in order to survive, or it is difficult to meet the corporate culture of my first company, I have been living like this, slowly putting on a mask and learning to flatter ... while learning to do things, I must start learning to be a man.
But being a man is still very hard, so it's not your fault or the boss's fault. Everyone has a different position, that's all ~
2. Do you really promote team progress or "be a good teacher" to show your sense of superiority? Or do you think you should enjoy authority because you are the boss? If you really don't understand this, it may be more difficult.
3. Take responsibility: team members will make mistakes, and the first reaction after making mistakes, do you call names and blame, push subordinates out, or solve the problem first? After solving the problem, how to deal with the next problem?
Facts have proved that everyone is right when the right management meets the right employees. It makes sense for the ancients to teach students in accordance with their aptitude.
Next article: Maslow's demand for the team, don't you think, he wants him to think.
Foreign trade team management ideas share the actual combat catalogue;
1. the purpose of management->;
Maslow needs a team, not what you think, but what he wants him to think.
3. Are you saturated with team work?
4. Will you set reasonable performance goals for the team?
Do you really know the training plan that the team really needs?
6. Make a reasonable quantitative evaluation of the work.
7. Would you be sad if a team member left?
8. Do you need to write daily newspapers and weekly magazines?
9. Psychological counseling for team members. Did you do the right thing?
10. Add a fire to your team cohesion!
See you next time ~