The correct selection of core team members is only the foundation of team building. It is most important to establish a trust relationship in order to ensure that these core members can think and make efforts to form a high-performance team. How can a team with high efficiency, cohesion and fighting capacity be formed if the members of the team are close to each other and suspicious of each other? Therefore, as the leader of an enterprise, we should create an atmosphere of mutual trust within the team.
to create an atmosphere of mutual trust, we need to consider both horizontally and vertically. 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 trust with core members, authorization is also an effective way to establish a trust relationship with subordinates.
From the leader's point of view, effective empowerment can give core team members an opportunity to exercise and cultivate their leadership ability 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. As far as team members are concerned, obtaining authorization can really make them feel the trust of the leaders, further stimulate inspiration and work enthusiasm, and improve the quality of work. Authorization needs to pay attention to some methods, otherwise it may be counterproductive, which will not only fail to enhance trust, but will lead to unnecessary misunderstandings.
delegation should have clear and challenging objectives. If the objectives are 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, if you say to a new product manager, "You are responsible for the promotion of product A this year, and do it well, the company will give you a generous reward." Then he may look blank, don't know his own direction of efforts, and even doubt whether you really trust him. For the same authorization, if you explicitly say to him, "You are responsible for the promotion of product A this year, and if you can reach 31% market share in China, the company will give you a reward of 511,111 yuan." He may be proud to get this challenging task and fully mobilize his potential.
Never repeat authorization, and never hesitate or be capricious when authorizing, otherwise the trust relationship between teams will be destroyed. Unfortunately, this kind of arbitrary authorization often happens in domestic enterprises. When I used to work in a software company, the general manager authorized the R&D department's travel expenses to the R&D department manager, and took back the approval right in less than three months, which made the R&D department manager think that the company didn't trust him and even felt humiliated, and left the company on the third day after the approval right was taken back. Of course, I don't mean that you can't recover your power after authorization, but I want to warn leaders that you should consider the possible risks and formulate corresponding control measures before authorization, which may be more effective than recovering your power after authorization!
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 of which are explicit and some are implicit; Some are constructive and some are destructive; Some are cognitive and 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 it correctly, analyze it and solve it, so as to clarify the team atmosphere and improve the overall performance of the team.
enterprise leaders should adopt different methods to solve conflicts of different nature. We should try our best to avoid destructive, emotional and life-threatening conflicts, and once we find signs of such conflicts, we should cut the gordian knot and nip them 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, the former CEO of GE 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, put the facts on the table for discussion and respect different opinions. It is this constructive conflict that has cultivated the unique corporate culture of GM, which has enabled GE to achieve sustained and rapid development in the past twenty years.
If there is no conflict in your core team, everyone is in harmony, and they all support the proposals put forward by the leaders or other members, and they don't hear any objections, then as the leader of the team, you should be careful. William Legley 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 "army of one"? At this time, the leader should thoroughly review your leadership ability. Is it a crisis of trust? Is it an arbitrary leadership style? Or is there a problem with the management system?
Flexible use of 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 took the database of 21,111 professional managers around the world as a sample, and summarized six kinds of leadership styles prevalent in global enterprises today, namely, mandatory 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 use various leadership styles to guide, educate and motivate employees according to actual conditions, and freely switch between them to give full play to outstanding leadership.
Matching 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, scale and management objects. As Kōnosuke Matsushita said: "When I have 111 employees, I will stand in front of the employees and command my subordinates;" When the number of employees increases to 1111, I must stand in the middle of the employees and beg them to help me. When the number of employees reaches 11,111, 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, the leaders of enterprises 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 "patient persuasion" leadership style, 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 "patient persuasion" leadership style may no longer be practical. At this time, it should gradually shift to the institutionalized direction 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 enterprises 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 style, innovation may be inhibited; However, traditional enterprises are faced with a relatively stable and slow-developing market with a small profit margin, which requires in-depth, comprehensive and strict management to reduce consumption and cost. At this time, "mandatory" leadership may become an ideal choice.
adapt to the cultural background
every country or region has its own unique cultural background, for example, western culture is direct, while eastern culture is more subtle. 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, the "brainstorming method" that enterprises often adopt when making decisions. When brainstorming in Europe, America and other countries, participants write their own 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. But in Japan, brainstorming in this way is completely unworkable. You can let them write their own ideas in private, but it is very difficult for them to explain their ideas in public, let alone make objective comments on other people's views, so it is impossible to achieve the desired results. In this case, we must change the way of leadership, for example, to centralize the 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 them.
establishing corporate culture to strengthen leadership
culture and leadership are two sides of the same problem, and they 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 are 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 the same values, and different types of enterprises need different values to match them. For example, high-tech enterprise focusing on research and development can take organizational innovation and technological innovation as one of their corporate culture, because only continuous innovation can bring competitive advantages to enterprises. As for the traditional processing and manufacturing enterprises which mainly focus on assembly line production, they should advocate the corporate culture with rigor, order and discipline as the core, instead of unilaterally encouraging innovation.
the success of an enterprise lies not only in having a set of core values, but more importantly, it can always guide actions with this value, so that the leadership of the enterprise can be sublimated. If we only take the values of the enterprise as a slogan and the leaders make a show at the small meeting of the conference, but actually do not use the values of the enterprise to guide their actions, it will only give people a false impression, and they will lose their prestige in front of employees and customers, and leadership will disappear over time.
For example, Nike, a world-famous footwear manufacturer, has two basic values: one is to innovate, and the other is to enjoy the pleasure of destroying competitors without mercy. The principle of competition has become the supreme belief beyond all other principles. This kind of values may not make much contribution to society, but Nike has always followed them, which has led to success. Enron, once regarded as the model of the new American economy, has shaped the core values of "communication, respect, honesty and Excellence", but it has not always followed them, and has resorted to fraudulent means to make huge profits while shouting honesty, that is, it lacks the ability to abide by values and guide actions with values, so the final outcome can only be bankruptcy.
of course, sometimes sticking to the values of the team may bring disaster to the team. If the core values of the enterprise and the social values suddenly occur, then the enterprise should realize the strategic significance of adapting to the social values. Society can exert pressure on enterprises, but it cannot impose values on enterprises. As leaders of enterprises, they should give full play to their leadership and initiate the revision of enterprise values. For example, with the enhancement of public awareness of environmental protection, if your enterprise has not established environmental awareness, then your products or services will not be welcomed by the public. In this case, the values of environmental protection have become a strategic need for enterprise development.