As far as doing a single thing is concerned, it is necessary to make things clear in order to do things completely. But as far as team development is concerned, if we adhere to this principle and everyone sticks to their own things and goes their own way, then the overall motivation of the team will be difficult to form, which will inevitably affect the development of enterprises. Now many managers are technicians. But when technology becomes a manager, it is naturally impossible to think about and deal with problems at the same level. Therefore, its "glorious tradition" of "talking about things" at the individual stage should be abandoned and actively broken through on the basis of persistence. If managers don't think about "making progress" and still adhere to the thinking habit of "talking about things", it will only cultivate a group of "honest" workers and bring bad influence to the team. The following are three typical situations. 1. The subordinates trained are all "selfish". People who love "selfishness" and "selfishness" think that "self" is right, no longer accept other people's opinions, and are self-enclosed and stubborn; Those who admit "death" think they are "reasonable". The same characteristics of the above two are: strong exclusiveness and love in a dead end. In communication, meetings and other team activities, it is difficult to communicate and coordinate, and it is easy to cause estrangement or dispute, because "everyone" is "right". And turn a blind eye to other things and reasons, that is, there is no vision, the personal blind spot is enlarged, the thinking is narrow, and the individuals in the team lack real communication. Although they are close at hand, they are strangers; More seriously, the team also lost the opportunity to contact and communicate with the outside world because of the self-righteousness of its internal members. "selfish departmentalism" leads to scattered teams, "lifeless" leads to "dead teams", and the extensibility and development of teams are quite limited. 2. There are more "mature people" in the team who see through the world of mortals, know everything and see through everything, and think that "there is only a little bit in the world". Even the advanced concept of abnormal consumption: "meeting-you can communicate without a meeting; Plan-plan can't keep up with changes; Corporate culture-no culture is also a kind of culture; Have faith-so I firmly believe that I can't do it; Emphasize the results-so don't evaluate my process; Excellent employees-after all, there are a few people, and there will always be people ahead. " As far as things are concerned, it makes sense If similar "mature people" mostly exist, it will lead to team members' lack of enthusiasm and initiative, meaningless work and lack of sense of accomplishment and happiness in life. They are not "wrong", but "talking about things". We often say that the aging of the team is such a "mature person", which makes the team lose its vitality. In a sense, if a team wants to develop, it must constantly return to zero and play the role of "student" because we still have new goals. Always keep "cutting edge" and always keep "youth". Only in this way can the team embody the characteristics of life and prove that the team is "alive". 3, there is no goal, just bow your head back and then bow your head-look at things, look back-look at the past. Look at things, but you can't see time, macro coordination, personal goals, and the planning and promotion of team goals and corporate goals, because "you can't care so much"; Looking back, we often talk about the past, talk about the past's merits and pains, judge the future with the past, and think that "the past is absolutely true" will even continue to be staged. This kind of "two views" leads to excessive attention to reality and emphasizes the importance of reality. Not based on reality, but immersed in reality, lacking the spirit of adventure and the courage and courage to catch up with the goal, it is easy to complicate the problem; Or blindly immersed in a certain experience in the past, only focusing on the moment, looking to the sky, lacking macro-strategic awareness, without global vision and long-term goals, you will lose the opportunity to forge ahead and thus lose competitiveness. Such a team has a strong sense of hard work, complicated problems and slow progress. It is busy and fruitless, tired and futile. Over time, it is easy to make people fall into a state of fatigue and numbness. Such as passers-by, only staring at the road under their feet, forgetting the goal, "walking for the sake of walking" until they are tired, leaving only the sigh of "ordinary killing heroes". From the management point of view, an obvious feature of the transformation from technical person to manager is from "talking about things" to "talking about things with a breakthrough". On the one hand, the existence of anything has its great significance, and the key lies in whether it is seen and exploited. The team should look at the overall situation, absorb more positive factors, use them for us, and maximize the overall interests. On the other hand, everything exists to achieve the overall goal, and things are closely related, not independent. Therefore, we can't see the forest for the trees. Managers are like headlights. They need to have a certain "visibility" in the fog, and they can see farther and farther in order to maximize the overall efficiency. Habits always need to be broken when jobs change. We need to break through ourselves, and the team needs to break through "saying things" and realize the transformation of the entrance. We can start from two aspects: First, on the basis of "talking about things", we should maintain a certain proportion of "talking about things" in communication, work dialogue and cooperation with team members. For example, "the relationship between this thing and that thing", "discussing the law by things", "seeing the system by parts" and "seeing the great cause, the goal and the direction by small things"; "See people from things", see people's thinking, state, spirit, breakthrough and growth. In this way, through one thing, we can master more information, find more management resources, cultivate the keen strength and insight of subordinates, and form the thinking habit of automatic thinking and self-awakening. Dialogue can also bring more thinking space and broad horizons to subordinates. Whether one's vision is broad or not determines one's cognition of the world, affects his mind and ambition, and affects his fate and destination. Personal development will inevitably lead to the development of the team, and leave a deep personal imprint in the process of team development. The second is to arrange special seminars, special summaries and theme sharing meetings to talk about the deep meaning brought by some things at a certain time or stage. It is a transcendental ability to form the habit of "treating things as if they were cases". Whether facing prosperity or adversity, whether it is failure or success. In this way, the lessons of the past are precious, and the gains and losses, successes and failures of the past will always be the past, and we will continue to make new progress. At the same time, pay attention to the essential value and meaningful value of things, find the main points of things, refine the key points, get rid of the rough and keep the essence, and enrich yourself by precipitation. Let subordinates feel that work always pays off. At the same time, cultivate their reverse thinking and positive thinking ability, improve their self-navigation ability, turn employee summary into work power library, turn employees' personal ability into the driving force for team and enterprise development, condense the core strength of the team in the process of promoting employee growth, and push the enterprise to go further and higher. Adhere to the above two habits, from the leader to the whole team, can achieve a breakthrough in the pattern. Only in this way can the team go down and back (on the matter), left and right (let go of themselves), and move forward and up (see the goal and higher quality). Open yourself to yourself, discover more possibilities, and realize exploration and growth; In public, learn to respect differences, bring trust and encouragement, and achieve a high degree of harmony in the team. Seeing higher goals and pursuing higher quality, we will not stick to details, will not be bound by interests, have a clear direction and aim high. Therefore, from the perspective of team development, as a manager, just "talking about things" will be stingy and pitiful and easily restricted. We can't be blind, but we should have a rather critical understanding and really turn experience into experience. Breaking through the principle of "talking about the matter", we will have the consciousness and momentum of "knowing the wood and seeing the forest", always grasp the focus and direction of things, stimulate team motivation and tap the potential of enterprises. In that way, whether it is the current efficiency or the efficiency of walking, it can always maintain high efficiency, and the team will also show high cohesion and strong development, and promote the vitality of the enterprise. Author (China Catering Management) Tips: The ultimate goal is to strengthen team cohesion and build a high-performance team. Therefore, if an enterprise, especially a small boss of a private enterprise, can't effectively combine the goals of the enterprise with those of the society and team members, it will be difficult for the enterprise to find a strong theoretical foundation and team development motivation! But when you encourage employees to create more achievements, you can't find the right reason. In this case, the cultural core of the team is missing, and it is difficult to improve the team cohesion by any means. To do business in China, you need to know the profound China culture, because your employees have been influenced and educated by this culture for decades. Therefore, when starting a business in China, if a business owner knows all about the modern western management system, he uses a group of local employees in China, and more importantly, he doesn't study China culture deeply. In this case, simply managing this enterprise from the western modern management theory may be hit repeatedly and hit a wall everywhere. Even enterprise managers will suspect that they don't know enough about management ideas, and then go for further study and go abroad for further study. I think this kind of enterprise manager's spirit of studying hard, making continuous progress and practicing is commendable, but he made a directional mistake. The key to the problem is to study and understand the culture of China. Your enterprise is in such an environment, and your employees have grown up from such an environment. You need to fully understand this culture and human nature, so as to enhance our cohesion ideologically. Therefore, to do business in China, we should understand China culture and China humanity. Why do you want to do this? It's a long story On the one hand, who let you choose to start a business and who let you be the boss? On the other hand, it is understandable that enterprises can improve from the system, but it is not easy for a small enterprise to improve from the system and the rule of law. Therefore, to pursue a balance, we must not only rule by law, but also grasp the team from the moral level. The morality here is China culture and China humanity. In short, there is no simple theory to be an enterprise. To pursue balance, learn and use flexibly, practice is the only criterion to test the truth.