How To Build A Team With Super Executive Power

First, take responsibility for yourself. We must strengthen our self-cultivation, and do what we want others to do. We should take the lead in implementing the company system, do not engage in specialization, take the lead in obedience to the group arrangement, and strengthen the sense of service; take the lead in completing the work tasks, without conditions, without reasons or excuses.

Two, care for subordinates. Increase training benefits, change sermon in training. Through training, on the one hand, let subordinates grasp the principles of work and management; on the other hand, they can enhance their enterprising spirit. Under the premise of both understanding and enterprising, subordinates can consciously apply principles, work hard and get the happiness of achievement. At the same time, combined with team goals, we should carry out career planning for subordinates, so that our subordinates can see the space for development and gain personal growth while team upgrading.

Three, improve the system. We should set up departmental plan management system, post responsibility system and work assessment system, and promote the subordinates' self-management through the construction of departmental system, so as to enhance the consciousness of subordinates' work. The work plan management and post responsibility system mainly enable the subordinates to understand what should be done and what should not be done, and the work assessment system is to solve the problem of how to reward and punish subordinates, so as to ensure that the subordinates should act according to the team's goals, and should not do so. The system should be simple and easy to operate. Rewards and punishments should be paid attention to instead of form.

Four, result oriented. Insist on everything with results. Each subordinates are required to develop and commit their goals around the team goals and ensure effective decomposition of team goals. For subordinates who are not able to follow the team's goals, they must be determined to leave the team to ensure consistency of goals and avoid distractions. The results and goals should be exposed to the wall, and the reward for the completion of the award and the penalty for failure to accomplish it. In the process of reward and punishment, we only look at the result and show no mercy.

Five, responsibility goes down. To form a one to one responsibility, we should choose what we should do. Trust subordinates' ability, exert their subordinates' ability, prevent excessive intervention of subordinates, weaken team ability, and make it difficult to extricate themselves from responsibilities. For those who are not competent enough and can not be held responsible, we must adhere to the principle of wolves and actively eliminate them. When subordinates hand in their responsibilities, bear in mind a sentence, that is, ask subordinates: "what do you think?"

Six, node control. Communication, communication, inspection and inspection. Through continuous inspection, node control is carried out, problems are found, corrective actions are taken in time to ensure the realization of the results. The focus of the inspection is the NK, that is to say, it is the best way to ensure the execution of the day. It is necessary to work out a daily check list for daily activities, separate daily affairs and temporary affairs arranged by the leaders, check items one by one, see if the quality and quantity is complete, and check the results as the basis for work assessment.

Seven, instant encouragement. When subordinates get achievements or perform well and make progress, praise and affirm in time. When subordinates make mistakes, criticize and correct them in time. Let team objection disappear in time, no longer appear; let the team advocate things actively emerge and repeat.