June-2008

              
                            The Nucleus of Team Construction

 

在雁群的飞行过程中，会发现每只大雁在拍动翅膀的同时会本能的成人字形队列；同时位于队形后方的大雁会不断发出鸣叫声；如果发现受伤的同伴队群会自发的出现两只大雁脱离队形，靠近这只遇到困难的同伴，协助它降落在地面上，直至它能够重回群体，或是不幸死亡；领雁并非一只贯穿飞行始终，当领雁疲倦时，便会自动退到队伍之中，另一只大雁马上替补领头的位置。

　　从上述大雁飞行过程中所遵循的原则中，不难看出团队建设中的几点要素，这也恰是一些企业团队建设中所缺少的核心精神。

　　一、共同目标

　　目标的一致性，是团队建设的基石。一个企业只有在其所有成员对所要达到的整体目标一致的肯定和充分的认同，才能为之付出努力、*终共同实现目标。而我们的企业尤其是小型企业，奋斗目标的不确定性往往是导致*终失败的主要原因之一。目标的不确定、方向感的缺失使企业高层与中层之间，中层与基层之间出现了严重的信息、沟通的断裂并由于引发了价值观的分歧，失败的计划、目标、团队建设由此而生。事实上每个人都必须忠诚于自己的团队，忠诚于自己的事业，做好自己的本职工作，为共同的目标不懈努力。如果你不拍翅膀，他不拍翅膀，这个团体还会存在吗？又如果大家都朝着不同的方向拍翅膀这个团体还会称之为团体吗？而个体间的生存空间和高度还会有多少？

　　二、团队协作

　　协作的优劣，是团队建设的关键所在。在一个企业里，会以企业为单位、部门为单位、小组为单位，分别存在不同的大小团队。企业为这三个团队中的核心团队，而企业的整体利益必然也必须成为任何一个小团队的利益中心，所有的行动的指南。在现在的企业团队中以销售团队*为代表性，为了个人、小集体、区域、部门的部分私利而置整体大局而不顾，大到业界之间、企业之间，小到部门之间、同事之间相互倾覆、抢单、抢户、杀价，使整体销售业绩急剧下滑、产品含金量大打折扣、利润空间严重缩水。大雁间的相互协作一则是是为了种群的生存，二则是为了提高团体的也是每个个体的飞行高度；而我们部门之间协作也正是为了提高工作绩效和产品利润，正所谓殊途同归！如果一根手指可完成的整个手的日常工作，那么我们只需要一根手指就可以了，还要双手做什么？难道是为仅为了美观吗？

　　三、角色定位

　　准确的自身角色定位，是团队建设重要砝码。事实上无论是一个企业、一个部门、一个小组想要共同创造出优良绩效，对于每一个个体都会做出一个准确的定位。而*终导致绩效不佳的原因很大程度上员工对自身在组织中的定位缺乏认识，以致于定位不准、不足、不对，*终没能发挥应有的作用，没能尽到应尽的职责，反而起到了不够积极的作用，更有慎者起到了副作用。大雁飞行中的角色定位和角色互换，使整个团队始终保持着飞行的稳定性和高度而且使每个团队成员都充分的投放到团队之中来。而现实工作中的角色定位，不仅可以使员工可以更为清醒的认识自己、更为有利发展、培养、煅炼自己的所长、更是为了充分提高团队的综合实力。俗话说：“尺有所长，寸有所短”。如果全部都是将军，谁来打仗？反过来，如果全部都是士兵，谁又来指挥？

　　四、相互激励

　　相互间的激励，是团队建设中的精髓。在职场上*好把共事的伙伴变成啦啦队，快乐、阳光的工作则是成功的*好助手，工作伙伴散播的有利消息远远比你个人所作的努力更有助于你职业生涯的发展。而相互间的激励更容易在心与心之间产生共鸣、达成默契，从而形成团结、向上的整体工作氛围。雁群间的友爱和激励，可以大大提高种群的生存空间与机率。其实在激励别人的同时，对自己何尝不是*好的激励。就如净化别人是对自己灵魂*好的洗礼一样。相互间的配合、帮助、激励会使我们更容易的攻克难关和通向成功。如果在你身处困难之中，身后传来幸灾乐祸的嘲笑声，除了悲愤外，你克服困难的勇气和决心又有多少？试问职场上又有几人不曾遇到难关？

综上所述，高效的团队离不开良好的团队建设；而为了创造更高的绩效、达成更高的目标也势必要求有一支高效、团结、向上的团队！

 

 

 

 

 

 

　①亲自向员工的杰出工作表现表示感谢，一对一地亲自致谢或书面致谢；

　　②花些时间倾听员工的心声；

　　③对个人、部门及组织的杰出表现提供明确的回馈；

　　④积极创造一个开放、信任及有趣的工作环境，鼓励新点子和积极的主动性；

　　⑤让每一位员工了解公司的收支情形，公司的新产品和市场竞争策略，以及讨论每位员工在公司所有计划中所扮演的角色；

　　⑥让员工参与决策，尤其是那些对其有影响的决定；

　　⑦肯定、奖励及升迁等，都应以个人工作表现及工作环境为基础；

　　⑧加强员工对于工作及工作环境的归属感；

　　⑨提供员工学习新知及成长的机会，告诉员工在公司的目标下，管理者如何帮助其完成个人目标，建立与每位员工的伙伴关系；

　　⑩庆祝成功――无论是公司、部门或个人的优秀表现，都应举办士气激励大会或相关活动。

 

 

 

 

 

 

 

 

 

 

 

 

 

    

 Squeaking vs Moaning -  There is an old English saying.” The squeaky wheel gets the grease”. This metaphor means that those who speak up and shout out will often get the attention they seek and will see the changes they deem necessary take place.

There is an ancient saying, “Ask and you shall receive.” Over several years working for a number of different firms in China, I have certainly found this to be true. Despite this universality, there seems to be a serious lack of “squeaking” in companies across the country. You should certainly begin to encourage squeaking in your organization, However, should exclude an important exception C moaning. There is a very big difference between a “squeak” and a “moan”.

Squeaks are positive, specific, action oriented messages expressed in the future sense. You should direct a squeak at the person responsible for making changes. Examples of squeaks include:

・         Please make sure that you send the information at least two days before the deadline in the future.

・         Could you help me to access my account? I keep getting error message 3110.

・         It would be great if you could make sure to bring Clark Morgan pens next time, so that we impress the clients.

・         Make sure always to smile when you are on the phone with clients.

Moans is contrast, are negative and expressed in either the past or present tense. A moan does not give an action and will often over generalize a complaint without offering a solution. Moaners often also direct their comments to people who are not responsible for taking action. Here are a few examples of moans:

・         This email looks terrible

・         I can’t work the database

・         She is so stupid

・         He never listens to me.

Squeaking takes on the belief that things will change, improve, and problems will be resolved. I can attest to this-with enough squeaking they certainly will! In contrast, moaners have a negative outlook, believing that things are bad. So, to make themselves feel better, they make others feel bad. They share their negativity and create a really “bad vibe ” in your office.

So, how do you create a culture of squeakers in your company? Some ideas include:

・         Lavishing encouragement and praise on your squeakers.

・         Giving an award to “squeaker of the month.”

・         Putting a poster on the wall with “Squeak C don’t moan!” splashed across it.

・         Having a “Squeak Box” for employees to submit their squeaks

・         Holding “Squeak time” during meetings

How do you remove the moaners? That is simple. Give two warnings, one verbal, one written when their complaining becomes a problem.

Visualize Success C In Steven Covey’s book ‘The 7 habits of Highly Effective People’, one of the habits he emphasizes is “always start with the end in mind”. A few years ago, I learned this particular principle in a very powerful way during NIP training course in America. Part of the training was to do a “Broad Break”, which involved putting the base of my hand through a 5cm thick piece of wood, like a kung-fu master. The big problem was that I did not truly believe that I could do it, so when my time came to break the board, out trainers coached us. First, we learned the correct stance and movement. Second, we learned how to believe that we would break the board, and that we were not just trying to do it. Finally, they asked us to “see the board already broken”.

I told the trainer that I did not know how I could visualize that. So he took a board, broke it, and held the pieces up between my hands. He said, “Blink your eyes to take photo of this in your mind”. Then he took the broken board away and brought out the unbroken one. As I looked forward, I concentrated hard on seeing the board already broken in my mind…I saw it…I saw it…I saw it. Then I punched my hand forward, and “Crack!” The wood was in two pieces and I had done what I previously thought to be impossible. It made me start thinking “what else can I do that I previously thought was impossible?” Just a couple of years later, my buddy and I began building the largest corporate training company in China.