Construction and Management of High-performance teams

Experiences in building and managing high-performance teams

What should we do based on the status of our team?

Thinking: horizontal thinking

Objective: To combine knowledge and behavior

Mentality: self-confidence

• What Vertical thinking
• What level of thinking
• Integration of knowledge and industry

1. Team overview ------ From synergy to splitting

• Differences between organizations and teams
• Characteristics of a good team
  • Proactive
  • Mutual collaboration
  • Responsibility 1
  • Competing and win-win is the habit of a successful team

2. Team building: consciousness determines action

• Ideological Construction focuses on unified values
  • Mission
  • Purpose
  • Values
    • Workplace
    • Home
    • Society
    •  
• Ideological Construction focuses on non-publicity and implementation
  • Unified thinking
    • Lead ------ chief coach
    • Experts, heroes, or model workers ------ practitioners of Values
    • Manager ------ coach
    • Old employee ------ disseminators and storytellers
    •  
  • Publicity requires a certain degree of prestige
  •  
• Ideological Construction focuses on guidance rather than teaching
  • Propagation mode
    • System
    • Leadership
    • Hero
    • Ceremony ceremony
    • Story
    • ...
    •  
• The foundation of ideological management is trust.
  • Lack of trust
  • Fear of conflict
  • Insufficient investment
  • Escape responsibility

3. Team conflict handling ------ not familiar with each other

• Phase 1: conflict brewing
  • Personal level (interpersonal relationship conflict)
    • Unfair Phenomenon
      • Be honest
      • Improper praise or criticism
      • Egalitarianism
      •  
    • Rumor
    • Status changes
    • Different personalities
    • Different Cognition
    •  
  • Inter-Team (interpersonal conflicts)
    • Transitional Competition
    • Poor team awareness
    • Competition for limited resources
    • Leadership Style
    • Organizational Culture
    •  
• Phase 2: Conflict awareness
  • Potential conditions are the cause of conflict
    • Emotional traps
      • Wrong assumption of the motive of the other party
      • Eager to argue
      • Disturbing people's speaking habits
      • Prejudice
      • Strong tone
      • Pressure
      •  
    • Anger addiction
      • I always think that I am inferior to others ------ inferiority
      • You are right ------ arrogant
      • Others are sorry for themselves or hurt themselves ------ ignorance
      • Blame fate, bad fortune, don't review yourself ------ stubborn
    •  
• Phase 3: Behavior Intention Selection
  • Competition
  • Avoidance
  • Accommodating
  • Cooperation
  • Compromise
• Phase 4: Conflict
  • Slight differences of opinion or misunderstanding
  • Public questioning or suspicion
  • Arbitrary speech attack
  • Threats and ultimatum
  • Provocative physical attacks
  • Disclosure damages the other party

4. Team building ------ win-win: no perfect individual, but a perfect team can be built

5. team coaching and motivation ------ teaching in accordance with their aptitude and on-demand incentives

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1. Way of Thinking

After the project is over, PM and PL will hold a meeting on the problems encountered in the project. The dialogue between PM and PL will be as follows:

PM: the progress of the recent project is somewhat backward, and the quality is not ideal. The customer's evaluation is not very good. Why?

Pl: the customer's style changes are too frequent, and we are not good at hand, it is hard to guarantee.

PM: Well, some people in your group want to leave, or the core staff. Why?

Pl: Oh, you mean XXX. He thinks the salary level is not high and he is pursuing high salary.

PM: the loss of core personnel is huge.

Pl: there is no way to do this.

2. the way of thinking can only be realized, because it is not scientific. For example, a thing that has been studied in the United States, such as "the equality line will never meet", is used everywhere in the world, however, the management methods that Americans study may not be able to do in China, so the key is to get a proper management method for their own teams through understanding. This is called "integration of knowledge and industry"

 

3. Teams and organizations

Tour groups and football teams

1. Everyone in the tour group may have different purposes. They only temporarily form an organization.

2. If someone on the football team is involved, they will certainly not unite to weaken their combat effectiveness.

 

4. unified thinking

People must have prestige when publicizing the project. If a person does not have a high prestige, no one will trust you. That is why in some major events, there will always be the highest leaders in the country to do ideological work. Because those who shout slogans need prestige.

• Just like before the last launch, the leaders of the nation will deliver. Why is it not a common leader?
• Why should the national Prime Minister be present in person to encourage everyone during the Wenchuan earthquake?
  

At the beginning of a project, the project background, overall project objectives, design schemes, and policy selection are usually introduced, which may last for a long time.

 

5. Conflict

In fact, there is a program that is inevitable. The key is to act as a manager, so we need to take a degree of control to prevent a thorough outbreak of the conflict.

Competition for limited resources: when a new employee enters the company, your department always wants a good person, and other departments are not satisfied.

1. Competition

This is because both sides of the team conflict have taken arbitrary actions. Both sides stand on their respective positions and make no difference. "Either you are right or we are right ", be sure to win or lose.

2. Avoidance

Both parties want to cooperate, but neither adopt cooperative behavior nor adopt arbitrary behavior. "You neither look for me, nor you", both sides avoided this matter.

For example, I want to recruit a few new programmers to supplement my strength, but maybe after a few months, the programmers are not yet in place. Despite being angry, the department leader is not looking for Personnel. "Let's talk about him. Let's talk about it above." There is also a more-than-one attitude to personnel. If you don't look for a department leader, you don't need to hire programmers.

Tip: avoidance is the most commonly used method in daily work to solve conflicts. However, when avoidance is adopted, more work may be delayed and more problems may be accumulated.

3. Accommodating

The two sides of a team conflict are highly cooperative and not arbitrary. That is to say, they only consider the requirements and interests of the other party, do not consider or sacrifice their own requirements and interests, and the other side is arbitrary.

For example, the above example is still used. Later, the department director finally asked the personnel. The personnel manager said, "It is too difficult to recruit people." If you can't do it, forget it ".

4. Compromise

Both sides of the conflict have part of the cooperation, but both sides are arbitrary. In this case, both sides "You let the three points, I let the three points" both give up part of the requirements and interests, but at the same time, some requirements and benefits are saved.

5. Cooperation

Cooperation is an ideal way to resolve conflicts. Both parties respect each other's wishes and do not give up their own interests to achieve a win-win situation.

6. Incentives

High willingness and ability

Example: Zhang, a new employee from our department, trained android at an external training institution.

He does not have much project experience, but he is confident that he can make a progress bar and draw it by himself.