10 rules for team management, a must-read for bosses!

　　At the regular meeting of #Laogao Crown Club# in April this year, five-year-old member Zhu Yongqing shared a wonderful speech on team management.

　　Now the cost of talent is getting higher and higher. How to use team capabilities with high profile efficiency and make the company bigger and stronger has become a problem for all bosses. Brother Toilet has led his team to the Taobao Tmall series, and has been the first in Kohler Bathroom and TOTO Bathroom Sales for many years, with annual sales of 300 million yuan, which is very impressive! His sharing must be studied carefully.

　　The following is a selection of full texts:

　　E-commerce is now a traditional enterprise. Whether a company is successful or not depends on three modules: focusing on the areas that customers focus on, providing competitive solutions and services, and continuously providing customers with well-known value.

　　1. What is your mission and vision?

　　So what can we do? When the company was very young, they didn’t know what mission and vision were. When you became a big company, your mission and vision must be put forward. A group of people must work together for a common goal. The core team must have the same values ​​and maintain a high level of understanding. For example, our vision is that consumers can spend a great value for money and build their home into a fascinating harbor.

　　2. What are your values?

　　Values ​​are what we do in our daily lives. How do we guide the team in our daily lives? What are the rules of the game that the team needs to follow? This is the value. For example, playing mahjong, because there are rules for playing mahjong, everyone has a lot of fun. The team must formulate a value and a rule. This rule is known to everyone and must be implemented, not only the leaders know it. This is the value.

　　In order to allow employees to continue to learn and practice and let them penetrate into their bones, we will showcase some things that we usually follow or that we want to guide. All training is to educate people, allowing them to constantly receive knowledge every day, sneak into the night with the wind, moistening things silently. Our usual morning meeting is the process of building values.

　　Continuously establish values ​​and get rid of weeds. These weeds are unfair values ​​he accepts in society. Only by pulling out weeds can we do well in the company. There is a saying in our company: Being kind to your partner is an insult to him, because you think he has no plan to accept all this.

　　3. Is your team cohesive?

　　In the team, sales indicators are very important. You need to convey the message of who the sales champion is and make him feel honored. The basis is our second question just now, which is cohesion. We read the Guardian Declaration every Monday. We also have a cabinet culture that allows you to see it as soon as you look up and constantly give you insights. We don’t want people who have participated in many trainings. Such people will be very messed up and will be at a superficial level.

　　4. Improve user experience externally and improve efficiency internally, otherwise there will be no value for survival

　　Reduce costs and improve efficiency. This is what we proposed last year. When problems arise in our company, what values ​​do you need to guide you. These eight words look very simple. We were discussing O2O two years ago, and many of them have died so far. What mistakes did he make? It was that he failed to improve efficiency.

　　Whether O2O can succeed depends on whether it improves efficiency. O2O only needs to do two things well: improve user experience externally and improve efficiency internally, otherwise there will be no value for survival. The door-to-door car washing service is basically gone now, why does it disappear? When you come to wash the car, you need to drive to wash the car, and you also need to bring equipment, which wastes manpower, material resources and time, and has little profit and no efficiency improvement, so this is an O2O problem. There are also many people who open stores online and offline, which increases a lot of costs and has no profits, and they are also dead. If you want to do O2O, you must think about whether you can use some idle resources to do things that improve efficiency, and constantly guide employees to understand this sentence.

　　5. Set a three-year small goal: be the first

　　In terms of strategy, there are many industries but insufficient resources. I advocate ordinary people doing extraordinary things. Can you be the first in your category? Can you be the first in the segment? If you are the first, you will have a lot of resources and let others take the initiative to find you. After the strategy is set, you have to set a three-year path. Don’t set the time for too long, it’s better to have three years. After confirming it, you have to do a series of things. If you only do this within three years, can you do it well? Can you be the first? This is the only thing you need to consider in these three years.

　　6. The organizational structure must be clear

　　There is a key point in the organizational structure. Who is whose child when I pick up a bunch of grapes? Who cares about your organizational structure must be clear. The key point of whether the organizational structure can be successful is people, that is, the team, and the team must make efforts in one direction. Why do we quarrel in the team? We have to have a standard for doing everything. Everyone has different standards. If everyone does not agree, they will quarrel.

　　7. The overall strength is really strong

　　There is a common misunderstanding among enterprises here. Can you win by operating? Many times we are competing for operations now, and we think that the strong operation is better than others. I have seen some companies overestimate operations. Now that it is not possible, e-commerce has become a traditional enterprise, so many companies will have many problems. Some teams may include artwork and activities in operation. In fact, this approach is both good and bad. I can contract it out before I have the ability. If I have the ability, I must cultivate it myself. When professionals do professional things, the problem is how to understand the major. I outsourced the operational artwork because the outsourcing company is more professional, but they have job abilities but do not have professional abilities. In the past, many companies only focused on operations, customers, and procurement, but once traditional enterprises also operate and they have sufficient funds, what should we do? We must make ourselves smaller, do every link well, and make every link in the company stronger.

　　8. The result without a process is garbage, and the result without a result is fart

　　From a general perspective, the team is about quantity, quality and system. I have shared the quantity issues. It took me a year to understand these words and practice them. If your sales have not increased significantly, or have not met your expectations, the problem is often the quantity. Because you need key talents in your key positions, then is your number enough? If you have ten cars at home, you need ten drivers. How can you drive the car if you don’t have enough drivers?

　　Quality refers to whether they can do what you explain after sufficient quantity, and whether they can do it according to your ideas. The result of no process is garbage, and the result of no result is fart.

　　The system is very important. You must review everything you do. After reviewing, it will be made into a system. You will summarize your experience in doing activities and establish a system.

　　9. Pay attention to the heart, brain, hands and wallet of employees

　　When you feel that the employees are not strong, do you pay attention to the heart, brain, hands, and wallet:

　　The first wallet, can he get a salary when he comes to you?

　　The second one can improve his hands and brain?

　　Third, you have to do something to make his heart with you.

　　10. Check out talents

　　I share a formula: Ability = knowledge + skills + experience. When paying employees, what do you measure them? Generally, we follow our feelings, but it is very inaccurate. Knowledge is his diploma, and undergraduate colleges and high schools are different. We are familiar with our skills and typing speed. Experience is the time he works in the team. Through these, we can judge his salary standard.

　　There is a common misunderstanding in companies: use attitude to determine abilities. If a company has tasks, it often gives them to those who actively ask for them, but are they capable enough? So we must consider it from our will and ability.

　　There is another formula: Will = Confidence + Commitment + Motivation. How to stimulate their motivation. Many teams use travel and dinner to solve it. This method is useful to some people and is useless to some people. It should be stimulated according to everyone's needs.

　　There are three types of partners in Alibaba. The first is to recruit outside, one is to train yourself, and the other is to recruit first and then train yourself. Have you paid attention to this point, otherwise your company will go very slowly. Talent inventory means integrating talents, just like goods, optimizing unsold products.

　　Thank you everyone.

　　Q&A session:

　　Q: Hello, I would like to ask questions about execution. If you have good ideas, but the results from leaders to basic employees are very poor. So what should we do.

　　Answer: Not every company must have strong execution ability. Why is the execution ability poor? The first is the question of willingness, and the second is the question of ability. If neither is possible, then this person does not need to be in the company. To divide the big goals into small goals, you can do them in detail.

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