The essence of team management is authorization, not control or encouragement.

What is the difference between management and authorization?

What is the difference between control and authorization? For example:

Management theory emphasizes that a person's management radius should not exceed seven people, that is, direct subordinates should not exceed seven people. But in Google, there are often twenty or even thirty or forty people who report directly. Why is there such an arrangement The logic behind it is empowerment. Leaders provide knowledge support for subordinates and integrate various resources, which can help subordinates achieve greater results. The purpose is not management, managers can completely ignore the management boundary, thus breaking the radius of management and forcing them to adapt to a new mode of operation.

Internet era is the era of creative revolution. The main motivation of creators is the sense of accomplishment and social value brought by creation, and self-motivation is their characteristic. This is essentially different from traditional manual workers and even ordinary knowledge workers. What they need most is not motivation, but empowerment, that is, providing them with a more efficient environment and tools.

The most important function of the future organization is to improve the probability of creative success, and empowerment is the only way to achieve this goal.

Management organizations usually have the following characteristics: the rules and regulations formulated are strict and employees must conscientiously implement them; The organizational structure of the team is pyramid, and the implementation of a decision needs to be distributed at different levels; Managers like to control their subordinates. If subordinates don't obey, they will be dissatisfied and even feel that employees have violated his authority. Formulate strict performance appraisal indicators and judge employees' working ability according to the appraisal results. Under such an organizational model, employees will not only feel pressure, but also be unable to exert their autonomy, creativity and enthusiasm.

However, authorized organizations do the opposite. Although this management model will also formulate various rules and regulations, it also needs to use basic management methods, but it pays more attention to empowering employees. For example, employees can share relevant benefits after completing their work efficiently; Good behavior will be rewarded and bad behavior will be punished. Here, employees' creative consciousness will be stimulated, and employees prefer to engage in more challenging work; In a relaxed working environment, employees can gain a strong sense of accomplishment and honor.

In the era of personal rise, only by exerting personal value can we bring more achievements to enterprises. Although management organization is suitable for a large number of labor-intensive enterprises, it does not mean that enterprises with a large number of employees must adopt management organizations. Many enterprises have tens of thousands or even hundreds of thousands of employees, but they are not labor-intensive industries, but high-tech enterprises that need innovation. The work of employees needs to solve the problem of "face", so it is necessary to divide the huge organizational structure into as small units as possible, so that outstanding talents can work together and solve problems as much as possible.

In the traditional organizational structure, teams are divided according to the same jobs, and the jobs and skills of employees in the same team are basically the same. In the new organizational structure, the best people with different positions and skills gather together and need to work together to solve the most difficult tasks. Therefore, the future trend is that outstanding talents will get together.

Many enterprises regard innovation as their future development goal. No matter on any occasion, they emphasize the role of innovation in enterprise development and require all teams to take innovation as their work requirements. However, only relying on this kind of indoctrination has little effect. If the organizational structure does not support this requirement for innovation, it is impossible for enterprises to form an innovative atmosphere.

What's the difference between incentive and authorization?

Empowerment is the most important organizational function in the new era. The era based on artificial intelligence is coming, and those who cannot be surpassed by machines and artificial intelligence in the future are the most valuable people in society. Their core characteristics are creativity, insight and perception of customers, and their greatest driving force is the sense of accomplishment and social value brought by creation. What they need most is not encouragement but empowerment.

The so-called empowerment is to provide employees with a more efficient environment and tools for creation. To put it bluntly, it is impossible, but the organizational platform allows it. Once an organization that empowers employees is established, it will inevitably begin a tenacious journey of life growth. From this perspective, Google's rapid growth is easy to understand.

However, in the same era, the management concepts of different enterprises are very different. Many domestic enterprises still continue to "treat people as machines". When a few excellent enterprises began to mention that "talent is the strategic resource for enterprise development", leading enterprises such as Google have regarded empowerment as the biggest function of organizational management.

There are no successful enterprises, only enterprises of the times. A large number of excellent companies have also proved by facts that empowerment is not limited to leading Internet companies. Although some enterprises have not divorced from traditional industries, it is not pyramid management that has armed them, but those who are upside down do the opposite. This not only highlights the flexibility of distributed management, but also strengthens the support of centralized management, which makes enterprises thoroughly remould themselves and embodies the word "empowerment" to the fullest.

The difference between authorization and incentive is mainly reflected in the following aspects:

First, incentives focus on benefit sharing, and weight is given to benefits.

Only true interest can stimulate continuous creation. Orders do not apply to employees. The function of an organization is no longer to assign tasks and supervise work, but to better match employees' expertise with customers' problems, which requires more employee autonomy, higher mobility and more flexible organization. It can even be said that it is employees who use the organization's public services, not employees hired by the company, and the relationship between them has changed greatly.

Many engineers from well-known companies such as Google and Microsoft are willing to join Xiaomi at a relatively low salary and bear the great pressure of "996" (going to work at 9 am, leaving work at 9 pm and working six days a week). The most important reason is that in Xiaomi, they can really feel that they are creating brand-new products and changing the world. Relying on this self-motivation and self-drive, in the development of Xiaomi for several years, they took the initiative to meet the challenges and created many miracles.

Second, authorization depends more on culture than motivation.

Only culture can bring like-minded people together, and the cultural atmosphere of the organization itself is a reward, empowering people in the organization to create together with like-minded people.

The core function of an organization is to create culture and values. In an authorized organization, in order to adapt to the organizational culture, managers should actively think, create a culture consistent with employees' values and sense of mission, attract employees' attention and make progress.

Facts have proved that the most cutting-edge innovative enterprises usually have distinct culture and values. For example, Google's admiration for top talents and the culture of not doing evil, Facebook's geek culture and feelings of connecting with the world have all made them favored by the world's best talents.

In the industrial age, enterprises pursue the same mission, vision and values; In the new era, like-minded employees have become the basic requirements of empowering organizations. If you want to gather top talents, you must have the courage to change the world and never forget the initial intention of promoting the progress of human society.

Third, incentives focus on individuals, and empowerment emphasizes design and interaction.

With the development of Internet, the relationship between people in organizations has become closer. Many emerging disciplines have pointed out that the design of interaction mechanism between people may be far more effective for organizations than individuals.

Creation is difficult to plan in essence, and it can only provide employees with resources and environment that they can't get when they are independent. The most important thing is that employees can fully interact with each other and have more opportunities for spontaneous collision, thus creating greater value.

The most classic case is the breakthrough of Google AdWords advertising system: when five employees play billiards, they see that the founder is dissatisfied with the advertising quality of the company. So, they spent a weekend building AdWords' advertising system algorithm. More interestingly, these five people are not from the advertising department, but they all have a series of supporting mechanism designs behind them. The weekly staff meeting held by Google can disclose the projects being promoted by the company to employees, and employees have high autonomy and can mobilize resources across departments.

This shows that the mechanism design to promote synergy is the most important field of organizational innovation in the future.

Authorization, the secret of building a super team

How to build a super team? The specific method is as follows:

First, build strategic strength and combat strength

The importance of grass-roots team in an organization depends on its strategic strength and operational strength. The strategic strength is that the team should know where the user is, what the user portrait and scene are, and use the logic of the leader to allocate strategic resources; Operational power refers to profit and cash flow from the perspective of doing business.

The financial department of a company once did one thing: analyze what process each management team earned and which departments were involved. Finally, the finance department drew a key path to make profits-when ——HR pays bonuses, people on the key path will get high bonuses. At the same time, back-office functional departments, such as legal department, finance department and human resources department, will also be graded. Employees help the company make money, which departments help him the most, and then the bonuses of functional departments will be judged according to the specific assessment.

The future enterprise is a network, a biological organization with rising and evolving individuals, in which every nerve ending is a brain. Enterprises must, like ecological organizations, ensure the coexistence of multiple brains, promote the coordinated development of the company, and turn grassroots teams from nerve endings into intelligent brains complementary to headquarters.

Second, create creativity

If grass-roots teams want to become high-dimensional models, the most important thing is to improve their creativity and change from obeying models to creating models. What is creativity? Is to use their own thinking ability to build, do not need more resources from the company, can still evolve from low-dimensional to high-dimensional, so that grassroots teams can find lower-cost and faster solutions to problems. For example, JD.COM adopted this method to promote small team innovation.

Many pages in JD.COM are handled by the production and sales departments. Hold a 20-minute team meeting every morning to let individuals report the available headlines they saw yesterday. JD.COM assigned graphic designers to each purchasing and marketing team. The team leader decides the theme and lets the graphic designer make the promotion page. After the page is completed, the team leader will report internally. The logic of internal reporting is called ABC principle: if you are C, you should report to B, you can do it after you agree, and copy it to A, but A doesn't have to give any response to C. If something goes wrong, ABC*** will share the responsibility and reduce the pressure on C.

In this way, no matter how big the organization is, things can be completed quickly. So, put forward innovative ideas in the morning, finish drawing in the morning, and hang up the page at one or two in the afternoon. JD.COM is adjusting his rhythm every day. This adjustment requires grass-roots teams to have high-dimensional work skills and master the methods of doing a good job quickly.

Third, dare to express immature ideas.

Grassroots teams should dare to express immature ideas, which is an important factor to distinguish whether a company is dynamic or not. If we carefully express the views consistent with the leaders within the company, the organization will lack vitality and will not go far. Only when there are more voices like "Sorry to interrupt you, I suddenly have an idea", will the company leaders integrate the ideas of grassroots employees with curiosity and exploration, and then innovate.

Fourth, memory, thinking and imagination.

The brain has three functions:

(1) memory. The biggest problem of education in China is that it puts too much emphasis on cultivating children's memory ability. In fact, as long as the memory is put in a notebook, mobile phone or Baidu, the brain can be completely emptied.

(2) thinking. In the brain, the ability beyond memory is thinking. Case courses in Harvard Business School mainly cultivate managers' critical thinking, but with the emergence of artificial intelligence, thinking ability is no longer the main ability of human beings.

(3) imagine. There is a very important space for cognitive upgrading, which is called imagination. Many people acquire new abilities not by themselves, but by reading books, training and listening to micro-classes. They have rich imagination in their minds and regard indirect experience as direct experience, which enriches their personal life experience. Brain cognitive upgrading is an important empowerment.

Six problems in establishing authorization team

Leaders all hope that employees can be spontaneous, the assigned tasks can be delivered on schedule, and the ideas can be implemented ... However, in reality, it is often another situation. The leader followed the employee's ass and asked: when can it be delivered, how is the progress, and whether the cost is within the budget ... Many times, the leader may not even get the answer he wants, which makes the leader feel depressed and helpless. What is the problem? Is it slack employees or lack of leadership?

In fact, most employees want to achieve something, and the reason why their performance is not satisfactory is largely because their superiors have not authorized them. Only by empowering the team can we build a team that can fight and win.

First, the characteristics of authorized team

To sum up, the empowerment team has the following characteristics:

1. Autonomous. The empowerment team is autonomous, not only has what it wants to do, but also can do it voluntarily.

2. A sense of accomplishment. Team members do what they want to do, can do what they want to do well, and have a full sense of accomplishment.

3. Sense of meaning. Team members think that what they do is very valuable, which will stimulate internal motivation and ensure the positive cycle of work.

4. Self-confidence. Team members have a sense of accomplishment, and leaders give active support, which makes it easier to improve their confidence in themselves.

5. Sense of purpose. Team members have the same goal, and everyone Qi Xin works together to minimize all kinds of friction and resistance.

6. Possibility. Employees have autonomy, not only obey the leadership, but also find more possibilities and even exceed expectations to achieve their goals.

Second, the premise of authorizing the team.

The premise of empowering a team is that team members should have the same goal. If the goals between team leaders and employees are inconsistent, then the so-called authorization will only create a careless hero in the end. Usually, the same goal can be divided into four aspects:

1. performance. This is the most obvious achievement of the organization. For any organization, without performance, it loses its reason for existence.

2. Grow up. Only when employees grow up can they achieve higher performance goals in the future, and at the same time, employees can gain value-added in the future human capital market.

3. Collaboration. Collaboration will affect the efficiency between teams. If everyone works together, it will be easier to get twice the result with half the effort. If the cooperation between employees is not smooth, everyone will not only be tired, but also very tired.

4. Legacy. Inheritance is the most fundamental driving factor of the team. When it comes to the spirit of women's volleyball, people usually think of the word "struggle", but the recognition of team spirit is not very high, which is the power of inheritance.

Third, six problems in establishing an authorization team.

Empowering employees, the most fundamental thing is to give full play to their thinking ability and let them think. The most effective thing is to ask questions to employees and inspire them.

The six authorized questions are shown in Table 2:

Table 2 Six authorized questions

Through the above questions, we can help employees to clarify their current working ideas and motivation for future work.

These six problems can be divided into two levels: implementation level and dynamic level. The first three problems are the executive layer, and the last three problems are the dynamic layer. The executive layer is a problem that leaders often pay attention to, and the dynamic layer is a problem that stimulates employees' sense of responsibility and driving force. Leaders need to realize the change from focusing on execution to focusing on dynamics.

How to "empower" your team?

How to empower the project team?

Xiao Li is a human resource manager in a chain industry. Before, the company mainly faced the end customers, and its sales performance was good. But now the company has expanded its business and recruited many agents. When empowering franchisees, he encountered a problem: many franchisees were not transferred by their peers, but chose to be franchise agents because they felt that their brands and market prospects were good. However, after joining, the business development of agents needs the support of headquarters, and such sales skills often do not lie in the personal ability of salespeople, but involve more professional skills. For example, customers put forward their own requirements for color, some materials can not be selected, and the process will be limited, otherwise the product quality will be affected.

It takes almost half a year for a non-professional to learn these professional skills, but it is obviously unrealistic for dealers to wait half a year to start their business, so the headquarters gives a strategy: let agents learn professional skills in modules and complete sales work in team form. This idea is really good, but there is a problem in the overall cooperation of the team: how to ensure that the overall project team has a unified standard?

This involves the issue of team empowerment. So, how to "empower" enterprises? After reading the following example about Tencent, you may know the answer.

1. Technology empowerment. In terms of technology empowerment, Tencent provides partners with information technology services such as data, security and LBS, focusing on sharing the cloud. Tencent, supported by AI+ Big Data+Tencent Cloud, has opened up online centralized traffic portal and offline distributed brand data through its membership system. Enterprises can develop their own retail solutions based on Tencent system to achieve a win-win situation. For example, small programs, enterprises can associate small programs with official WeChat accounts and embed them in articles, menu bars and so on. In addition to these channels, customers can also find your applet through nearby applets and search windows.

2. Marketing empowerment. Nowadays, traditional industries are facing such a problem: Is it necessary to solve the marketing pain points of the industry through technology? Cat's eye cinema co-branded card is a typical example of marketing empowerment. In order to meet the needs of marketing, Cat's Eye United Cinema has launched a cinema co-branded card. Cat's Eye cooperated with more than 7,000 cinemas to launch cinema co-branded cards. The cumulative number of cards opened by users exceeds 1.2 million, which helps the cinema to start member operations and enhance user stickiness. Through data empowerment and marketing empowerment, Cat's Eye and cinemas, cinemas and distribution squares in the film industry chain have become an industry * * * body, which is in line with Tencent's "connection+content +0.5 finance" strategy.

Of course, before "empowering" enterprises, we must first sort out the core advantages of enterprises, formulate the direction of enterprise transformation and upgrading, and benchmark, so as to better "empower", otherwise it will be indigestion and suffer.

Empowerment is the only correct way to open talents in this era. There are two important elements of success, one is ability and the other is passion. The key to team success is to make as many high-performance talents as possible have both ability and passion.

Generally speaking, empowering the team includes the following points:

First, the atmosphere is empowered

The atmosphere is not one or two league building activities, nor is it a slogan posted on the wall, but a guide rooted in the hearts of the players. In this increasingly like-minded era, enterprises rely more on culture than before, and only a consistent cultural atmosphere can bring like-minded people together.

Climate is a set of explicit or implicit behavior rules formed in the long-term development of the company, which affects the value judgment of team employees, the sense of existence of team employees, and even determines the final direction of the team to some extent. In a good atmosphere, employees will do a job with passion.

It is very lucky that talents can work in their favorite cultural atmosphere. There are only a few people with high IQ and EQ at the same time, and there are still so many good times in life. Don't let bad atmosphere kill the passion and energy of old employees.

Relying on personal breakthrough will only waste valuable time and reduce the success probability of enterprises, and creating a good cultural atmosphere is the only choice for the system to improve the success probability. Don't always say "cultural emptiness", it's because the culture you adhere to is not valuable enough and attractive enough.

Second, empowerment.

Authorization literally means "granting power". Literally, it is easy to understand, but it is not easy to do. Managers should allocate power, share power, take responsibility and mobilize resources with employees. This not only requires managers to have a broad mind, but also requires managers to be good at authorization.

Authorization is not to throw things out and let it go, but to pay more attention to results and give the process to people who are more directly related.

Authorization means more complete detail control, more direct judgment and thinking.

Authorization is actually a deliberate ability training.

People who are not authorized are usually passive Nuo Nuo. After a long time, they think they have developed a lot of skills, but in fact they are just some tricks.

People who are not authorized will never grow up quickly and will always be obedient followers.

Future-oriented organizational leaders should not only have an authorized mind, but also have the ability to authorize accurately. Pay attention to results and process, which not only realizes accurate authorization, but also maintains good order.

Third, achievement empowerment.

Success comes from self-confidence, and success can make you more confident. People who have never succeeded can't talk about real growth. The fastest way to improve an employee's ability is to make him a successful person and let him have a thinking mode and behavior habits of a successful person.

Empowering employees through small achievements is the fastest way to make employees grow. The growth of an employee is not only how many things he has experienced, but also how much he has really succeeded.

The traditional model is that to use a person, we should not only carefully judge whether this person has the conditions, but also constantly test whether this person can do it. The empowerment mode is that if you want to use a person, you should not only consider the necessary conditions at the beginning, but also try to mobilize all kinds of resources to help him do his best in the process.

Achievement empowerment is the only way, which can quickly sublimate the ability of employees.