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Team management summary experience sharing

The summary is a certain stage of the situation within the analysis and research, to make a guiding experience and methodology as well as the conclusion of the written material, which can give us the next stage of learning and working life as a guide, how about we come to develop a summary of it. Then summarize what content to pay attention to? The following is my collection of team management summary experience sharing, welcome to read, I hope you can enjoy.

Team management summary experience sharing Part 1

The components of an excellent team

The following are three basic work patterns:

(1) Repetitive tasks and familiar work requires that team members have their own determined position, independently complete the work, as

(2) Slightly creative tasks that require team members to have fixed roles and work processes, but also require them to coordinate with each other;

(3) Tasks that require constant innovation and emphasize individual contributions, requiring team members to work closely together as partners. This type of work style is prevalent in senior management.

Understanding the team's goals

Once a team is formed, the next step is to establish goals. If the team members have different goals, the team's future is in jeopardy. Of course, the goals are not set in stone, and different goals should be set according to the actual situation.

Networking

All teams, regardless of their purpose, rely heavily on good networking. Leverage formal and informal relationships inside and outside the organization to best support your team.

Team Management Lessons Learned Part 2

First and foremost, a true leader in team management should first and foremost appreciate the pain and difficulties of his or her peers.

The ultimate purpose of your work in a team is to make the team's work more efficient and to show the team the way. On this basis, as far as possible, and your partner employees on the same line, feel their difficulties, feel their joy. This can really win the respect and acceptance of the team. Work can not always think because they are the leader has the right to use the best equipment. And to consider the inconvenience and pain of subordinates and employees when using poorer equipment. To really realize that the leader's independent office is not a symbol of dignity and status, but because of the need to communicate alone, and the need to know the subordinates work to leave them enough face needs.

Secondly, everyone is talented.

For employees, everyone is a talent. That's why it's important to never accuse an employee of being stupid in a team. Such a simple comment hurts more than just the mood of the moment. If the heart of respect for you, you this "stupid" word hurt the individual to his own life evaluation. The phrase "I was born to be useful" does not refer exclusively to yourself, but more importantly to your employees and subordinates. If you are born with a talent, then you are also born with another talent. When you need to lay off some employees because of team development needs, the first thing you should pay attention to is to find the employee's strengths and help him build confidence. Even use their own resources as a leader for his personal development to provide some useful advice, or recommended to more suitable for his position. Because, he is the talent.

Third, in team management, you should have the courage to share.

Sharing here is not just about sharing your information and knowledge, but more often about sharing your feelings. Many people think that their real ability as a leader is some kind of masterstroke. If they reveal some kind of ability or trick, it will threaten their leadership position. This is not true. Sharing will not only help the team make more progress, but it will also help your own skills become more powerful through collective wisdom. The team will also return more respect to you for sharing. The respect of a true leader starts with sharing and helping, not with the title of so-and-so general.

Fourth, give your team enough understanding and patience.

In today's state-of-the-art human resource management, the recruitment process is the most complicated. Not only do we need to understand whether the employee's work is real through the original leader, but we also need to understand all the problems in the employee's previous position through background checks. In fact, the essence of these tasks is to know and understand your employees. An employee's frequent departure may not be because of his instability, but because his career experience is not so smooth. An employee who has traveled thousands of miles in the hope of joining a company may be the real reason for wanting to reunite couples or lovers. Maybe the team is not progressing as fast as we thought, and we need to really think about the reasons behind this status quo and give the team enough patience.

Fifth, let employees learn to manage themselves.

The magic formula to let employees manage themselves is to let them learn how to plan their own work. The general ` team are early every morning the leader assigned tasks, today Zhang San do this thing, Li Si do another thing, Wang Wu do the last thing. At the end of the day, the leader for the day's work to do the review, the results of who did a good job, praise, who do not open a criticism. The result of such management is that leaders are thinking about what to arrange for employees to do tomorrow. How to assess. Obviously, a person's energy is limited, when the leader's subordinates more than 6 people, the problem arises. Because he can't take into account everyone's work arrangement. So those who have not been assigned will be lucky, and those who have been assigned heavy duties will scream and complain about God's injustice. On the other hand, the work faced by employees is subject to change. A temporary change of heart by a client can make the original work plan unworkable. Employees who were originally assigned a task may be overwhelmed by it for external reasons, or it may become insignificant. The team's inefficiency is obvious.

Team management summary experience sharing Part 3

Sales team management, a system and standards

With the in-depth understanding of the team personnel, usually the manager of the team's personnel status and problems are gradually familiar with, but also through observation and practice, a number of personnel in the process of the work of the various issues gradually manifested itself, and therefore the need to re-examine the company's previous sales team management, the company's previous sales team management. Sorting out the company's previous sales team management system and standards, if the company has, need to immediately rectify the emphasis and begin to implement, if the company is currently in the management process has not been set, it is necessary to reset, set the process, can refer to the superiors, other regional senior managers and subordinates in charge of the team's staff recommendations, and actively involve front-line personnel in the system's recommendations, so that the later in the Promotion will be more practical and convenient, the implementation of resistance will be smaller. "There are no rules, not round", the system and standards in the set, everyone in the team must comply with, as a team of managers to set an example, *** with the compliance, the only way to make the team personnel to identify and willing to comply with.

Sales team management two, goal setting

Any sales team management, if there is no measurable monthly, quarterly, annual assessment goals, the team personnel work like a headless fly, no sense of direction, only approved goals, we can work in this direction! As we all know, in the goal setting needs to follow the SMART principle: specific, measurable, achievable, relevant, time-limited, this is a basic principle of goal setting, but often in the process of management, the goal setters sometimes do not comply with this principle, many times there is selfish goal setting, such as setting the target lower, you can let their own people get more bonuses, for a long time. Below the personnel developed as a matter of course, once the company's goal setting began to harden, these personnel will be the first to resist, leading to team instability, and even increase the risk of personnel turnover; there is also a set of problems, to the personnel of the goal is very high, the personnel and then try to reach, will only result in the weakening of the personnel passion for the work, and simply do not care about the goal at the end of the day, as things go along with the mentality of the peace of mind. Therefore, in the process of setting goals for personnel, the need to grasp a principle, that is, to the goal is to give the team personnel through the best efforts can be achieved, once completed, can meet the expectations of the supervisor, but also to increase the personnel's sense of self-identity and sense of achievement.

In addition, the manager needs to give different subordinate supervisors according to their ability to set the ability to develop and job promotion goals, supervisors need to give subordinate business personnel according to their ability to set the development and job promotion goals. There will be requirements only if there is a goal, there will be requirements only if there is an effort, there is an effort may achieve good results!

Sales team management three, talent development

Talent, is the core of each sales team management to produce high performance results, in the process of team operations, the need to focus on the team personnel echelon training, it is recommended that you can look at three aspects:

1, personnel competency gradient assessment, by which you can put the team in the Sales staff is divided into three categories: elite type, this kind of sales staff work ability is very strong, have a good industry and combat experience, generally in the team belongs to the informal organization leadership, can be assumed in the absence of the supervisor of a certain team management and supervision of work, in the team has a certain calling power. The second type is: high performance type, this kind of sales staff in their jobs on the dedication, and monthly performance can be very good to complete, can be used as an elite type of reserve candidates, but also can become a new employee to follow the line and the object of learning. The third category: general type of employees, this kind of sales staff performance is general, work performance to achieve also in the team in the middle or below level, need more ability to train and enhance the program. The team supervisor can be evaluated according to the three categories of personnel, become the annual salary adjustment and monthly bonuses or additional incentives for the reference standard.

2, high potential personnel training, according to each sales team management personnel structure, the manager should focus on training their successors, and team supervisors should also focus on the training of their successors and the personnel of each important position, through the continuous cultivation of elite and high-performance personnel, the formation of sales talent position echelon, but also increase the team's motivation and combat ability, once there is a job vacancy. Then there will soon be a suitable candidate to fill in, to reduce the loss of sales due to staff turnover.

3, pay attention to training, according to the ability of different sales team managers structure, the development of annual personnel training program, so that personnel in different positions can enhance their own training, do not wait until the company's training, after all, the company to the first-line personnel training opportunities are limited; often, the need to organize internal training, you can ask some excellent director, manager, first-line supervisor and sales staff, let them come to training and training. Sales staff, let them to train and share the relevant work content, both to enhance the team's ability to summarize, presentation, but also to do a real combat training.

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