Good leaders are good at balance and decentralization

Ren Zhengfei once talked about the relationship between the boss and employees in the interview. Essence

It is also this suitable balance relationship that stimulates Huawei to achieve high -efficiency teams.

So, if you want to create an efficient team, how can managers look at their relationship with team members, and how to balance their own control and decision -making power? How to improve the team's effectiveness under the circumstances of personnel, ability, goals, and work methods?

PwC's U.S. Director U.S. Director and former director of McKinsey Jon R. Kadenbach shared the most core principles of becoming the most efficient team leader in the "Efficient Team". 6 things, hereby organized, I hope to inspire you.

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Always put team performance first, admit that it needs help

As a team leader, your attitude towards teams and subordinates is essential. If you want to better understand this, let's first look at the story of a person in charge of the U.S. logistics department during the Gulf War.

Colonel Randy Gall declared on the first day of taking over the new job and declared that he was different from the previous person in charge of Karl.

The department where Gal is located is the logistics organization in the US Army's planning department (hereinafter referred to as the "Logistics Department"). After the Gulf War, they were responsible for the withdrawal of soldiers, equipment and supplies safely.

Although Gal is familiar with logistics management business, he has no experience in Karl, which is an unprecedented huge challenge. This is as difficult as the difficulty to migrate the entire Waioming state to the new site.

Gall knows that without 100 % of the entire logistics department, he could not deal with the challenges in front of him. He said: "I don't have the professionalism and principles of Karl. Carl is the best person and the smartest person, I am not."

So at the beginning, Randy Gall denied himself and clearly informed his members that he wanted their help.

We find that if you want members to work together to achieve a common goal, we must have an attitude like Gal, not emphasize the personality, reputation, or status of the leader's own personality.

The belief that "only the team can achieve success and failure" began with leaders. The work of a qualified team leader includes: clarify the common goals and segmented goals, establish commitments and self -confidence, strengthen the team's collective performance and work methods, eliminate external obstacles, and create opportunities for other people in the team.

But the most important point is that team leaders should do it with all the members in the team.

At the same time, team leaders must be able to perceive when their actions will hinder the team work, and they must be clear how their patience is of great significance to greatly enhance the vitality of the team.

In other words, the quality of the team's performance depends on whether the leader can maintain a balance between themselves and assign others to do things.

And in this process, its attitude determines everything.

You have to admit that you are not knowing everything, and you must understand that you can't solve it by yourself, and you don’t need to make decisions for everything ... At the same time, a good leader will firmly believe that without the joint efforts of team members success. As a result, all the actions that may restrict teams or any members may be taken.

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Good leaders are "balance" masters

Since the attitude and behavior of the leader is so important, can it be learned the day after tomorrow? sure.

1. Good leadership, you must learn to delegate power

The correct attitude and behavior of leaders are not difficult to learn nor hard to practice. Most of us can do it. But in the business environment, few people can perform this practice spontaneously.

This is because authority often means command and control subordinates, and the ability to make all difficult decisions, and sometimes also referred to as "the absolute power of managers."

Such managers believe that their "omnipotent and omnipotent" attitude can effectively support and promote the operation of working groups, but this also weakens the possibility of potential team leaders. It is not to say that team leaders' decision -making power or controlling control is not good. For the team, the two are equally important.

However, the team's performance level eventually depends on the team's decision -making and control, as well as the team's hero. This requires the entire team to jointly bear the risk of conflict, trust, mutual dependence and hard work.

If the leader is always determined and everything makes the final decision, the above will not happen, and we cannot guarantee that the leader "never makes mistakes."

Therefore, transforming a team from a potential team to a real team requires leaders to abandon some control, that is, he must bear some real risks.

Of course, this matter is not simply to release all the decision -making power to the members of the potential team.

The real challenge is that leaders must give up the decision -making space to the greatest extent when the team is preparing to receive and use free decision -making.

Too many instructions will kill members' ability, initiative and innovation, but too little guidance, instructions, and regulations will also lead to the same consequences.

2. How can leaders avoid "control" too much?

Because each team has its own distinctive characteristics. Therefore, the appropriate and subtle balance of control is different in the various teams.

We must understand that there are never standard model methods to ensure that leaders succeed.

The role of the leader will never change, and its responsibilities will change hugely with the advancement of the team. In this process, the official authority of the leader still maintains the original, but when the authority is used, whether it is authoritative, and how to use authority, these are changing.

Therefore, the core of the role of the leader's role is actually to understand whether the team needs to help the leaders when the team is operating. This is also the gold standard to judge whether you "control" too much.

Team leaders are like the decisive rescue bench player. He only needs to provide support at any time when there is demand.

No one will underestimate the important position of team leaders in the team's success or failure. In fact, whether it is the leader or a team member, they do not expect the leader to be the only decision maker.

In the first story, the head of the U.S. logistics department, Gal, did this well.

Leaders must fulfill their firm beliefs on the common goals of the team and trust the team members and the entire collective.

This belief will bring infinite power, which can give potential team leaders incentive and encouragement, and to move them naturally and create a real team.

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Excellent team leaders must do 6 things

So, a leader of an efficient team should have those characteristics, or do there be some places to do? In "Efficient Team", the author also gave 6 suggestions in combination with his decades of decades of experience in PwC and McKinsey:

1. Ensure the correlation and meaningfulness of the team's common goals, segmented goals and working methods

All teams must form common goals, segmented goals and working methods. Although the leader must be the core member of the team, everyone hopes that the leader can maintain a certain sense of distance and pour power to help the team clarify and firmly believe in mission, goals and methods.

Of course, the bosses cannot over -interpret this. This will cause a sense of distance between you and the team members, which is contrary to the team's work. Any suggestions you give may be interpreted as commands, which will limit or even stifle the vitality, creativity and enthusiasm of team members. This situation is very common in the business environment.

As a team leader who is good at weighing, when the team discusses the common goals, segmented goals, and work methods that exceed the theme of the problem, you should show patience and peace.

2. Establish commitment and confidence

Team leaders should be committed to cultivating the overall commitment and confidence of individuals and teams in the team. In fact, it is the vision we often say, giving the more positive social value of the work.

Although the individual's commitment and sense of responsibility have a difference between the sense of responsibility between the members, both are necessary factor for each group to become a real team. Therefore, leaders must also consider individuals and teams at the same time, strive to provide positive and constructive enhanced measures to ensure that the team produces such "group souls", but also pay attention to avoid leading threats.

Inside the enterprise, the phenomenon of forcing others in the working group is actually easy to suppress others. This type of group leaders who suppress others are usually unbelievable. Members will lose passion and initiative when facing the fearful leaders, and naturally they will not be integrated into a team. The team's combat effectiveness, activity, and creativity will slowly collapse, and the team's performance will be low.

It can be seen that positive and constructive enhanced measures help the establishment of mutual responsibility and confidence in the team, and help the team's performance take off.

3. The integration and level of improvement capacity

The efficient team leaders are very sensitive to their abilities, because their goals are very clear: the team that can eventually be random and achieve high performance will be composed of all -around members. Type, decision -making, interpersonal relationship and team working type.

In order to achieve the goal, team leaders must encourage team members to bear the risks required for growth and development. And it is necessary to help team members to improve their capabilities by constantly setting tasks and changing role models.

In order to achieve the goal, the team will encounter many unprecedented difficulties and challenges. In this process, everyone must constantly force themselves to grow to cope with long -term and performance goals.

4. Treatment of the relationship with the team's external personnel, including eliminating obstacles

People outside and inside the team always expect team leaders to deal with most of the relationship between the team and other organizations.

This requires team leaders to communicate with the team's common goals, segmented goals and working methods to effectively communicate with anyone who may help or hinder the team. When the obstacles to obstructing everyone may weaken the team, the leaders must also have the courageous team to mediate.

Mutual trust is extremely important for the team, and this trust often begins to show that members can rely on his team performance by relying on him.

5. Create opportunities for others

If the team leader holds all the best opportunities, work tasks, and reputation in the hands, the team's performance cannot be achieved.

Therefore, as a leader, the problem you really want to challenge is to provide performance opportunities for teams and team members.

For example, members who make their qualifications slightly shallowly have a better project to coordinate a more important project and give him the opportunity to practice independently. This does not mean that leaders give up the responsibility of guidance, supervision and control. You should participate in the meeting of this project. While understanding the progress, it should provide support when members need help. At the same time, in an excellent organization, truly active leadership often gives different members according to different situations. This can better give play to the specialties of different members and give the entire team better growth opportunities.

6. Leaders must do practical things

The workload that members (including leaders) in the real team should be roughly similar.

Although the team leaders will have some distance with other members of the team because of their identity and position, they cannot "stand by and only make decisions.

Team leaders must be personally and deepen, like other members. In addition, team leaders cannot throw the "messy stalls" to others. At the same time, the more high -risk work or "more rotten stalls" appear, team leaders should come out even more.

The ultimate meaning of the leader: "If you achieve success, the people say that I am natural."

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In the end, you must also remember two important things. The leaders of the real team will never do: never blame nor the failure of specific individuals, and never make excuses for insufficient performance of their team.

Because in the enterprise, everything is a team behavior, and there is no so -called individual failure.

Finally, Lao Tzu has a paragraph that can fully explain the quality of an excellent team leader, and here is the common:

"Too too, I don't know what to do. Secondly, it is known. Secondly, fear. Secondly, insulting ... ... The people are natural, and the people say that I am natural."

The above content is sorted out from the "Efficient Team" ([]] Jon R. Cenbach [美] Douglas K. Smith, CITIC Publishing Group in July 2022), copyright belongs to this book and authors, please reprint, please reprint, please reprint, please reprint, please reprint, please reprint. Be sure to indicate the source and source.

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