How to build a team culture

An important responsibility of managers is to construct team culture. A cultured team can be called a team. They have goals, visions, similar thoughts, the same communication methods, close interests and hobbies, etc. This is an organic and viable team, otherwise it can only be called a gang. Therefore, it has become the common sense of managers to let the enterprise have culture and the team have life. But how to construct a team culture is something that most managers are confused about. So how to construct a team culture? 1. Establish the cultural direction. Before structuring and building team culture, we must first determine the team culture direction, that is, what kind of team culture do we need? Is it a martial arts culture where everyone calls each other brothers and sisters, or is it a learning culture where everyone is trying to learn and make progress together? Is it a culture that revolves around managers or is it a culture that is fully empowered and automatic? Is it a culture that emphasizes quality and pays attention to details, or is it a careless culture? Is it a team-first culture or a culture of individual heroism? Only when the direction of culture is determined can we work in this direction and strengthen it through training, guidance, publicity, etc. Finally, the culture will be deeply ingrained in the team, and the team will have vitality and life. When we choose the cultural direction, we must focus on the long-term and sustainable development of the team. If we focus on immediate interests, we will lose sustainability; secondly, we must choose a positive and healthy culture and reject backward cultures, such as loyalty and managers. Backward cultures such as personality worship, no concept of quality, and cheating and abducting customers are regarded as treasures by many managers. Under this culture, it is difficult for companies to become stronger, bigger and more durable. All employees are unruly, so we must choose a positive culture. , such as internal learning, internal authorization, autonomy, team first, full participation, customer first, etc. Injecting culture into a team is a long-term task that requires managers to persist and take concrete actions. For example, if you want to build a learning team, then the general manager himself must be interested in learning and take the lead in guiding his subordinates. At the same time, he should assign specialized personnel to be responsible for training and knowledge sharing. An internal mechanism for collecting and sharing knowledge must be established. He must understand Knowledge and skills cannot become the private property of a small number of people in the team. Instead, knowledge and skills must be shared through reports, cases, guidance, step-by-step instructions, etc., so that more people have knowledge and skills, and knowledge will be shared internally. Amplification and accumulation: Everyone contributes knowledge and skills, but at the same time, everyone learns new knowledge and skills from others, forming a so-called learning organization. If knowledge and skills are in the brains of individual people, or in the folders of a small number of people, and are not fully shared, the team will not be able to form a learning culture. If you choose to value quality as a team culture, then managers must take the lead in valuing quality and never compromise or compromise on quality, instead of focusing on immediate interests and lowering quality requirements to save costs. At the same time, the quality concept is integrated into team members through training, case education, daily guidance, publicity, etc. Only when the team attaches great importance to quality can the quality concept be deeply rooted in the hearts of the people. The infusion of culture is a long-term process and cannot be a sudden change. Managers themselves must become the cultural benchmark for employees. Effective training, guidance, processes, etc. will help inject culture; slogans, slogans, brochures, etc. will facilitate the spread of culture. We must rely on sustainable processes to strengthen, such as the collection of excellent cases, employee training, daily meetings, etc., all must be streamlined and routine rather than temporary. 3. Inspiration from the military All military units have some unique characteristics in common: internal obedience, strict discipline, team honor, close internal relationships, hard-working spirit, etc. How effective would management be if a company had a military culture? How effective will the team be? How cohesive will the team be? How stable will the team be? How simple will the superior-subordinate relationship be? However, we clearly know that the military culture is excellent, but we just cannot learn it. Why does the military have such a good culture? This is caused by the special environment of the military. First, the army is isolated from the local area, so that some backward things in the local area will not invade the military camp; second, the army has strict disciplines that ordinary enterprises cannot achieve, such as getting up on time at 6 o'clock every day, lining up on time, and practicing; It is so unbeatable every day; third, the army has super training: long-distance running, bomb dropping, and shooting almost every day. These trainings cultivate the willpower of soldiers; fourth, the army has a special education system, such as how to train new recruits, such as Professional education for instructors, competitions between units, various quantitative assessments of compliance, etc. Fifth, there is a high sense of team honor within the army. Companies, battalions, regiments, etc. all have their own honors. Good traditions are passed down from generation to generation, and soldiers from all armies fight for honor.

A unique culture about the military has existed from ancient times to the present. Anyone who has read Zizhi Tongjian knows the story of the Han Dynasty emperor who rewarded his troops during his hegemony. The emperor went to the army camp to express his condolences. General Zhou Yafu's guards blocked the emperor from the military camp and said that the military camp only obeyed the general's orders and not the emperor's edicts. Later, General Zhou Yafu ordered the door to be opened to allow the emperor to enter, and the gate of the military camp was opened. Emperor Wen and his guards entered on horseback, and the army guards immediately stopped them, saying that the army had discipline and horses were not allowed inside the military camp. Emperor Wen could only dismount and walk. When General Zhou Yafu met Emperor Wen, he only raised his hands without bowing, and said that soldiers could not bow down and could only meet with military salutes. Emperor Wen responded with his condolences and left. Emperor Wen's subordinates were all surprised, but Emperor Wen said that this was the real general and promoted Zhou Yafu to lieutenant, the commander of the garrison. This true story reflects that the military is different from the external social environment. 4. Religious inspiration Some people say that there are few companies in the world that are hundreds of years old, but there are thousand-year-old religions everywhere. Why has religion endured for thousands of years? It is difficult for a team of hundreds of people to believe in the same idea, but religion makes thousands of people believe in it. Therefore religion gives us very good revelations. First, the religious concepts are correct and encourage people to do good. No religion in the world teaches people to do evil; second, religions are run by lifelong professionals. It is impossible for a monk to become a Christian. It is equivalent to a person doing only one job in his life, which means that he is highly professional and his work is noble. Especially for monks, having no descendants will not distract them from the pursuit of their beliefs. Third, strengthen the concept throughout life. Religions have special rituals to continuously strengthen their thoughts, such as monks meditating, priests confessing, etc., which are strengthened every day, allowing the culture to penetrate deep into the heart and solidify in the brain. 5. Inspiration from the family. The family is the first school in life, so since ancient times, dragons give birth to dragons and phoenixes, and mice give birth to cubs and burrow in the ground. The words, deeds, and good habits of the older members of the family influence family members in their daily lives. Over time, the thoughts of family members are inherited, forming a special family culture. Parents do not educate them in particular, but the culture is influenced by their predecessors. In a team, managers play a role similar to that of a parent. Personal behavior affects others, so the manager's behavior needs certain constraints. There is some bad understanding in Chinese companies that rules and regulations are only for ordinary employees, and managers often violate company disciplines. For example, arriving late and leaving early has become a habit of many managers. With such a manager, the culture of the team will definitely not improve, because if the parents are not good, the family will not improve. (The author Dr. Zhu Junshan is the general manager of Sino-Italian Electronic Technology Company and a member of the International Microelectronics and Packaging Society)