How to improve team execution

Introduction: In the production work of the team, the lazy style of the members exists. To eliminate or put an end to this style and improve the execution ability of the team members, the key lies in the working methods of the team leader, clear responsibilities, diligence Communication and heavy rewards and punishments are effective methods. If team leaders can make good use of this nine-character mantra, the execution ability of team members at work can be effectively improved.

How to improve team execution ability Part 1

(1) Team leaders should have a good mentality and correct attitude. Team leaders should have persistent and upward pursuits and desires, accumulate management methods and means through solid and orderly work, and form a set of effective management concepts and practices through comprehensive analysis and improvement.

(2) Team leaders must unconditionally execute the work assigned by their superiors without any excuses. "No excuses" embodies a responsible and dedicated spirit, an attitude of obedience and honesty, and a perfect execution ability. Team leaders should have this kind of quality and spirit. After receiving a task, the first thing they think of is how to complete it, rather than looking for any excuses. At the same time, they should work creatively according to the requirements of the task and strive for perfection.

(3) Team leaders should be in good mental state. Spirit determines appearance. A healthy spirit is full of fighting spirit and can double one's courage. The team leader is the executor at the lowest level, and his work style should be down-to-earth and conscientious, rather than careless and superficial; he should be hard-working and striving for excellence, rather than gold and jade, and failure; what is needed is to be down-to-earth and strive for success. Be real and pragmatic, rather than rhetorical and frivolous. The team leader should focus on pragmatism, start with details and small things, and pay attention to the control of details.

(4) Team leaders should pay attention to communication. Communicate with superiors to understand work ideas, work priorities and implementation steps, and obtain the latest management information; communicate with other team leaders to exchange knowledge, exchange work experience and opinions and practices on each task; communicate with team members to understand Their difficulties and needs in work, life, and family, as well as their constructive opinions on the team. Through three types of effective communication, combined with work reality and work experience, we can find the best entry point and integration point for team management work.

(5) The team leader should pay attention to the process control of each work and achieve effective control of every link in the process.

(6) Team leaders should have a sense of innovation. Team leaders should base themselves on their positions, explore and analyze the shortcomings of existing management methods and methods, propose new ideas, and verify their advancement and effectiveness in practical applications.

(7) Team leaders should be good at using "winner thinking". "Winner thinking" means actively looking for solutions, taking the initiative to create conditions even if there are no conditions, rather than blaming others; it means perseverance, trying your best, and finding hope from despair, instead of getting discouraged when encountering setbacks and easily Giving up means appreciating people who are stronger than yourself and hoping that one day you will be stronger than the strong. How to Improve Team Execution Part 2

Clarify Responsibilities

Without rules, there will be no success. On the basis of scientifically setting up work positions, the team must assign people according to their positions, assign responsibilities according to their positions, and assign responsibilities to each person. Work responsibilities should be made clear, detailed, and quantified, and their goals, requirements, assessments, rewards and punishments, and other elements should be clear at a glance. Its directionality and pertinence must be clear and in place. Once the job responsibilities are clear, the scope and content of the subordinates' work, as well as the time and quality requirements for completing the work, etc. will be roughly stipulated, so that there are rules to follow and goals are clear.

Communicate frequently

Team leaders should pay attention to communication. Communicate with superiors to understand work ideas, work priorities and implementation steps, and obtain the latest management information; communicate with other team leaders to exchange knowledge, exchange work experience and opinions and practices on each task; communicate with team members to understand Their difficulties and needs in work, life, and family, as well as their constructive opinions on the team. Through three types of effective communication, combined with work reality and work experience, we can find the best entry point and integration point for team management work. During the communication process, the team leader can be aware of the subtleties and promptly discover the achievements or flaws in various aspects of the work of his subordinates. Good things should be affirmed, and wrong things should be reminded in time, which truly reflects the team leader's care and love for his subordinates.

In addition, it is necessary to do detailed ideological education work on a case-by-case basis, and skillfully unlock the heart of each subordinate, so that each subordinate can put down his burden and carry out his work comfortably, efficiently and with high quality.

Heavy rewards and punishments

Each team implements a reward and punishment system at work. The team leader must implement this system to the letter and resolutely fulfill it, and must not be perfunctory. . Rewards and punishments should be multi-form, multi-level, and have different emphasis. For example, it can be reflected to varying degrees in many aspects such as the selection of advanced candidates, joining the league and the party, job adjustments, job promotions, bonus distribution, promotion and salary increases, vacations and recuperation, etc., and rewards are given based on merit, punishments are given based on demerits, and rewards and punishments are clear.

The importance of expanding team execution capabilities

1. Reasons for establishing team goals

A clear and effective goal is the beginning of all development point is the cornerstone of success. "A definite goal is the starting point for achievement." This famous saying comes from Napoleon Hill. It can be seen that goals play the role of a navigation light for the development of our business or individuals. So, why do we need to manage by objectives?

First, by setting goals, people can have a clear direction and avoid wasting time due to detours. Second, the goal is like a sieve. It can filter out what is to be done and filter out irrelevant things to improve work efficiency. Therefore, having a clear purpose will make the work more orderly. Third, through continuous goal achievement, it can give people a sense of accomplishment, thereby arousing employees' huge potential and pursuing higher goals. Therefore, management by objectives is to motivate employees with goals, rather than controlling employees for the purpose of control. It should be noted that goals and management by objectives are different. "Goal" is an expected or designed result; "goal management" is a method of setting goals in different aspects and levels; guiding the executor to pursue, giving the executor a sense of accomplishment, stimulating the executor's potential, and quickly and effectively achieving the ultimate goal Goal management method, it is a process of achieving goals. The difference between the two will be explained in the following article.

Goals are the direction we want to move forward in our lives and work and the ultimate goals we want to achieve. It is a platform that reflects people's needs and clearly reflects our inner true thoughts and desires. For example, at work, we must work hard to do everything well, be diligent in thinking proactively about problems, and strive to innovate spandex yarn products. The goal is to develop new products, then we will have a focused direction for our work. At work, we constantly pay attention to every production link and process problem, and often conduct positioning experiments and research on products. The above is just a small example to illustrate the importance of goals to us. There are four major benefits that goals can bring us.

First. Improve morale. With the guidance of strategic goals, enterprises can gradually enhance the cohesion of the team. Huafon's development cannot be separated from effective strategic goals, and it cannot be separated from the silent efforts of all employees of the company. After the strategic goals are broken down by each department, the final destination is the grassroots team. The team leader positions the annual work to achieve the goals of the superior, and then formulates corresponding development goals that are suitable for the actual situation of the team. I believe that within a team, employees communicate and understand each other in a harmonious and relaxed atmosphere. Therefore, once the team development goals are implemented, employees will supervise each other and work together, which provides a strong driving force for the realization of the goals. Only when the goals are in line with the interests of all team members can we concentrate on implementing the goals to the end.

Second. Develop your own capabilities. Ability is forced out, and it is also inspired by the desire for profit. For example, in the spinning workshop, employee A lacked the ability to operate correctly because his operating skills were not up to standard. If the team sets a goal to achieve personal work skills, then employee A will consciously learn standard skill operation methods under the supervision of other team members, improve his or her personal skills, and achieve the goals set by the team. Goals can develop personal abilities and tap personal potential.

Third. Focus on resources. In enterprises, the work goals of various departments are often inconsistent with the company's annual development goals, and they are in a state of managing themselves. No matter how well a department like this performs, it will be in vain. Because the department's responsibility is to combine the company's goals with the department's work priorities and work hard to achieve the goals.

Therefore, when various departments of an enterprise are guided by corporate goals, they will establish departmental tasks and development goals, and focus their work on effective resources, so as to better serve the work and corporate goals.

Fourth. Achieve performance. In 2009, the company began to implement the reform of the salary system and judge production results based on performance. Within the company's factories, department responsibilities are clearly distinguished. In adhering to the general direction of corporate strategic goals, each department's annual goals are realized as small units, working together to monitor and manage performance and corporate goals. For example, the annual first-grade rate target for spandex yarn produced by the spinning department is 98.5%. Then, this department goal is broken down into each team and each employee. Whether the department's goals can be successfully achieved directly affects department performance, and department performance is directly linked to employee bonuses. Therefore, the existence of corporate goals serves as a motivation to motivate employees to work, prompting employees to continuously work hard for performance.

Goals can bring many benefits to corporate employees, develop employees' capabilities, expand corporate scale and enhance overall competitiveness, achieving a win-win situation. So, what kind of goals are effective? I believe that achieving goals is only possible if goals are effectively managed. That is management by objectives. Management by objectives is when the organization's senior managers formulate the overall goals that need to be achieved by the organization's business activities within a certain period of time based on the needs of the internal and external situations faced by the organization. Then each department and employee within the organization determines their respective sub-goals based on the overall goals. And on the premise of obtaining appropriate resource allocation and authorization, actively strive for their respective sub-goals, so that the overall goal of the organization can be achieved, and the completion of the goal is used as the basis for assessment. The characteristics of management by objectives are: participation orientation, system orientation, control orientation, authorization orientation, and result orientation. Its characteristics fully illustrate the scientificity and rationality of target management. Any effective goal must follow the SMART principle. First, goal management must be clear and specific. Experts call this the SMART principle, which refers to the "Specific", "Measurable", "Attainable", "Realistic" and "Time" of the goal. It should be said that as you get to the grassroots level, various tasks become more specific. In on-site management, we must pay attention to the application of this principle. It can be said that without SMART, the connotation of goal management will be lost. Why do you say this? The biggest feature of the target management method is the quantitative processing of various indicators, which requires various indicators to be fully operable and evaluable. We sometimes see large slogans like this hanging at work sites: "Safety is more important than Mount Tai!" "We must improve quality!" But when you ask employees: What are the specific standards for safety? The answer is: Just don’t get into trouble! What about quality standards? Just less defective products! This is not acceptable. The standards must be specific, or in other words, if our goals can be quantified, they must be quantified. Even if they are difficult to quantify, the results must be described.

Secondly, the setting of goals should be both advanced and challenging, and at the same time feasible. Without advancement and challenge, the motivating effect will be lost, which means there is no goal; but the goal cannot be set so far that it cannot be achieved, and it must also consider whether it is feasible or not. We call this principle "Let the children jump to be peach-worthy". It is not appropriate to be too high or too low. Everyone should be able to achieve it in one jump through hard work. Therefore, we must emphasize that the team can fight tough battles, but cannot be reckless and force subordinates to do things that are simply impossible! Because this will cause serious frustration to the subordinates. Note: In the strict sense of goal management, the goals are not imposed by superiors, but are jointly formulated by employees and their leaders. The achievement of goals is the result of employee self-management. The core of management by objectives is to let employees manage themselves and give full play to their enthusiasm.

Third, we must objectively analyze the boundary conditions for achieving the goal. What are boundary conditions? It is the basic conditions that must be met to achieve the goal, including possible risks. For example, personnel, equipment, materials, technical capabilities, energy, etc. should be calculated according to the requirements of the "Production Task Order". Any problems that cannot meet production needs should be communicated with the relevant departments before the start of work and resolved to avoid delays. Boundary conditions are also called the minimum principle. It is the basic premise for us to achieve our goals, otherwise we will act recklessly regardless of the conditions.

For example, in some places, the so-called gift projects are completed in order to complete the project by a certain date. As a result, the work is completed, but it becomes a "project". Principles are therefore more important than goals. This has been proven by countless practices, because principle is our most basic goal.

2. The current situation of team target management

First. As a team leader, do you realize the importance of team development?

The development potential and space of an enterprise are controlled by the far-sighted decisions of senior leaders, and the development of the enterprise team is the vanguard of tapping development potential. Therefore, the development of the team directly affects the overall strength of the enterprise. So does the team leader realize that developing the team is the human factor? According to the conclusions drawn from my survey and analysis, nearly 96% of team leaders in the company clearly understand the importance of team development. Under the leadership of superiors, all members of the team work hard together, abide by the company's rules and regulations, and adhere to the four major innovation mechanisms, so as to form a working atmosphere within the team where everyone strives for excellence, especially within the factory to strive for "excellence" Team" title. At present, various departments within the factory are gradually forming an inner struggle. Many employees took advantage of the company's shutdown for maintenance and took the initiative to go to other departments to learn various equipment operating knowledge.

I believe that thoughts determine actions. With team development awareness, there will inevitably be a guideline for action.

Second. Whether to establish appropriate team development goals based on superior goals.

Having a goal does not mean success. First, in the enterprise, the team leader decomposes relevant work tasks according to the company's annual development goals and superior goals to determine the team's production goals. Everything must have a clear direction to guide it, so as not to adapt to it in future work. own work focus and sense of personal values. Second, fully understand the situation of your own class group. Have a deep understanding of all aspects of employees' skills, have good communication skills, and be able to live in harmony with employees. When necessary, they should be able to respond to all situations. Third, discuss goals with employees. The executors of team goals are employees, so team development goals must be fully supported by employees. Develop goals that suit the desires of team members, but in a direction that is consistent with the strategic direction of the company. The survey shows that 100% of the team leaders proactively establish relevant and suitable team development goals based on the company's annual goals and the goals of their superiors. This shows that the team leaders of our company have their own development requirements and are constantly working hard for this.

Third. Goals will only take effect if they are unanimously approved by the team members. The team leader will lead by example and play a good role as a leader.

An effective goal must be unanimously approved by the executive staff before it can take effect, because the results of joint efforts are brilliant. If some employees do not agree with the goals, there will be major hidden dangers in achieving the goals. Because the harm caused by non-recognition affects the overall situation, and there are fewer people in the team, a certain team member may destroy the development goals of the entire team, and the team leader will be required to do a good job in adequate communication. In enterprises, there is such a situation Phenomenon, some teams only make verbal commitments to the establishment of goals, without making plans, and there are no standards to follow, which results in their renewal not meeting the predetermined standards. I think that in the team, the team leader should hold an annual planning and contract meeting. The goals set by the team must adapt to the development tendencies of all members and satisfy the relevant desires of the members. For example, the desire for profit, the desire for promotion, when all members agree to the team goal, the team leader must first set an example, which is reflected in setting the goal responsibility into the contract. A goal responsibility contract will represent whether the team can fulfill it. Work responsibilities, achieve goals, achieve performance, and receive rewards; if goals are not reached, performance will be reduced, corresponding rewards will be deducted, a contract will be drawn up, and everyone is encouraged to work together to achieve goals. Team leaders must set an example at work and abide by the enterprise Follow the rules and regulations, perform the company's production management responsibilities, lead subordinate employees, actively communicate with employees, and work tirelessly to achieve the goals together.

Fourth. Whether to establish relevant systems to check the progress of the goals, that is, to track and improve the development trends of the goals.

The most important thing about the PDCA cycle in goal management is goal tracking and improvement.

However, what is most lacking in enterprises is the tracking and improvement of goals. According to a survey, only 45% of team leaders will track and improve team goals, and make continuous efforts to achieve the goals. For example, the global financial crisis in 2008 had a serious impact on the company, which also affected the realization of the goals of various departments and teams. For Class A, this year’s goal is to strive for an outstanding team, and the plan is to strive for the best monthly results. However, due to the impact of the financial crisis, some series of the textile department were suspended, and the relevant employees also left. This affected the confidence of the internal members of the team in achieving the goals. Therefore, this is an emergency situation, and all goals must be tracked and improved. Since there is a crisis, the content of the goals must be adjusted, some of the goals that have been implemented must be affirmed, and then the crisis must be analyzed before making a decision. The goals of excellent teams must also be adjusted accordingly according to the actual situation of the company. During the financial crisis, enterprises increased their efforts in energy conservation and emission reduction, saved corporate production costs, intensified product quality management, and at the same time provided new guidance on product research and development, striving for innovation in product quality and specifications, and pursuing better development. This is the development goal of the enterprise, so our team must promptly change the direction of team development according to the development direction of the enterprise, and strengthen the awareness of energy conservation and emission reduction among team members. During the work process, the team members are always required to improve product quality, and every spandex yarn cake meets the first-level standard. During the financial crisis, the team leader should actively encourage employees to build confidence and actively participate in energy conservation and product quality management based on the current situation of the company. In order to jointly resist the financial crisis, improvement in target management is the last obstacle to success. Only by constantly tracking and dynamically controlling the goals at work, and then making timely and favorable adjustments according to changes in actual conditions, can we not only achieve the overall corporate development goals, but also enhance personal value and achieve win-win goals, which is more in line with the company's core values. The cultural connotation of seeking common interests and achieving common development.