If you were a store manager, how would you manage your employees and build your team?

If you are a store manager, how will you manage your employees and build your team?

Clear division of labor, no detail in everything, arrange the work of employees well, coordinate the relationship between employees, and resolutely implement the store's system. As a department head, how will you lead and manage your team?

You must be an excellent supervisor. Otherwise, you wouldn’t think about this question. Like it first. I believe you will build a team that: has a sense of belonging (create a family atmosphere); has the ability to execute (heartbeat is not as good as action); has a spirit of mutual help (both competition and mutual help); and has goals (beacon light for moving forward). The lovely team! Come on, we are always around you! As a store manager, how can you effectively teach your employees?

As a store manager, you must first set an example, improve the business level of all employees in the store, care for their lives and rights, and create An excellent team needs to use systems to constrain employees' behavior and let them know what they should do and abide by labor laws. Warm employees with affection and make them feel like they are a home. If you are the leader of a certain department, combined with social psychology, talk about how you will manage your team and how to evaluate your employees

(1) Accommodate individual differences and collective unity and goals

The first contradiction is the need to accommodate individual differences and achieve collective unity and goals. Team effectiveness often requires a mix of diverse individuals. For a team to benefit from diversity, it must have processes that allow different voices—perspectives, styles, priorities—to be expressed. These different voices actually bring about openness, which inevitably leads to conflicts and even competition between team members. Too much conflict and competition can lead to a "win or lose" problem rather than a collaborative approach to problem solving. The purpose of this is to bring together the differences of individuals and thus motivate them to pursue the common goals of the team. Effective teams allow for individual freedom and differences, but all team members must adhere to appropriate subordinate goals or team schedules.

(2) Encourage support and confrontation among team members

If the diversity of team members is recognized and different perspectives are encouraged, the team needs to develop a mutual understanding between team members. A culture of motivation and support. In this cultural environment, there is a sense of cohesion among team members. They are genuinely interested in what other people think, they want to hear and differentiate what is being said. They are willing to accept leadership and influence from others who have expertise, information or experience relevant to the current task or decision. However, if team members become too supportive of each other, they will stop working against each other. In very cohesive teams, strong norms that protect harmony and rapport will develop into "wholethink" when dissenting opinions arise. Members will suppress their individual thoughts and feelings and will no longer criticize each other's decisions. and action, which comes at considerable personal cost. There will be no disagreements when the team makes decisions because no one wants to create conflict. If this continues, team members are likely to develop pent-up frustration and they will simply want to "go their own way" rather than actually solving the problem. Effective teams find ways to allow conflict without damaging it.

(3) Pay attention to performance, learning and development

The third contradiction is to take into account current performance and learning at the same time. Managers have to choose between "the right decision" and the expense of future experience accumulation. Making mistakes should be considered a cost of learning rather than a cause for punishment, which will encourage development and innovation.

(4) Striking a balance between the authority of the manager and the judgment and autonomy of the team members

The fourth contradiction is between the authority of the manager and the judgment and autonomy of the team members. a delicate balance between autonomy. Managers cannot shirk ultimate responsibility for team performance, and delegation does not mean giving up control. The more autonomy you give team members, the more important it is that they stick to a shared schedule.

Effective teams are flexible and they can balance manager authority with the best-fitting team solutions. In fact, in a well-functioning team, there is a high degree of mutual trust between members, and managers do not need to discuss or explain certain decisions when making certain decisions. On the contrary, there is a lack of trust in an ineffective team. Even if the manager does the most obvious things or makes irrelevant suggestions, team members will question them.

(5) Maintaining the Relationship Triangle

It is very important for managers to understand this because they ultimately have formal authority, not team members. The role of the team manager is to manage the relationship triangle: the manager, the individual, and the team, which are at the three vertices of the equilateral triangle. Managers must care about three relationships: their relationship with each individual team member; their relationship with the team as a whole; and their relationship with each individual team member and the team as a whole. Any relationship is affected by the other two relationships. When managers fail to manage the balance of this relationship triangle well, distrust and adverse effects among team members will spiral downward.

(6) Challenges of team management

Due to the complexity of teams, it is no wonder that many teams often fail to fully realize their potential. Effective teams do not form naturally; management must bring team members together in advance. Many managers have come to understand that teams are more effective if they share responsibility and authority with their team members for managing the team—from managing the team boundaries to managing the team itself. Effective team performance will be achieved if all team members work together. Once again, we see that empowerment is a tool that managers can rely on when faced with competitive realities. One good team manager discovered: "I eventually realized that my responsibility included bringing together good people, creating a good environment, and then developing solutions to problems." Of course, as things progressed, this responsibility said Easier said than done. If you were a team leader, how would you manage your team?

I would start with people, and managing a group of people is key. Communication, understanding, trust and mutual help are needed! Understand the work matters of the group and meet the needs of the leader. Lead everyone to overcome difficulties and achieve good results, share the results with everyone when they succeed, and take the initiative to take responsibility when encountering difficulties! Do things as required, not the person but the matter! Have a basis for doing things and leave evidence when you are done! Establish clear rules and regulations and act in accordance with the law!

If you were a store manager, how would you work?

If I were a store manager, I would break the traditional sales model of eight categories. On the basis of being proficient in this category of products, employees must also master the knowledge and sales skills of other categories, and gradually transform into open sales, thereby improving sales performance. For consumers, every salesperson will be regarded as a consultation object. The salesperson can answer questions fluently and guide consumption under any circumstances. It is a kind of enjoyment and convenience for consumers. The salesperson's professional level is improved, which subtly enhances team cohesion, which is the basis for building a knowledge-based sales team. How will you manage your team?

Large teams rely on rigorous systems. If you want the system to have no loopholes, you can’t just talk about it. You have to learn it in practice, that is, you must mature through suffering. . A small team relies on your personal charm. Don’t think about managing your team, think about what you can give to the people who work with you. If you are sincere and the treatment is adequate, then do you want to still use management? They will work hard with you. As a supervisor, how do you lead your team?

Social work is not a solo dance. It requires teamwork to bring about big changes. Each of our social workers is in a different team. He may be an ordinary member of the team, or he may be the leader of the team. Coming together because of a certain work or a certain belief is a kind of fate in itself. Everyone should cherish this. Unfortunately, not everyone knows how to run a team. Improper team management often turns into internal friction and even causes the team to break up and end without results.

As the director-general or project manager of a social work organization, you not only have to straighten things out, but also unite and motivate people. So how do you lead and manage a team? This column will share some of my thoughts.

The main purpose of the team is to overcome the shortcomings of a single individual's thinking, strength, resources, experience, etc., and rely on everyone's joint efforts to create satisfactory results. Therefore, any individual, no matter how powerful, must choose to let go appropriately in front of the team, let go of his own opinions, join the team, and use the wisdom of the group to analyze and solve problems, but it is not easy to do this. As the executive director of an organization, I often hear some colleagues complain, "I think it's actually bad to do this, but I can't help it. They all think so, so I have to give up!" In fact, it's hard for me to say who is right at this moment. Who is wrong? I will only continue to ask him, "So have you lost confidence in the team you are in?" "Actually, my rejection of them makes sense, but I really feel so uncomfortable." Any individual chooses to accept the team The opinion itself is a contribution to the team, and what follows is this "uncomfortable" feeling. As an executive director, you need to feel this because the team will also bring "hurt" while helping others. These If the "injury" is not healed for a long time, it will cause hidden dangers, and experienced team managers themselves must play the role of team therapists.

The team is composed of people with different personalities and strengths. Therefore, it is necessary to determine the team role that best matches each person to carry out team division and integration. In the past, we emphasized too much on the concepts of "team interests above all else" and "individuals must obey the collective". In fact, it is not conducive to the long-term development of the team. A group that overly suppresses individual interests is not a good thing. In my opinion, a group that can fully consider the team A group with members' personal wishes will be more effective, so we must listen to and be sensitive to the needs of individual team members. We also need to guide them to perceive the common goals of team development so that the two can coordinate with each other.

The team must not only formulate goals, missions, rules and regulations, but also establish a positive cultural atmosphere. This atmosphere is also the fighting spirit that enables the team to overcome difficulties. An excellent team leader should be good at helping members build self-confidence and the enthusiasm and ability to work efficiently, making them feel that their efforts are worthwhile. The team never hesitates to appreciate and encourage, so we must learn to inject hope into the team and positive energy, especially when newly formed teams and teams encounter challenges and difficulties.

The team needs someone to take responsibility. As a team leader, you need to help colleagues build an internal and external environment where they can feel comfortable and empowered to work. At the same time, encourage colleagues to participate in team decision-making, so that everyone can bloom in the team. And observe and evaluate the details of the team's work, and constantly repair and improve the team's work process. Maybe you don’t understand why we have to do so much, because our service objects are our work teams. What else do you want to do besides this? If you haven't shifted your focus to the team, maybe you haven't really changed your role yet, because you are already the leader of the team, and you have to do this, otherwise it will be difficult for you to get the support of your colleagues.

In my organization, I have been looking for and cultivating (including trying to become) people who can manage and lead the team. I found that we all have our own strengths and weaknesses. Therefore, it is necessary for us to form a new team, the management and leadership team of the organization, to support and complement each other, and to jointly serve our organization. This may be the direction that our organization will focus on in the future, because we know how to have a team , will have everything. If you were a host, what would you say after the opposing side finished speaking

In short, leisure and entertainment should be combined with each other

Remember to adopt it. If you were the mayor, what would you say? How to choose your city address

1. About Laiwu City’s city card

Laiwu City is a prefecture-level city with a high per capita GDP in Shandong Province. Its urban concept is in the impression of ordinary people. Is a steel city, Laiwu was once famous for the strong popularity of Laiwu Iron and Steel.

However, the development of Laiwu Steel in Rizhao will inevitably affect the positioning of "Laiwu Steel City", so in the past two years, through the holding and promotion of the Aviation Festival, Laiwu's positioning as "Aviation City" has been launched. But I saw the propaganda about Laiwu as the "City of Great Love" on TV, so I still don't know what Laiwu wants to do and where Laiwu's positioning should go.

The development of a city is first of all positioning, including urban positioning, economic positioning, and urban construction positioning.

City positioning is the business card of this city. It is the unique attribute of this city in the province, country and even internationally. It is the characteristic positioning that distinguishes it from other cities. City positioning is generally considered from the following aspects: resource level, industry level, and cultural level.

a. Resource level: including geographical location resources, cultural resources, tourism resources, agricultural and mineral resources, and transportation resources.

Geographical location resources such as: coastal cities (ports), metropolises, provincial capitals, basins, plateaus, deltas, etc.

Cultural resources such as: Confucius in Qufu, the ancient capital of Luoyang, martial arts in Cangzhou, Songshan Shaolin Temple, Errenzhuan in Northeast China, Jinggangshan base area, Henan Opera in Henan, etc.

Tourism resources are unique resources that attract people. It is divided into: natural landscape tourism, characteristic cultural tourism, tourist attractions and historical sites tourism, and characteristic economy. Natural landscapes such as: Mount Tai, seaside, Guilin landscape, Jiuzhaigou Valley, Zhangjiajie, Hangzhou West Lake, etc. Special cultural tourism such as: Red Revolution Tourism, Yunnan Village, Benshan Happy Camp in Shenyang, Wuxi Film and Television City, etc. Tours to places of interest such as the Terracotta Warriors and Horses in Xi'an, the Forbidden City in Beijing, the ancient capital of the Six Dynasties in Nanjing, the Three Kongs in Qufu, etc.

Agricultural and mineral resources include agricultural specialties and mineral resources. Such as: Xiuyan jade, Laiyang pear, Yantai apple, Jinxiang garlic, Heze peony, Datong Coal Capital, Laiwu Steel City, Harbin Bingcheng, Jinan Quancheng and so on.

Transportation resources such as: Rizhao Port

b. Industrial level, such as Wenzhou small commodities, Shishi clothing, Qingzhou vegetables, Linyi logistics, Guangzhou's electronics industry, Dezhou solar energy, Jinxiang garlic, etc. .

c. Development at the cultural level mostly develops the tourism industry in the form of resources.

Economic positioning refers to a city’s economic characteristics centered on a certain economic characteristic. Such as the cities developed at the industrial level mentioned above.

Urban construction positioning is an urban planning positioning designed around urban positioning and economic positioning.

To sum up, based on the actual situation of Laiwu, it is best to start from the position of Steel City. Taking Laigang and Taigang as the entry point, focusing on the steel and machinery manufacturing industries as the pillars, vigorously developing the machinery industry and processing industry is one of the ways out for Laiwu. If we cannot continue to rely on Laigang's influence, we need to consider Laiwu's new business card.

Laiwu’s three spicy foods and one hemp are the pillars of agriculture, and ginger is an important food that assists human health. In the era of national health care, Laiwu ginger can be developed as a priority. Focusing on the development of deep processing of the ginger industry, it can produce ginger slices, snacks, ginger wine, ginger health products, ginger Chinese medicine, ginger health products, ginger cosmetics, ginger oil, ginger essential oil, etc.

So Laiwu’s city card----International Jiangcheng

2. Carry out a series of urban planning around Laiwu Jiangcheng

a. Economy Layout

A Jiangcheng New District is planned in the area where ginger is abundant in Laiwu, covering an area of ??5,000 acres. Preliminary site selection: North of the intersection of Kou Town Expressway and the intersection of Laiwu Development Zone Expressway. Specially introduce ginger derivatives manufacturers and vigorously develop the ginger deep processing industry. Dividing slots: Ginger Expo exhibition area, business area, logistics area, storage area, ginger specialty industrial area, and ginger product innovation incubation area, striving to attract more than 100 ginger product manufacturing companies.

b. Build a professional venue for the Laiwu Ginger Expo, which will be open all year round to promote and display ginger products to domestic and foreign merchants.

c. Formulate a series of preferential policies and establish a leading group for attracting investment in Jiangcheng New Area, specifically responsible for attracting domestic and foreign merchants to settle in Jiangcheng New Area.

d. Focus on the city positioning of International Jiangcheng, comprehensively promote it domestically, and at the same time focus on publicity and promotion at the International Food Expo, Agricultural Products Expo, and Health Products Expo.

3. Relying on Laiwu Jiangcheng to develop the economy, attracting investment, relying on Laiwu’s superior living environment to develop new cities, and develop the real estate industry, Laiwu can be prosperous and prosperous

If you think it can be used as a topic, I can write you a slightly detailed plan. My email: tcgp@163.