What have I gained from being the president of Toastmasters Club for half a year? (3)

Five, the creation of organizational atmosphere

Organizational atmosphere includes club atmosphere and official team atmosphere.

Want an organization to do1+1>; 2, the premise is to have an atmosphere of mutual trust. Trust here does not mean trusting a person, we believe that this person can do other things. It means that in a team, when we express our ideas and make suggestions to each other, everyone will think that it is beneficial to the organization and ourselves, rather than making personal attacks.

With trust, we will have an open atmosphere, and everyone can freely express their views and ideas, so that we can make suggestions for the same goal. Everyone has his own perspective, and everyone has his own starting point to see the problem. Because of trust, team members are not afraid of conflict, and the collision of different thinking is conducive to achieving * * * knowledge and putting it into practice after discussion.

A formal meeting is a very good opportunity to create an atmosphere. During my presidency, I held three formal meetings. The first meeting was to set goals and strategies, and the third was to conclude the meeting.

The second meeting is to create a team atmosphere and promote the running-in of team members. After this meeting, everyone has more trust in each other and is willing to make suggestions to make the club better and benefit each other. After the meeting, everyone also took action against the knowledge reached in the meeting and solved many problems left over before.

It is best for officials to meet in a relatively formal but flexible form. If a simple meeting seems boring, everyone will be more formal. If it is too casual, it will not achieve the desired effect.

In addition to meetings and team activities, the attitude and decision-making style of leaders will also affect the team atmosphere. Whether the leader pursues Excellence, is positive and optimistic, and has principles will affect the momentum of the official team. It can be said that the atmosphere of a team is the embodiment of the leader's style.

As for the specific methods to create a team atmosphere, I recommend several books, Five Obstacles to Team Cooperation, One-minute Manager and Six Thinking Hats. The first one is a very effective reference book with strong operability.

When our officials can form a certain potential energy, the club will be energetic, and members will feel the connection and care with each other with the active participation of officials, and will often attend weekly routine meetings.

In addition, we will enhance the open, lively and uplifting atmosphere of the club through club activities and initiation ceremonies.

Sixth, personal growth

I am grateful for my experience as the president of the club in the past six months. The process of improving leadership is also the process of life cultivation. As leaders, we have the opportunity to look at people from different angles and have more opportunities to reflect on ourselves.

In the process of looking at people, we will think about why we recognize some people and deny some people. Am I recognized by myself? In this process, others are our mirrors.

We like to talk about people who keep their words and do what they say.

We like people who don't complain when they encounter difficulties and believe that there are more ways than problems.

We like people who are proactive and always willing to do things well and then+1.

We like people who have clear goals and have been working for them.

We like people who have clear principles and put them into action.

We like people who are open-minded and can separate emotions from doing the right thing.

We like such people, but have we all done it? In the process of serving as chairman, I reflected on many of my own problems.

For example, in the face of new ideas and suggestions, if you don't have a ruler in mind, it may lead to deviation in direction, or slow decision-making and paralysis in action. But when we focus on principles, we will get what we recognize most, that is, the guidance of values.

For example, in the process of being the chairman, I realized that the key to decision-making lies not in correctness, but in implementation. We always hope that the decision we make is correct, and that as long as we make a decision, a problem will be solved, so we will struggle with how to make the right decision and may show hesitation and indecision.

In fact, the decision lies in implementation, that is, the decision we make. Is there anyone to implement it and is it operational? If these two aspects are strong, even if the direction is wrong, you can make adjustments immediately. But if you don't make decisions all the time, it will cause internal friction among leaders, affect the motivation of the team, and the problem will not be solved.

With principles and a correct understanding of decision-making, leaders can unswervingly lead the team forward.

Leaders are believers. He firmly believes in beautiful things and spares no effort to pursue them. His continuous success attracted many followers. Leaders lead them across all kinds of difficulties and obstacles to pursue bigger goals and dreams in their hearts.

In fact, what I gained in Touma is nothing new, but she gave me an opportunity to systematize the knowledge scattered or forgotten in my mind and apply it to practice, trying to do it from what I know.

The road to success is not over yet, and our pursuit of Excellence has just begun.