At this stage, your team needs your help. Therefore, invest some of your personal time in them, provide them with constant feedback, and give them appropriate guidance. After the team has been operati

At this stage, your team needs your help. Therefore, invest some of your personal time in them, provide them with constant feedback, and give them appropriate guidance. After the team has been operating for a period of time, they can handle interpersonal problems well, cooperate well, and maintain performance at a stable level. At this time, your team is no longer as dependent on you as before, so you have more time to pursue your own development. You can go in-depth in a certain area, or you can be responsible for improving some cross-department work processes, or you can come up with some good ways to increase the value of the company or customers. At this stage, your team may have reached its peak. To avoid slack or complacency, regularly remind them of the team’s goals and help them recognize new tasks and challenges. Continue to hold celebrations for them, constantly motivate the team to make progress, and provide the driving force for the team's growth and development. Create a harmonious and relaxed environment In a company, creating a harmonious and relaxed working environment determines the mood of employees. To create this kind of environment, a good physical environment is of course important, but the soft environment is equally important, and the supervisor is the builder and maintainer of the soft environment. In the process of creating such a soft environment, the famous American entrepreneur Mary? Kay's "The Way of Employing People" taught us a lot of knowledge: First, treat others as you would like others to treat you. The golden rule in management is: "You should treat others as you would like others to treat you." Chapter 1 Second, I believe that everyone has expertise and must make others feel that they are important. How can a supervisor make people feel important? The first is to listen to their opinions and let them know that you respect their ideas and let them express their opinions; the second is to ask people to take responsibility and empower them. Failure to authorize will destroy people's self-esteem; finally, you should use Words and actions clearly tell people that you appreciate them. Third, make listening to opinions a top priority and master the art of listening. Smart managers are those who listen more and talk less. Fourth, criticism must be strategic. If someone's work is unsatisfactory, you must not walk away from the problem; you must express your opinion. However, when making criticism, you must be strategic, otherwise it may backfire. What should be noted here is: 1. Never criticize people in public; 2. Remember that the purpose of criticism is to point out where the mistake is, not to point out who is wrong; 3. Create an atmosphere where it is easy to exchange opinions, It is clear that "it is normal to maintain a close relationship with your employees." Therefore, you must be caring and strict with your employees, and you must be very affectionate without compromising your supervisory role; 4. No matter what you criticize, you must find something worthwhile. Leave praise before and after criticism. Fifth, give enthusiasm to others. An ordinary idea that arouses enthusiasm is much better than an extraordinary idea that does not arouse enthusiasm. Therefore, managers must be able to arouse enthusiasm in their subordinates. To achieve this goal, the supervisor himself must first be passionate. It is not difficult to maintain enthusiasm when everything is going well, but it is not easy to maintain enthusiasm in adversity. At this time, you must force yourself to maintain enthusiasm until enthusiasm naturally arises in you, just as a customer's desire to buy will disappear due to the indifferent attitude of the salesperson. So the supervisor's work attitude will affect the enthusiasm of others. If a supervisor is half-hearted about a new plan proposed by his subordinates, he will most likely not get the support of his subordinates, so the lack of enthusiasm may have devastating consequences. Sixth, open the office door. Opening the door has two purposes: one is to give visitors a good impression of the company, and the other is to provide opportunities for company insiders to enhance understanding and cooperate with each other. The content of opening the door is that, first, employees can talk to their supervisors directly, second, everyone in the company calls each other by their first names, and third, supervisors show great enthusiasm to their colleagues. A good supervisor should be a member of the collective. Seventh, create an environment where subordinates love their jobs. The more people love their jobs, the more motivated they will be and the better they will do that job. Therefore, every supervisor should strive to create an environment in which his subordinates can love their jobs.For those with strong abilities, their specific responsibilities should be clarified and a definite incentive mechanism should be given. Since his awareness of achievement is weak, it is best to ask him to do work in a certain field or aspect, or work that is more technical. Those with weaker abilities must be supplemented by a more complete management system and incentives. It is more appropriate to assign them relatively single and specialized tasks. For capable people with outstanding personalities, obvious shortcomings and weaknesses, this is what we often call a person who stands out from both ends. For them, one is to use length. When strengths are shown, weaknesses are restrained and easily overcome. The second is to do a good job of communicating thoughts and emotions. Talk several times a year to confirm achievements, point out problems, and communicate feelings. Make them feel the care and understanding of their supervisors, and they will work hard. The third is to be more relaxed and take a patient-for-second approach. Don't always focus on others, but leave a certain amount of leeway for them, and help only on major issues and key issues. Otherwise, it will be difficult to make a difference if your hands and feet are tied. People with special talents must be given the best possible conditions and treatment. Some of them are not peaceful people and may have problems of one kind or another that make them very difficult to manage. We should not just tolerate this, but do a good job of working with the people around us so that they can focus on their strengths and strengths. Under special circumstances, the disciplinary constraints and institutional management of them should be relaxed, and even methods of overt cover-up and covert support should be adopted. The method of transferring people with strong abilities to several positions and units can not only allow them to play a multi-faceted and larger role, but also mobilize their enthusiasm to contribute and achieve more. For young and capable people, we should give them a few easy steps to take on greater responsibilities as soon as possible. If possible, we can create conditions for them to develop new careers. For those who have been suppressed, the first step is to remove them first, give them a chance to show their abilities, and also give them space to examine themselves from another perspective. Once they have achieved results and are recognized by the public, they can be transferred back and appointed when necessary. Another way is to move the people who are suppressing them away and let the capable people come up. This is determined on a case-by-case basis. Conclusion: Soldiers have military classics, but soldiers have no permanent momentum; chess has game records, but chess has no final form. Therefore, supervisors must understand management and business in the management process, but how to manage and operate must rely on exquisite art to describe.