How to strengthen team building

Six core concepts of team building

What is the most valuable asset of an enterprise? Property—Client—Team. The most important thing is the team, team building. Enterprises are not afraid of running out of money. As long as they have customers, they will have a steady stream of money; where will the customers come from? With talents, you don’t have to worry about not having products and customers; what about team building? It is a systematic project that can retain talents, and it is a lifelong required course for every business owner.

For an entrepreneur, you must have a dream. This dream must be able to inspire a group of people to work hard for it; like-minded people gather together to form a team; if a company wants to make a profit, it must determine what products the company produces. , what services to provide, who are the customers, and how to make money; finally, it is busy with production and busy with the market. When it is time to make plans, make plans, and when it is time to run outside, run outside.

People are the most valuable asset of a company. As long as there are people, everything is possible!

How to build a team, you can take a look at the following six suggestions:

First: Talent is the team's most valuable resource. People who are passionate about their jobs and do their jobs well are the team's most valuable resources and capital.

Second: Respecting people and creating a harmonious and passionate working environment for outstanding talents is the core and focus of all work from the boss to the department supervisor.

Third: We respect the personality of every employee, respect their personal wishes, and respect their right to choose. All employees are equal in terms of personality and equal in development opportunities. For employees Provide a good working environment, create a harmonious working atmosphere, and advocate simple and sincere interpersonal relationships.

Fourth: Building and cultivating your own management team is a concrete manifestation of the company's talent concept. Continue to cultivate a professional, passionate and creative team, so that every employee can grow into an all-round development and be able to stand alone. Providing comprehensive talents is an important mission of an enterprise.

Fifth: We advocate a healthy and abundant life. Work is not just a means of making a living. Work itself should bring us happiness and a sense of accomplishment. Outside of work, we encourage all employees to pursue physical and mental health. , pursue family harmony, and pursue great enrichment of personal life.

Sixth: Learning is a way of life. We hope that every employee can develop their own learning ability with an empty cup mentality and quickly improve their work skills and overall quality in all aspects. We encourage all forms of communication, promote the sharing of information, oppose ideological black box operations, and oppose any form of bureaucracy.

The "Five Knives" in team building

Team building has always been easier said than done. Many teams in real life are "mercenary" teams. , completely come from interests and go to interests. According to Maslow's needs theory, interest is the first need of people after all. Once people's basic interests are satisfied, they will enter higher-level needs. With money, power, status, and finally in order to ensure To gain status, you must ask the boss for shares. When these requirements are not met, there is no hesitation in climbing to another branch or building another mountain. In the process of team building, many companies not only fail to improve the quality of their teams, but instead cultivate a large number of competitors in the market and become the Whampoa Military Academy of the industry. I often hear many entrepreneurs lament that it is difficult to cultivate talents and even more difficult to retain talents.

An enterprise is a commercial organization, and interests are both the most basic starting point and the final destination of an enterprise. However, enterprises are also made up of people, and the various relationships within and outside the enterprise are always a major issue before the enterprise. When a company is in its early stages and is small in scale, everything is under the control of the boss. All the boss needs is a few helpers and help with the work, and problems and conflicts are not very prominent. And when the company reaches a certain scale, due to the continuous increase in the scale of operations and the number of employees, when the boss's ability and energy limit are reached, various problems will follow. Therefore, the boss needs to rely on the strength of others to help him run and manage the business. At this time, if the boss still returns to his original thinking and regards operators and managers as his employees and subordinates, it is okay to make trouble on a small scale, but it will inevitably lead to chaos when it becomes bigger, and it will not be possible to become stronger. How companies handle the relationships between investors, operators, managers and employees in the face of interests, especially how to cultivate and retain talents, has always been a difficult problem for companies and entrepreneurs.

Faced with such a problem, what should companies do? Liang Boqiang of Guangdong Julong Group, known as the king of Chinese nail clippers, has long put forward his own ideas and solutions. He first put forward the concept of "one person's career is not a career, and one person's success is not success" in his company, and further put forward the concepts of the unity of interests, the unity of career, and the unity of destiny. , on the basis of the unity of interests, cultivate the enterprise into a unity of career and destiny for all employees. At the same time, its own team is divided into a manager team, an operator team and a producer team. Company management In addition to basic salary benefits, managers and employees can also enjoy performance assessment and rewards through their respective teams, and can enjoy certain equity incentives based on their years in the company, performance and contributions. Treating the enterprise as a unified entity for the interests, career and destiny of all employees is indeed a very good and valuable idea and approach.

The author has gained experience and lessons from serving as a management lawyer consultant for many companies such as Julong Group, as well as his own practice of cultivating and building teams in the legal industry. I deeply understand that in the team building process, To be able to cultivate and retain talents, the key lies in mechanisms, including: interest mechanism, collaboration mechanism, growth mechanism, and rules and culture mechanism, commonly known as the "five knives" of team building.

1. Interest Mechanism

There is a saying that "everything in the world is for profit, and everything in the world is for profit." Although this statement is somewhat absolute, those who come to the company, whether investors or employees, definitely do not come to learn from Lei Feng. The demand for interests is the most basic starting point for enterprise participants, which is the only way to operate and manage enterprises. Therefore, "before troops and horses are moved, food and grass go first" is also a rule that must be followed in business management. In team building, basic interest protection is the premise and foundation for the existence of the team. Raising troops first and then employing them is also a cost that enterprises cannot avoid.

In practice, the most common, primitive, and popular profit mechanism is to find a group of "part-time workers" to work for the boss on a long-term basis. The fate of the company is only related to the boss and not to the employees. Both parties follow the labor contract. Working with the agreement, the so-called mercenary team, uses a simple profit mechanism. Obviously, such a team has many problems and cannot meet the needs of the company's long-term development, otherwise there will be no need and necessity for team building. Therefore, in order to meet the needs of development, an enterprise must establish a stable and long-term team. Whether it is operation, management or production, it must be supported by a stable team. In order to enhance the attractiveness and cohesion of the team, basic salary, performance appraisal, reward and incentive mechanisms are often set up from the perspective of interests, which we call advanced interest mechanisms here.

All walks of life have their own established models and standards for the setting of benefit mechanisms. An enterprise will also have different requirements at different stages of development. From a technical perspective, there are endless methods. But from the perspective of team building, there are roughly two basic questions:

1. The question of whether or not

When should companies start to get rid of the mercenary mode of operation and start real business? Team building. If the boss has enough ability and energy to control the situation and effectively maintain the normal operation and management activities of the enterprise, it is obvious that such an enterprise does not need team support, and therefore only needs a simple profit mechanism. On the contrary, when the boss is unable to operate and manage the company, it is obvious that the company needs the support and support of the team. At the same time, it also needs to introduce talents with management capabilities to help form the team and effectively manage the team. At the same time, when the value and role of talents are brought into play, talents must be rewarded. Therefore, the benefit mechanism must be improved, the original benefit distribution model must be changed, and the benefit distribution model must be changed from exclusive benefit to full sharing.

Here, there is a common question, that is, does the boss want his company to earn 1 million yuan and himself to receive 800,000 yuan; or does he want his company to earn 10 million yuan and himself to receive 2 million yuan? Different answers, different choices, different models will naturally lead to different results.

Just like Guangdong Julong Group, in the new development stage of the company, Liang Boqiang, the founder of the company, no longer regards the company as his own kingdom of freedom, but first of all as a community of shared interests. .

Here, there is a prerequisite, that is, the boss has completely got rid of his hunger for money and wealth, and has turned to a thirst for career. He regards money and wealth as "food and grass" for his troops, rather than as "food and grass". "As the only pursuit. A corollary can be given here: a person who has not gotten rid of his thirst for money, or a person who only regards making money as his career or sole pursuit, must not be able to make a real team, nor does he need a real team to help.

This is the weird thing about running a business. As an entrepreneur, money and interests are of course the constant pursuits, but while pursuing interests, you need to constantly amplify your pursuits, and rise from the pursuit of interests to your career. The pursuit of business can then be sublimated to a mission and responsibility, which requires entrepreneurs to constantly carry out self-revolution. In short, money and wealth are necessary pursuits, but they are not the only pursuits.

So, whether an enterprise should have a real team and whether the profit mechanism should be upgraded is not only a matter of model and method, but also a fundamental issue of concept.

2. How to solve the problem

The interest mechanism in team building is first of all a concept issue, and secondly a problem of ideas. With ideas and methods, it will naturally not be a problem. In general, the ideal goal is that team members can all share the benefits of enterprise development, and strategically they must be treated differently and step by step. In all interest distribution models, performance appraisal is the basis of the interest mechanism. For the performance of operating departments, the performance of production departments, and the assessment of administrative or comprehensive departments, different standards must be formulated according to the nature or functions of the departments. Treatment, and for rewards and incentives, it is more necessary to formulate specific standards and set corresponding conditions. Among the interest mechanisms, equity incentives are the highest and last form. Therefore, when an enterprise sets up an equity incentive mechanism, it must set special thresholds. For example, in addition to performance requirements, employees are also required to work for at least five years before they can enjoy the dividend rights of a certain proportion of shares, and they can enjoy the dividend rights only after they have continued to serve for five years. The voting rights of shares, what to do with employees after they leave, etc.

In addition, there are still many problems to face. Generally speaking, companies are not encouraged to use equity incentives within the first ten years of their start-up, because at this stage, the core leadership team of the company's top management often still has If it is not finally formed, the company will still face too many variables. If the operating management is allowed to hold shares at this time, it will hinder or affect the final formation of the company's core management. For another example, if an enterprise is about to enter brand operation and capital operation, most of the original management team will withdraw from the management team, because people who are accustomed to traditional operation and management often fail to adapt to the high-level requirements of brand operation and capital operation. And becoming a burden or obstacle to the new operating model may even become a destroyer.

Several companies that the author has served or is familiar with have now been listed or entered the stage of brand operation and preparation for listing. However, due to some veteran figures in the entrepreneurial stage, they have always occupied important positions in the company, but now Some companies' requirements for managers have far exceeded the limits of their abilities. These people are like Eight Banners disciples and princes in the company, because their existence and corruption have brought endless troubles to the company, but because the tail is too big to lose, it is difficult for the company to cut off from them. The equity incentive mechanism should not only motivate people who have contributed to the company in the past, but also motivate people who are valuable to the company's future development. Questions like these are easy to talk about, but often troublesome to do. They all test the realm and wisdom of entrepreneurs.

No matter how the interest mechanism changes, it must be clear and can be both anticipated and calculated. This is the most basic requirement. However, due to the limited space of this article, it can only be summarized here and will be discussed specifically when there is an opportunity in the future.

2. Collaboration mechanism

To have a team, there must be collaboration, and collaboration must be based on a clear division of labor. A clear division of labor is a necessary condition for team operation, and division of labor is the basis of collaboration. Therefore, when an enterprise enters the team operation stage, it means fully entering the formalized management stage. For most private enterprises in China, it is at this time that they must completely get rid of the "grassroots nature" of the entrepreneurial stage and move away from the "copycat" business and management model. The functional responsibilities of individuals or positions are based on the functional responsibilities of the department, and the functional responsibilities of the department are based on the overall organizational design and arrangement of the enterprise.

Just like "Rome was not built in a day", the systematic and standardized business management system of an enterprise is not formed in a day, and is a relatively stable model and process that is gradually accumulated and formed in the business management activities. and method integration.

Even a clear division of labor often contains natural and spontaneous factors, and finally becomes a conventional version or model, so each enterprise has its own style and characteristics.

Most enterprises have a process of growing from small to large, from weak to strong. Generally speaking, enterprises also need three to five years as a development stage. The division of department functions and the division of job functions need to be A gradual finalizing process. The general principle is that when an enterprise sets up the functional responsibilities of departments and positions, it needs a "pocket" department function and position. Things that are not within the functional responsibilities of a specific department or position need to be handled by this pocket department and position. bear. The reason is very simple, because no matter how scientific the division of functions is, there will be gaps in the operation process, and there will also be losses and losses. There must be specialized departments or positions to perform these functions that may be missed. Bosses and managers need to make up for the gaps that may constantly appear, and assign these missing functional responsibilities to specific departments and positions. Due to the boss's special role and position, he must be fully responsible for everything in the company at all times, so he must stand guard until the end.

Generally speaking, enterprises initially standardize the operating department or production department, and then gradually lead to other supporting services or security departments. The design of department positions should meet the needs of the process, and at the same time, the next process must be able to form supervision of the previous process; the setting of department functions must not only meet the needs of process and management, but also form a parallel supervision and restriction mechanism, otherwise the department The more management there is, the more chaotic it will be, and the harder it will be for the boss. During this process, the boss always has to stand guard for the functionalization and standardization of these departments and positions. In fact, the boss is always the last one to be liberated. If one day, the boss says that I can finally do only what the boss should do, it means that the boss has been liberated.

In short, the collaboration mechanism in a team starts with division of labor. Regardless of division of labor and collaboration, there is also a process from simple to complex, low-level to high-level, and local to systematic. It needs to be continuously improved in the development process of the enterprise. be improved and upgraded.

3. Growth Mechanism

As the saying goes, "Water flows to lower places, and people go to higher places." People always instinctively pursue a higher level of satisfaction of the boss lady's needs. In an enterprise, the boss is like this, the managers are like this, and every employee is no exception. Whether it is the need for social belonging, respect or self-realization, to sum up Maslow's hierarchy of needs in one sentence, people are always pursuing a continuous sense of growth.

Team building not only solves the employee’s sense of social belonging, but also solves the boss’s sense of social belonging. The need for self-realization is the ultimate pursuit of everyone. Bosses need it, and employees also need it. Therefore, the team building of an enterprise is based on satisfying the sense of belonging of the boss and employees, and self-realization is the common pursuit goal. It is just that personal goals are integrated into the goals and vision of enterprise development.

Growth includes the improvement of ability, performance, income, position, status, sense of honor, etc., but in the final analysis it is the improvement of quality and ability. The book "The Fifth Discipline" has long given this The clear answer is to cultivate a learning organization. Learning is the most effective way to improve the overall quality and ability of a team, and it is also the easiest way to give people a sense of growth.

When it comes to people’s quality and abilities, there must also be evaluation in enterprises. Evaluation is not an end but a means. The real purpose is to survive the fittest. In wartime, whether a soldier is good or not can be seen immediately on the battlefield. In an enterprise, whether the quality and ability of employees are excellent or not needs to be determined through assessment and evaluation. Those who grow the slowest or have no growth have no other choice but to be eliminated. Because the best is not victorious and the weak are eliminated, which is the greatest unfairness to those who are constantly making progress, and it is also the greatest harm to outstanding talents.

Team building has always been a combination of training and elimination. Although the company has social responsibilities, it is an organization that pays attention to effectiveness and efficiency after all. People who do not meet the needs of the company's development must be eliminated at any time. For a team, training is the foundation and elimination is the guarantee. Without the guarantee of the survival of the fittest mechanism, there will be no excellent group, let alone a strong team.

In general, the growth mechanism includes several levels of connotation such as learning, practice, assessment, survival of the best, and elimination of the fittest. Here we should abandon the concept that companies and entrepreneurs always hate the loss of talents because they refuse to cultivate talents and always pursue the lifelong effectiveness of talents.

In fact, no one can stop the normal flow of talents. As the saying goes, "It takes ten years to grow trees and a hundred years to cultivate people." Only those who can go through the road of growth and development with the enterprise can be called the real talents of the enterprise. . In this way, after training people for ten years, if you can retain one, the rate of return is already very high. For team building, it is necessary to maintain a reasonable flow of talents through survival of the fittest. Of course, it does not rule out that talents with outstanding abilities and conduct will also flow. These are unavoidable. But as long as the team is relatively stable and the atmosphere and culture created by the team can be passed on, team building will be initially successful.

4. Rules and Mechanisms

The system is the guarantee of the team. The basis of the system is specific processes and standards. The processes and standards come from specific mechanisms, and specific mechanisms are governed by corresponding rules. to decide. Therefore, when a group of people get together, they must first start by formulating the rules of the game. Enterprises are the main body of the market. To play the game of interests in the market, game rules are needed. These rules are both explicit and potential. Similarly, the inside of an enterprise is also a place where interests are played. Bosses and employees must also follow specific game rules. Act in a proper manner, otherwise there will be no Fangyuan without rules.

There once was a company that experienced rapid development, but what followed was that the boss was tortured by the messy affairs of the company every day and suffered unspeakably. The company has more and more systems, the rules are getting stricter, and the punishments are getting harsher, but the situation is not getting better. The boss asked me if I had any good ideas. I smiled and told him no, because one brain can never deal with a hundred brains. Because the rules and systems you set will appear to employees as "other people's sons" and no one will take good care of them. And when something happens three times and punished more than three times without any effect, managers have to reflect on whether there is something wrong with their own rules and systems. Obviously, the company's chaos is due to the unreasonable process design. The unreasonable process design makes it impossible for employees to make mistakes in the process of work. The remaining problems are either hiding or hiding. If you can't hide or hide, naturally you can only Faced "bravely". There is also the unreasonable design of reward and punishment standards, and things will inevitably go wrong. Punishing when you see a mistake is neither reasonable nor humane. In this way, if you make a mistake, you must be punished, but if you do something right, there is no reward. Such a system is called a bad law in legal terms and is simply not worth upholding by employees.

Here, it involves the mechanism of corporate rules. Seemingly perfect rules, if their source, design, and execution are unreasonable, they will affect the effect of the rules and even have the opposite effect. Here, two principles must be grasped.

1. The formulation of rules must give priority to respecting "conventions". After an enterprise has experienced certain development, even if there is no written system, each department and employee of the enterprise will have their own rules and regulations in their hearts. Business operations will also have their own customary processes and methods. These things may seem simple or even crude, but they are the wealth of a company, and all process reengineering, system upgrades, etc. are just improvements and enhancements based on the current processes and systems, and continuous improvement. In real life, many companies are eager for success and often rush to replace all the original systems with a new system. The result is often that they are still learning, and the gain outweighs the loss. The old was destroyed, but the new failed to be built.

2. The formulation of rules must involve the unanimous participation of employees. Participation equals commitment. The process of participation is to make all the rules and regulations of the company become employees' "own sons", and they will care for and care for them with all their heart. Conscientiously implement it, otherwise all the rules and systems set by the company will only become "other people's sons".

Any rules and systems are double-edged swords. It is good to use them well, but if you use them inappropriately, you will suffer the consequences. As the saying goes, "There are policies and countermeasures below." No matter how perfect the system is, there will be loopholes, and even loopholes can be created. In the process of implementation, endless methods and countermeasures may be devised to crack and resolve. The rules and systems of the human heart often produce several mutated versions. Here, it is impossible for the brain of a boss or the brains of those academics from the study room to deal with the brains of a hundred or a thousand employees.

Therefore, the rules must first start with summarizing and refining the rules that actually occur in the operation and management process. At the same time, in the process of perfecting and improving the rules, employees must be fully involved and negotiate with each other on how to Dealing with and facing actual problems often results in twice the result with half the effort.

In the above-mentioned company, after full communication with the managers and employees of each department, the author only made slight adjustments to the upstream and downstream business operation processes and transferred the responsibilities that should have been from the upstream department to the upstream department. At the same time, the reward and punishment standards have been adjusted. For processes that do not have standard operating procedures and standards, the original penalty for making mistakes has been changed to a reward for one success, a tie for a second success, and a penalty for the third error. Since then, the situation has improved significantly.

5. Cultural Mechanism

Cultural issues may sound nihilistic, but they are actually very real. But it’s definitely not as “real” as hanging slogans on the wall, nor is it digging a well in the company’s back garden as Yu Qiuyu said. But corporate culture is also destined to have its own destiny. It has no choice but to start from the soul given to the company by the boss, and gradually refine and sublimate it into a culture under the incubation of the team.

Looking at domestic and foreign companies around the world, those whose foundations can eventually become everlasting are those who have elevated their companies to become the image or representative of a certain culture. A large number of American companies such as Hollywood, Coca-Cola, McDonald's, and KFC have all become the image and representatives of American culture, and have been able to prosper and develop around the world. A large number of Chinese enterprises such as Tongrentang, Quanjude, Moutai, and Wuliangye are all outstanding representatives of Chinese traditional culture. In such a company, the boss may fail, but the company will never fail. For these companies, their core competitiveness lies not in products, but in culture.

As we all know, the average lifespan of the world's top 500 companies is only forty years. It can also be concluded here that in the process of survival and development of an enterprise, if it cannot make the enterprise become a country, * * Or the image representative of regional culture, it is almost impossible to build a business that lasts forever. Those companies that make money for the sake of making money, even if they have the world's first-class capital, talent, and technology, they will not be able to escape the fate of an average life span of forty years.

The connecting point between a company and culture lies in the brand. All knowledge lies in whether the founder of the company and the soul of the team can connect with a specific culture and become the image and code of a specific culture. Here, it takes a long process of cultivation to move from the culture of the boss, to the culture of the team and the company, to the level of a country, a country, a region or a specific culture, and finally to become the image and representative of a specific culture. It is definitely not something that can be achieved quickly by advertising, posting slogans, shouting slogans, and telling stories.

Culture must withstand the test of the market, time, history and people's hearts, and leave a lasting memory in the minds of the public with long-term and consistent quality support and guarantee. The lasting beautiful memories in the minds of the public are the real source of brand power and the password for an everlasting business. If any enterprise wants to become bigger, stronger, and longer-lasting, it must pass the brand test and culture test. If it cannot pass this test, it will never be able to escape the fate of the enterprise as an interest group.

However, no matter how concrete and real the cultural issues are, they are also concrete and real in the abstract. Enterprises and entrepreneurs must first solve the problem of why to make money and why to make money. For most companies and entrepreneurs, why they make money, that is, the original motivation to make money is very clear, but the purpose of making money is not clear. Companies make money for the sake of making money. The end result is that everything in the company, including culture, is nothing but a tool to make money. The means, so profit-seeking, eventually forced the public to erase their memories of it, and the brand lost its fundamental support and support.

The evolution of corporate culture is also a choice. From a path perspective, there are always two choices, positive and negative. In terms of the pursuit of wealth and money, there can be two extremes. explain. First, money and wealth can belong to people who are mercenary and unscrupulous; second, money and wealth can belong to people who are capable, have good character, and contribute and have value to society. Rising to the level of culture, the former obtains wealth through means, and everything is a means; the latter obtains rewards through contribution, and pursues contribution. Obviously the former is very real, but cannot give people good memories; while the latter can leave people with good memories, and as long as they persist for a long time, they may become permanent memories of the public. In fact, this is how the so-called culture begins.

Back to the construction of team culture, a healthy and noble team culture must be noble and legitimate, and at the same time face reality.

Just as the communist movement was achieved by dividing the land from local tyrants and combining it with the goal of liberating all mankind, the culture of the team is still the same. It is necessary to combine the pursuit of realistic interests with the long-term development goals before the team can achieve success. A steady stream of motivation. The correct process should be that as the enterprise continues to develop, the soul of the entrepreneur should become cleaner and cleaner, and the culture of the enterprise should become more and more noble, and eventually connect with the specific culture of the country, country, region, etc., and become a specific culture. Only then can cultural construction and brand building be truly successful, team building can be called a real success, and only then can the enterprise embark on the road to everlasting success.

The team is the real core competitiveness of the enterprise. As a far-sighted enterprise and entrepreneur, team building should be regarded as the basic strategy for enterprise development from the beginning of the business. Enterprise team building does not happen overnight. It is a matter of careful management starting from the "tenth month of pregnancy". The hardship and painstaking efforts required are beyond words. Here, this article only briefly summarizes the "five knives" in team building, that is, the five mechanisms. I hope it can be helpful to friends in the business world. In short, if an enterprise wants to be bigger, stronger and longer-lasting, it must have strong team support and support. To build a strong team, five mechanisms are indispensable. Of course, if an undocumented person is a person or a team, the goal is just to make some money, so there is no need to suffer the burden and suffering of the above-mentioned "five knives".

Provides 2 team building papers by professionals.

Personally, I think team building should:

Improve your own quality and be the "head" of the team

As a general manager or a team leader, you should He is fully responsible for the realization of the company's goals or a certain team's goals, and leads the team to make common progress. He is both a manager and an executor; he is both the maker of work plans and the leader of the implementation plan. As the "head" of the team, his personal qualities play a vital role. To be the leader of this team, you must not only treat everything and everyone in the company or team objectively and fairly with a peaceful heart, but more importantly, you must comprehensively improve your own quality. I think the key is to cultivate your own five qualities. Ability: namely cohesion, charm, courage, vision and execution ability. Strengthen the construction of the team and middle-level management team, and focus on the "heart" of the team; build team spirit and shape the "soul" of the team; focus on standards and execution, and improve the "limbs" of the team; use effective communication to activate the team and straighten it out The "pulse" of the team; properly use the assessment and incentive mechanism to inject "propellant" into the team; then the team building will become flesh and blood, full of vitality and vitality.

The above personal opinions are for reference only. I hope professionals will criticize and correct me.