Normative period of middle management 4

In the normative period, it is not enough to have a process system, it is just a framework to guide employees' work. There are still many gaps that you can't see, so you should fill them with direction values.

1. Values are a guide to action outside the system.

As a middle-level manager, you should realize the importance of values to management from at least two levels.

First of all, values are an action compass outside the system, which will affect employee behavior at the micro level. You are unlikely to rely on the system to manage all the details. The usefulness of values allows employees to clearly judge what has higher priority.

Secondly, values can effectively resolve differences and conflicts.

Because of values, to put it bluntly, it is a kind of * * knowledge of prioritizing things. The process of rules and regulations cannot cover all aspects. Values are such a compass that can still point out the direction at the fork in the road where there are differences.

2. It is difficult to understand values and act accordingly.

First, team members may not know the company's definition of values, so they follow past habits.

For example, many companies will take "honesty and trustworthiness, customer first" as their values, but to what extent do users come first? Everyone has different scales in their hearts.

Second, even if you know the definition of values, it is difficult to turn them into behavioral habits.

Employees will think that values are slogans on the wall. No matter how much you say, it's just preaching. I may be a little excited and moved when I listen to the sermon, but when I return to work, as time goes by, everyone will do what they want.

3. Pull the values together from the two aspects of "knowing" and "doing"

Say "knowledge" first.

The reason why people can't agree is that values are too abstract.

Therefore, first of all, we should help employees to transform abstract values into assessable and measurable behaviors.

Values have a definition: "under what circumstances, what actions have been taken and what consequences have been caused."

Second, let's talk about the ranking of values.

Many values make employees feel empty because each value is correct, but when they contradict each other, it becomes correct nonsense. So you have to help them do a good job of sorting out, and employees can operate when they encounter differences.

It is strongly recommended that you take out these scenes of conflict of values and discuss them in some extreme situations. This in-depth discussion can help employees better understand values.

Third, to make employees have a unified understanding, translation and sequencing are not enough, but also learn to tell stories.

Therefore, the middle class should become an important storyteller in the dissemination of values. You should accumulate yourself and the good people around you. Pass on boring values to team members with such vivid cases. Try to make every value have a vivid story behind it.

Then I'll say "OK".

How to turn values into management tools that we can use?

What middle managers need to do is to embed values into the management actions of selecting, employing, educating and retaining people. Only in this way can people really believe that you are serious. In other words, you should practice the team values you preach in every aspect of management.

In particular, the appointment and dismissal of personnel is the most concentrated moment in the workplace. At this time, the feedback of values should be strongly reflected.

For example, subordinates make up reports to deceive the company in order to complete their performance, which violates your integrity values; Or there is a vicious incident that hurts the customer experience and violates your "customer first" values; In other words, refusing to share experiences violates the values of learning and growth. But at the same time, they are all good employees. What should you do? You must achieve zero tolerance. Please ask HR and your superiors to intervene as soon as possible. If you touch the red line and bottom line of the company, I suggest that you dismiss decisively and use it as a negative case of values to train other employees.

Because values are an order of judging and doing things. Once you tolerate a little thing that goes against your values, the team will receive an error signal, that is, "it seems that you say one thing and do another." Then, talk about values later, and few people will believe it.

Team culture is also intangible, but it always affects the most microscopic behavior of each employee.

Team fighting capacity = mutual trust x goal consistency x fighting spirit

The combat effectiveness of the team actually comes from three aspects: trust, sense of purpose and fighting spirit.

Three ways for league building to do cultural construction.

1. Friends League Building

If you want to work together, you must first be able to play together. At this time, you will use "group friend building" to solve this kind of problem.

As for eating or traveling? It doesn't matter. The important thing is whether we can get to know each other better through activities and stick the scattered employees together. The best way is to start with an activity that most members are interested in.

2. Team building of teammates

The biggest feature of "teammates" is that the team should have a clear mission and vision.

This happens because team members are unaware of the significance of their work. Everyone just repeats the job at hand, just the last job, and does not regard the career as a career.

As a manager, what you have to do is to refine the meaning of your work, and constantly preach and move.

The mission vision sounds great. I suggest that you organize a group discussion to help everyone understand these two things.

"Mission" is altruistic. You need to find your team's customers and extract what value you have created for them.

Vision is self-serving. What kind of team will your team become after solving these problems continuously?

3. Comrade-in-arms League Building

When many employees are tired, they feel day after day. Then, it is necessary to build a "comrades-in-arms group."

Take the team to fight a big battle during the launch. In the normative period, if you want to change the team from a teammate to a comrade-in-arms who can't get along with * * *, you still have to fight, because you need a series of victories to make the team feel fresh and fulfilled.

As a middle manager, you should learn to define victory and create a state of team victory.

If we only take "first" as a sign of victory, it is very difficult in reality. Even a champion team like the women's volleyball team cannot win the championship twice. But I really appreciate coach Lang Ping's interpretation of the spirit of women's volleyball. She said, "the spirit of women's volleyball is not just to win the championship, but sometimes to try your best knowing that you won't win." .