A good mobilization meeting is a prerequisite for winning the battle.

First of all, leadership is a battle to win a venue at a time.

Leadership is divided into two levels:

First of all, leadership is a battle to win one field at a time.

This is the foundation of leadership. You can't even win a battle, and of course you don't stand on the foundation of leadership. If not, we need some ways and methods to improve it.

Second, leadership is to cultivate a soil for victory.

Will spontaneously cultivate some leaders. It is called "military soul" in the army, team character in the team and corporate culture in the enterprise.

How to complete the transformation of the two is particularly important. The transformation between leadership and culture is a skill that senior leaders should learn and master. And this skill is the key to let you know "doing things for nothing".

Therefore, winning the battle is the most important discipline for leaders, and managers must have the ability to lead the team to win the battle.

In corporate culture, league building can be divided into three forms: life league building, thought league building and goal league building. Winning the battle means very important league building, and winning the battle belongs to the target league building. The goal is related to the commitment, and the commitment comes first; Falling is a promise, and success is an action. To win this battle, you must set goals before you can achieve them.

Achieving the goals of important campaigns can not only exercise managers' leadership, but also complete the construction of a cultural target group, enhance team cohesion and boost morale.

Mobilization meeting is a vital part of winning the battle, which can not only produce * * * knowledge, but also trigger the start button of all employees' actions.

The opening of the victory plan lies in the mobilization meeting.

The mobilization meeting takes place before the goal is determined, and this action itself is also a management behavior.

Second, hold a good mobilization meeting.

Is the premise of winning the battle.

1. The core of the mobilization meeting: three forms of clear goals

Many people mistakenly think that the pep rally is to set goals, or to convey goals by taking an oath.

Actually, it's not. What is the most important thing at the mobilization meeting? It is the most important thing for team members to distinguish the target form.

After all, a clear understanding of the three forms of goals is a prerequisite for achieving them:

First, the meaning of the goal.

To achieve a goal, an enterprise must have certain significance and value.

If you have listened to Ren's speech at Huawei swearing-in meeting, you can understand that their purpose is not for Huawei's development, but for rejuvenating the country through science and technology, so that no one will dare to bully us again.

The meaning of the goal is to know who to fight for and what to get.

Second, the goal of financialization.

The financialization of goals should be expressed in concrete digital forms, such as GMV, running water, profit, growth rate, etc.

Third, the concretization of the goal.

Who are your competitors? It may be a team, a company or even a country.

The key to convening a mobilization meeting is to determine three forms of distinguishing goals, namely, meaning, financialization and concretization of goals.

Take myself as an example.

20 1 1 I worked in Ali and transferred from Zhejiang to Shenzhen as a city manager.

The original intention of the company is to bring the advanced management experience and team cohesion method of Zhejiang Company to Guangdong Company.

As for me, I hope to build the fighting capacity and cohesion of the whole Shenzhen team through a battle:

First, the rapid integration and empowerment of new teams;

The second is to confirm the replicability of the model through a victory, and to test whether excellent methods and experiences can be transplanted and landed.

After I have made clear the purpose of this activity, all I have to do is to make the whole team clear the purpose of this activity. At this time, it is particularly important to convey three forms of goals to team members:

(1) The meaning of the goal:

At the mobilization meeting, I want to convey the significance of the battle to all the staff: this is a battle between Guangdong company and Zhejiang company.

From 1999 to 2009, Zhejiang company has been slightly better than Guangdong company.

According to this situation, we put forward the slogans of "the past decade is a decade in Zhejiang, and the next decade is a decade in Guangdong" and "Start in Zhejiang and make a fortune in Guangdong".

Although these slogans bear the corporate culture of Ali at that time, what we want to convey is to achieve a goal together, and the meaning behind it is closely related to everyone.

The first battle was PK in the two cities, with Shenzhen representing Guangdong Company and Ningbo representing Zhejiang Company.

We also put forward the important slogan of "Guangdong in ten years, Guangdong in the world".

The significance of the sports goal is to prove that Guangdong has begun to surpass Zhejiang, and to pass this idea on to all employees through the mobilization meeting.

② Financialization of objectives:

In the past 10 years, the highest score in Shenzhen's history was13.5 million.

Based on this index, we set a specific numerical target, achieved a performance index of 20 million, and defeated the Ningbo team.

(3) concretization of objectives:

The competitor with specific goals is the Ningbo team, and their historical achievements should be analyzed.

After the analysis, our hearts are half cold. In the past 10 years, Shenzhen and Ningbo fought eight wars, and Shenzhen never won.

Although it has been suppressed by Ningbo, this unwillingness to retreat after success has become an important reason why we must defeat each other.

Therefore, at the mobilization meeting, we showed the historical achievements of our competitors and made the goals specific and clear.

Similarly, Huawei should also put forward the significance, digitalization and concretization of its goals.

Compared with us, Huawei has a broader strategic framework and stronger enemies, but its essential significance is basically the same.

Even if the figurative competitors are not suitable for public release, it is very clear inside.

If the competitors are internal teams or even industry teams, we might as well tell you.

2. To hold a good mobilization meeting, you need the following six steps.

(1) Why did you fight?

The first step of a mobilization meeting is often for leaders to preach why they are fighting, which is the meaning of the goal.

② It is related to "I"

When leaders preach why they fight, they also need to talk about the relevance of fighting to everyone.

General Patton mentioned in his speech: You are fighting for three reasons. First, you are defending your hometown and relatives. Second, for honor; Third, you are real men, and real men like to fight.

These are closely related to individuals. Therefore, in addition to the macro purpose of the enterprise and the team, it is also necessary to clarify the purpose related to the individual.

③ winning cheats

The leader passed it on to all the employees. What are our chances of winning this time? You can't win this battle with all the blood and passion in your heart. Therefore, leaders should be clear about the possibility of winning the battle.

(4) announce the incentive policy.

As the old saying goes, there must be a brave man under the four rewards. What is the incentive policy? Motivation is like a war drum, and mechanism design is very important. Incentive policy is divided into time nodes, so it is necessary to make clear the importance of incentive and do a good job in the transmission of incentive policy.

⑤ Sign a military order

After the goal is decomposed, the management team takes the stage to sign the performance of the military order, and the managers express their determination and witness to accomplish the goal. Everyone needs 1-2 sentences.

⑥ Collective oath

Collective oath is the key element of mobilization meeting. Each team has different forms and the effect is the same.

The whole mobilization meeting rarely mentions the strategic issue, which is often rational and some specific practices and tools. In the emotional scene like the mobilization meeting, the rational expression part should be weakened as much as possible, not exceeding 30%.

Third, pre-war preparation, do the following three links.

We saw many passionate pictures at the mobilization meeting, and the spokesman made a very inflammatory speech, so we mistakenly thought that the mobilization meeting would play a vital role in a battle.

In fact, a good soldier does not have the advantages of hector. The preparation before the mobilization meeting is more important than the on-site mobilization meeting.

1. Leaders should first do a good job in psychological construction.

The mobilization meeting is to prepare for the battle. To launch this campaign, leaders must first do a good job in psychological construction. After all, do you really want to fight this war? What is the purpose of this campaign? You need to adjust yourself to a state of frontal combat.

2. Before the war, it is necessary to convey the knowledge of the fighting state and objectives.

How to pass on the brave fighting state to the direct subordinates? The transmission of all States is a gradual process, not overnight. Let's continue to use the example just now to illustrate.

First of all, reach a preliminary understanding.

My management team and I went to Hong Kong to build a life group and held a Buddha worship ceremony on Lantau Island to pray for our victory over Ningbo.

In this process, the purpose of this movement is rarely mentioned. Just do a good job in the first round and tell everyone that we want to win this battle. Reach an understanding with the management team in a more relaxed way. Everyone's recognition of * * * knowledge is around 20%.

Second, form a death squad.

During the war years, there were knife companies and death squads, and our team also had to form death squads. Communicate with the elite employees in the team individually and convey the significance and value of the activity to them. This dialogue is based on their needs. As a result, the proportion of people who know the death squads has basically increased by 20%.

There is no need to rush to ask everyone to reach an agreement at the preparatory stage. Mobilization meeting is a process, not a point. The victory of a battle is made up of many small victories. It is difficult for every commander who leads troops to fight to become an eloquent speaker, but the method of summing up can be used for reference.

Third, stabilize the "rear area"

I invited the family members of the whole Shenzhen team to have dinner together. Tell us that we will start a major activity in one month.

In the course of campaign practice, every colleague will work very hard and may not have time to take care of his family. Invite your family members to dinner and apologize to them in advance. I hope they can understand and support colleagues during this month. After this step is completed, the knowledge of * * * will probably start again by 20%.

After three movements, you can start the mobilization meeting. Don't expect to reach a team understanding just through a mobilization meeting. In fact, it was the preparation of the first three small "mobilization meetings" that led to the climax of the fourth all-staff mobilization meeting.

It's like a slow heating process, which gradually heats up. By the time of the mobilization meeting, it had reached 50℃-60℃. Such mobilization can achieve the effect of winning.

Fourth, the pre-war speech awakens the winning instinct.

Pre-war speech is the soul link of the mobilization meeting to ignite the team.

I want to share with you an excerpt from a speech I gave before a battle.

Someone asked me just now, why are we fighting this big battle? I said you don't even understand this. What are you doing here? He said that I heard that someone was going to hit us, so I came, but I haven't figured out why. I'm right. What should you do if you are not blind, arrogant and crazy?

In this world war, we are fighting for a still young and blooming life.

For such activities, there will always be people watching, and there will certainly be people looking for opportunities to change and grow themselves. Some people say that every year in Tomb-Sweeping Day, you should pay homage to your past and your primary school days, where your childhood is buried. Pay tribute to the middle school where the first love was buried, and pay tribute to the university where the youth and dreams were buried.

What's the point of a dream if it only blooms in an instant and is only used for memorial service? If passion is just a hormone in youth, you won't know you have it until you cry for many years, then what's the point of passion?

Therefore, in this battle, we strive to find our long-lost dreams and passions.

Each of us came here with the expectations and entrustment of our families. A year has passed, do we still clearly remember our deep affection for our hometown? This is not a good place to live, but a battlefield for struggle. The Spring Festival is coming soon. Look at your bank account and think about your efforts. What achievements will you share with your parents?

Therefore, we are fighting for our family in this war.

Find the comrades in the company, hold their hands tightly, look at these young lives like you, and look at their firm eyes. Maybe you came to this city together, maybe you slept in the same bed, maybe you had a fight, but today it doesn't matter. Next, you want Qi Xin to work together to face a battle together. On the battlefield, the person who can take a bullet for you is called a brother. Look them in the eye and shout, brother.

Therefore, in this battle, we fight for our brothers and sisters.

For young life, for dreams and passions, for family, for team and for brothers, we fought desperately until the moment when God was willing to help us.

The methods used in this mobilization speech have been shared above. First, explain why you are fighting. Second, clarify the relevance with individuals.

We can't start others with lofty goals that have nothing to do with individuals, we should combine the two. The content embodies a strong will without losing warmth, which is the power behind the words.

When giving a live speech, the leader's mood, state, body language, etc. We should convey self-confidence, passion and sense of strength, drive the whole team and ignite the whole team.

Fifth, the incentive strategy is the drum of the war rhythm.

1. Organizational activities include three elements.

First, state transition.

The CEO passes it to the top, the top passes it to the middle, and the middle passes it to the employees. Some are delivered through ceremonies, some through information and some through props. The mobilization meeting is part of the ceremony.

Second, resource inventory.

Including customer inventory and talent inventory. Who is suitable to join the death squad? Who is suitable to be the mainstay? Does the organizational structure need to be adjusted?

Third, war strategy.

To achieve a grand goal or a difficult mountain, we must have a war strategy, and the incentive strategy is particularly important.

① The first drum beat: Start to excite.

For example, if you want to achieve 30 million yuan in a month, you must first break down the target when making the incentive policy.

Three days ago, I hoped that the first echelon would stand up and convey a state of entering the war. Therefore, the incentive policy will set up a day trader award.

How many achievements does the day trader award have to achieve to get it? We need to break down the target. How many people can enter the first echelon? How many achievements does the first echelon need to complete?

For example, a team of 100 people needs 10 to achieve a performance of 900,000, and the overall goal of 30 million can be achieved: 900,000 /30 days *3 days = 90,000 (standard performance)+30,000 (incentive performance) =120,000.

The standard performance is 90 thousand, but the incentive performance must exceed the standard performance. This is the drum of encouragement. It is necessary to formulate an incentive policy that the performance in the first three days exceeds 6.5438+0.2 million, and give prizes or gifts to the winners on the spot.

Some people in the team can start by themselves, and some people have to rely on others to start. You should make sure who will start the team at the first time, give big rewards and pay them in time. Young people like to play games, and timely feedback is very important, and it is best to distribute it within three days after completion.

(2) the second drum beat, pulling the first wave of climax.

For example, a performance of 30 million yuan needs to be completed 10 days before 100000,10 small team needs to complete100000 to reach the standard. But the incentive policy must not aim at 1 10,000 yuan. The second reward is that the performance of the small team exceeds 10.2 million yuan within10 days, and the group construction fund is rewarded.

If 50% of the teams exceed 1.2 million in the first 10 day, then the performance target can be easily achieved. So according to the time node, do a good job in the first round of team motivation.

(3) The third drum is out of the fatigue period.

Where is the time node for a battle to break down the target? If the team PK lasts for a month, the first 3-5 days are fresh, and 8- 10 is the first wave of climax. Fatigue period has two time nodes, 15 and 25 days, 15 is emotional fatigue, and 25 days is physical fatigue.

At this time, it is necessary to start a second venture, and morale will be encouraged. Incentive methods can be performance awards or new kick-off meetings. So the kick-off meeting is not one-off, and it may be started 2-3 times.

The incentive strategy is the drum of the war rhythm, which means 3 days, 10 days, 15 days and 25 days. Several nodes should design incentive strategies. After the total performance is decomposed, the goal of exceeding the performance by 20%-30% every day is the object we encourage.

2. Incentive, reward, and combination of double swords

The incentive strategy of the Great War is not only aimed at employees within the enterprise, but also encourages your customers to buy or use services quickly.

Incentive strategies are usually divided into two types, one is customer orientation and the other is internal orientation.

In addition to incentives, we can also give rewards.

The difference between the two is that the incentive measures are announced in advance, such as price reduction and preferential policies, which can be seen at a glance. The final reward content, the other party did not know, after completing the goal, unexpectedly received additional rewards. Incentives provide rewards and rewards provide surprises.

We don't just fight once, but expect more victories in the future. Now there is a phenomenon in many companies that enterprises do not sprint their goals, like a pot of warm water. Once higher goals are challenged, the overall morale of enterprises will decline. When sprinting again, the team blocked the way. This is a war-weary mood.

This phenomenon of the team can be dubbed as "postpartum depression". After the team "bred" a huge goal, it suddenly emptied, and the group fell into chaos and was at a loss. This disease is not a case, but a normal state.

An important reason for this phenomenon is that there are only incentives and no rewards. Therefore, the best way to fight postpartum depression is to combine incentives and rewards, which are equally important and complement each other. There should be both rewards announced in advance and some surprises. In this process, tap the bright spots that can be praised and rewarded.

When the next war comes, there will be some surprises besides announcing whether the goal has been achieved. When this expectation has a group effect, the whole team will be ignited.

Sixth, deploy internal PK.

Some companies PK is booming, and some companies PK makes employees complain.

Just like many companies' league building is vivid and cohesive, while some companies have finished their league building and their employees have left. There is no difference between team building and PK itself, and they are both double-edged swords.

When using management tools, we can't simply seek advantages and avoid disadvantages. Management tools also have three drug problems.

The essence of 1 battle

The essence of PK is the internal simulation of external competitive environment.

Enterprises are facing external competition, except for the attention of CEO and senior team, it is difficult for employees below the top to feel the changes of competitive state and competitive information. How to make every employee feel the external competitive environment? Internal PK mechanism can be used.

2.PK is a double-edged sword.

Internal PK mechanism, if not used well, will produce serious internal friction within the enterprise.

The PK of the two teams is bound to win or lose. Whether the winning leader is complacent or the losing leader is dejected and despondent, it will bring fatal harm to the team.

In this case, PK should be used with caution. Not all enterprises need internal PK. Internal PK is suitable only when external competitive information and external competitive status need to be transmitted. What enterprises need is healthy competition, not vicious situation.

If PK is used well, it can encourage benign cooperation in competition; If it is not used well, it will become the biggest internal friction of the enterprise.

3. A clear understanding of leaders

All leaders involved in PK should have a clear understanding of the nature, advantages and disadvantages of PK.

Share a dusty past. I once led a battle of Longgang in Ali, and my opponent was Panyu. Before 17 days, our performance was only 2 million, while the other party was 6 million. We used many methods and tools and finally won.

Very exciting. We fought a beautiful battle. The other side kept crushing us, hitting us for 29 days, and overtook us on the last day. This result is a great blow to the other side.

On the day when the results were announced, we were discussing where to celebrate in the evening. The manager of the other party suddenly came to my office, and he was wearing a suit when he usually only wore casual clothes. He made a special trip from Panyu to Longgang and asked me to share with them how I defeated them.

When we arrived, more than 70 people from another team had been waiting for us in the conference room for more than three hours. During this time, they have been thinking about a question, why did they lose?

In this battle, another manager is also the winner.

It shocked me as much as winning this victory. I admire another manager's mind and mode. In the process of leading the team, there must be losses and wins, and it is normal to have successes and failures. How to face victory and failure is something we need to think and act together.

Success is very important, which can promote team culture and even become the military soul of the team. Failure can also be repeated, summarized and learned from opponents.

Some leaders are willing to work hard for success, starting with many tools and methods and designing incentive strategies to achieve success. There are also failed leaders who will learn from the winners, and healthy competition in the team will begin.

Winners sum up methods, share joy, know how to celebrate, and let your victory precipitate into the cultural and spiritual concept of the organization team. Losers know how to make a comeback, sum up and learn from winners. When such a positive cycle begins to form within the enterprise, there is no need to worry about internal friction.

Seven, master how to face the target results?

1.

For the goal, we can easily understand it as the realization of a number. In fact, for institutions, we must learn to borrow fakes to fix the truth.

PK opponent is fake, just turning the opponent into a specific target. What you really cultivate is the ability of your team to withstand pressure.

So is Ali. The surface of the Double Eleven is an important indicator of sprinting for higher performance and external marketing. Internally, it is a great challenge for organizations to resist pressure.

Managers must distinguish between true and false, and the real purpose of training is strong organizational self-repair and regeneration ability. With the help of double 1 1 target sprint, the pressure tolerance of institutions is cultivated. It is an idea to cultivate truth through deficiency and educate people through reality.

2. Victory is the best motivation.

After the team really achieves its goals, celebration is an essential link.

Celebration is a stage for employees.

Awards are the most important part of the celebration. Awards must be awarded to front-line employees. The year-end meeting is a stage for employees, and so is the celebration.

The work of the bottom employees is meticulous and trivial, and most of them are repetitive. When those precious highlights and small goodwill are seen, the team will be greatly encouraged.

If there is something wrong with the team, the responsibility is the manager's; The team has credit, and the honor belongs to the team employees. Many people will say this sentence, but they may not be able to practice it like this. In the process of team battle, prizes should be awarded at the celebration for those bits and pieces of goodwill, dedication, hard work and breakthrough.

Celebrate not for managers, but for every employee.

② Pay attention to the ordinary and great beauty.

We need some happy stories to share at the celebration. There will be war correspondents in actual combat, and your team also needs war correspondents of the Double Eleven. He doesn't have to have a specific position, maybe HR, maybe manager, but he needs a pair of eyes to explore beautiful things. This sharing is very important. Enlarge these small things with normal heart and true temperament, and enlarge these beautiful things.

③ Celebration speech

At the mobilization meeting, we publicized the goal we were striving for. We must analyze clearly when celebrating, why did we win? This is about spirit, beliefs, ideas, culture, values and so on, not strategy.

We will find that strategy plays a very important role in the rational level of the middle link of the campaign. However, in the mobilization meeting and summary meeting of the campaign, we are more of an emotional part.

Sensibility and rationality are equally important, but they are combined at different times.

Failure is also a kind of "blessing"

Business can't always be smooth sailing, you have to experience big and small failures. What should we do in the face of failure?

(1) collective face

Faced with failure, this sentence is easier said than done. We will feel that many things have been done well, but we are a little lucky. If we work harder, we can kill our opponents or achieve our goals. In fact, these are all rhetoric to avoid failure.

Everyone should face the fact that they have not achieved their goals, lead the team to think and ask themselves how they feel now. How are you feeling? Don't whitewash peace, face failure.

(2) accept failure, admit failure.

Failure is precious to the team. As the Berlin Law says, the biggest obstacle to success is continuous success. For a team with outstanding achievements, "falling down" is a more important asset. Failure, managers should regard it as an important way to improve the team.

If this is a very big battle, the failure will have a great impact on the team, and it may take longer to restore morale. Faced with such a strong competitor, we must be careful when setting goals.

I suggest that you can win or lose a small battle and lift your weight as easily as possible, but you must win a big battle. With this relaxed attitude, all battles, big and small, are invincible.

When setting goals, managers should try their best to win, but they should also have the pattern and mind to face losses.

③ Comprehensive quotation summary

After accepting the failure, we should make a comeback against the failure and sum up the problems of methods and strategies, so as to really let go.

After failure, many people are reluctant to make a comeback. Because they think it's like holding a criticism meeting, and it's a process of investigating responsibility. It is normal to pursue problems. Without problems, you will not fail. I can't even ask questions, how can I talk about the resumption?

This is a kind of corporate culture, a kind of leadership, and many team managers ignore these contents and need to make up this course.

"Don't lose your mouth when you are proud, and don't lose heart when you are frustrated." We should lead the whole team to completely let go, rally and create greater glories.