Insurance company team building

Team spirit

Simply put, it is the concentrated expression of overall awareness, collaboration spirit and service spirit. The basis of teamwork is respect for individual interests and achievements. The core is collaborative cooperation, and the highest state is the centripetal force and cohesion of all members, that is, the unity of individual interests and overall interests promotes the efficient operation of the team. The formation of team spirit does not require team members to sacrifice themselves. On the contrary, they express their personality and Performance expertise ensures that members accomplish task goals together, and the clear willingness and method of collaboration create real inner motivation. Without a good business mentality and dedication, there will be no team spirit.

What is the difference between team spirit and group and collectivism: Team spirit puts more emphasis on individual initiative. The team is a homogeneous body composed of employees and management. This homogeneous body makes reasonable use of everyone's initiative. The knowledge and skills of a member work together to solve problems and achieve a common goal. Collectivism emphasizes that everyone is of the same sex. The specific differences between the two are as follows: 1: In terms of leadership. Groups should have clear leaders; teams may be different, especially when the team develops to a mature stage and members only share decision-making rights. 2: Target aspect. The goals of the group must be consistent with the organization, but in addition to this, the team can also have its own goals. 3: Collaboration aspect. The collaboration of the group may be moderate, and sometimes members may be a little passive or antagonistic; but there is an atmosphere of concerted effort in the team. 4: Responsibility. The leader of the group has a great responsibility, and in the team, in addition to the responsibility of the leader, every member of the team also has to be responsible, and they even have to interact together and be jointly responsible. 5: Skills. The skills of group members may be different or the same, but the skills of team members are complementary to each other. People with different knowledge, skills and experience are combined to form complementary roles, thereby achieving an effective combination of the entire team. 6: Results. The performance of the group is the sum of the performance of each individual, and the result or performance of the team is the product of everyone's cooperation.

Importance of editing this paragraph

The quality of team building symbolizes whether an enterprise has the strength for subsequent development, and is also a full reflection of the cohesion and combat effectiveness of the enterprise. Team building should first start with the team. The team should be closely united and well coordinated. Managers should always keep employees in mind, support their work, care about their lives, and use the actions and true feelings of managers to infect every employee around them. , communicate more with employees in daily life, provide exemplary guidance to employees, capture employees’ shining points, and stimulate employees’ enthusiasm and creativity in work. More importantly, managers should get down and integrate with employees and let employees participate. Management creates a platform for employees to show themselves, forms an atmosphere of unity and cooperation, and allows employees to feel the warmth of a family. In this family, there is no division of labor between families, blessings are shared, hardships are shared, and personal matters belong to the team. The team's affairs are everyone's affairs. We must treat everyone and everything seriously and responsibly. If we do the above points, I think it is not difficult to build a good team.

Edit this paragraph of red flags

As the division of labor in society becomes more and more refined, the era of individuals working alone is over, and teamwork has been brought to the forefront of management. As an advanced organizational form, teams have attracted more and more attention from enterprises. Many enterprises have already carried out team building from the management level such as concepts and methods. The emergence of the following situations sends out secret signals in team building [1], which can easily blind the eyes of team managers. If the management does not pay attention, team building will be in vain.

Mental resignation

This is a common problem in corporate teams. It is characterized by: not being in the state of work, not being deep enough into the essential work, being unwilling to collaborate within the team, and lacking personal ability. He performs less than 30% at work, moves slowly, does nothing during work, and basically ends the day without work. But there is also a positive side. I go to and from get off work very punctually, with almost no tardiness, personal leave, or sick leave. The tasks assigned by the team leader are usually completed quickly and effectively. The reasons for mental turnover are mostly caused by the inconsistency between personal goals and team vision, as well as work pressure, emotions and other reasons. Several major domestic insurance companies generally use team spirit incentives to reduce the team spirit turnover rate. Effective methods for those who leave mentally are: professional communication, using team spirit and team vision to improve work status, and using incentives to increase work enthusiasm.

The specific method can be to arrange a vacation to allow the mentally resigned people to think calmly and adjust their status. The next step is to consider whether they will be readmitted to the team based on the actual situation.

Super Salesperson

What the team needs is overall action, sales power, target completion rate, etc. Breaking it down one by one requires that the skills of the individuals in the team must be complementary and that the individual abilities are greater. It is precisely because of individual differences that lead to the emergence of super salesmen. Their characteristics are: strong personal ability, able to stand alone, often with absolute sales performance far ahead of other team members in the team, loose organizational discipline, overjoyed at success, arrogant, and self-indulgent. He is often positioned as an example of a team hero. The sales ability of a super salesperson is what any team needs. Therefore, when faced with this kind of contradiction, organizational leaders are often at a loss as to what to do. The method they often adopt is to let it go and adopt special policies that are different from other members of the team. The destructive power of super salesmen to the team is huge, and long-term use of indulgence The result of the strategy will destroy the cohesion of the team, guide the team's organizational vision to develop non-team, and quickly disintegrate the team organization. A team is an organization built with highly challenging work tasks and an uncertain environment. Members are very different and often have differences in personal qualities and work skills. The emergence of super salespeople requires organizational leaders to lead correctly, communicate comprehensively, and Super salesmen should be integrated into the team spirit and team culture, and establish a correct role model for super salesmen. At the same time, the super salesmen's partial strength should be transformed into the combined strength of the team, and the team's values, team's binding force, etc. should be used to make contributions to the super salesmen. Correct management.

Informal organization

The team is a formal organization recognized by all members. There are two reasons for the formation of informal organization. One is the intentional behavior of the team leader; the other is the team members’ values ???? Informal organizations arise when some consistency arises from , personality, experience, and complementarity. The former is an informal organization formed objectively by managers to strengthen their own management functions, cultivate confidants, and enhance management effectiveness. Although on the surface it can carry out daily actions well, it can improve team spirit, coordinate interpersonal relationships, and implement imaginary human nature. In the process of team development, centralized management basically develops in a direction that is beneficial to the team, but in the long run, it will reduce the effectiveness of management, the team spirit and work efficiency will be low, and excellent team members will be lost. This kind of informal organization is usually a loose organization; the latter is a tight informal organization, and its vision is usually inconsistent with the team's vision. There is often more than one such informal organization in the team. With the emergence of this kind of organization, the team The day of disintegration is not far away. This kind of tight informal organization will deviate from the team's values, destroy the team culture, and hinder the team's innovative and pioneering spirit. Usually loose organizations will develop into tight organizations, and tight organizations will confront loose organizations. Therefore, it is not advisable for team leaders to establish informal organizations in the team. It is based on a low level of management and a strong distrust of the team.

Edit this paragraph on the four precepts in team building

The first precept: "The interests of the team are above all else"

The team is first of all a collective, consisting of "collective interests" The universally recognized value orientation of "above all else" can naturally be derived from the conclusion that "team interests are above all else". However, over-promoting and emphasizing "team interests above all else" in a team may lead to disadvantages in two aspects. On the one hand, it is very easy to breed small groupism. The interests of the team are overall interests for its members, and partial interests for the entire enterprise. Overemphasis on the interests of the team, always starting from the perspective of safeguarding the team's own interests, will often break the inherent balance of interests within the company, infringe on the interests of other teams and even the company as a whole, thus causing misalignment of value goals between teams, teams and the company, and ultimately Affect the realization of corporate strategic goals. For example, each team within an enterprise has corresponding task assessment indicators. Out of consideration for the interests of the small group, a certain team adopts unfair methods such as poaching fellow teams to complete its own assessment indicators. When this approach If it is not corrected in time, other teams will follow suit due to profit motivation, and an internal melee will be inevitable, and the company will have to pay a lot of extra costs for this, resulting in a serious waste of resources. In addition, small groupism often shows signs of being outside the enterprise in the organization, or establishing a new mountain or an overhead parent body. On the other hand, overemphasis on team interests can easily lead to individuals' due interests being ignored and trampled upon.

If only the interests of the team are emphasized blindly, there will be a situation where "in the name of safeguarding the interests of the team, the interests of individuals are actually harmed." It is undeniable that within the team, profit-driven is still an important mechanism to promote the operation of the team. As part of a team, if the interests that individuals deserve are ignored or even violated for a long time, their enthusiasm and creativity will undoubtedly suffer a heavy blow, which will affect the competitiveness and combat effectiveness of the entire team, and the overall interests of the team will also be affected. damage. The value of the team is created jointly by all team members, and the due interests of the team individuals should and must be maintained, otherwise the team's original cohesion will divide into centrifugal force. Therefore, inappropriate overemphasis on team interests will lead to the complete loss of team interests.

Second commandment: "Infighting within the team itself"

Team spirit appears and is continuously strengthened to a large extent in order to adapt to the needs of competition. The competition mentioned here is often naturally understood by us as competition with the outside world. In fact, there also needs to be competition within the team. Introducing a competition mechanism within the team is conducive to breaking another form of big pot rice. If there is no competition within a team, team members may work hard with passion at the beginning, but over time, they find that no matter whether they work more or less, good or bad, the result will be the same. If every member enjoys the same treatment, his enthusiasm will diminish, and after being disappointed and depressed, he will eventually choose to "work as a monk and hit the clock" to get by. This is actually a kind of big pot meal covered in the guise of a team. . By introducing a competition mechanism, rewarding hard work and punishing laziness, rewarding excellence and punishing inferiority, and breaking this seemingly equal but actually suppressed interest pattern, the initiative and creativity of team members can be fully brought into play, and the team can maintain its vitality for a long time. Introducing a competition mechanism within the team is conducive to further optimization of the team structure. When a team is first formed, it may not fully understand the strengths and weaknesses of its members, so it is naturally impossible to make the best use of them when assigning tasks. The introduction of a competition mechanism can, on the one hand, create a positive atmosphere of "learning, catching up, and surpassing" internally and promote each member's continuous self-improvement; on the other hand, through competitive screening, we can discover who is more suitable for a certain job and retain The best and the weakest are eliminated, thereby achieving the optimal configuration of the team structure and stimulating the team's maximum potential.

Three Precepts: “Everyone in the team is a brother”

Many companies overly pursue the team’s affinity and human touch during the team building process, believing that “all the team members are brothers”, while Strict team discipline is detrimental to unity. This directly leads to the imperfection of the management system, or even if there is a system, it is not implemented effectively and is in name only. Discipline is the guarantee of victory. Only by following the rules and prohibitions will the team be invincible. Otherwise, it will be just a bunch of rabble at best, and they will disperse at the slightest setback. In the early years of the Southern Song Dynasty, the reason why the Yue Family Army was able to become the main force against the Jin Dynasty was inseparable from its strict military discipline. There was a saying among the Jin Army: It is easy to shake the mountains, but it is difficult to shake the Yue Family Army. Another typical example is the story of Zhuge Liang in the Three Kingdoms period who beheaded Ma Di in tears. Ma Di and Zhuge Liang had a good relationship both public and private, but Ma Di lost the strategically important street pavilion. Zhuge Liang finally beheaded him according to law and maintained the The stability of military morale. Strict discipline is not only necessary to safeguard the overall interests of the team, but also has a positive significance in protecting the fundamental interests of team members. For example, a member failed to complete a certain job on time and with high quality or violated a specific regulation, but he was not punished accordingly, or the punishment was insignificant at all. On the surface, this team is very friendly, but in fact, condoning or being tolerant of problems will cause this member to have the illusion that "it is not a big deal", which will cause endless troubles over time. If he is subject to strict discipline from the beginning and corrects misunderstandings in a timely manner, it will be beneficial to the team and to him personally. Jack Welch, the former CEO of GE, has this point of view: It is not cruel to point out who is the worst member of the team. What is really cruel is to turn a blind eye to the problems of members, pretend to be wrong, and act like a good guy. Tolerance is harm, and severity is love. Regarding this point, every team that faces competition at all times must have a clear enough understanding.

Four Commandments: "Sacrifice the 'small self' in exchange for the 'big self'"

Many companies believe that cultivating team spirit requires every member of the team to sacrifice the small self. I, in exchange for the greater self, give up individuality and pursue convergence, otherwise it will go against the team spirit and it will be individualism at work. It is true that the core of team spirit lies in collaborative cooperation, emphasizing team strength, focusing on overall advantages, and staying away from individual heroism. However, the pursuit of convergence results will inevitably lead to the distortion and obliteration of the individual creation and individuality of team members. No personality means no creation. Such a team can only simply copy functions but does not have the ability to continuously innovate. In fact, a team is not only a collection of people, but also a combination of energy. The essence of team spirit is not to ask team members to sacrifice themselves to complete a job, but to make full use of and bring into play the individual advantages of all team members to do the job well. During the Warring States Period, the practice of recruiting clients and expanding family power was very popular among wealthy families. Many people adopt certain admission criteria for the recruitment of retainers, so the talents they recruit basically all have similar talents. However, Mengchang Jun of Qi State is different. Anyone with skills will be treated with courtesy and join him. There are so many customers. Later, when he served as prime minister of Qin, King Qin Zhao wanted to kill him because he believed the slander. One of his retainers used the "dog thief" technique to sneak into the palace, steal the white fox fur that had been presented to King Zhao, and bribe it to give to King Zhao's favorite concubine, so he could escape. When he and his retainers arrived at Hangu Pass day and night, the city gate was already closed and they had to wait until the rooster crows before it could be opened. At this time, another guest imitated the crow of a cock, which caused the roosters in the city to crow together, and finally he tricked the city gate into opening and escaped. Roosters, dogs, and thieves were very unpopular at that time. Just imagine, if Lord Mengchang, like other nobles, insisted on not wanting to accept customers who were well-educated in poetry and noble birth, then he would have had to die unjustly in his hometown later. Therefore, the overall competitiveness of the team comes from the reasonable allocation of team members' expertise. Only by creating a suitable atmosphere that continuously encourages and stimulates team members to fully express themselves and maximize their individual potential will the team burst out with energy like atomic fission.

Edit this paragraph’s four characteristics of successful teams

Cohesiveness

Sun Yat-sen and Mao Zedong, who achieved great things, all have one thing in common, which is the ability to unite thousands of people. The hearts of millions of people are connected together. This is a very unique ability. When we follow a leader, we hope that he can create an environment and combine the strength of everyone to create a future! It is this cohesion that is creating human history. Just imagine if your team members stay away from you, or even give up the pursuit of your career because your words and deeds disappoint them, will you still be successful?

Cooperation

The ocean is composed of countless water droplets, and everyone is a water droplet in the team. In the 21st century, an individual is no match for a team. Personal success is temporary, but team success is permanent. The success of a direct sales team depends on the cooperation and cooperation of every member of the team. Just like playing basketball, no matter how strong an individual is, he cannot win without the cooperation of his teammates. When playing a game, five people are a team. Some people shoot, some rebound, and some make tactical fouls. Their purpose is to achieve the team's goal.

Organization without self

Direct selling is a team’s undertaking, a collective undertaking, and the power of an individual is limited. Success relies on teamwork to advance together. Each member must understand that the interests and goals of the team are more important than personal interests and goals. If everyone in the team only wants to take care of their own interests, the organization will definitely collapse. Without the team, individual goals will naturally not be achieved. Since it is a team action, you should follow the leader's arrangements, and everything will become easy. This is called selflessness in the organization. The team's goals are achieved by this selfless spirit of the organization.

Morale

A team without morale lacks attraction, cohesion, and combat effectiveness, while a team with strong morale is invincible no matter what environment or difficulties it encounters. And victorious. Liu and Deng's armies advanced into the Central Plains, and the bravery prevailed when they met on a narrow road. This is the best proof. It was this kind of morale that made the impossible possible, and the war of liberation opened a new page. A direct sales team should be a team full of morale and move forward with their heads held high.

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Edit this team-building course

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Extended reading: How to buy insurance, which one is better, and step-by-step instructions to avoid these "pitfalls" of insurance