Management Methodology of Technical Personnel (5) - Team Building Part 2

• Echelon

  The combination of the four elements of ability, motivation, division of labor, and cooperation can achieve a strong output of individual combat effectiveness and team combat effectiveness, but it cannot guarantee that the team has continuous motivation.
  To improve the endurance and resilience of a team, two elements can be used to do the work, echelon training and team culture.
  The echelon of a team, like the skeleton of the team, determines whether the team is robust; and the team culture is like the temperament and tone of the team, which will attract people with similar taste to continue to join and screen out people who do not meet the team temperament.

- Echelon planning
- Echelon training

	- Selection and selection of training objects

		- Principle

			Maintain consistency in talent selection and team building

				- Ability: Whether the individual's ability matches the business characteristics, and whether its ability potential can be cultivated
				- Collaboration: their awareness and ability to collaborate, and whether they match the team's requirements and expectations
				- Culture: Its behavioral style and values, and whether they match the team's cultural values

			- Value people who complement each other

			  People with similar styles collaborate more effectively, but lack richer insights and perspectives.
			  

	- Cultivate the people you find

		- Align expectations

		  Managers and employees agree on the expectations of the employee's personal development. A common way is IDP, or personal development plan.
		  

			- No commitment principle: that is, do not promise any benefits to employees

			  On the one hand, being able to become the core backbone of the team depends on one's influence, not commitment. Second, if you can't deliver, this person may be lost.
			  
			  PS: You don't promise any benefits, why should he listen to you? This person may be lost now
			  

		- do a good job of authorization

		  Ability and influence are accumulated in actual combat, which requires training objects to provide space and opportunities to do things.
		  

			- In advance

				- Examine the original intention

				  Be clear about what you want to gain in this authorization, whether you want to do something or bring people out
				  

				- Clear expectations

				  Let the training target clarify the expectations of managers
				  

				- Listen to his train of thought

				  After giving a good account of the authorized task, listen to his views and ideas on this matter first, and you can generally judge that the reason why he is independently responsible for this work is not reliable, and it is also a good recipe for risk control
				  

				- Important agreement

				  Managers should make an agreement on the things they are particularly concerned about and the training objects, such as how to check whether it is completed and when to check
				  

			- In progress

				- Check the progress
				- Give support

			- After the fact

				- evaluation results

				  For any authorization, give reasonable and well-founded evaluation and timely feedback on the work results and performance of the authorized object
				  

				- Insight advantage

				  What are the outstanding advantages of authorized objects in the entire authorization process?
				  

				- Positive feedback

				  Give some positive feedback on the work of the authorized object
				  

				- An improvement

				  Give one or two suggestions for improvement
				  

		- Build feedback

			- Establish a periodic communication mechanism to make communication routine
			- Review IDP, evaluation and feedback on the implementation of IDP, in order to reflect the greater value of IDP
			- Arrange a second mentor

• Culture

  What is team culture?

  There is no single clear definition of team culture itself, and every team has some conventional ways of working and judging right and wrong, so that in a team, even if no one tells you what is right and wrong, you are in general It can be clear what to do and what not to do.
  

  The value of team culture

  A clear team culture will bring at least four values to the team: efficiency, space, belonging and endurance
  
  
  
    - Efficiency is the effect brought about by the orderliness of culture
  
      Because the team culture contains conventional work standards and decision-making basis, and team members have consensus on this, there is no need to consult the superior for everything. A team that emphasizes "safety", everyone will consider safety measures at work, and a unified code of conduct and tacit understanding of collaboration will greatly improve efficiency
      
  
    - Space is the result of cultural orientation
  
      In line with the premise of Value Proposition, employees can choose their own work methods, and even work content, which is a lot of initiative by the staff to provide independent play space
      
  
    - Belonging is the effect of cultural screening
  
      Team culture acts as a filter. People who agree with the culture will continue to join, while those who do not agree will gradually fade out
      
  
    - Endurance is the result of cultural continuity
  
      Culture is a relatively stable element for an organization. It can be passed on between new and old employees and will not change due to the changes of individual personnel
  

  • Steps to build team culture

    • Refining

      Put it in the right words

      • Misunderstanding

        The culture of your team has less to do with what culture you like and more to do with who you are

          Facing problems and always complaining, then emphasizing a positive culture is not feasible
          - In the face of cooperation, there is always confrontation, so emphasizing close cooperation is not feasible
          - In the face of work, always wait passively, so it is not possible to advocate initiative
          - In the face of subordinates, always indifferent, then emphasizing warmth is not enough
        

        • The more concise the better

          • The purpose is for everyone to understand and remember, not the fewer words the better

      • Way

        • Extract from your own excellent qualities, thereby amplifying the excellent qualities to the entire team. The qualities you do not have are not suitable for cultivation as a team culture

    • Advocate

      Disseminate the refined culture to the entire team, including superiors and brother teams

      • Not to talk to anyone, but to be aware of the team culture in some public or private occasions

    • Practice

      • Reasons why employees don’t buy into the culture

        • When culture is refined, it is not extracted from the manager himself. The manager cannot lead by example, and his words and deeds are inconsistent
        • Did not combine team culture with management work, just talk without practice, did not let employees feel the benefits of practicing culture