How to build a team with high cohesion and strong execution

I suggest you consult the course "Champion Execution" of Convergence Business School, which was taught by Mr. He Rui.

Champion cohesion

-The most practical team cohesion building course in China.

As a boss, who can tell me how long the "civil war" will last?

Scene 1: As a boss, I feel very painful. The ideas of all departments are not unified, and they are fragmented. A very simple thing is that you don't actively cooperate, resulting in serious losses for the company. If you pursue it, he has ten thousand reasons to wait for you.

Scene 2: As a boss, I know that the competition now focuses on coordinated operations, but it is really difficult for my departments to complete a project together! Everyone only cares about their own land. When it comes to cooperation, they play Tai Chi with each other and pass the buck. No one wants to do practical things, and no one wants to be responsible for the results and performance.

Scene 3: As a boss, I feel miserable at every meeting. Originally, the meeting was to solve the problem, but as soon as the meeting was held, there was a real quarrel and even a big fight. The problem has not been solved, but more new problems have been born.

Scene 4: When there are dozens of people, I immediately know what my subordinates are doing, and sometimes I teach them by hand. Now that the company is big, I don't even know what my employees or even middle-level leaders are doing. How many of the reports they submitted are true? Will my middle-level cadres treat their subordinates as I used to?

Scene 5: ......

As an employee, who can tell me how long I can last in this environment?

Scene 1: As an employee, I wonder why some leaders always break their promises. I left many colleagues, and I can't stand this.

Scene 2: As an employee, I am filled with indignation. The company system seems to be specially formulated for our employees. When the rules and regulations are implemented on the old employees, they will turn around, deform and discount. Why?

Scene 3: Seeing some of my friends, their company has a perfect management system, and we are just a few sheets of paper. The leader has the final say and acts according to his face. He is happy that today will be easy, but he is not happy that someone will blame him today.

Scene 4: Every time the prize is awarded, the money is unfair. Will show, and leadership, take more, honestly, good performance, excluded, take less. It makes everyone kiss your ass.

Scene 5: ......

An enterprise is not about how many people there are, but about how many business people there are. have nothing in common

Values, behavior concepts and ways of doing things cannot create a cohesive force and

A combat team.

"Champion cohesion" is no longer a game for people to expand several teams, forming the illusion of temporary team cohesion. If we don't start from the source, we can't grasp the core and the root, and if we don't start from the system, we can't make the effect sustainable. Champion Cohesion unifies employees' values and behaviors through systematic methods and tools, and establishes an executive team with consistent goals, concepts, steps and behaviors. Through on-site training and follow-up tools and methods, the thinking mode and behavior mode of employees are changed, and an executive team with super cohesion and combat effectiveness is truly established.

course features

Touch the core and root from the source, and ensure the lasting effect from the system. At the same time, through vivid cases, relaxed and humorous teaching methods and strategy sharing, step by step in-depth, layer by layer stripping, just like clearing the clouds, let employees gradually find their own position, establish a sense of responsibility and mission, and let the team integrate and condense. It can be described in six words: shocking, systematic and lasting.

course syllabus

Part I: Three elements of a super cohesive team.

I. Form

1, large organizations (military, religious, etc. ) have a unified image;

2. Team building starts with image. It seems that "being a team" is more important than "being a team".

3. Establish corporate image standards (pretend, image etiquette, company LOGO, etc. )

Second, potential.

1, morale is more important than weapons, and form is more important than content;

2. * * * leads the country, and the country rises energy, and energy determines the result;

3, take advantage of the trend, how leaders take advantage of the trend and build momentum.

Third, the soul

1, people who walk together are not a team, but the heart that walks together is a team;

2. If I don't occupy this position, I will be occupied by the enemy;

3, corporate culture, and landing tools and methods.

The second part: the driving force of team leadership.

Employees won't listen to what the leader says, and employees will always look at what the leader does.

First of all, leaders need to have the belief to do great things.

1, without the belief of doing great things, employees' dreams cannot be carried and employees will not follow;

2. Leaders must firmly sell their dreams to employees, and how many employees believe that they will unite;

3. Develop a personal strategy to unify and motivate employees' behaviors with goals.

Second, leaders need to have the heart to achieve employees.

1. Leaders who pursue personal success will go to ruin, and only leaders who undertake employees' lives can live forever;

2. Whether you can lead people to follow you into the bullets depends on whether you convince people that you have considered their interests;

3. The fine design of the contact points touched the employees, and the employees will only do one thing when they are moved: swear to obey.

Third, leaders need to have good communication skills.

1, don't think too much of yourself as a leader, lower yourself and go to the masses;

2, communication skills training

3. Efficient communication in different situations (how to have a meeting, how to criticize, how to praise, how to communicate between husband and wife, etc.). )

Fourth, leaders need to take the lead.

1, employees do it first;

2, the system implementation, the leadership takes the lead, and everything else is pale and powerless;

3, responsibility, leadership first, example is greater than words and deeds.

The third part is to build the centripetal force of employees.

First, the sense of team honor.

1, you are nothing without division. The big river has water and the small river is full; There is no water in the big river, and the small river is dry;

2. No team spirit is a rabble;

3. People who have no sense of team honor can never be the confidant of leaders and can never unite others.

Second, be brave in taking responsibility.

1, I bear, I benefit. Courage is the ladder of ability growth;

2. Have the courage to gain trust and take on great responsibilities;

3. Sacrifice the ego, complete the ego, and proceed from the overall situation of the company.

Third, the persistence of the goal.

1, people with goals are alive, and people without goals are wandering;

2. Only when goals are transformed into achievements can achievements change the fate of companies and individuals;

3, there is no secret to success, if there are only four words: never give up.

The fourth part, using mechanism to shape and escort.

I. PK mechanism

1, people progress because of a sense of crisis;

2.PK produces confrontation and confrontation produces efficiency;

3.PK stimulates employees' sense of team honor and competition.

Second, the reward and punishment mechanism

1, everyone is pursuing advantages and avoiding disadvantages, designing a reasonable reward and punishment mechanism to guide and drive employees' behavior;

2, the prize will be elated, and the penalty will be fearful;

3, the prize should be timely, not overnight.

Third, establish clear job responsibilities and standard operating procedures.

1. There are two laws of responsibility: dilution and jumping. Lock responsibilities with clear responsibilities and processes, leaving no room for shirking;

2. Establish a one-to-one responsibility feedback mechanism;

3. Develop the company's blue book.

Part V Team Cohesion Training

Learning can only change a person's thinking mode, and only systematic training can change a person's behavior mode. Through large-scale team cohesion training activities, the concepts, tools and methods of the first four parts are instantly transformed through on-site practice and landed on the scene.

Course time

Two or three days.

lecturer

He Rui

Huiju Investment Co., Ltd. Dongshi

Chief lecturer of the landing system of Huiju Business School

Top Lecturer of Executive Leadership Training in China

Distinguished Lecturer of China Chamber of Commerce.

Perennial consultant of several group companies.

Some training enterprises:

Zhongtai Construction Group, Chinalco International Group, Tianye Tonglian Group, Shanghai Rural Commercial Bank, Pudong Wire and Cable, Shanghai Communications Industry Group, Yang Rong Investment Group, Sanshan Group, Lisan Group, Peng Hong Group, Xi 'an Investment Holding Group, King Kong Group, Meidi Medical Device Co., Ltd., Tangmeister Co., Ltd., Lifu Optical Cable, Boxing Electromechanical Group, Shengbangjun Business, Jinbin Valve, Guowei Group and so on. Shi Wen Valve Co., Ltd., Jin Rong Tianyu Co., Ltd., Kangye Pharmaceutical Co., Ltd., Jieliya Group Co., Ltd., Zhejiang Everbright Cable Group Co., Ltd., Wanpu Group, Yuntai Group, Dong Rui Automobile Co., Ltd., Kechuang Group and other hundreds of enterprises.

Student testimony:

He Laoshi's lecture was very passionate, shocking, simple and practical, which benefited the development of our enterprise!

—— Li, Chairman of Zhongtai Construction Group, one of the top 100 private enterprises in China.

He Laoshi's rational thinking, emotional expression and responsible attitude made me meet and hate each other. His mode and systematic thinking make me rethink why people live and what leaders should do to become a respected leader. I would like to be He Laoshi's lifelong friend.

—— Xu Wenjie, President of Fengxian Branch of Shanghai Rural Commercial Bank

I like to listen to He Laoshi's courses, and at the same time, the value he constantly conveys in my business management really makes me feel his care and responsibility. So I introduced many friends to He Laoshi, hoping that He Laoshi's thoughts could influence more entrepreneurs and give China enterprises wings!

-Kong Dehui, Chairman of Shanghai Urban Real Estate Group Co., Ltd.