Summary of knowledge points in the whole process of "doing corporate culture"

The text is a little longer, which is convenient for further understanding and learning.

First, understand what is leadership and management?

Leadership is to let others follow you in the organization, and constantly achieve Excellence and success through your own ability, and at the same time improve yourself through the growth and practice of others.

Leadership is also a victory, which is related to dreams, visions and culture.

And management power is about system, reporting, reward and punishment system, process and performance.

Simply put, management is the body, leadership is the soul, and leadership is an important starting point to drive the team's prospects.

The whole course presents us with five aspects: building a dream, building a system, educating people, building a team and winning the battle, so as to enhance the leadership of the organization and implement the corporate culture.

Personal thinking: It turns out that I have been fighting alone. Although I was nominally the head of four sales departments, I didn't play a leading role in the team. Even the executive power of management power is not in place. Through the study of the course, I am full of pressure and yearning for the future. I want to grow up with others and then achieve myself. After the course, we should also learn the methods suitable for our team in the course.

Next, I will review and summarize the course for future study.

Second, the course talks about the five accelerators in different stages of leadership, namely, building dreams, building systems, educating people, building teams and winning battles.

1? Dreams: How to stimulate the dreams of individuals, organizations and teams to the greatest extent, and make the corporate mission truly linked to individuals?

2? Building a system: how to better implement management behavior with the help of the law of natural operation of the system

3? Cultivating people: how to explore the invisible motivation in the organization, extract the collective wisdom of the team, and enhance the combat effectiveness and vitality of the team.

4. Building a team: How to build a team effectively?

5? Win a battle: plan a winning battle

Third, dreaming.

1? Importance of corporate culture: We need to define, design and manage our corporate culture. Let employees play the greatest value in the organizational culture, and feel that being in the organization and winning the organization is the mentality of individual winning.

2? Importance of understanding employees' needs: If we really need to understand the deep-seated needs of employees and companies, people's needs can be divided into five levels: physiological needs, safety needs, social needs, respect needs and self-realization needs. Through demand, we can find health care factors and incentives.

3. How to find incentives: We need constant communication. Through the application of eight balance wheel tools (health, happiness, love, family, friends, career, wealth), the internal needs of team partners are tapped.

Create a comfortable and relaxed conversation atmosphere when communicating and understanding the needs, find the same frequency as the other party, and communicate with employees with a sincere heart.

4? How to establish a complete goal system and incentive media: We can use GSA logic trained by Jiang Bo to establish goals, and encourage the team by establishing two trusted media, namely external customers and internal celebrations. In addition, you need to have regular performance interviews. Please pay attention to the following points when conducting a performance interview:

(1) employee assessment: 2 (where is the Excellence)? 7 (What needs to be promoted)? 1 (How to make rectification) Employee assessment, and set the conversation content.

(2) Team building: three aspects should be built, namely, ideological group building, life group building and target group building.

(3) echelon construction: who has been recruited? Who received the training and who was fired?

5? How to sell dreams and link corporate mission with personal mission: sell our company dreams to our team by the golden section rule, and break the original thinking logic from the outside to the inside. Why? Why are you doing this? \ how to do it? \ What is it? This logic is equivalent to talking directly to the part of the brain that controls behavior and decision-making, so that the listener can think rationally and make a decision. The teacher illustrated the value of this rule by taking Barton's speech before World War II in the United States as an example. It is also very important that when talking about why, when rising from personal reasons to the country, it needs to be related to their values.

6? How to define the corporate mission: this link is about the origin of our corporate mission, which must be created together with customers, not created out of thin air. We need to think about the departmental mission, will and cultural slogan of the team we lead.

Four? Take the system as an example:

1? Invisible power line in enterprises: five kinds of system consciousness in organizations

First, when you encounter problems, you can't just talk about the future. You should respect the true colors of the facts and tell the truth by making out with each other first.

Second, the balance between giving and receiving is directly proportional to giving and receiving.

Third, everyone has the right to belong, respect everyone's right to belong, welcome them when they come, say goodbye when they leave, and care about the employees who have left. Although the employees who leave their jobs may be the wealth of the company, they can spread the reputation of our company, bring us business and let the on-the-job employees see the corporate culture of the company.

Fourth, the person who comes first is superior to the person who comes later. As an airborne soldier, you must respect the old employees in order to get support. When a new official takes office, it is not recommended that a new official take office.

Fifth, those with authority are preferred.

2? How to use institutional power to exercise management behavior

The first example is about how to reduce the impact on existing employees when old employees leave because of mistakes. You can use the method of reason and emotion, and use reason and emotion in the face of one-to-many situations (telling facts, reasoning and moving feelings); One-on-one, with a reasonable method (* * emotion, then reason, then talk about the law)

The second example tells the story of my promotion and the dissatisfaction of my old colleagues. How to deal with relationships? You can take advantage of the fact that the first rank is superior to the last rank, openly admit the facts and communicate privately, so that the old employees can be reborn and get their support.

The third example is that subordinates often look for the former supervisor, respect the former supervisor, communicate more and ask more questions.

The fourth example: what should you do if the team complains about the company? The principle of "follow first, then bring" wins trust and then leads.

The fifth example is to treat new and old employees equally? We should treat all major issues equally, not many things equally.

3? How to use "six boxes" to find the problems in the organization and diagnose the organization

Goals and missions (clarity, consistency and identity), structure and organization (how the team cooperates, what is the daily organization form), processes and relationships (customer's satisfaction with the process, who are the process stakeholders), rewards and incentives (how to motivate employees, how to achieve fairness and unity), tools and support (how to reflect the mechanism of customer value output), management and leadership (organizational integrity, whether there is a virtual organization).

Use open-ended questions to communicate with employees.

Verb (abbreviation for verb) trainer

1? How to manage different types of employees?

As managers, we achieve team growth by improving team performance, and practice the personal growth of leaders through team growth. Management traps that should be avoided in management: paying too much attention to partners with fair performance, partners with poor performance should learn from partners with good performance, implement the mode of mentoring, and classify employees' identities.

The first category, high willingness and low ability, is mainly new employees or employees in new positions.

In the second category, the ability has improved slightly, but the opposite will has declined.

The third category, strong ability and low will.

The fourth category is high-minded and ambitious ability.

The first kind of employees, as newcomers, are curious, hopeful and optimistic, and can directly guide the corresponding management methods. You don't need to be too intimate to establish emotional connections. If you are a middle or high-level employee, you should take the responsibility of helping him land and help him quickly integrate into the original team.

The ability of the second type of employees has improved, but it is still a bit difficult to complete the work independently. Without outstanding work achievements, they lose motivation, a little discouraged and depressed. For such employees, teaching methods and tools should be adopted to guide their mentality and willingness.

The training sequence of employees, I do what you see, I say you listen, I do it first to prove that my method is feasible, and then I tell you, and then you do what I see, you say what I listen to, on behalf of leaders and your employees, you do it, and I guide and supervise.

2? Training methods for employees with high ability and low willingness

Counseling questions: Counseling questions mainly ask several aspects, such as the other person's emotions and feelings, goals and effects, methods and paths, action plans, time nodes, inspection and feedback.

Heap, cut and ask questions in parallel. Heap is to find out the value pursued by the interviewee, so as to find out more positive and beneficial ways and means to achieve the goal. The purpose of getting to the point is to fine-tune the key points, make the content clearer and make it easier to analyze and think. Parallel questioning is a way to make the other person pay attention to achieving the same goal and different values.

However, coaching questions lack affinity and need to be used in conjunction with coaching methods.

3? Training methods for employees with high ability and willingness.

For such employees, the appropriate leadership style is empowerment. Pay attention to three points when authorizing. First, there is a clear target system, a ceremonial authorization in public, and responsibilities and resources equivalent to the use of power. Note that authorization is his right to solve the problem, and don't throw the problem to the leader again. So again, you can only give leaders multiple-choice questions instead of thinking questions.

Sixth, build a team.

1? Create cohesive team rules by "challenging authority" 1

Build an imaginary enemy. In addition to performance goals, you should also enter the concept of completely winning the game. In addition to winning performance, you can also challenge authoritative opponents in the industry.

2? Building a cohesive team with "winning anytime, anywhere" Rule 2

For the perspective of winning, we can measure it in many dimensions besides achievements. For example, collecting money, signing a dealer contract, or completing a big project, everyone wants to be recognized and praised. The more you approve, the more he may be willing. Then how to create victory needs to know how to celebrate, turn reality into emptiness and turn emptiness into reality. For example, speaking, for example, writing an article, is a state of winning.

3? "Discover the talents of yourself and your employees" Rule 3 of building a cohesive team

As a leader, we should be good at discovering employees' talents, and we can arrange them in suitable positions according to their talents. By testing the plop advantage test gadget recommended by Teacher Zhang, you can discover the talents of yourself and your employees.

4? "Open the door of the team" to create cohesion. Team rule 4

Let the team communicate and understand deeply through the way of naked heart meeting, and let the team members know themselves and others better. Naked heart will have three ideas.

First, seek strength from unique experiences and memories. Common ways are talking around candles at night, life rings, and life through storms. These methods let team members put down their guard, confide their feelings and let them better understand their growth experience and background.

Secondly, by responding to the other party through the evaluation of the other party's ability model, we can better understand ourselves and find out our strengths and weaknesses from the perspective of others.

Third, we should look for the figure of * * * from the future planning and construction.

5? Building a cadre echelon

First, the suspects should make good use of it and boldly rotate their posts.

If you have doubts about the ability of the other party, you can also use it, but you need to give guidance and inspect and supervise the other party. Cadres can be rotated to cultivate their more comprehensive professional ability.

Second, train the next generation and fight for the soldiers.

Managers should not only manage their subordinates well, but also cultivate their subordinates well, so as to establish contact with them, which is more conducive to the stability of business dynamics and ideological dynamics.

Third, simplify it into nine strokes to win.

Different managers should have different core skills and form three axes at different levels. Grassroots is to recruit people to dismiss, build teams and produce results. The middle level is to understand strategy, build a team and be a director. The top level is to set the strategy, build the soil and select people.

Regarding the core skills of cadres mentioned in the third point, I am not clear about my core skills, so I need to communicate with leaders to understand my strengths and weaknesses. Can better develop strengths and avoid weaknesses. In addition, we should also participate in the recruitment work, formulate recruitment strategies, and don't wait passively.

6? Using the political commissar system to provide guarantee for the organization

Enterprise political commissar is to cooperate with enterprise managers to fight on one occasion and promote the same goal. At present, our HR is only a simple recruitment work, and we have not done enough in personnel growth and training. As managers, we need less communication and cooperation with HR.

Seventh, win the battle.

1? Creating "Ideological League Building" with Story Thinking

The purpose of ideological league building is to awaken the winning instinct of the team and make two things clear with stories. Why are we fighting? What does this battle have to do with me? Turn mission, vision and strategic rational goals into perceptual goals and sell them to employees.

Three elements of ideological league building

First, the same frequency * * * emotions, calling everyone's inner feelings with words, vibrating with the same frequency * * *.

Second, look at things from another angle, let everyone think about things from the other side's point of view with stories, and convey the information that managers want to express.

Third, seeing the distance, let everyone feel that the future can be expected with stories and golden sentences, that is, vision and values.

2? "Life League Building" allows teams to play together and do it together. The purpose of life group building is to unite and trust each other and create a winning state.

There are three cores in the construction of life group.

First, create a release point: create a relaxed and happy environment so that everyone can express their feelings.

Second, find the sweet spot: understand the past happiness of employees and do some special emotional detonations.

Third, leave a memory: some beautiful materials will be kept in the life group to arouse the memory of * * * as a reserve in the future.

3? The result of the victory of "Target League Building"

The core of target group construction is to create success anytime and anywhere and define success anytime and anywhere. Take Mr. Zhang Ali's team as an example. A team should have a soft and hard culture, that is, a solid number, a solid victory and spiritual integration.

4? The use of eight tools of cultural creation

1. Cultural props: You can connect the team's "hearts" with "things", and convey the corporate culture in some subtle ways, so as to manage your heart. For example, the design of articles, environment and space related to corporate culture is set to convey corporate culture.

Second, virtual organization: establish a virtual organization to seek another kind of mutual trust outside the workplace, such as connecting employees with hobbies and opening up departmental walls.

Third, value presentation: conveying the mission and vision of the enterprise layer by layer and condensing it into cultural slogans can deepen the connotation of employees.

Fourth, preach the classics: we can use old employees, standard figures, senior and front-line management cadres to establish an effective network to spread corporate culture.

Fifth, team building: the main benefit is the team building of ideas, life and goals.

Sixth, cultural games: create a Pk atmosphere with game thinking, the game can be upgraded to fight monsters, and the game has a feedback mechanism, which is a reward and punishment.

Seventh, a fixed ceremony needs to create a fixed anniversary, a ceremonial day, such as the annual meeting. A good annual meeting should include four elements: happiness (happy games can make everyone play together), moving (moving links), recognition (awards other than performance) and direction (ceo will explain the plan for the next three years). Our company's previous annual meetings were all with customers and moved.

Eighth, story dissemination: We can record and disseminate corporate stories through video, and spread corporate culture and values. Here I suggest that we can start the WeChat video of our company.

5? Use leadership to transform organizations.

Change is inseparable from people, business and organization. In the short term, we should make a breakthrough in business, in the long term, we should make a breakthrough in mode and talent training, make changes from the slogan and vision of pure culture, and constantly upgrade.

6? How to win a battle?

Three steps in planning a battle:

6. 1? State transition: There are two methods.

(a) through cultural props (dream performance wall, hero list, challenge book, etc. )

(2) Ceremony delivery: First, start to build a group, which is divided into three steps. The first step is to plan the team building method; The second step is to start the way of group building; The third step is to hold a group building. Secondly, we can design some interesting competition games through cultural games to arouse everyone's pK enthusiasm.

6.2. Resource inventory: mainly refers to the inventory of customer resources, which classifies customer resources and gives priority to customers who can make a quick transaction.

6.3. War strategy: The first part is internal incentive measures; The second is the external promotion strategy; The third is the operational strategy, which needs to be valuable and meaningful:

Create a temporary stage, create heroes and victories;

Pull up a small climax, break through the limit, and continue morale and state;

Create a sense of urgency and promote the overall atmosphere;

Control the sales rhythm and stimulate the excitement;

Strategic adjustment and resource integration in war.

As leaders, we need quick and clear feedback, timely and active follow-up, and clear rewards and punishments.

Throughout the course, I am most impressed by the following aspects: building dreams, educating people, building teams and winning games. They are also methods to be used in daily management. Here are a few things that I will land after I finish the course.

1? Create departmental culture, mission and vision;

2? Classify department employees through in-depth talks and learn from course training methods;

3? Set a regular performance interview time;

4? Participate in designing a battle