Team motivational articles

If you want to manage and lead a team well, you must know how to manage the team. So what are some inspirational articles for teams? Let’s take a look.

Team motivational article: If you are given a team, how should you manage it?

The system is ruthless, the management is ruthless, and the execution is reasonable: If you really love you For your partner, just assess him, demand him, and force him to grow. If you raise a group of little sheep because of your feelings, low goals, and low requirements, this will be the greatest harm to your partner's future! Because this will only encourage their greed and greed. Ignorance and laziness. Let your subordinates grow up because of you, have a correct outlook on life, values, and perfect conduct, and continue to grow, which is the greatest love a leader has for his partners!

When leading a team, you must keep these in mind: < /p>

1. Management is developed through observation, skills are developed through practice, methods are figured out, and potential is forced out. If employees are not forced, employees will be mediocre!

2. No If you do it well, you don't do it well, there is no excuse. Just making excuses will lead to no chance of success!

3. It’s not that there is no way, but that there is no way to think of a way. Think of a way with your heart, there will be a way, sooner or later!

4. If the result is not good, it is not good. There are no ifs in execution, only results!

5. Without execution, there is no Competitiveness!

6. Choice is more important than hard work, and success or failure lies in the choice. Past choices determine today’s life, and today’s choices determine the future!

7. Execution does not talk about ifs, only results!

8. The height of thought determines action. The height of culture determines the height of an enterprise!

9. Don’t expect others to help you, count on others to need you!

10. Don’t ask for instructions with questions; Ask for instructions on the plan. When reporting work, do not report critically, but report descriptively!

11. Only those who dare to be responsible can shoulder heavy responsibilities. Simple is effective!

12. Successful people often change their methods without changing their goals; losers often change their goals without changing their methods!

13. Be a cadre like a boss , use the boss's standards to demand yourself, and manage your position like a business. Kindness is hypocritical, serious love is great love! Management must be strict! Team inspirational article: Four moves to lead a team of 110,000 people

According to reports, during June 18, 2016, JD.com’s order volume increased by 60% year-on-year. Faced with such huge transaction numbers, how can JD.com ensure a perfect user experience? In addition to the protection of the technical department, what is more important is the team collaboration ability within the JD Group.

Liu Qiangdong admitted frankly in his new book "Liu Qiangdong's Autobiography: My Business Model": If a company succeeds, it is because of the team. If it fails, it must be because of the team. There is a problem within the team. Cultivating the team is what I spend the most time on and is also the most important thing internally.

In the end, what standards does JD.com have for selecting talents? Facing nearly 110,000 employees, how does JD.com train its team? Liu Qiangdong gave a detailed answer in the book.

The following is an excerpt from "Liu Qiangdong's Self-Report: My Business Model"

As a fast-growing company, the outside world often thinks that we will be "exhausted" due to the speed of development. But in fact, if you ask me what makes me most exhausted in JD.com’s operating system and I dare not relax for a moment, that is team development. If JD.com fails one day, it will not be because of the market, JD.com’s competitors, or investors. There must be something wrong with our team.

The core of company management is to manage people. The core of managing people is how to select people, how to employ people, how to retain people, how to prevent "big enterprise diseases", ensure smooth information, and reduce departmental wrangling.

Personnel selection: No matter how capable you are, I won’t want someone who is not in line with our core values.

JD.com Group’s eight regulations for personnel management. The first of the eight regulations is Competence value system.

We classify all employees into five categories: gold, steel, iron, scrap and rust through quantitative measures of capabilities, performance and a value system. Those with strong capabilities but inadequate values ??are rust, which we must resolutely remove.

When we select a senior executive, in addition to his ability matching the position, he also needs to have the following characteristics: do more than what he talks; start from the grassroots level; have experience in working in domestic companies; honest. Only those who have these are the people who can truly be tied to JD.com and our business.

In addition, managing and cultivating management trainees is something I devote a lot of time and energy to. JD.com recruits dozens or even hundreds of people from fresh college graduates every year. From the day they graduate, these management trainees have to enter JD.com and receive training from JD.com. After receiving systematic training, management trainees can freely choose to officially start working in specific positions in the corresponding departments. After working for half a year, they can make a second internal job selection, and after two years they have a third chance.

Employment: 80% of managers must cultivate and promote talents internally, and only 20% are allowed to recruit from the market

Among the eight regulations of Jingdong’s personnel management, there is an important employment principle , which is the "seven up and eight down principle". What is seven up and eight down? It means that when internal employees, including management trainees, feel that you are 70% sure, they will let you manage this department. At the same time, it is mandatory to stipulate that in the future, 80% of managers must train and promote talents internally, and only 20% are allowed to recruit from the market.

It takes a lot of time and energy to train a manager, so why do we have to recruit 20% from the public? Because we want to ensure that the organization still has fresh blood, and we cannot become a closed organization. organization. Therefore, if you are seventy-nine, you must promote internally, and 80% of managers must be trained internally. Only in this way can you ensure that the company's true culture and values ??take root.

Retaining people: If a delivery person is still a delivery person after five years, it is the manager’s dereliction of duty

I often say that we should be grateful for the efforts of employees. What is gratitude? Gratitude is not just about giving employees good salaries, benefits, or stocks. It is also about using the training system so that after a few years of working at JD.com, their personal professional abilities, knowledge, and vision can rise to a new level. height. In my opinion, this is the greatest feedback to employees and the greatest significance of training.

So how to train them? JD.com has established a complete set of three-dimensional training programs internally.

Executives above the vice president

First of all, the company provides these executives with the opportunity to participate in systematic on-the-job EMBA programs at first-class business schools at home and abroad. At least three will be arranged every year Executives go for further education. In addition, combined with the company's staged strategies, we will customize learning projects with specific goals, such as "going to the countryside", "trip to Silicon Valley", etc.

Director-level managers

On the one hand, we cooperate with well-known business schools to open JD MBA training courses for high-potential talents among director-level managers; in terms of management skills, we provide The JD leadership model is the core goal and provides phased learning projects; for newly hired executives, JD University cooperates with the human resources department to provide them with a 90-day executive turnaround plan with personal support; in addition, each manager has an annual At least one corporate culture presentation should be conducted for new employee orientation.

Mid-level and grass-roots managers

The rapid development of JD.com poses a challenge to middle-level and grass-roots managers, which is to change their roles as quickly as possible and master basic team management ideas and business management content. , on the basis of 4-6 days of off-the-job training per person per year, at the same time, in busy work, we can learn by doing, learn by doing, and master practical skills in managing people and business.

Grassroots delivery staff

If this job is dispensable for delivery staff and they can leave JD.com and find another one at any time, then it will be difficult for delivery staff to really do a good job. this job.

Therefore, JD.com must be able to ensure that it provides delivery personnel with a very competitive and stable income now and in the future. We not only provide them with five insurances and one housing fund, but also prepare a salary that is higher than the market average. This is the first and most important point.

In addition to monetary rewards, we have also prepared huge room for advancement for delivery personnel. Due to business needs, our delivery team and delivery stations are almost doubling every year, so as long as outstanding old employees have worked in the company for one or two years, they may become station managers. Once you become a webmaster, not only will your salary be high, but outstanding webmasters will also receive company stock.

Prevent big business diseases

Managers who often say "No" are actually lazy and must be eliminated

In JD.com, no facts or data can You can't say "No" to prove that someone else's needs are incorrect. For example, the most common complaint in the past few years has been the difficulty of cross-department coordination. If you ask certain departments to do something, your leather shoes will be worn out. They will tell you a lot, "No". We have established this principle. Managers can evaluate and rate personnel in other departments. If that person is not good, you rate him.

According to this system, it is a high risk to say "No" in the future. If you want to say "No", yes, give me the data to show the facts, and tell me that the request I made to you is wrong, you can Say "No". These managers who often say "No" are actually lazy people and are not qualified to be managers of JD Group. These people must be eliminated.

In short, cultivating the team is the most important thing that I spend the most time on and is also the most important thing internally. Because we know that if the team does not grow, none of the company's strategies will be realized.