?打造超強戰斗力的團隊，最重要的是這三件事！
The Three Top Important Things to Cultivate a Team with High Combat Effectiveness

導語：要帶好一個團隊離不開三個要素?
Introduction: Three factors lead to a good team

1一是制度：制度是團隊成員統一遵循的規矩，它既能促進團隊的一致性，還能確保工作有序開展；

First, system. System is a rule that all the team members should obey. It could promote the consistency of team and guarantee the step by step implementation of the work.

2二是工作標準：工作標準既是業務開展的依據，也是工作的指導書，避免出現隨意和偏差；

Second, working standard. Working standard is used for business development and guideline for work in order to avoid careless and variation.

3三是團隊的戰斗力：戰斗力可能是無形的，但又至關重要，它體現在勇于進取、樂觀自信、不怕困難、敢于擔當等方面。

Third, combat effectiveness of team. The combat effectiveness is invisible but crucial for success. It refers to courage, optimism, confidence, Strong sense of responsibility, etc.

團隊具備戰斗力的前提是群體內動力得到了激發。缺少這一項，任憑資源足、能力強、制度嚴、方向對，都未必能確保戰斗的勝利。這種戰斗力類似于李云龍所倡導的“亮劍”精神——縱觀任何一支戰斗力強悍的軍隊，它都是在一種信仰的感召下，保留并傳承著一種精神傳統，這個傳統是一種性格，是氣質，有了這種傳統，就好比給軍隊注入了靈魂，不論歲月流逝，人員更替，精神都能永存，于是就有了“劍鋒所指，所向披靡”。

The precondition for a high combat effectiveness team is to motivate them from inside or intrinsic motivation.Without it, the victory cannot be guaranteed, even if the team has sufficient resources, strong capability, strict system and the right direction.The combat effectiveness is similar to the spirit in DRAWING SWORD, proposed by Yunlong Li, the hero in the drama DRAWING SWORD. Any army with high combat effectiveness will have a traditional spirit to pass on under the influence of faith. This spirit is a kind of character and feature. With the spirit, the army has soul. No matter how the time and people change, the spirit lives forever. Therefore, “wherever the edge of sword points, the team is invincible.”

一、目標一致也就是思想要統一 First, Unified Goal Means Unified Thinking.

沒有目標的人，就是幫別人實現目標的人；
不做準備的人，就是準備失敗的人；
不做計劃的人，就是準備計劃失敗的人。

If you don’t set goal, live for others’ goal;
If you don’t prepare, prepare for failure；
If you don’t plan, prepare for failure either.

思想意識決定的問題最難改變，越是看不到的東西越能夠體現出一個企業的層次，這就是企業文化。只要當事者的思想不統一、意識跟不上（不主動、不想干）、考核不到位, 再好的措施也得不到好的執行。

It’s most challenging to resolve the issues from the thinking. It is so called company culture which shows the mature level of any enterprise. If the team members have no unified thought, willingness to work or disqualified performance, the best ideas will not be carried out.

“思想統一”不僅是喊口號，更是遇到問題不退縮、不遲疑的保證、是提升執行力的最大保障。所以要想帶好一個團隊，首先要把部門目標與公司（組織）目標緊密結合起來并可行的落實到團隊每個成員頭上，各級管理者一定要層層分解、宣貫、檢查、處置，只有這樣才能形成合力，只有這樣才能把大家的精力、激情集中到一起共同前進。

“Unity thinking” is not only a slogan, but also the guarantee to make sure the team will never back off and improve the execution. Therefore, to lead a good team, first, the department goals should be connected closely to the company or organization goals. After that, the practical measures should be carried out to every member of the team.Different levels of managers should decompose, propagate, implement, check and take actions. Only by doing so, the team will move forward together with such consolidated energy and passion force.

二、激發人的潛能 ?Second, trigger the potential of people.

內動力是指人的內在潛能。這種潛能一旦調動出來，會表現為樂觀積極、精力充沛、主動思考、堅持不懈。

Intrinsic motivation refers to the inner potential of people. If the potential is mobilized, the team members will show the spirits of optimistic attitude, full energy, active thinking and persistence.

就團隊而言，群體內動力的發揮能讓這個組織實現看似無法企及的目標。要激發內動力，既要憑借主觀因素，也要憑借客觀因素，起決定作用的是前者。

For team, the intrinsic motivation can help the organization fulfill the goal that seems untouchable.To trigger the intrinsic motivation should depend on both subjective factor and objective factors. The former one is key.

優秀的人往往能夠戰勝自我，不受順境與逆境影響，在任何環境中都能主動學習思考，從容應對各種困難，不斷創造出輝煌的成績；而客觀因素起到的則是促進作用，一個人的潛力會受到外界環境、事件、群體或其他人的影響而得以激發。客觀因素不是決定性因素，但千萬不能小覷，很多人的轉型和進步都得益于客觀因素的促進。

A talented person will always conquer himself, study and think actively in any circumstances, say hello to all difficulties,finally achieve great results. In another side, subjective factors will play as catalyst. Potential will be triggered by different factors such as external environment,events, groups and others. The subjective factors are not key factors while should not be ignored. Many transformation and improvements are caused by subjective factors.

基于此管理者在培養下屬激發下屬的潛能時要做到：

Based on that, manager should do below things to trigger the potential of their employees:

1、善于尊重，己所不欲、勿施于人。管理者要學會尊重你的部下、熱情幫助部下，奉獻你的贊美，要主動關心下屬的工作和生活，比如下屬過生日號召（形成制度化）全體團隊人員每人主動送上祝福卡片或其他禮物，讓團隊的每個人都能感受到歸屬和愛的存在……

1. Respect people. Never?impose?on?others?what?you?would?not?choose?for?yourself.Manager should learn to respect your employees, help them and complement them.You should take care of the work and life of the employees. For instance, encourage all to send presents and wish cards to the one in birthday. (to become a company rule later on). As a result, every member in the team would feel the sense of belonging and love.

2、善于傾聽。管理者要經常認真傾聽部下的意見、想法并善于正面引導，要與下屬交朋友，通過溝通了解下屬對將來個人發展的打算，盡己所能滿足其需求，傾聽部下的苦悶，做好一個被宣泄的對象，當下屬對工作和前途感到渺茫時主動進行安慰和開導，幫助他消除顧慮和壓力……

2. Learn to listen. Manager should listen to the suggestions of the employees regularly and sincerely. Coach them positively, understand their personal development plan and try best to help them. Manager should also listen to the concerns of employees and be a good listener. When employees are lost to their work and future, manager should comfort and enlighten them, helping them to eliminate the concerns and pressure.

3、善于授權。管理者要在明確的目標要求下，讓下屬有能力與權力去做事并對結果負責，但授權要注意監控，當下屬專業知識和業務能力不足時要言傳身教提升下屬的操作和管理市場的能力……

3. Empower. Manager should empower employees to do their work with capability and authority and be responsible for the results. Meanwhile manager should pay attention on monitoring. When they are lack of working knowledge or skills, manager should step in and teach them.

4、善于激勵，激勵就是力量，激勵可以誘之以利，也可以懼之以害，但是最有威力的激勵是改變心態。一個人不斷成長的關鍵是調整心態。（經常調整自己的心態，改變自己消極負面的狀態）。要以結果為導向，關注就是事實要善于引導下屬將思想、注意力集中于光明前景（結果）。

4. Encourage. Encouragement is power. Encouragement could be Carrots and Sticks, but the most powerful way is to motivate people from heart. The key for growing up is mindset change. (Adjust mind and eliminate negative position). Result-oriented mindset means leading employees to focus on the prospectus future (results).

5、樹立標桿，一個團隊中成員素質、能力參差不齊，管理者不但要幫助能力弱、業績差的“短板”成員來提升整個團隊的業績，更要注重培養工作業績、學習意識等各項綜合表現突出的下屬把他們樹為標桿，在例會中介紹推廣他們的優秀業績和成功經驗以帶動整個團隊更好的士氣。

5. Role models. Members have different competencies in a team. Manager should not only help the low competency members to improve the whole performance of the team, but also pay attention to the high competency employees in terms of willingness to learn, outstanding performance and so on. These employees should be set up as role models. To propagate their success stories can motivate the morale of the team.

6、創建學習的氛圍。學習最主要的是靜下心來去除浮躁，一個人從來心都靜不下來，哪有智慧？人在焦躁的情況下做出的決定往往是錯誤的。

6. Create a learning environment. The most important thing in learning is a status of meditation. If people cannot calm down their heart, where to get wisdom? Under restless with anxiety, people can only make wrong decisions.

三、激發團隊的潛能 Third, trigger the potential of team.

團隊是由人組成的，激發團隊的內動力首先要著眼于團隊內部的每個成員。這對管理者提出了很高的要求，但有思路和途徑可以遵循。

Team consists of people. To trigger the intrinsic motivation should rely on the team members first. It needs high standards for manager with following methodology:

1、管理者要具備熱情：要激發別人的熱情，本身就要有這份熱情。管理者的熱情是自信，隨時給團隊成員注入力量和信心；管理者的熱情是燈塔，做出表率并指引方向，用熱情感染團隊成員；管理者的熱情還是火炬，用它去點燃團隊激昂的斗志。

1. Enthusiasm. To motivate other’s enthusiasm, you must have the enthusiasm first. The enthusiasm of manager is confidence, ready to inject power and inspire team. It is lighthouse, showing the model and guidance. It is also torch, igniting the team!

2、管理者要點燃良知：良知是真理，是人性。表現為平等和尊重，表現為公平與公正，表現為對事物原理的探究，做正確的事情以及把事情做正確。

2. Manager should ignite the conscience of people. Conscience is true north and humanity. Conscience is equality and respect as well as justice and fairness. Conscience refers to the exploration the nature of things, do right things and do things right.

3、管理者要敢于擔當:“英雄往往是以集體的形式出現的，而非個體”。成績屬于團隊，責任要由自己勇于承擔。讓每個成員都能放心大膽的沖在前面，因為總有一把傘撐在頭上為自己遮擋強光。

3. Manager should dare to take their responsibilities. Hero always appears in the form of team instead of individual. Results belong to the team and responsibility should be taken by themselves. Therefore, every member could feel safe to go ahead because there is always an umbrella cover their heads.

4、管理者要“因人而異”：每個成員的性格不同，優勢不同，能力不同，價值觀各異，要做到觀念和思路的一致性，應該在理解、尊重的前提下“因材施教”，用不同的方式方法對待不同的人，不能千篇一律。這很辛苦，但很有效。

4. Manager should adjust their management styles from person to person.Every member has different character, advantage, capability and values. If manager wants everyone has unified thinking, they should adjust their styles based on mutual understanding and respect. They should use different methods for different people instead of copying the old style. It is tough but very effective.

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