打造超强战斗力的团队，最重要的是这三件事！
The Three Top Important Things to Cultivate a Team with High Combat Effectiveness

导语：要带好一个团队离不开三个要素 
Introduction: Three factors lead to a good team

1一是制度：制度是团队成员统一遵循的规矩，它既能促进团队的一致性，还能确保工作有序开展；

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.

2二是工作标准：工作标准既是业务开展的依据，也是工作的指导书，避免出现随意和偏差；

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

3三是团队的战斗力：战斗力可能是无形的，但又至关重要，它体现在勇于进取、乐观自信、不怕困难、敢于担当等方面。

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.

团队具备战斗力的前提是群体内动力得到了激发。缺少这一项，任凭资源足、能力强、制度严、方向对，都未必能确保战斗的胜利。这种战斗力类似于李云龙所倡导的“亮剑”精神——纵观任何一支战斗力强悍的军队，它都是在一种信仰的感召下，保留并传承着一种精神传统，这个传统是一种性格，是气质，有了这种传统，就好比给军队注入了灵魂，不论岁月流逝，人员更替，精神都能永存，于是就有了“剑锋所指，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、目标一致也就是思想要统一 First, Unified Goal Means Unified Thinking.

没有目标的人，就是帮别人实现目标的人；
不做准备的人，就是准备失败的人；
不做计划的人，就是准备计划失败的人。

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.

思想意识决定的问题最难改变，越是看不到的东西越能够体现出一个企业的层次，这就是企业文化。只要当事者的思想不统一、意识跟不上（不主动、不想干）、考核不到位, 再好的措施也得不到好的执行。

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.

“思想统一”不仅是喊口号，更是遇到问题不退缩、不迟疑的保证、是提升执行力的最大保障。所以要想带好一个团队，首先要把部门目标与公司（组织）目标紧密结合起来并可行的落实到团队每个成员头上，各级管理者一定要层层分解、宣贯、检查、处置，只有这样才能形成合力，只有这样才能把大家的精力、激情集中到一起共同前进。

“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、激发人的潜能  Second, trigger the potential of people.

内动力是指人的内在潜能。这种潜能一旦调动出来，会表现为乐观积极、精力充沛、主动思考、坚持不懈。

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.

就团队而言，群体内动力的发挥能让这个组织实现看似无法企及的目标。要激发内动力，既要凭借主观因素，也要凭借客观因素，起决定作用的是前者。

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.

优秀的人往往能够战胜自我，不受顺境与逆境影响，在任何环境中都能主动学习思考，从容应对各种困难，不断创造出辉煌的成绩；而客观因素起到的则是促进作用，一个人的潜力会受到外界环境、事件、群体或其他人的影响而得以激发。客观因素不是决定性因素，但千万不能小觑，很多人的转型和进步都得益于客观因素的促进。

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.

基于此管理者在培养下属激发下属的潜能时要做到：

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。管理者要学会尊重你的部下、热情帮助部下，奉献你的赞美，要主动关心下属的工作和生活，比如下属过生日号召（形成制度化）全体团队人员每人主动送上祝福卡片或其他礼物，让团队的每个人都能感受到归属和爱的存在……

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、善于倾听。管理者要经常认真倾听部下的意见、想法并善于正面引导，要与下属交朋友，通过沟通了解下属对将来个人发展的打算，尽己所能满足其需求，倾听部下的苦闷，做好一个被宣泄的对象，当下属对工作和前途感到渺茫时主动进行安慰和开导，帮助他消除顾虑和压力……

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、善于授权。管理者要在明确的目标要求下，让下属有能力与权力去做事并对结果负责，但授权要注意监控，当下属专业知识和业务能力不足时要言传身教提升下属的操作和管理市场的能力……

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、善于激励，激励就是力量，激励可以诱之以利，也可以惧之以害，但是最有威力的激励是改变心态。一个人不断成长的关键是调整心态。（经常调整自己的心态，改变自己消极负面的状态）。要以结果为导向，关注就是事实要善于引导下属将思想、注意力集中于光明前景（结果）。

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、树立标杆，一个团队中成员素质、能力参差不齐，管理者不但要帮助能力弱、业绩差的“短板”成员来提升整个团队的业绩，更要注重培养工作业绩、学习意识等各项综合表现突出的下属把他们树为标杆，在例会中介绍推广他们的优秀业绩和成功经验以带动整个团队更好的士气。

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、创建学习的氛围。学习最主要的是静下心来去除浮躁，一个人从来心都静不下来，哪有智慧？人在焦躁的情况下做出的决定往往是错误的。

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、激发团队的潜能 Third, trigger the potential of team.

团队是由人组成的，激发团队的内动力首先要着眼于团队内部的每个成员。这对管理者提出了很高的要求，但有思路和途径可以遵循。

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、管理者要具备热情：要激发别人的热情，本身就要有这份热情。管理者的热情是自信，随时给团队成员注入力量和信心；管理者的热情是灯塔，做出表率并指引方向，用热情感染团队成员；管理者的热情还是火炬，用它去点燃团队激昂的斗志。

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、管理者要点燃良知：良知是真理，是人性。表现为平等和尊重，表现为公平与公正，表现为对事物原理的探究，做正确的事情以及把事情做正确。

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、管理者要敢于担当:“英雄往往是以集体的形式出现的，而非个体”。成绩属于团队，责任要由自己勇于承担。让每个成员都能放心大胆的冲在前面，因为总有一把伞撑在头上为自己遮挡强光。

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“因人而异”：每个成员的性格不同，优势不同，能力不同，价值观各异，要做到观念和思路的一致性，应该在理解、尊重的前提下“因材施教”，用不同的方式方法对待不同的人，不能千篇一律。这很辛苦，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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