BUILDING A CORE TEAM IS THE KEY TO SUSTAINABLE BUSINESS GROWTH

The most critical and challenging task a business owner faces is forming a successful core team. In order to actually make the firm sustainable, it is critical to develop an effective core staff.

What steps can you take to improve your business?

The key is to keep the team growing. This is a significant task.

Looking back at many successful businesses, the reason they have been able to continue to expand is because there has always been a core team of individuals who can understand, execute, implement, and finally achieve the goals.

The founder's most crucial and challenging task is to build an effective core team. In order for a firm to be truly sustainable, it must have an effective core staff.

I. THE CORE TEAM REQUIRES A CONSENSUS BASE.

When a firm reaches a certain level of development, especially when external circumstances have an impact on its performance, business leaders' most important responsibility is to construct the company's core staff.

Entrepreneurs who rely only on their own abilities and vision cannot navigate today's turbulent world without the support of a core team.

Building a core team in an organizational structure has always been a difficult endeavor that demands patience, dedication, and forethought.

What is the most efficient way to accomplish this task?

The most important aspect of forming a core team is achieving actual consensus among the members.

The company's operating mode is shifting from "a giant tree" to "a forest" in the future. First and foremost, we must assess how we have planted a large tree in the last 30 years and allow history to inspire us in how to establish a forest.

The company's common values are at the top of the "forest," which is followed by the common platform support, which looks like a plot of land with varied crops, and the differentiated business system in the middle.

The cornerstone of common development is common values; with a fundamental understanding of common development, we can begin differentiated management for business characteristics; the common platform support is the guarantee that common values will be protected under differentiated business management. The rule of "heaven" and "earth" is to protect common ideals, and the division of intermediate business is to encourage effective corporate growth.

The foundation for common progress is shared values. There will be more diversity and differentiation inside the organization as a result of the underlying perception of common development, allowing the company to become more adaptable in the face of external uncertainty.

II. THREE ADVICE FOR FORMING AN EFFECTIVE CORE TEAM

1. Delegate

Without delegation, you have no way of knowing whether the team members can solve the three problems of direction, value limitations, and professional background. As a result, I believe you should continue to empower your members in order to improve their consistency in these three areas.

Many firms' inability to develop their own core teams is due to the senior executive's refusal to delegate.

I've seen a lot of businesses, and I think the worst part is that some of them have founders who are great at everything but can't seem to put together a core staff, and as a result, the company's growth stagnates.

Frequently, the boss believes that the organization's members are not good enough, so he pays a large salary to recruit someone from outside, and the parachuted management arrives, but the effect is not as excellent as predicted. The boss suspects that the parachuted manager isn't doing his job, so he chooses to handle it himself.

The true reason is that he can't or won't delegate, not because the organization's members or the parachuted management can't or won't work.

2. Communication

We must constantly improve good communication in order to construct a core team and reach a consensus.

From strategy development to executive selection to corporate culture instillation, all of these processes rely on efficient communication.

A portion of the boss accepted the advice to delegate, but discovered that they had made the delegation too simple, that is, letting go of everything without consideration for the determination of strategic consensus, corporate values training, or timely feedback on diverse points of view in daily work.

Members will be unable to develop an agreement if they do not communicate effectively and in a timely manner.

3. Work with the core team

This is crucial guidance. Although you must delegate to the core team, you must also participate for a period of time as a member of the team before this team may be built up. Because management is essentially a collaborative effort.

It is expected that it will take two extended periods of time to establish a good team.

The first phase is used to establish shared work habits and outcomes. You must assist them in achieving their goals, and with performance proof, the team may truly become a core team.

The establishment of shared aims and objectives is the second phase. At this point, the core team members provide the company's aims and objectives, which are then translated into work outputs.

So, putting together a team requires patience; it's not something you can rush, and it requires some time.

Many business owners, in fact, are constantly on the lookout for someone who can help them thrive. If you believe that empowering someone or borrowing a parachutist will be effective, I recommend that you abandon this plan.

Building a core team should be done as part of the business's operations, not to identify a single person, but to accomplish something with a group of people.

ESSENTIAL SKILL TO GET PROMOTION TO TOP MANAGEMENT

 

Crucial Skills For Top Managers

Managers should possess three fundamental abilities:

Interpersonal abilities are the first. Interpersonal skills, organizational skills, and conflict resolution skills are part of a manager's ability and judgment to work with people.

Conceptual abilities are the second. Refers to a manager's ability to comprehend the organization's complexity and the knowledge of his job to be suited for any link in the chain, including information processing and decision-making skills.

Technical abilities make up the third category. Refers to the ability to do a particular work using the relevant information, methods, skills, and equipment, including resource allocation skills and other task-related talents.

Managers at various levels have varying management abilities. We can only stay at the grassroots level if we can solve problems and get along with people. You can go to the middle if you can solve problems, get along with others, and deal with a certain amount of complexity. The ability to deal with complexity, which we call conceptualizing ability, is more critical for people who rise to the top.

Here are a few things to keep in mind:

First and foremost, from the lowest to the top, interpersonal skills are necessary. Although it is possible to argue that grassroots managers do not require interpersonal skills, this is not the case. You'll have to deal with people as long as you're a manager.

Second, managers at the grassroots level should have more technical skills. For everyone to support you, you must be able to solve the problem.

Third, the most important task for top executives is to "simplify complex problems," sift out clear concepts and strategies from complicated situations, and simplify everything in the organization so that everyone can comprehend it.

What is conceptual power, and how can it be understood?

A leader's conceptual power comes from a profound understanding and refining of the essence of business. Although it is not the same as promotional language, it possesses the same impact. It will become a long-debated topic in the corporate world, and it will be incorporated into behavior patterns, altering the original way or market.

The ability to come up with concepts determines if we can genuinely lead change. What exactly is a concept?

It must first be a common trait; second, it must reflect the critical attributes; third, it must be able to present complex processes or things; and fourth, it must be the foundation for attaining agreement.

The industry structure will be modified when a company can define the industry's new value, present a clear vision, and gain client acceptance.

When it comes to conceptual strength, three factors must be considered: coping with complexity, changing the pattern, and supporting development. When confronted with complexity, we can use abstract force to solve it and employ conceptual power to readjust industrial opportunities.

How can I train my conceptual skills?

We must tackle three complex tasks to improve our conceptualization abilities:

First and foremost, be creative. To uncover such shared qualities, we must broaden our horizons of understanding.

For example, the education industry should consider the business as a whole and the growth of people, the challenges of internationalization, and the traits of global-competent personnel.

Second, have a thorough understanding of the industry and its relationships with other industries. Perform well in information processing and locate the crucial key.

Finally, it should be presented in an easy-to-understand format. This is a test of your ability to plan.

You must develop your conceptualization talents to be an industry leader or have your value area in this sector. With today's rapid advancement of digital technology, conceptual power may help us reimagine any industry. Senior managers must employ concepts to unify the working environment and aid internal agreement simultaneously.

"The primary objective of management theory is to construct a sequence of concepts so that individuals can use these terminology connected to the theory to explain management conditions," a famous person once stated.

THE JOURNEY FROM EMPLOYEE TO BOSS

We all wish to improve our skills.

There are three crucial stages in this process.

What makes an excellent employee?

What does it take to be a good manager?

What makes a good boss?

How to be an excellent employee

There are over 101 ways to assess an employee's performance. The most important thing to look at is how much responsibility he accepts and how much commission he provides.

"I'll do as much as you give me," is a famous saying. Don't say that about the employees. "I can get as much money as I want," they would declare.

Why? This is due to two fundamental business logic.

First and foremost, pay is the cost of employment.

You may believe that your pay is a price tag, a measure of your worth, and this way of thinking is both typical and incorrect.

Salary is a price for a job that is defined by its importance.

The vice president of sales is almost probably paid more than the front desk. It makes no difference if you graduated from World Top Universities or have read 500 books.

The position determines the salary, and the work defines the responsibility. The rationale behind wages is that the greater the commitment, the greater the value delivered, and the higher the posted price.

As a result, good employees will seek opportunities to take on more responsibilities. To earn more money, focus on more vital tasks.

Second, the position's price is decided by the least expensive option.

Behind the position are not just internal company duties but also external competitors.

In China, hiring a part-time auntie is relatively inexpensive due to a plentiful supply; in the United States, moms must care for their children while housekeeping and fathers must mow the roof and cut the lawn. Because babysitters are scarce, hiring aunts is too expensive.

The higher the price, the more limited the supply. This is a straightforward economic principle.

This remark may seem poignant, but the truth is that the least expensive option chooses your compensation.

Those staring at you might be better than you, asking for less and ready to step in at any moment, allowing the boss to replace you without hesitation.

As a result, good employees will seek opportunities to acquire rare and irreplaceable skills.

We can only gain a more prominent place in the future by building skills, assuming responsibility, and achieving results.

People frequently ask me how I can go further. Do you approach your supervisor and ask him directly?

You've now put your manager in a difficult position: what if you don't perform well?

A prudent boss would never take such a risk.

As a result, from the boss's perspective, the employee must take the initiative to demonstrate his skills so that he is not concerned.

When you're level 5, complete some level 6 stuff ahead of time to show the boss that you're not in danger of being promoted.

As a result, if a level 6 position becomes available, you will be the first to apply.

This ascending trajectory is known as "post-recognition." Furthermore, the majority of promotions are "post-recognized."

However, ratification presumes that you have the bravery to accept responsibility and the strength to deliver results.

So, what does it take to be a good employee?

This transitional stage is about continually improving one's abilities. Everyone is a golden goose capable of laying golden eggs, and the so-called growing is the process of raising this goose to become fat.

"When a monk strikes the bell for a day," says an old Chinese proverb.

However, this sentence is not appropriate. This is a negative statement.

Be a diligent sweeper, not a monk who rings a bell.

Develop like a sponge and train like a fighter. You can be obscure at first, but you'll be a blockbuster once someone notices you.

What does it take to be a good manager?

A manager's quality could be measured from 84,000 different perspectives. However, the amount of governance is a critical consideration.

Why?

Because executives must deal with increasingly complex human hearts, the game of hearts between people's hearts may consume each other, reducing the overall efficiency of the business.

The ability to create a reasonable and self-operating system is a significant indicator of a manager's skill.

I frequently use the example of monks dividing oatmeal.

How do you split a bucket of oatmeal between seven monks?

Does a lottery select the porridge division? As a result, I can only eat enough oatmeal that day if I divide it.

Do you think it's suitable for monks with high morals to split porridge? As a result, everyone goes to great lengths to satisfy bribes.

Make a three-person porridge committee and a four-person selection committee. As a result, everyone got into fights, wrecked each other's platforms, and couldn't eat fast enough.

Finally, take turns dividing the porridge; the person dividing the porridge must wait for the others to pick before taking the last bowl. As a result, it's reasonable.

System design is a significant issue that managers must deal with.

Because a sound system can turn bad people into good people, and a flawed system can turn good people into awful people.

Managers must learn to do "management" with "governance."

I regularly tell my coworkers that we must rely on rules, logic, and procedures to operate on our own. This prevents the workplace from becoming cluttered while I'm away on business half of the time.

The term "governance" refers to the link between responsibility and right. Determine axioms, infer theorems, optimize continually, and implement them with zeal.

As I previously stated, there is just one hypothesis in the law of responsibility and rights: those who create the most significant value profit the most.

With my little experience and IQ, I deduced all institutional systems based on this assumption.

Any institutional arrangement (theorem) that contradicts the only axiom must be due to my lack of experience and IQ.

I'll apologize for my error and then thoroughly revise the best institutional setup (theorem).

You can quit me resolutely if I refuse to correct myself.

As a result, a good manager may "govern" and "manage" employees by utilizing responsibility and rights.

What makes a good boss?

A boss's quality could be measured in 101 ways. The values, though, are possibly the most significant aspect.

Values are a type of dividend that only a few corporations can receive. This influences the company's direction and whether the leader is worth following.

Ali's salespeople were once undergoing training. By the way, Jack Ma took a look.

He discovered that the training instructor was instructing him on how to sell combs to monks using various methods.

After listening to it for 5 minutes, Jack Ma became enraged and fired the training teacher.

Selling a product to clients who don't need it, according to Jack Ma, is a trick, not a sales trick.

Similarly, during a Xiaomi internal meeting, Lei Jun mentioned that he had interviewed a guy who was excellent and had a near-perfect resume. When I worked for a major supplier, I took over for $9 million a year and then grew the firm to $200 million in four years.

I can turn straw into gold bars, claimed the man. This is my strength.

You do not share our values, Lei Jun stated. People that deceive users are not needed.

Lei Jun addressed everyone at an internal meeting, "We work like farmers every day, and we reap what we sow." We don't do naughty stuff. Even if that person is well-known in the marketplace, this is not our way of thinking.

What exactly is genuine material? What does it mean to have users as friends? Is your friend still your friend if he sold you a straw for gold one day?

Are we accustomed to a life of mystery? Is there a corporation that is truly deserving of your trust?

This is its worth.

And this kind of value, when applied to specific business activity, means providing genuinely excellent products and services and being genuinely user-centric.

On the internet, there's a joke going around. Let's have a good chat, said the butcher to the pig. I'd like to hear your honest opinions.

Tonight, do you want to be cooked, steamed, or stuffed into sausages? I am your servant.

Master, I don't want to be eaten, said the pig. Off-topic, off-topic, muttered the butcher. I'm curious as to how you'll be consumed. I serve you, and I pay attention to you.

We used to tell users that I am very attentive, that I am good for you, that I will give my heart and lungs to you, and that I will focus on you, but now we want to say, "I want to eat you," "I want to make money."

We may have overlooked that monks do not require combs and that straw should not be sold as gold bars.

In business, this kind of value can be summed up in a single sentence:

Consumer benefit is the beginning point for every firm.

This is the kind of devotion and faith that a good manager should have.

Final words

As a result, to improve, we should go through three transitions.

What does it take to be a good employee? Accept accountability and produce outcomes.

What does it take to be a good manager? Governance is used to manage the situation.

What makes a good boss? Take advantage of the dividend with solid values and establish yourself as someone worth following.

Each step represents a significant advancement.

Our primary service is to help people grow. Success, money, and failure are all by-products.

If you are dissatisfied with your progress and wish to accelerate it, you may be close to taking the next step.