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.
