The First Condition For Success Is Whether It Is Successful Or Not.

1, long-term goals should be big enough, short-term goals should be higher than abilities.

Recently, I believe more and more that success is not difficult.

When opportunities arise, 90% of people will give up because of fear of failure. If you do, you will directly defeat 90% of them.

Therefore, if we want to achieve enough success, we must have enough dreams and then try bravely.

Don't be ashamed of the pie. This cake is not painted to the boss. It is painted to the staff.

You don't give everyone a dream that can't be reached. How can everyone have the power to follow you to change the world?

Vision is for vision, its role is to give

Indicate the direction.

Short term goals are used to motivate, and its role is to fill up the team with oil.

I see from a past person's experience, the biggest incentive for employees is not salary and position, but growth.

If you give the team a goal that is higher than their current ability, help them accomplish, and make them grow, it is wonderful.

2, trust driven rather than KPI driven.

A friend who drives a car may have such an experience: if a person sits in the position of a co pilot, he always directs you. He yells at someone in front of you to brake quickly, and then says why you can't change it. No matter who he is, you will have the urge to push him off.

No one wants to be manipulated like a marionette.

If you want your employees to do their work as your own business, you should treat him as an adult and give him enough trust to manage his work goals rather than the work process.

If you give employees KPI, you can only harvest the results of KPI.

If you trust him, you will gain more.

3, breaking authority and decentralization decisions.

A team must have leadership, but it is best not to have authority.

No one is omniscient and omnipotent. This is a common sense that everyone knows. Why do we have to let a person take all the responsibility of making decisions?

The establishment of authority is very harmful to the team. It will let team members give up their ability of independent thinking and give up their responsibilities. They will say, "because the boss said what to do, we failed.

In fact, if that happens, we will not lose. "

Dare to decentralize the power. It will not bring you much loss, but it will bring you great benefits.

Trust your subordinates to be more professional than you, and their information is more comprehensive and timely than you.

The most important thing is that if you give them power, they are willing to take responsibility.

If you don't believe it, then I'll tell you.

This is what Tencent and millet do.

Ming Dao did the same. I was very relaxed and my staff were very happy.

4, the experience of sharing joys and sorrows.

As the saying goes, the four kinds of people are the most iron: they have carried guns together, together with the windows, whoring prostitutes, and dividing them together.

Rough words, common experiences and common memories are the best mental adhesives for a team.

5. Enough material reward.

Wealth scattered, people gathered, wealth gathered, people dispersed.

More money may not buy employees' sense of mission, but without enough money, employees must have no sense of mission.

6, enough room for growth.

Good talent is only two reasons for leaving. One is that money is not enough, and two is that there is no challenge.

Standing in place can make people feel insecure. Employees fear that they will not be improved and be eliminated from the workplace. Only when they keep improving can they feel safe.

Employees and companies are actually racing.

Companies run fast, employees are eliminated, employees run fast and companies are eliminated.

7. Full pparency of information.

Under the organizational structure of bureaucracy, information barriers can be seen everywhere - departments and departments do not understand each other, leaders and front-line employees do not understand each other, and employees and employees do not understand each other.

If team members are not familiar with each other, how can they have a common sense of mission?

Peng Lei was there.

At the general meeting of the Organization Department, they criticized the executives who had never landed on Ali (Alibaba employees' Forum), and demanded that all executives must always be interested in Ali. Her purpose was to make the management heard the first line.

In my company, through the internal Ming road network, each employee can not only get information related to his job, but also get information from other colleagues and other departments.

If a company with severe information barriers is like a building built by Lego blocks, then my company is like an organism that flows with information and blood.