How to lead a team member well

Answer 1

To bring a good team member along, one could start from the following aspects:
1. ** Lead by example **:
- To uphold the principle of diligence, just like in military management, the manager must first develop good habits, such as waking up early, enduring hardship, enduring hunger and cold, and so on. This was because their usual performance would affect their state at critical moments. If they couldn't do it normally, it would be difficult to do it during wartime or when they encountered important projects. In terms of performance management, one could reward diligence and punish laziness, reward the good and punish the bad. The rewards included material and spiritual rewards, and the punishments included deduction of money, salary reduction, demotion, etc.
- He had to be fair in management. He had to manage from top to bottom. He had to manage himself first before he could manage the team well. The manager was the representative of the team's culture. His words and deeds would be noticed by the members and might become the standard. Therefore, he had to be punctual and abide by the rules before he could ask the members to do so.
2. ** Pay attention to member requirements **:
- Paying attention to the growth of the members was far more valuable than paying attention to the growth of performance. When a member joins, they must take time to communicate with them and ask them what they want in the team. If the member has a clear goal, break down the goal with him and figure out how to achieve it at work. If the member is confused, the manager can help him set a goal. For example, he hopes that the member can proudly share the experience of working here in one, five, or ten years, so that the member can be happy in the team, learn something, and do what he likes.
3. ** Incentives for Members **:
- Promptly motivating the members was not only a material reward, but also a psychological affirmation. For example, an event like the "Night of Strengths" could be held. On free nights, members (no more than eight people at a time, and more people could be divided into groups) would be allowed to speak of the strengths of others in a quiet venue. Everyone would be evaluated and only their strengths could be discussed. Doing so would increase the members 'self-confidence and allow them to understand each other better. While members understood the strengths of others, they could also understand their own weaknesses and thus have a direction for improvement.
4. ** Clear Management Elements **:
- Set rules. Without rules, there would be no boundaries. Let the members know the code of conduct.
- To establish prestige, the manager had to be strong and have high quality to lead the team well.
- Teach behavior, let the members clearly understand the team's mission, vision, and right and wrong in their work.
- He taught the members what they could and could not do.
- Clear goals, set realistic goals.
- Clearly define responsibilities and responsibilities, and clearly divide the work content, authority, and responsibility.
- During the process of work, they would carry out periodic pickets and correct mistakes in a timely manner.
- Check the results and let the members understand that hard work without results is futile.
- The more timely the reward, the better the effect.
- The rewards had to be appropriate, the rewards had to make the members happy, and the punishments had to make the members tremble in fear.
- The various awards could be in the form of cash, material, spiritual, and other forms.
5. ** Management for core members **:
- He could use the strategy of "painting a cake" to tell the core members about the future development prospects, just like how Tang Sanzang told Sun Wukong about the glory of obtaining the true scripture and cultivating it.
- At the same time, they had to "beg for alms", which was to integrate resources to solve the practical problems of the members, such as wages, benefits, etc. They could not just draw a pie without giving them actual resources.
- For the core members, they had to be "restrained" by binding clauses, signing responsibilities, missions, gambling agreements, and other methods to manage them. It was like putting a tight band on Sun Wukong, so that he could play his ability under certain constraints.

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