One degree of practice for the team: EQ
Emotional intelligence is more important to the success of life than IQ. For the team, there is also emotional intelligence. Compared with individuals, the team's emotional intelligence is more complex. It not only considers the emotional intelligence of each team member, but also considers a series of issues such as team members' value orientation, personality differences, and conflict resolution models.
The team’s emotional intelligence profile is “three sensesâ€: a deep sense of trust, team identity, and team effectiveness.
First, set up a "team" and carefully select members. Members are required to have basically the same value orientation for their careers, or there is no particular large deviation. Secondly, they are close to or complementary to each other in terms of personality and temperament. They will not stir up loudly and affect the overall atmosphere of the team. The third and most important point is that the team should form a division of roles with a self-regulatory mechanism. Leaders, followers, and peacemakers should have self-conflict skills. The last point is to influence team members to improve their personal emotional intelligence, improve self-regulation mechanisms, reduce frontal conflicts with teams and members, and adapt to the overall atmosphere of the team.
The second practice of the team: the quotient
The so-called team must not be simply maintained by "emotions." It is first of all a community of interests, followed by the business community, and finally a fate community. At the level of interests and careers, conflicts of interest between members, members and teams are inevitable. To resolve these conflicts, of course, we need to talk about emotional intelligence, but if there is no game as a basis, the regulation of emotional intelligence is limited, fragile and unsustainable.
Establish the rules of the team's game, stipulate the roles, responsibilities, rights, work procedures, and bottom line of the team and members, and help the team members realize personal values ​​on the premise of ensuring the maximization of the organization’s interests. This is to establish the team organization rationality or “business ethicsâ€. the process of.
The third practice of the team: IQ
We often talk about the "combination of forces" of the team. With the advent of the era of knowledge-based economy, the collective strength of a team is far more than just a combination of forces and joint ventures, and more importantly, it is the combination of intelligence and ability.
A good team should not only inherit, but also have the ability to form organizational intelligence on the basis of personal intelligence, skills, and experience of team members. Through this process, the team can really form a common thing belonging to this “family†so that everyone can have a sense of belonging and dependence on the team and can achieve goals more effectively. This result in turn motivates members to become more enthusiastic. The establishment of team IQ.
Team's Fourth Degree Practice: Reverse Business
Chinese people often talk about "seeing the truth in trouble," and there are no stormy teams or mature teams. The team's ability to cope with adversity and risk is called counter-business.
The same is true of the team. In a sense, experiencing adversity and setbacks is not a bad thing for a team. First of all, in the face of setbacks, the different values ​​of team members will be fully manifested, and the differences between Taoism and Taoism will be different. At this time, the disagreement of the breakups or opinions will be more favorable to the long-term existence and growth of the team. Second, setbacks are also an important window for honing a team's ability to deal with problems and adapt to them. Third, the frustration makes the team more cautious and rational, and this caution and rationality are just the important genes that the team can use to avoid risks for a long time.
For the team, adversity forms a test from three perspectives: one is the test of team leader confidence and personal charisma; the second is the test of team members' value identity; the third is the test of team's resistance to stress and self-regulation mechanism. .
Team's Fifth Degree Practice: Spiritual Business
Spiritual quotient, as an individual, refers to its ability to learn and understand. We often say that someone is smart, and that someone does something based on brute force and not spirituality. The reason behind this is the difference in the so-called “spiritual businessâ€. The team also needs "soul quotient". The team with the psychic quotient is a team that is good at capturing the laws of things, an agile team, a team of good and fake objects, a team that is extremely effective and efficient, and a multiplier, a tacit team. Spiritual quotient practitioners have become the highest level of teamwork. This is like reading elementary schools, middle schools, and universities: the team’s EQ, RBI, and IQ have basically been established; the operation has become normal; the status has stabilized; and after experiencing some incidents, the organization’s IQ and counter-industry have reached a certain level. Accumulation, the formation of psychic business will become a matter of course.
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