Let your team "be like wolves and invincible"

Li Yunlong, who is shining his sword, has a way to inspire his soldiers, material and spiritual. His soldiers, like him, are not afraid of death and speak of unity. Let your employees be inspired to go forward with passion, and let your team "be like wolves and invincible" to do a magnificent career.

------Zhuge Changqing

"The brave will win when the two armies meet", and the brave will have courage and morale. In the fierce market competition of enterprises, a team with low morale cannot succeed. Nielsen, a famous management consultant, pointed out that one of the important trends of enterprise operation in the future is that enterprise managers will no longer play the role of authority as they did in the past, but will try to stimulate staff morale, indirectly ignite staff potential and create the highest efficiency of the enterprise in a more effective way. Motivation aimed at stimulating morale needs new ideas.

1. From material motivation to spiritual motivation

As a leader, it is not enough to understand the employees' inner desire. Don't think that more bonuses and more good words can motivate employees. People are a very complex thing. To make them work hard for you, you need to use more subtle means. There are several ways to fully meet the needs of subordinates, at the same time, to stimulate their enthusiasm and drive, and improve work efficiency.

——Draw a vision for them. Leaders should let their subordinates know the whole picture of the work plan and see the results of their own efforts. The more employees understand the company's goals, the higher their centripetal force towards the company, and the more willing they will be to enrich themselves to meet the company's development needs. So leaders should make clear what they are talking about and not confuse facts with opinions. Constantly provide them with important company information related to their work. If not fully informed, employees do not have to waste time and energy to listen to gossip, but can also concentrate on work.

——The power conferred on them. Grant is not only the appointment of officials, but also the power of leaders when assigning work to their subordinates. Otherwise, it will not be granted. Therefore, it is necessary to help the authorized persons remove the psychological barriers, so that they feel that they are "alone" and shoulder a complete responsibility. One way is to let all relevant people know the rights and responsibilities of the authorized person; Another important point is that once authorized, there will be no interference.

——Give them a good appraisal. Some employees always complain that leaders will only notice employees when they make mistakes. As a leader, you'd better give your subordinates the following feedback as much as possible, that is, praise your employees publicly, and put forward negative criticism privately.

——Listen to their complaints. Don't interrupt the report of the subordinate, don't rush to make a conclusion, don't make a diagnosis casually, and don't give suggestions casually unless the other party wants to, so as not to become "blind command". Even if the subordinate really comes to you to discuss work, your responsibility should be to help the subordinate discover his problems. So, you just need to provide information and emotional support, and avoid saying things like "you've always done well, don't mess up".

——Reward their achievements. Recognition of subordinates' efforts and achievements can not only improve work efficiency and morale, but also effectively build their confidence.

——Provide necessary training. Supporting employees to participate in vocational training, such as attending classes or seminars paid by the company, can not only improve the morale of subordinates, but also provide them with necessary training. Education and training will help to reduce the shameless mood, reduce work pressure and improve the creativity of employees.

2. From organizational motivation to self-motivation

It takes too much time and energy to change a person, and it may only take one sentence to motivate a person sometimes. Talent is not a stupid dog bear, not a Persian cat lying lazily on the side of the road to bask in the sun. Talent is a tiger. It is born with the ambition to achieve a career in the wild mountains and forests. Every talent has the instinct of self-motivation. They all want to be able to be independent, hope to exert their abilities, and hope to be recognized, I hope that my work is meaningful. If a smart organization or leader can use their instinct to motivate talents, it may not even cost a penny.

If an organization cannot effectively motivate employees, there may be some of the following factors that hinder talents from achieving self-motivation: 1. The organization is full of political tricks and intrigues; 2. The interpersonal relationship is too complex, and I don't know who is with whom; 3. The organization has no clear hope value for the performance of talents, does not know what to do, and does not know what degree to achieve; 4. There are too many unnecessary systems for talents to follow and few rewards, but there is always one way to punish talents; 5. Let talents participate in many delayed meetings; 6. Excessive internal competition is carried out among talents, and the evaluation criteria are unfair and fair; 7. Failure to provide necessary support for talents to complete the work; 8. Provide critical rather than constructive feedback; 9. Tolerance of poor performance makes employees with good performance feel unfair; 10. Not enough attention has been paid to the full play of talents.

To take advantage of talents' self-motivation instinct, we should explore the real motivation factors and say goodbye to the non-motivation factors listed above. Use employees' internal desire to promote them to achieve maximum motivation and productivity. Instead of trying to change talents one by one, you should try to change your organization, reduce the negative factors that do not use motivation, and fully mobilize talents' instinct to achieve self-motivation. Motivation is a double-edged sword. If used well, it will promote talents to stay, and if not used well, it will hurt the self-esteem of talents, which has the opposite effect,. Every talent has a hope that they should not regard themselves as "self-respecting people", "value people" and "self-realization people". Therefore, the focus of motivating contemporary talents should be on "affirmation", just as Harvard University professor Kant said: "salary is a right, and only affirmation is a gift." "Negative motivation" (such as criticism, severe punishment, etc.) should be used as little as possible.

3. From form to effect

If the enterprise leaders want to achieve the maximum effect of incentive methods, they need to grasp the essentials of timeliness, clarity and customization, and give employees a sense of mission and full autonomy to work, so as to meet the needs of different contributors under the principle of fairness.

You are anxious about the achievement of this year's annual goal, but it seems that the morale of the office staff is always low, and there is nothing to do, and the employee turnover rate cannot be reduced.

Then look at your company: it has a broad vision, and its strategy is very clear, and its investment in software and hardware equipment is never stingy. What is the problem?

For many executives, such doubts often arise from their hearts. In addition to environmental factors, let's first see whether the incentive methods of supervisors need to be improved.

Generally speaking, there are five basic types of ways to reward employees: 1. Material rewards explicitly stipulated by the company. The company has set goals in advance. When the employees' performance reaches the standard, the company will give them material rewards such as bonuses or gifts. 2. The material reward given by the boss flexibly. According to the work performance of employees, the boss will give them additional material rewards. 3. Give employees positive feedback. Let employees know their excellent performance in different ways. 4. Publicly recognize employees' performance. For example, promotion, awarding the Best Employee Award, etc. 5. Privately commend employees' performance. For example, invite employees to eat and give them extra leave.

Marty Brounstein, a management writer, pointed out in the magazine Selling Power that no matter what kind of incentive method the director takes, in order to achieve the best effect, these practices must meet the following standards:

——Immediate. Don't wait until the year-end bonus is paid to reward employees. When employees have good performance, they should be rewarded as soon as possible. The longer the waiting time, the more likely the effect of rewards will be discounted. Nelson particularly stressed that praising employees should comply with the "immediate" principle: business managers should spend as little as possible a few minutes before the end of each day to write a note to praise employees who perform well, or look at employees through walk-through management to encourage employees in time; Take time to have lunch and coffee with employees; Publicly praise and privately criticize. In short, as long as managers spend more effort, employees can be greatly comforted and encouraged, so as to greatly improve work efficiency.

——Clear. Vague compliments such as "You did a good job!" have little meaning for employees. The supervisor should clearly point out what works well for employees, and let them know that the company expects them to repeat their good performance.

——Let employees fully understand. The supervisor must let all employees know clearly in advance what the reward will be offered? What are the evaluation criteria? For example, don't tell employees: "If the company does well this year, you will get funds." Explain what the company does well, what percentage of the company's operating income will become employee bonuses, how to determine these figures, and when employees can get bonuses. Clear rules of the game can encourage employees to work with goals and steps.

——Tailored to the needs of individual employees. The rewards provided by the company must be meaningful to the employees, otherwise the effect will be small. Each employee can be motivated in different ways. The company should imitate the practice of buffet and provide multiple rewards for employees to choose. For example, for professional women with mothers and children, the reward of working at home for a day is more attractive than a large salary increase.

——It is consistent with the normal practice of the company. A gentleman who is usually bad to his wife, even if he gives her a bunch of flowers on Valentine's Day, the effect will not be great, and even will be regarded by his wife as just compensation for his guilt. In the same way, the bonus at the end of the year will not make employees suddenly change their outlook on the company if they are not good to their employees at ordinary times.

4. From "hindsight" motivation to proactive motivation

The general incentive measures are to reward employees after they have performed well. In fact, the company can also take the lead to motivate employees to produce good performance. The actual practices include:

——Set clear goals and fair evaluation system. The British People Management magazine pointed out that the goals that can motivate employees most must be both challenging (competing with others, or setting standards, etc.) and achievable, and have a deadline for achieving them. In addition, the company must establish a reward method that employees think is fair, including performance evaluation and reward and punishment standards. It must be noted that some companies achieve fairness by assuming that the rewards for all employees are the same. In fact, there should be different rewards for employees with different contributions.

——Give a sense of mission. Let employees know their work contributions, which can make employees who are engaged in the most common work full of motivation. For example, when an employee who makes a living by cleaning up sewage thinks that his job is to "save the increasingly polluted environment", his work morale will improve a lot. Without such a sense of mission, even a high-paying job may be just another busy job.

——Give employees autonomy. Research has proved that even if you only give employees the power to adjust the brightness of office lights, this small power will make them more motivated to work.

——Meet the needs of employees. In addition to providing employees with basic work resources, it is also necessary to further meet the personal needs of employees, so that employees do not need to worry about the trivial matters of daily production at work.

——Provide positive feedback. Some supervisors like to praise and criticize in private and in public. In fact, on the contrary, only private criticism and public praise can motivate employees more. For employees with poor performance, sometimes the supervisor must help them build confidence, give them smaller and easier tasks, let them taste the taste of success, and give them positive feedback. Then give them more important tasks to guide them to perform well.

——Recognize everyone's contribution. Gregory Smith, an enterprise management consultant, pointed out in the CEORefeser magazine that every employee's good performance, no matter how small, can have an incentive effect if it can be recognized. Pat the employee on the shoulder and write a brief thank you note. This kind of informal little recognition may be better than the company's annual grand model employee recognition conference. In addition to being from the supervisor, recognition from colleagues is also very important. Therefore, the United Service Automobile Association of America provides free stationery such as a note for employees to write thank-you letters, and encourages employees to say thank you to colleagues when receiving assistance from colleagues, so as to make the office more dynamic.

让你的团队“如狼似虎、所向披靡”

       亮剑的李云龙，有一种办法激励他的士兵，物质加精神，他的士兵和他一样，不怕死、讲团结。打起仗来嗷嗷叫，激励你的员工吧，让你的员工激情燃烧、勇往直前，让你的团队“如狼似虎、所向披靡”，干出轰轰烈烈的事业。

                                                                 ------ 诸葛长青

      “两军相遇勇者胜”，“勇”者：胆识、士气也。在企业激烈的市场竞争中，一个士气低落的团队是无法取得成功的。著名管理顾问尼尔森提出，未来企业经营的重要趋势之一，是企业经营管理者不再像过去那样扮演权威角色，而是要设法以更有效的方法，激发员工士气，间接引爆员工潜力，创造企业最高效益。以激发士气为目的的激励，需要全新的理念。

   1、由注重物质激励到注重精神激励 

    作为领导，仅仅了解职员的内心愿望还不够，不要以为多发奖金，多说好话就能调动员工的积极性。人是一种很复杂的东西，要让他们为你卖命工作，需要你施展更细微的手段。有几个方法可以让下属的需求获得充分满足，同时又能激发他们的热情和干劲，提高工作效率。

   ——向他们描绘远景。领导者要让下属了解工作计划的全貌及看到他们自己努力的成果，员工愈了解公司目标，对公司的向心力愈高，也会更愿意充实自己，以配合公司的发展需要。所以领导要弄清楚自己在讲什么，不要把事实和意见混淆。不断提供给他们与工作有关的公司重大信息。若未充分告，员工不必浪费时间、精力去听小道消息，也能专心投入工作。 

   ——授予他们的权力。授予不仅仅是封官任命，领导者在向下属人派工作时，也要授予他们权力，否则就不算授予，所以，要帮被授权者清除心理障碍，让他们觉得自己是在"独挑大梁"，肩负着一项完整的职责。方法之一是让所有的相关人士知道被授权者的权责；另一个要点是，一旦授权之后，就不再干涉。 

   ——给他们好的评价。有些员工总是会抱怨说，领导只要在员工出错的时候，才会注意到他们的存在。身为领导人的你，最好尽量给予下属下面的回馈，就是公开赞美你的员工，至于负面批评可以私下再提出。

   ——听他们诉苦。不要打断下属的汇报，不要急于下结论，不要随便诊断，除非对方要，否则不要随便提供建议，以免流于“瞎指挥”。就算下属真的来找你商量工作，你的职责应该是协助下属发掘他的问题。所以，你只要提供信息和情绪上的支持，并避免说出类似像“你一向都做得不错，不要搞砸了”之类的话。 

   ——奖励他们的成就。认可下属的努力和成就，不但右以提高工作效率和士气，同时也可以有效建立其信心。 

   ——提供必要的训练。支持员工参加职业培训，如参加学习班，或公司付费的各种研讨会等，不但可提升下属士气，也可提供其必要的训练。教育训练会有助于减轻无耻情绪，降低工作压力，提高员工的创造力。 

    2、 由注重组织激励到注重自我激励 

      改变一个要花费太多的时间和精力，而激励一个人有时候也许只需要一句话，人才不是笨狗熊，不是只会懒洋洋地躺在路边晒太阳的波斯猫，人才是只虎，天生就有要在旷野山林里成就一番事业的雄心，每位人才都有自我激励的本能，他们都希望能够自主，希望自已的能力得以施展，希望得到认可，希望自已的工作富有意义，一个聪明的组织或者领导如果能够利用他们的这一本能去激励人才，甚至可能不需花费分文。

      如果一个组织不能有效地激励员工，则可能存在着以下阻碍人才实现自我激励的因素中的某几个：1、组织里充满政治把戏，勾心斗角；2、人际关系太复杂，不知道谁和谁一派；3、组织对人才的业绩没有明确的希望值，不知道要做什么，也不知道做到什么程度才正好；4、设立太多不必要的制度让人才遵循，很少奖励，但却总有一条可以对人才进行惩罚；5、让人才参加许多拖沓的会议；6、在人才中推行过度的内部竞争 ，而且评价标准不公正公平；7、没有为人才提供必要的完成工作的支持；8、提供批评性、而非建设性的反馈意见；9、容忍差业绩的存在，使业绩好的员工觉得不公平；10、未能对充分发挥人才能力给予足够的重视。

      要利用人才的自我激励本能，就要发掘真正的激励因素，彻底和以上所列的非激励因素说再见。利用员工的内在欲望，促使他们实现最大的激励度和生产率。不要费劲去试图一个一个地改变人才，而应该努力去改变你的组织，减少不利用激励的消极因素，从而充分调动人才实现自我激励的本能，激励是一柄双刃剑，用得好，就会促使人才留下来，用不好，就会伤害人才的自尊心，起到适得其反的作用，。每位人才都有希望别把自已看成是“自尊人”、“价值人”和“自我实现人”。因此，激励当代人才的重点应该放在“肯定上，正好哈佛大学教授康特所说：“薪资报酬是一种权利，只有肯定才是一个礼物。”“负激励”（如批评、严厉的惩罚等）尽量少用。 

    3、 由注重形式到注重效果 

      企业领导人若想让激励方式达到最大效果，需掌握即时、明确与量身订做等要领，并赋予员工工作的使命感和充分自主权，才能在公平原则下满足不同贡献者的需求。

      你对于今年年度目标的达成正焦虑不已，但是看看办公室的员工似乎总是士气低落，做事有一搭没一搭，员工流动率也一直无法降低。

      再看看自己的公司：有远大的愿景，策略也非常清楚，对软硬件设备的投资更是从不吝啬，问题究竟出在哪里？

      对很多主管来说，这样的疑惑常常会从心中冒起。撇除外在环境因素，我们先来看看，主管的激励方式是否需要改善。

        一般来说，奖励员工的方式有５种基本类型：1、公司明文规定的物质奖励。公司事先设定好目标，当员工的表现达到标准时，公司便给予员工奖金或礼物等物质上的奖励。2、老板弹性给予的物质奖励。根据员工的工作表现，老板给予员工额外的物质奖励。3、给予员工正面的回馈。通过不同的方式，让员工了解他们的工作表现优异。4、公开表彰员工的表现。例如，升迁、颁发最佳员工奖等。5、私下表彰员工的表现。例如，请员工吃饭、给予员工额外休假等。

      管理作家布朗斯坦（Ｍａｒｔｙ Ｂｒｏｕｎｓｔｅｉｎ）在《销售力》（Ｓｅｌｌｉｎｇ Ｐｏｗｅｒ）杂志指出，无论主管采取那一种奖励方式，要达到最佳的效果，这些做法都必须达到以下的标准： 

   ——即时。不要等到发年终奖金时，才打算犒赏员工。在员工有良好的表现时，就应该尽速给予奖励。等待的时间越长，奖励的效果越可能打折扣。尼尔森特别强调，赞美员工需符合“即时”原则：企业经营管理者应尽可能在每天工作结束前花上短短几分钟写个便条对表现好的员工表示称赞，或者透过走动式管理的方式看看员工，及时鼓励员工；抽空与员工一起吃个午餐、喝杯咖啡；公开表扬、私下指责。总之，管理者只要多花一些心力，员工就能从中受到莫大的安慰和鼓舞，从而使工作成效大幅提升。  

   ——明确。模糊的称赞如“你做得不错！”对员工的意义较小，主管应该明确指出，员工哪些工作做得很好，好在哪里，让他们知道，公司希望他们能重复良好的表现。 

   ——让员工完全了解。主管必须事先让所有员工清楚知道，将提供的奖励是什么？评估的标准是什么？举例来说，不要告诉员工：“如果今年公司做得不错，你们就会得到资金。”要解释何谓公司做得不错、公司营业收入的百分之几会成为员工奖金、这些数字如何定出来，以及员工可以在何时拿到奖金。清楚制定游戏规则，更能鼓舞员工有目标、有步骤地努力。 

   ——为个别员工的需求量身订做。公司提供的奖励必须对员工具有意义，否则效果不大。每位员工能被激励的方式不同，公司应该模仿自助餐的做法，提供多元奖励，供员工选择。例如，对上有老母、下有儿女的职业妇女而言，给予他们一天在家工作的奖励，比大幅加薪更有吸引力。 

   ——与公司平常的做法相符。一个平时对太太不好的先生，即使在情人节时送给她一束花，效果也不会大，甚至会被太太视为只是先生带有罪恶感的补偿。同理，平时对员工不好的公司，年底的红利也不会让员工对公司突然大为改观。 

    4、由“马后炮式”激励到未雨绸缪式激励  

      一般式激励措施都是在员工有了好的表现后，公司再予以奖励。事实上，公司还可以抢先一步，激励员工产生好表现，实际做法包括：

   ——设定清楚的目标，以及公平评估系统。英国《人事管理》（Ｐｅｏｐｌｅ Ｍａｎａｇｅｍｅｎｔ）杂志指出，最能激励员工的目标必须兼具挑战性（与他人比赛，或者设定标准等）与达成性，并且设有达成的期限。此外，公司必须建立员工认为公平的奖励方式，包括绩效评估以及奖惩标准等。必须注意的是，有些公司以为对所有员工的奖励都一致，便做到了公平。事实上，针对不同贡献的员工，应该有不同的奖励。 

   ——赋予工作使命感。让员工了解他们的工作贡献，可以让从事最平常工作的员工也能充满动力。例如，当一个以清理污水维生的员工，认为他的工作是“拯救日益污染的环境”时，他的工作士气便会提高许多。缺乏这种使命感，即使再高薪的工作，可能也只是另一份忙碌的工作。 

   ——给予员工自主权。研究证明，即使你只是让员工有权力调整办公室灯光明暗度，这种小权力都会让他们更有工作动力。 

   ——满足员工的需求。除了提供员工基本的工作资源，还要进一步满足员工的私人需求，让员工在上班时，不需为日常生产的琐事烦心。 

   ——提供正面的回馈。有些主管喜欢私下称赞、公开批评，事实上恰恰好相反，只有私下批评、公开称赞才更能激励员工。对于表现不佳的员工，有时候主管必须做的是帮助他们建立信心，给予他们较小、较容易的任务，让他们尝到成功的滋味，并给予他们正面的回馈。之后再给予他们较重要的任务，以逐渐引导出好表现。

   ——表彰每个人的贡献。企管顾问史密斯（Ｇｒｅｇｏｒｙ Ｓｍｉｔｈ）于《ＣＥＯ Ｒｅｆｅｓｈｅｒ》杂志指出，每名员工再小的好表现，若能得到认可，都能产生激励的作用。拍拍员工的肩膀、写张简短的感谢纸条，这类非正式的小小表彰，比公司一年一度召开盛大的模范员工表扬大会，效果可能更好。除了来自主管，来自同事的认可也很重要，因此美国联合服务汽车协会，便免费提供员工撰写感谢函的便条纸等文具，鼓励员工在接受同事协助时，向同事说声谢谢，让办公室更充满动力。

(This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)

Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.

(Zhuge Changqing: zhuge8031@163.com ）

Zhuge Changqing mailbox：

zhuge8031@163.com

Zhuge Changqing's Chinese Dream

Learn from sages and carry forward virtue

Revitalizing China for the benefit of the world

 （本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

Selected Articles in Previous Periods

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往期精选文章

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1The wisdom of traditional Chinese culture changes the destiny: filial piety to parents+five in one+self-improvement

1 国学智慧改命运：孝敬父母+五合一+自强不息

2Zhuge Changqing's Three Golden Keys to Changing Destiny

2诸葛长青改命运三把金钥匙诸葛长青施食仪轨 （十五步简洁版）

3Zhuge Changqing's Greeting Ritual (15 Steps Concise Version)

3 诸葛长青施食仪轨 （十五步简洁版）

4How to repent: the ritual of repentance and the method of repentance (full version)

4   如何忏悔：忏悔仪轨忏悔方法（完整版）

5How to read the Dizang Sutra: Methods for reciting Dizang Sutra (complete version)

5 如何念地藏经：念地藏经仪轨方法（完整版）

6How to release? The ritual of releasing life

6怎样放生？放生仪轨

7Zhuge Changqing's Repentance Culture: A Case Study of Repentance Methods for Changing Destiny

7诸葛长青忏悔文化：改变命运忏悔方法案例

8Free Life Culture: Free Life Culture in Ancient China

8放生文化：中国古代的放生文化

9Shocking photo of feeding: Buddha, Bodhisattva and Dharma Protector come to the scene

9施食震撼照片：佛菩萨护法神亲临现场

10Feeding Rite Return: the return is changed to simple return

10施食仪轨回向：回向修改为简洁回向