--- title: "Ge Junzhen: Why Is Your Team's Execution Poor?" description: "Some bosses say 'We should learn from Lei Feng,' but I say from an economic perspective, the boss should be the first to learn from Lei Feng, because the boss is richer than the employees. If the boss doesn't learn from Lei Feng but asks employees to do so, how can the work be done? It definitely won't succeed. Therefore, in a team, don't always advocate 'learning from Lei Feng.'" author: "戈军珍" publisher: "New Distribution" email: "zhaobo258@gmail.com" telephone: "+8615854817671" published: "2018-03-16" language: "en" canonical: "https://xinjignxiao.com/en/articles/ge-junzhen-why-is-your-team-s-execution-poor-3a4517ad/" markdown: "https://xinjignxiao.com/en/articles/ge-junzhen-why-is-your-team-s-execution-poor-3a4517ad.md" original_source: "https://mp.weixin.qq.com/s/D861H2nVqj72XZ025h9hCg" translation: "https://xinjignxiao.com/zh/articles/%E6%88%88%E5%86%9B%E7%8F%8D-%E4%B8%BA%E4%BB%80%E4%B9%88%E4%BD%A0%E7%9A%84%E5%9B%A2%E9%98%9F%E6%89%A7%E8%A1%8C%E5%8A%9B%E5%B7%AE-3a4517ad.md" attribution: "New Distribution — https://xinjignxiao.com/en/articles/ge-junzhen-why-is-your-team-s-execution-poor-3a4517ad/" usage_policy: "https://xinjignxiao.com/ai-policy.txt" --- # Ge Junzhen: Why Is Your Team's Execution Poor? > Some bosses say 'We should learn from Lei Feng,' but I say from an economic perspective, the boss should be the first to learn from Lei Feng, because the boss is richer than the employees. If the boss doesn't learn from Lei Feng but asks employees to do so, how can the work be done? It definitely won't succeed. Therefore, in a team, don't always advocate 'learning from Lei Feng.' **Introduction:** Some bosses say "We should learn from Lei Feng," but I say from an economic perspective, the boss should be the first to learn from Lei Feng, because the boss is richer than the employees. If the boss doesn't learn from Lei Feng but asks employees to do so, how can the work be done? It definitely won't succeed. Therefore, in a team, don't always advocate "learning from Lei Feng." **01 The Eight Abilities Included in Execution** **1) Learning ability.** This is a very important part of execution. Without learning ability, execution cannot proceed. Since the environment changes rapidly, if we lose the ability to learn, we will soon be eliminated by the times. **2) Research ability.** Learn to understand the truth of things through investigation, rather than hearsay. Without investigation, you have no right to speak. **3) Interest ability.** You will find that as long as you are interested in doing something, you generally do it well. Therefore, everyone should try to cultivate interest in their work. If you like the work you do, you can do it well. **4) Comprehension ability.** Understand the essence of things, see the problems behind the problems, and truly solve them. **5) Innovation ability.** This will be very important in our industry in the future. Always doing things in the old way will put great pressure on us. Innovation is not necessarily subversion; there are many ways to innovate, and any innovation must adapt to trends. **6) Integration ability.** The ability to integrate resources is a very important capability in the future. It is difficult to achieve rapid development by fighting alone. Learning to integrate resources can achieve extraordinary success. **7) Physical strength.** Without physical strength, it won't work. With a healthy body, you will have the energy to work. Therefore, we must persist in exercise. **8) Method ability.** We say that we should focus on goals and find paths and methods. Without methods, it is just "empty thinking." **02 Eight Reasons for Low Execution** **1) The system is not rigorous or is unreasonable itself.** When enterprises issue systems, they do not conduct serious research; they are just formulated by a few managers based on their own "imagination," and as a result, the system is not in line with reality and cannot be implemented. **2) During execution, the process is unreasonable or too cumbersome.** I often say that managers should not always sit in the office making forms, but should go to the front line to understand the actual situation and formulate simple processes based on it. However, many of our managers are used to sitting in the office with a bunch of forms and then letting employees fill them out, not knowing whether they are useful or not. **3) Lack of good methods in the operation process.** That is, we lack methods in doing things. In fact, many employees do not have attitude problems but method problems. Especially new employees, they really want to do things, that is, their attitude is good, but due to lack of methods, they end up "battered and bruised," and ultimately cannot execute. **4) Lack of scientific supervision and assessment mechanisms in work.** Emphasizing execution, in addition to effective methods, managers' supervision and assessment are also very important. "Employees do not do what you expect them to do, but what you assess them on," is the truth. **5) Managers do not persist in continuous efforts.** Some managers themselves have "two-day enthusiasm" and do not persist in management. If managers slack off, employees will certainly not take it seriously. **6) The combination of "public and private" is not close or deviates from each other.** This means that if employees execute a certain decision or work, and the result is only beneficial to the enterprise but not to the employees, employees will definitely not be willing to do it. Therefore, in enterprises, we should advocate "big public with small private," not "selfless." **7) Corporate culture has not formed cohesion.** Making company culture into "slogans" that do not match the actual situation of the enterprise, saying one thing and doing another. **8) Training is not in place or employees' understanding is not in place.** For some work methods or purposes, serious training is not conducted, and employees simply do not understand how to do it or what benefits it brings, so execution is definitely not in place. **03 Seven Key Points to Improve Team Execution** Actually, there are four key points: strategy, resources, process, and method. In detail, there are seven points: **1) Team members should be few rather than many.** The more team members, the easier it is to pass the buck. This is why one person can do everything, but a group of people can do nothing. We often say, "One monk carries water, two monks share water, three monks have no water to drink." **2) Members have strong abilities and are reasonably matched.** If any board is too short, it is not good. Team roles should be coordinated and complementary to form a "synergy." **3) Team role allocation is reasonable, and all team members can and are willing to take on various roles.** Having common goals, common systems, and common action plans and role division is called a team. If there are only roles but no goals and systems, it is called a gang. **4) Have a common goal commitment and corresponding personal goals.** "When bringing benefits to the company, what benefits do I personally get?" I most oppose bosses who say "We should learn from Lei Feng." I say, from an economic perspective, the boss should be the first to learn from Lei Feng, because the boss is richer than the employees. If the boss doesn't learn from Lei Feng but asks employees to do so, how can the work be done? It definitely won't succeed. Therefore, in a team, don't always advocate "learning from Lei Feng." **5) Performance evaluation and incentive systems are effective.** Evaluation is scientific, and incentives are effective. Don't evaluate for the sake of evaluation, or incentivize for the sake of incentivizing, especially those unrealistic assessments that involve a bunch of forms that even the assessors themselves cannot understand, yet they still assess others. **6) Advocate trust and communication.** Trust greatly reduces communication costs, increases team cohesion, and generates work motivation. **7) Continuously innovate and improve work.** Everyone should note that for all management system systems, there is absolutely no perfect one. Management systems must be continuously improved according to changes in the situation, industry progress, and environmental changes. Source: Zhenmou Junlue (ID: gejunzhenygzt), Author: Ge Junzhen, Founder and Chief Consultant of Zhenmou Junlue Enterprise Management Consulting; EMBA from Guanghua School of Management, Peking University; Vice Chairman of Hebei Animal Husbandry and Veterinary Society; Visiting Professor at multiple institutions; Editorial Board Member of "Today's Animal Husbandry and Veterinary Medicine"; Former CEO of several animal health companies, with unique insights into the development of the animal health industry; Specializes in marketing management, consulting guidance, and practical implementation for agricultural and livestock enterprises. Published marketing monographs on the animal health industry: "Stepping into the Door of Success," "Thoughts of a Veterinary Drug Person," and "Re-thoughts of a Veterinary Drug Person." -END- --- ## Copyright and AI use This article is sourced from New Distribution. 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