团队管理不同的人有不同的认知。笔者认为管理者和员工之间更是一种合作关系。员工通过公司的平台和管理者的支持完成既定的工作任务并得到相应的物质的或者精神的回报。管理者需要下属或者员工配合实现公司下达的任务指标，同时实现自己的管理绩效；所以在某种程度上笔者认为管理者表面上是管理督促员工，实际上更是在为下属员工做好支持服务。这种服务包括指明方向，当员工需要时为员工提供必要支持，并协助调动公司内外部一切资源等。
Different people have different perceptions about team management. The author believes that managers and employees are more of a cooperative relationship. Through the platform of the company and the support of managers, employees complete the tasks and get the corresponding material or spiritual rewards. Managers need their subordinates or employees to cooperate to achieve the task targets assigned by the company and achieve their own management achievements. Therefore, to some extent, the author thinks that managers are ostensibly to supervise and urge employees, but actually they are doing a good job in providing support services for subordinates. Such services include giving direction, providing necessary support when needed, and assisting in mobilizing all resources within and outside the company.
笔者曾经有个阶段带领一个3人小型团队，平均工作经验在3-5年，当初我们准备一起计划拓展一个新的市场。在这个团队组建之初，经历了一些困难，主要体现在互相缺乏了解，互相缺乏信任，不管笔者什么要求都很难执行下去。于是后来笔者就花了一周的时间，和每个团队成员逐一沟通，了解到他们内心真实的想法，以及每个人的特长强项以及过往的从业背景。通过沟通了解，发现三个人的预期各有不同。
The Author has led a small team of 3 people in one stage in the past , the average work experience of the team member was 3-5 years.we were ready to develop a new market at that time. At the beginning of building this team, The author has experienced some difficulties, mainly reflected in the lack of mutual understanding, mutual lack of trust. No matter what the author said it was still difficult to implement the team plan. So the author spent a whole week communicating with each team member individually, getting to know what they were really thinking, what each person was good at and what their past background was. Through the communication, found that three people's expectations were different.
成员A对于现在的工资不是特别满意，虽然他没有直接说，但是通过接触和交谈我能初步得住这样一个认识，于是在和他交流的过程中，帮他分析了现在公司和外部经济环境因素，并站在他的立场帮助分析他可以有的选择，同时在自己权限允许的范围内，向他承诺如果按照我们现有的计划做下去若实现既定目标，可以有可观的物质和精神奖励；通过同成员B沟通后发现，他是一个很积极很有想法的人，他过往的从业经历和项目经验也告诉我，他是一个执行力很强的员工，这次他略带消极的原因是他感觉其他人员对项目的支持力度不够，了解到他这个诉求我让他把他想要的资源沟通清楚，帮他同公司内部沟通协调好，这样他可以随时从部门内部或者跨部门调动资源；组员C沟通后得知他第一次接受这类工作，对这类工作经验比较少，也没多少社会资源，不知道如何下手。了解到这些情况，笔者便单独同C沟通了C的想法以及他遇到的困惑，并就他担心的方面大致给他确定了一个方向和方案，同时把自己可能对他工作有作用的相关资源也介绍给C。通过上面三个员工不同情况，以及同每个组员的深入详细沟通，了解到他们的难处并就每个人遇到的不同难题和诉求分别给予不同的支持，这样帮每个人解决了在项目执行过程中的不同诉求，最终达成一致，从而就能各自明确分工，高效完成先前下达的市场拓展计划。
Team member A was not particularly satisfied with his present salary. Although he didn't say so directly, the author can get a preliminary understanding through contact and conversation. Therefore, in the process of communicating with him, the author helped him analyze the current company and the external economic environment, and helped him analyze the options available to him on his stand point,while at the same time within the limits of the author's authority, the author promised him substantial material and moral rewards if he followed up on our current plan to achieve our goals; After communication with team member B, the author found that he was a very positive and thoughtful person, and his past employment experience and project experience also told the author that he was a staff on strong executive ability, this time he was slightly negative because he felt that other people's support for the project was not enough, understaning his request the author asked him to communicate clearly the resources on what he wants, and helped him to coordinate with the company, so that he can readily mobilize resources from within the internal department or cross departments;After communication with team member C, the author found that he was the first time to take on this task,and he did not have much experience with no social connections, so he did not know how to start.Knowing this, the author communicated with team member C on his thoughts and his perplexities in personal, and gave him a general direction and plan for his concerns, at the same time, the author also introduced him to the relevant resources that may be useful to his work. Through the above three different situations of the staff, as well as with each team member's in-depth detailed communication, the author understood their difficulties and each person's different demands on different support, this helped each person to resolve different demands in the project implementation process, and finally reach an agreement, then they can clearly understand their own responsibilities, and finish the market development plan assigned by company before in high efficiency.
通过这个案例，笔者得出一个结论：公司付给员工薪水，员工为公司出力；但作为一个团队的leader，团队成员为什么听你的，为什么要帮助你而不是帮助其他人实现团队的经营指标呢？这个除了公司或者领导赋予你的管理权限外，这其中重要一点就是因为你能帮助团队每个成员解决他们在项目落地或者推进中遇到的问题，在他们迷茫的时候，你能给他们指明前进的方向。一句话你能在工作中帮助到他们并能成就他们，使他们工作更顺利或者更高效那么一点点；同时他们能帮你实现团队业绩并能从你这得到他自己想要的并实现他的职场需求。所以从这种意义上将，管理者和员工其实是一种共盈的合作关系。
Through this story, the author come to a conclusion: the company pays the employees salary, the employees contribute to the company; But as the leader of a team, why should team members listen to you and help you instead of others to achieve the team's business targets? In addition to the management authority granted to you by the company or the leader, one of the important points of this is that you can help each member of the team solve the problems they encounter in the implementation or promotion of the project. When they are confused, you can show them the way forward. In a word, you can help them in their work and make them a little bit more successful or efficient; At the same time, they can help you achieve team performance and get what they want from you and fulfill their career needs. So in this sense, managers and employees are actually a mutually beneficial partnership.
因此，要想打造高效服务型团队应该做到：
So，to build an high efficient service oriented team, you should do as:
1.明确公司和团队目标
Set clear company and department target
2.了解团队组员个人目标
Understand each team member's demand and target
3.将团队目标和个人目标结合
Combine team goals with individual goals
4.为你的团队提供充分支持
Provide sufficient support to your team
5.高效执行
Implement plan in high efficiency