Leaders are the core of an organization. A charismatic and prestigious leader will naturally become the core and soul of the team, and all members will unite around it consciously or unconsciously. It's distracting. Whether a team can achieve high performance depends largely on the leader's own personality, knowledge, courage, talent and experience, and whether he can be strict with himself, be dedicated and meticulous, be honest with employees, share weal and woe. Establishing a scientific system to institutionalize, standardize and program management and employee behavior is an important guarantee for the coordinated, orderly and efficient operation of production and business activities. If a team lacks an effective system to regulate, it will be blindly confused and unable to achieve high performance. Good communication and coordination can enable team members to reach a consistent understanding through the exchange of information and ideas. Effective communication and coordination can eliminate differences, misunderstandings and prejudices between leaders and team members and among team members in time. Meetings, heart-to-heart talks and private communication are several forms commonly used by leaders. If a team can't let its members see the future, it is impossible to win the hearts and minds of the people. Maslow pointed out: "The team should have a smooth promotion management and a fair and just promotion system, so that members can understand that as long as they work hard, they will definitely have the opportunity to climb up, thus effectively motivating team members and letting them settle down to work hard in the team." As long as they are human, their demand level will continue to rise. Team members, especially those with strong ability and great potential, hope that they can continue to grow. If you want to keep them, you must give them a chance. The most direct way is to reuse them and give them education and training. If the enterprise provides too few learning opportunities for team members, or even no training at all, team members will soon lose the fun of work and cohesion will begin to decline. Therefore, managers should create learning and training opportunities for them as much as possible. The need for respect is the need of higher-level people. In team management, imperative management is no longer feasible. Everyone needs to be respected by others, so managers should always care about and respect team members, attach importance to their opinions, and adopt a "people-oriented management" approach to manage the team. Many team managers have a common problem, that is, they don't care enough about their members. If you don't care about respecting team members at ordinary times and ask them to do things in the form of orders everywhere, team members will definitely be unwilling, have resistance and even leave the team. On the other hand, if we can change the management style, pay attention to team members, pay more attention to them at ordinary times, pay attention to their performance, listen to their voices and adopt their good opinions, they will automatically and spontaneously participate in the work of the team and actively cooperate with others to complete the task.