圆桌案例:A 公司华南区销售经理李先生受到启发,开始重视员工团队精神的建设。一段时间后,团队精神的确有了很大的提高。业绩也稳定上升。但问题出来了:片区内原来通常有一两个员工业绩冒尖的情况没有了,有的业务人员甚至认为自己做得太好,会影响其他同事。这样,业绩做到一定程度都不愿意再往上冲,片区内没有了英雄,没有了榜样。李先生犯难了,他深知一个销售区域要不断提升绩效,往往需要些好的“英雄”起模范带头作用,销售区域内没有了英雄岂不危险?但在突显个人英雄主义的同时,又怎么能解决销售区域内团队精神的问题? Round Table Case: Mr. Li, Sales Manager of Company A, South China, was inspired to start to attach importance to the building of team spirit. After a period of time, teamwork has indeed greatly improved. Performance also increased steadily. But the problem came out: there were usually one or two employees in the Area that did not show any signs of success. Some of the business people even thought they were doing very well and would affect other colleagues. In this way, performance to a certain extent, do not want to go up again, there is no hero in the area, there is no role model. Mr. Lee is in trouble. He knows that it is not dangerous for a sales area to continually improve performance, and often needs some good “heroes” to take the lead. Without the heroes in the sales area, how can it not be dangerous? However, while highlighting individual heroism, what about Can solve the problem of team spirit in sales area?