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Team Leadership: A New Driving Force | Group Launches Training to Enhance Team Leader Management Skills

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发布时间：2024-05-20

【概要描述】 On May 18, more than 240 team leaders from various departments across the Group gathered to attend the first training session on enhancing team-leader management capabilities, organized by the Group.

Team Leadership: A New Driving Force | Group Launches Training to Enhance Team Leader Management Skills

“This kind of hands-on training to enhance team-leader capabilities is highly practical and inspiring, and it has given me greater confidence in performing my team-management duties going forward!” Wang Yi, a team leader in Workshop 312 of the Group’s Second Manufacturing Center, shared these words after completing the team-leader management-development program.

On May 18, more than 240 team leaders from various departments across the Group gathered to attend the first training session on enhancing team-leader management skills, organized by the Group.

“The team leader serves as both the frontline producer and organizer of the enterprise’s operational activities, playing a pivotal role in bridging top-level management with on-site execution throughout the entire production and business management process. The qualities and capabilities of team leaders directly determine the effectiveness of team-building efforts. Therefore, cultivating a high-caliber team of leaders who possess strong leadership, execution, and creative capabilities is a crucial pathway for enhancing the Group’s core competitiveness—and it is also an urgent imperative for advancing ‘standardized team development’ initiatives and building a robust talent pool. This training program aims to further reinforce the transformation of team leaders’ roles, enhance their team-management skills, refine their professional competencies, and better align them with the Group’s requirements for innovative, high-quality development,” stated the head of the Group’s Strategic Development and Human Resources Center in the opening remarks at the commencement ceremony, thereby articulating the objectives of this training.

At the training venue, the more than 240 team leaders in attendance were randomly divided into 20 groups. Each group showcased its unique talents by creating posters featuring custom slogans and signatures, instantly igniting a spirit of teamwork. Guided by the instructor’s engaging and inspiring teaching style, the team leaders’ enthusiasm for learning was effectively sparked and sustained; they thought actively, responded enthusiastically, and contributed eagerly, resulting in a lively yet well-organized training atmosphere.

“The content is both rich and engaging, with a lively yet rigorous approach. It covers everything from the significance of work teams to the relationship between teams and the enterprise, and finally to the mission and responsibilities of team leaders. Many of the case studies presented during the training are ones we encounter frequently in our day-to-day team management. This kind of training has not only helped me recognize my own gaps and shortcomings but has also clarified the direction in which I need to focus my efforts going forward—truly a highly beneficial experience,” said Xiao Li, a team leader in Workshop 103 of the First Manufacturing Center, with deep reflection.

Like Xiao Li, the team leaders who participated in the training all shared their learning experiences: “Each training session is an opportunity for self-improvement. As team leaders, these sessions have deepened our understanding of how to enhance team collaboration, improve effective communication and efficiency, solve specific problems, and strengthen team building—while also reinforcing our awareness of the significant responsibilities we bear. We must apply the best practices and valuable insights we’ve gained to our daily work, build first-class teams, and better fulfill our role as front-line leaders.”

This training session has not only garnered the attention and enthusiasm of team leaders but has also drawn the interest of management personnel.

“At present, the Group is making all-out efforts to build a leading pharmaceutical enterprise with revenues in the tens of billions, accelerating corporate development by both aspiring to lofty goals and staying grounded. Cultivating a high-caliber team of shift supervisors that aligns with the company’s drive for high-quality growth is an indispensable and critical component for strengthening grassroots management and ensuring the high-quality, efficient implementation of work tasks and performance targets—requiring sustained and unwavering attention,” said Jiang Deguang, Deputy General Manager of the Group’s First Manufacturing Center.

In recent years, guided by the talent-strengthening strategy, the Group has continuously bolstered its efforts to build a learning organization. With a focus on meeting development needs and enhancing the competencies of employees at all levels, the Group has organized a wide range of specialized training programs and outreach initiatives in diverse formats. By using teaching as a means of learning and learning as a catalyst for action, the Group has fostered a culture of collective knowledge enhancement and ongoing professional development, which has become deeply ingrained across the organization. This culture consistently motivates all employees to engage in continuous learning and knowledge updating, empowering them to apply their insights and innovations in production practices, thereby ensuring a steady flow of creative energy and providing robust support for the Group’s high-quality growth.

“The Group places great emphasis on this training program to enhance the management capabilities of team leaders. We undertook meticulous planning and preparation in advance, carefully selecting the training format and faculty, with the aim of providing team leaders with comprehensive management knowledge and practical experience, broadening their horizons, fostering a shift in mindset, encouraging innovative thinking, and expanding their insights. This will enable them to better apply theory to practice, innovate work methods and approaches, and achieve all-round improvement in their personal qualities and competencies, thereby leveraging new achievements in team building to drive the enterprise’s high-quality development,” said a relevant official from the Group’s Strategic Development and Human Resources Center.

It is reported that this two-month team leader training program will be conducted in phases, providing rotational training for all team leaders across the group.

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