Chapter 23 Chapter 23 Building a Great Team

Psychological research shows that everyone hopes that others can understand and respect themselves, especially the understanding, sympathy, respect, trust and care from leaders, which will make people feel inspired and uplifted.Even if it is an active greeting from the leader, a warm greeting, or a warm inquiry, people will feel that this is the leader's concern for themselves, and then feel that they are integrated with the leader, and their emotions are connected, and they will inspire "do a good job" determination to live up to leadership expectations.Facts also show that those leaders who are modest and prudent, connect with the masses, have a democratic style, understand people's sentiments, treat others generously, are approachable, reasonable, and amiable generally have relatively high prestige.As for the kind of leader who is cold and insensitive to his subordinates and the masses, who regards himself as the master and his subordinates as servants, puts on airs, and shows off his prestige, the subordinates will naturally have little affection for him, and it will be difficult for him to win prestige.

You can be called a successful leader when you have followers.Only by creating a good interpersonal relationship will people be willing to follow you and support you wholeheartedly.The deeper the relationship, the stronger your leadership potential will be. It is impossible for a leader to manage his subordinates all the time. The key is to strengthen the self-management of employees.But there is a premise here, that is, first of all, do a good job in self-management of the leader, become a role model for subordinates, and change "do as I say" to "do as I do". Under normal circumstances, leaders will choose others as role models for employees to learn from.To a certain extent, this can indeed play a role model, but the leader must see that because of the leader's status and role in the team, he is often unconsciously selected by colleagues or employees as a role model for learning.

Once a leader's behavior has been "notified," followers generally need to repeat the observed behavior.Part of a leader's job is to provide opportunities for followers to practice "self-management" and to encourage them to learn by example. It must be noted that the leader's exemplary behavior must be vivid, detailed, and easy to understand. Mary Kay, a late-blooming female entrepreneur in the United States, has her own unique views on the issue of role model motivation.She believes that the speed of leadership is the speed of everyone, and competent leaders should lead by example.For example, all beauty consultants must know their own production lines like the back of their hands. This job is not complicated, it is just a matter of how to prepare.However, it is impossible for a sales executive to convince his beauty consultant to become a product expert unless he is a product expert himself.It is impossible to imagine how a sales director who is not familiar with product knowledge can hold a sales meeting, because such a sales director can only ask everyone to "do what I say instead of what I do" at the meeting.

Mary Kay attaches great importance to the role model of the manager in the enterprise organization, because she knows very well that as the head of a department, the behavior of the manager is concerned by the employees of the entire work department.She said: "People tend to imitate the work habits and culture of managers, regardless of whether their work habits and culture are good or bad. If a manager is often late, stays late in the office after lunch, and makes endless personal phone calls." , interrupt work from time to time to drink coffee, and stare at the wall clock on the wall all day long, then his subordinates will probably do the same. However, employees will also imitate the good habits of a manager. For example, I am used to I clear my desk before work, pack unfinished work in a bag and take it home, and insist on getting things done that day. Although I never asked my assistants and secretaries to do the same, they now leave work every day. I often go home with bags. As a manager, you have a lot of responsibilities. The higher the position, the more you should pay attention to making a good impression. Because the manager is always in full view, you must consider when doing anything. Up to this point. The good thing about leading by example is that it won’t be long before your men follow your lead.”

Leaders can grab the attention of their followers and strive to be a credible role model of "self-management."If you want your employees to be effective "self-leaders," you have to be a role model yourself, providing them with a model that demonstrates the behavior of "self-management" in a vivid, detailed, and easy-to-understand manner. Facilitate subordinates' recall of demonstrated "self-management" and encourage them to practice these behaviors in a hands-on way to provide them with motivation and reinforce the role modeled. The purpose of strengthening the leader's demonstration mentioned above is to make subordinates have a good desire for "self-management", and the leader cannot always keep an eye on it.Only by mobilizing the proactive spirit of employees and giving full play to their creativity can the management work be effective.

Among your subordinates, there are many talented people.Some are highly technical, some are good at management, some are good at diplomacy, and so on.Timely and appropriate selection of talents and the promotion of some capable people are not only beneficial to the development of the department and the unit, but also can use these promoted subordinates to understand the ideological status of other subordinates, and do a good job of the subordinates accordingly. Work. The subordinates you promote and select will be somewhat grateful to you, at least have a sense of trust in you.When your leadership struggles, they are the first to reach out to help you through.When everything is ready for your work and you only owe the east wind, they will often be ahead of everyone else, helping you and playing the role of leading demonstration.

Promoted subordinates are often more accessible than you to other subordinates, and the relationship between them is usually closer.Therefore, when a correct decision of yours is not understood by others and it is difficult to implement it, the promoted subordinate takes the lead, and everyone may follow along. If the promoted subordinate explains the reason for your decision to everyone, everyone may Will see and understand right away.Here, the promoted subordinate has undoubtedly become your right-hand man. The selection and promotion of talents among subordinates is not random selection and promotion, but must be based on a well-founded foundation.

Can you do the following? A man who has been slandered by everyone and is generally regarded as incorrigible, and after careful inspection you find that this is not the case, this man is very talented.Therefore, you boldly decide to promote this subordinate. A subordinate who once insulted you in public is still promoted to your side by you regardless of past suspicions because of his strong professional ability. A subordinate with an ugly appearance and a short stature, you do not judge him by his appearance, but consider his real talents and knowledge, and select him from the crowd. An old friend who was your colleague in the past and is now your subordinate, when you select and promote a subordinate, he has the same conditions as others, but you do not lose your fair priority in promoting him because you are an old friend with him.

For a subordinate who has made mistakes, you can look at the problem dialectically, discover the value and shining points of this subordinate, and after a period of training and inspection of him, promote him to a new position. A subordinate who is more knowledgeable and capable than you, you will not promote him because of jealousy, but dare to promote him to an important position. Only by doing the above can your leadership work be carried out smoothly, and your leadership prestige can be gradually established.Although the talents you promote may not be able to satisfy everyone for a while, you don't have to worry too much. It's gold, and it will shine one day after all. It's just a matter of time.The key is whether the subordinates you promote are real gold.Promoting subordinates correctly and effectively can well prove the quality of employing people that you, the leader who is the selector, possess.

If your subordinates can feel that you are fair, reasonable and strict from your attitude of employing people, then you will be trusted by your subordinates and your leadership position will be more stable. To become an excellent talent selector, every leader needs to first strengthen his own quality training, establish a correct concept of employing people, and be able to keep a clear mind, grasp the standards and measures under complex conditions, and not be affected by others. interference from other factors. Of course, you can inspect each subordinate for a period of time before selecting and promoting them.If necessary, it is necessary to carry out purposeful and targeted training so that they can meet the standards for selection and promotion, and avoid adverse consequences that are not worthy of the name.Then, on the basis of soliciting everyone's opinions, you can promote them through normal channels and methods.

A smart leader wants to make his employees have the centripetal force of the work team, and can improve cohesion in accordance with the following eight methods. 1. Give employees the recognition of unity No matter in the occasion of the meeting or the moment of assigning orders, it is necessary to emphasize "we", "our department" or "our team" in the conversation, so that employees can feel that the leader is on the same side with them.If you blindly talk about "how do you..." or "how do I...", employees will feel that the work team is not very important in the minds of employees, so it is easy to appear indifferent. 2. Build a Team Tradition On the one hand, on appropriate occasions, occasionally some fun, special and exciting events in the past can be narrated or told to employees without any trace; on the other hand, whenever an employee’s birthday or other congratulatory events occur, the leader should Take the initiative to arrange celebrations. Over time, the history of the team will gradually form. With history, the work team will naturally increase its attractiveness to employees. 3. Emphasize the importance of team work Leaders should set an example by expressing the concept of "as long as we win, it doesn't matter who should take the credit". In other words, the leader should always care about whether the work team can achieve the goal, and don't have to worry about who gets the limelight and who gets the credit. In this way, Everyone will do their best. 4. Appropriately give recognition and praise to excellent employees The leader must carefully figure out the psychology of the employees, observe the performance of the employees, give assistance, recognition, encouragement and praise at any time, and clearly explain to the employees his importance to the team.If an employee praises the performance of a colleague, that employee should also be rewarded for his constructive behavior.Over time, the atmosphere of this work team will appear harmonious and harmonious. 5. Set clear and attainable team goals After establishing the company's long-term goal blueprint, its outline should be summarized and communicated to employees, but it is also necessary to formulate some short-term and clear goals within the reference framework of this long-term plan. These short-term goals should be clear to people and concrete. Easy to get.If the goals are too general and unattainable, the employees' morale will be easily lost. 6. Implement team incentive measures In addition to the individual bonus system, a set of reward methods should be set up to match the team incentive policy; in addition, the company should also share the results with employees when it receives special rewards. 7. Stay psychologically close to your employees To keep in touch with employees by adopting an attitude of participation and observation, moderately participate in the team of employees to understand their feelings and thoughts, and at the same time keep a distance, otherwise excessive and in-depth participation will bring mutual acquaintance, and acquaintance will easily lead to contempt of employees . 8. Treat employees as human beings Many leaders are pampered and pampered, and the concept that self is superior and others are inferior will inevitably take root in their minds, so it is easy to expect employees to pay more, and they think it should be so.If employees are treated as human beings, it is easy to understand each other. In addition, promoting a shared experience with employees can also create a sense of partnership.This shared experience, if shared, can enhance an inseparable partnership.Therefore, instead of having lunch with employees, why not join them when they work overtime in the company at night, which will surely strengthen the awareness of sharing weal and woe. Small teams are a very effective tool for change. It is necessary to encourage employees to change their work behaviors (not work attitudes, because attitudes are difficult to change), and bring them into the scope of small teams. Improved team cohesion.But if it happens, leaders should patiently support it. In an enterprise organization, if the various teams have a high degree of cohesion, then the barriers between employees will disappear, the output will increase, the work will be more efficient, and the reputation of the team is valued. In this way, the goals of the entire organization are easy to achieve , the enterprise can continue to thrive. For teams to function more effectively than traditional work groups, each member must be fully engaged with the team and its work.Team members must have faith in the task and work together to accomplish it.They must also focus on the whole team and its success, not just a small piece of work they are responsible for at any given time.If members are not focused on the task and the team as a whole, they cannot form a true team, but remain a collection of individuals who are more or less connected at work. It takes a long time to develop a team's professionalism, but you can do it step by step by following the steps below: 1. If you want to have an effective team, you must never allow team members to focus only on their own work. They should be helped to focus on the overall task of the group.Therefore, the tasks you assign must be clear.All members must understand the team's mission, and their understanding is basically the same. "Satisfying customers" is relatively clear, while "producing high-quality products" is not so clear. 2. To enable team members to devote themselves to a job, they must be convinced that it is worthwhile to spend time and energy on this job. It is relatively worthwhile to "provide customers with high-quality products", but "complete the work within the deadline set by the superior" is a bit reluctant.At the same time, let the team members feel that this is a job that must be done now, and they cannot wait until other more important tasks are completed. "Design samples in time to meet customer needs" is relatively urgent, but "write a report on product sales" is not an urgent task. 3. Make sure everyone on the team knows what the overall mission is. In a traditional work team, each employee only knows their own work, and they may not know what role their work plays in completing the overall task.Teams don't work like this, every team member should know the overall mission.Suppose your team is responsible for writing newsletters for the company. Some of these newsletters are issued regularly, and some are issued irregularly to meet specific management needs. You have editors, writers, graphics, and distribution professionals. , you can describe the basic task like this: "Get a high-quality brief to the client, within budget, on commitments."Focusing on the overall task will bring great benefits. For a team, this is the most basic requirement. Once everyone has identified the overall mission, make sure everyone is fully committed to completing the overall mission.In practice, this means that employees sometimes sacrifice their own work for the good of the team as a whole.In this way, everyone can work together to complete the task smoothly. Strengthening team spirit is what every leader must do. Only a strong and efficient team can remain invincible in the tide of the market and become a big company. Figuratively speaking, a real team is a group of like-minded brothers and sisters. Someone said confidently: "Even if you confiscate my wealth-generating equipment, take away my land and factory buildings, as long as you keep my partners, I will make a comeback and establish my new kingdom." Some extraordinary leaders, they seem to have innate and unique regenerative ability, can turn things around in a very short period of time, and train a group of weak lambs into a management team like a lion and a tiger, invincible. In addition, we will find another very valuable fact: almost every successful person has a perfect management team.The teams led by these successful leaders, whether it is his members, organizational atmosphere, work tacit understanding and productivity, are always quite different from ordinary teams. They often show the following Main features: 1. Clear goals Successful leaders often advocate results-oriented teamwork with the goal of achieving extraordinary results.They are always clear about their goals and the goals of the group, and they understand the importance of involving each partner in the process of delineating goals and visions.Therefore, a successful leader The leader will point out a clear direction to his followers, he often establishes the team's goals with his members, and does his best to make everyone understand, agree, and obtain their commitment , Persistence and devotion to common goals. When the goals and vision of the team are not determined by the leader alone, but are generated by the cooperation of members in the organization, all members can have a sense of "ownership", and everyone believes from the bottom of their hearts: This is "ours". goals and vision. 2. Responsibility Every partner in a successful team has a clear understanding of what their role is and how their actions contribute to the achievement of their goals.They will not deliberately evade responsibilities, will not shirk their duties, and know what to do in the team. When working together in a division of labor, it is very easy to establish mutual expectations and dependence.We all feel that we are dependent on lips and tongues, we share life and death, and the success or failure of the team, "I" plays a very important role.At the same time, each other knows what others expect of him, and avoids role conflict or overlapping. 3. Strong engagement Leaders who really want to be effective in doing things will tend to participate or lead. They believe that this approach can really satisfy the human psychology of "participating and being respected". The members of the team always exude an irresistible enthusiasm for participation. They are very active and proactive, and they participate whenever they get the chance. Participating members will always support what they participate in. At this time, the collective power of the team is absolutely unimaginable. 4. Listen to each other exactly!In a good team, when one member speaks, the other members genuinely listen to every word he has to say. Someone said: "I try to create a culture where members respect each other and listen to what other partners have to say. In my unit, I have a group of open-minded partners who really want to know what other partners think. They show that other units cannot It's so exciting to compare listening style and skill!" 5. Desperate Genuine interdependence and support are the breeding grounds for teamwork.Likert has spent several years studying the topic of participatory organizations in depth, and he found a characteristic of participatory organizations: leadership trusts employees, employees trust leaders, and confidence and trust are everywhere in the organization.Almost all of the winning teams have devoted themselves to research on how to cultivate a sense of trust between the upper and lower parallels and keep the morale of the organization strong.They often exhibit four distinctive behavioral traits: The leader often instills a strong sense of mission and shared values ​​in his partners, and constantly strengthens the concept of helping each other and supporting each other. Encourage to keep promises, credit first. Depends on partners and makes developing and motivating them a top priority. Encourage tolerance of dissidents, because winning depends on everyone's coordination, complementarity, and cooperation. 6. Speak freely A good leader is often the first to trust his partners and support them to go all out. Of course, he must lead by example and show a sense of trust in words and deeds, so as to induce mutual trust and sincere treatment among members. The leader of the team will provide a stage for two-way communication for all members.Everyone is free to express their views openly and honestly, no matter how outrageous the views may seem.Because, they know that many great ideas are almost always ridiculed when they are first raised.Of course, everyone can also freely express their personal feelings, whether it is joy or anger or sorrow. An effective team members understand and appreciate each other, and are able to "be themselves". In short, teamwork depends on everyone maintaining a sincere two-way communication, so that the organizational performance can be perfected. 7. Solidarity and mutual assistance In good teams, we often see subordinates feel free to discuss work problems with their superiors and ask, "I'm having this difficulty right now, can you help me?" Furthermore, when everyone disagrees, even when they have confrontation, they are willing to adopt an open mind and calmly seek solutions. Even if the results are not satisfactory, everyone can still adjust themselves to meet the needs of the organization.Of course, each member will voluntarily adjust their roles and perform different tasks as needed. 8. Recognize each other One of the main characteristics of high-performing teams is that they are often "I feel appreciated and supported by others."Members of the team get excited about being part of the team because everyone hears this over and over again: "I think you can do it!" "I want to thank you! You are doing a great job!" "You are our soul! Can't live without you!" "You are the best! You are the best!" These words of praise and approval provide the boost everyone needs, improve their self-esteem, self-confidence, and drive everyone to join hands. Are there any obvious signs of the characteristics listed above in the team you lead?Please find a quiet place for yourself and give yourself ten minutes to reflect.This helps you build an effective management team, or "best buddies," as the saying goes. The leaders of many companies have declared: "We need more and more effective teams more and more urgently to improve our morale and productivity." Do not ignore or procrastinate any longer. Creating an effective team can be said to be beneficial to leaders and harmless, and if you work hard to achieve it, you will reap the following enormous benefits: "Many people are easy to do things", the overall motivation of the team can achieve great things that individuals cannot accomplish independently. Can make each partner's skills to the limit. Members have a sense of participation and will spontaneously try to do it. Promote the behavior of team members to meet the standards required by the team. Provide enough space for followers to develop, learn and experiment. Stimulate individuals to be more creative and perform better. "Three cobblers are better than one Zhuge Liang", which can effectively solve major problems. Minimize the damage caused by the conflict. Set clear, achievable, and agreed upon individual and team goals. Leaders and heirs can cooperate and support each other even though they have different personalities. When team members encounter difficulties and setbacks, they will support and assist each other. An enviable team is often a victorious army.They keep winning battles, breaking records, changing history and creating the future.And as part of a great team, everyone proudly tells those around them: "I love this team! I feel that my life is very meaningful, and I will never forget the experience of connecting hearts and hands to create the future together." Through learning and growing in the team, each partner will unknowingly reshape himself, re-understand the relationship between each person and the group, get real joy and satisfaction in work and life, and live out the meaning of life. A real team can make you even more powerful, stable and invincible! We are in a competitive era where leaders must redefine themselves and their businesses.Whether your business is profitable or non-profit, you must face the high-efficiency competition of high-profit companies. If you do not reflect on your management principles in time, you may be eliminated at any time. Leaders should explain to their subordinates the importance of corporate competitiveness.Strong competition can encourage employees to play a high-performance role.Therefore, in the management of subordinates, introduce a competition mechanism so that everyone has the idea of ​​competition and can devote themselves to the competition, so that the vitality of the organization will never be exhausted. Psychological science experiments show that competition can increase a person's creativity by 50% or more.Everyone has self-motivation and self-esteem, and is ashamed of falling behind.Competition is the most effective way to stimulate their progress, and naturally the best way to motivate employees.Without competition, there is no vitality.Without pressure, neither the organization nor the individual can realize their full potential. American business management experts believe that there are no consequences of competition. First, they decide the only standard by themselves; second, they have no reason to pursue higher goals; At present, many of our enterprises have low efficiency and low benefits, and employees do not seek progress and are lazy and slack. Fundamentally speaking, this is the result of lack of competition.In view of this, we must do everything possible to introduce the competition mechanism into enterprise management.Only by competition can enterprises survive and employees have high morale. There are various forms of competition, for example, various competitions, such as sales competitions, service competitions, technical competitions, etc.; OK wait.There are also some "invisible" competitions, such as regularly publishing employees' work performance and regularly selecting advanced elements.You can constantly introduce new competitive methods according to the specific conditions of your company. The problem to be paid attention to in the competition is that the competition rules should be scientific and reasonable, the implementation of the rules should be fair, unfair competition should be prevented, and team spirit should be cultivated.Some competitions not only fail to motivate employees, but also dampen their morale.If excellent people are ridiculed, it means that there is something wrong with the rules and they are not convincing enough. Any injustice in the competition will take away the aura of the competition, like a football game where the referee favors one side.If a company runs for a certain position, employees know that the leader has already been appointed, so will they still be interested in the election?For example, if a sales competition is held, rewards are also given to employees who fail to complete the tasks. Will it not dampen the enthusiasm of advanced employees?Without justice, competition loses its meaning, and only justice can achieve the purpose of competition. Wherever competition is fierce, unfair competition often occurs. In order to avoid the disadvantages of unfair competition, first of all, it is necessary to shape the team spirit, so that everyone understands that the goal of competition is the development of the team, and "internal friction" is not the goal of competition; secondly, it is to create a common goal with rewards, only unity and cooperation The third is to reform the content and form of competition, and to eliminate competing projects that can cause mutual confrontation and directly affect the interests of the other party; the fourth is to create or identify a common threat or "enemy", such as another company Companies in the same industry use this to dilute and divert the confrontational emotions among employees; finally, it is a direct showdown, and the relevant personnel are immediately summoned to explain the problem clearly, criticize each other's conspiracy and non-cooperation, and point out that from now on, only cooperation can be rewarded , or criticize unfair competitors and praise legitimate competitors. It is undeniable that competition does have negative effects, especially when the quality of employees is poor, there may be a disorderly vicious competition or bad competition, which will affect the development of enterprises.But the benefits of competition are obvious, and the advantages outweigh the disadvantages. Leaders should boldly encourage competition!Only mediocre people are afraid of competition. For a successful leader, being honest with subordinates is one of the most important basic qualities, and it is not easy to achieve this. In 1941, before the United States entered World War II, the top decision-makers decided to formulate a war plan to determine military production needs, military personnel and the United States' war policy goals.Although President Roosevelt wanted the United States to stay out of the war in Europe, Roosevelt also faced a choice when Hitler's army swept across Europe. Development of the plan was undertaken by Major Albert Wedemeyer of the Chief of Staff Secretariat.The draft drafted by Wedemeyer proposed: "We must prepare to fight against Germany directly and defeat Germany." To this end, Wedemeyer concluded that the United States needs 9 million troops and 1.5 million troops.The confidentiality level of this draft plan is top secret.However, to the astonishment of President Roosevelt, Army Headquarters, and Wedemeyer himself, the December 5, 1941 issue of The Washington Times quoted the draft plan verbatim, under the headline "Franklin D. Roosevelt's War Plan."The news caused an uproar in Washington, embarrassing the U.S. government because the U.S. had not declared war on Germany at the time. Wedemeyer immediately became the prime suspect.He knew many senior German generals (Wedemeyer went to Germany to study in the 1930s), and he was friends with several top Nazis.A week before the draft plan leaked, Wedemeyer had met with a lawyer whose father was Senator Burton Weller.Weller, an extreme isolationist, accused President Roosevelt of "wanting to bury the first four boys of every American family."What is even more suspicious is that recently there was a large amount of money in Wedemeyer's bank account, and the Minister of War also received an anonymous letter, claiming that "Wedemeyer believes and has publicly said that Hitler is the savior." The situation is extremely unfavorable for Wedemeyer.The FBI interrogated him, but the results of the investigation did not clarify who leaked the secret.At this point, as Wedemeyer's superior, it was only natural that Marshall wanted to get out of trouble. He could have taken the "we don't want this guy anymore" stance and removed Wedemeyer or let him out of the Army, but he didn't , because he values ​​Wedemeyer's ability very much."General Marshall never doubted me," Wedemeyer recalls. In fact, a few weeks later, Marshall promoted Wedemeyer to lieutenant colonel and transferred him to the newly formed Joint Staff Planning Directorate, a component of the Joint Staff part. On April 1, 1942, Marshall left Washington on a top-secret mission, with Wedemeyer accompanying him.This is a manifestation of Marshall's honesty to his subordinates, but more importantly, this behavior reflects Marshall's character.He admired Wedemeyer, and he was not intimidated by specious evidence against Wedemeyer, nor did he bow to the scorching public opinion from Congress and the media.Wedemeyer, who later became a four-star general, would never forget this. Later, he said: "After these things, I can die for General Marshall." As a leader, Marshall showed concern for his subordinates from beginning to end.Krittenberg mentioned Marshall's concern for his subordinates: "During World War II, I was a regimental commander of the Fifth Army. Marshall came to Europe to inspect American troops. After returning to Washington, within 24 hours, Marshall One of my staff officers called my wife in San Andino. When the call was connected, Marshall picked up the phone himself and said, 'Mrs. Crittenberg, this is General Marshall. I wanted to tell you that I saw you in Italy last night. Your husband is gone. He is well, and I thought you wished to know that.' "General Marshall did a lot of things like that for the families of his commanders. His leadership skills like that were in stark contrast to the authoritative no-nonsense style of leadership that everyone was familiar with. The top military leader himself called and said 'I Think you'd like to know he's fine' is a great comfort to the family. Nothing else but that keeps morale high for soldiers and military families." Throughout World War II, Marshall greeted and told about the wives, mothers, and closest relatives of every senior officer he saw while visiting troops overseas.As can be seen from the volume of letters received, the officers' wives, children, and parents were very grateful for General Marshall's call.Marshall corresponded regularly with the wives of old friends such as Badell Smith, George Patton, and Mark Clark, which he believed would make the wives more tolerant of prolonged separation. In 1943, when he went to North Africa to inspect the U.S. troops, Marshall was surprised to meet Major General Lucis Truscott (Truscott was once the commander of the army in Anzio and was known as the "soldier among the soldiers"). They had a long talk.When Marshall asked Truscott if he knew about Eisenhower's request to send him to the invasion of Europe, Truscott replied "no."If Eisenhower's request was granted, it would mean Truscott would command a larger Army force, but he would not be able to fight in Italy."He thought I should know that Eisenhower had asked me to be transferred, so that I would know that my superiors knew and valued my performance at Anzio," Truscott said. He always remembered Marshall's praise for him, "I Deeply moved, because General Marshall was under no obligation to tell me this. This is one of the many acts of generosity and thoughtfulness that Marshall displayed. These qualities made his subordinates feel awe-inspiring in their dealings .” Marshall's care is not limited to officers, he treats ordinary soldiers, he also generously pays the sincerity of a high-level leader. 二战期间，士兵的福利待遇是马歇尔经常性的工作重点。他派军事调查人员到世界各地去，他们的唯一任务是倾听士兵的疾苦，并听取解决办法的建议。马歇尔强调，一定要确保前线的士兵们有饮料和酒喝、有烟抽、有糖吃，就像他们所必须装备的武器弹药一样。如果到交战地域去，马歇尔坚持只带司机，不要指挥官陪同，以便沿途询问部队的福利情况。 马歇尔的电话和信函不仅限于他见过的高级军官。有一个老兵，在1944年6月12日的军事行动开始后，马歇尔第一次到前线视察部队时是他开的车。马歇尔回国后，给这位士兵的家里打电话，告诉这位士兵的父母：“我刚见过你们的儿子，他在欧洲给我开过车，我想让你们知道他很好。” 一位参加了巴坦死亡远征战役的二战老兵写道：“我只见过马歇尔将军一次。当时我刚刚从长期被关押的日军战俘集中营里获得解救回国，为了与分散在全国各地的家人们团聚，马歇尔将军派他的坐机送我到想去的地方。在完成这项任务后，我来到五角大楼向马歇尔将军报告，感谢他的关怀和厚爱。马歇尔将军放下所有的事情，推迟了重要的约会，让我感觉像在家里一样。马歇尔将军像家长一样用很长的时间详细了解我的处境。”