Author: Yan Ruhong Editor: Wei Wei The cohesiveness of the direct selling team is, to put it bluntly, a combination of various factors such as direct selling team management, direct selling team environment, direct selling team efficiency, direct selling team spirit, direct selling team culture, etc. Centripetal emotion, a kind of adhesive that can bring people's thoughts together, a magnetic field that can attract people's hearts, is the result and concrete manifestation of the harmonious work of all aspects of the direct sales team. The cohesiveness of the direct sales team is mainly reflected in the induction effect on direct sales members. Induction means stimulating the enthusiasm of each direct sales member by inducing and persuading them to ensure the consistency between the goals of the direct sales team and the individual goals of the direct sellers. The result of induction is what is commonly known as the synergistic effect, which is the effect of 1+1>2. In layman's terms, the benefits created by two individual people united can be greater than the sum of the benefits they create individually. 1. There is no denying the factors that affect the cohesion of the direct sales team. Many direct sales team leaders do not know how to build an efficient team, so they have to shout loudly: "We must strengthen teamwork, talk about dedication, and work together as a rope. Our work Then we will be invincible." The slogan was shouted loudly, but the effect was not ideal. Team leaders hope that their leaders and direct sellers at all levels will be as high-spirited and enthusiastic when doing marketing as when they have dinner and drinks at the end of the year, but the actual performance of direct sellers is far from what managers imagine. The ultimate key purpose of the direct sales team is to "unify the direct sellers, mobilize their enthusiasm and potential, and create performance for the direct sales team." Therefore, it is particularly important to build an efficient direct sales team and improve the cohesion of the direct sales team. So, what factors directly affect the cohesion of the direct sales team? 1. Compatibility of direct sales team members Partners in the direct sales team come from all walks of life and have very different social backgrounds, environmental backgrounds, educational backgrounds, and personalities. The compatibility of direct selling team members is the degree to which direct selling team members and indirect partners accept each other, which is reflected in the homogeneity and complementarity of each direct selling team member. Hobbies, interests, goals, beliefs, etc. among members of the direct sales team are homogeneous, while personalities and knowledge are complementary. The amount of homogeneity and complementarity are related to the strength of the cohesion of the direct sales team. 2. Needs of direct sales team members According to Maslow's hierarchy of needs theory, human needs are divided into five levels from low to high, namely physiological needs, safety needs, social needs, esteem needs, and self-actualization needs. The level of need is highly developmental. Under normal circumstances, high-level needs will arise only after low-level needs are satisfied. It is generally difficult for a person with a small salary to regularly participate in entertainment activities. He often focuses on how to make more money to first satisfy his own physiological needs. Among the five levels of needs, social needs, also called belonging needs, are based on physiological needs and safety needs. Only when social needs are satisfied, will further esteem needs and self-actualization needs arise. From this point of view, the cohesion of the direct sales team is related to the 5-layer needs of the direct sales team members. 3. Direct selling team norms Direct selling team norms are the code of conduct that every member of the direct selling team must follow. It is a series of standard systems that unify the behavioral concepts of direct selling members. Direct sales team norms include written and unwritten ones. The written ones include various internal rules and regulations of the direct sales team, and the unwritten ones include the agreed-upon ideas and concepts of direct sales team members. Direct sales team norms are the invisible force that maintains the behavior of direct sales team partners and are the yardstick for evaluating the behavior of direct sales team members. Direct sales team members who strictly follow the direct sales team specifications will be commended and encouraged. On the contrary, he will receive pressure and criticism from other members, forcing him to return to the norms of the direct sales team. Otherwise, you will be "punished" by the direct sales team norms. Therefore, direct sales team norms are the driving force for the cohesion of the direct sales team. It can straighten out the individual goals of each member and make them consistent with the goals of the direct sales team. If there is a lack of direct sales team norms or rules are not followed, it will be difficult for the direct sales team to form cohesion.

4. The external environment of the direct selling team. Today’s world is a rapidly changing world. Science and technology are changing with each passing day. Direct selling companies compete with each other and poach talents from each other. The phenomenon of different systems of the same direct selling company, in order to Personal grievances and interests are not non-existent, as are mutual deficiencies, mutual conflicts, and mutual attacks. All of these factors will more or less directly affect the cohesion within the direct sales team. If a direct sales team wants to develop, they must keep up with the trends of the times, adapt to various environments, and resist various "temptations" and risks, otherwise they will be eliminated by society. Facing the pressure of the times, most members of the direct sales team will have a sense of urgency and the ability to resist. They will unite consciously or unconsciously to adapt to changes in the environment and naturally form a cohesion. As the external environment changes, the cohesion of the direct sales team will also change. Only if the direct sales team leader is good at making use of the external environment can the cohesion of the direct sales team last for a long time and continue to increase. 2. Ways to enhance the cohesion of the direct selling team. The direct selling industry itself is a loose industry. Some direct selling partners entered the direct selling industry only after they recognized the direct selling products, and some entered the direct selling industry with the purpose of making more money. Direct selling partners have different purposes for entering the direct selling industry, different interests, hobbies, and different social backgrounds... They also have different ways of thinking about problems, and they also have different views on direct selling and their needs in the direct selling industry. What's more, Compared with traditional industries, the direct selling industry has no "binding force" between partners and partners, and there is no "binding force" for subordinates to obey their superiors. If the direct sales team wants to enhance cohesion, it must seek common ground while reserving differences, trust each other, understand each other, tolerate each other, develop together, and make progress together based on the different needs of different partners. 1. Strengthen good communication among members of the direct selling team. In daily direct selling work, communication is an important link to maintain team spirit and cohesion. Relevant research shows that 70% of errors in direct sales team management in my country are caused by poor communication. With relatively smooth communication channels and frequent information exchange, each member of the direct sales team will not feel depressed, the work will be more effective, and the goals can be successfully achieved. In a direct sales team, when personal goals are consistent with the team's goals, direct sellers will easily develop trust in the direct sales team, morale will be improved, and cohesion will be more profoundly reflected. Therefore, the top management of the direct sales team should promptly inform each direct seller of the determined long-term development strategy and short-term goals, and maintain communication and coordination. At this time, members of the direct sales team have a strong sense of professionalism and responsibility, show a sense of honor and pride in the team's performance, are willing to actively assume the team's tasks, and the working atmosphere is at its best. Through communication, it can promote the flow of information among direct sellers, strengthen understanding between direct sellers, enhance friendship, promote mutual acceptance among direct sellers, and improve compatibility among direct sales team members. In the current situation of the direct sales team, communication among direct sales team members must be especially strengthened. This is because, with the development of the market economy, the number of licensed direct selling companies continues to increase. In order to remain invincible in market competition, the direct selling team must innovate and reform to enhance the cohesion of the direct selling team. This will inevitably touch the interests of some members and create resistance. If the direct sales team does not pay attention to strengthening communication with these people, these people may have an erosive effect on the cohesion of the direct sales team. 2. Create a sustainable development environment for direct sellers. The interests of the direct sales team are based on the interests of direct sales partners. Without ensuring the personal interests of direct sellers, there is no way to talk about the overall interests of the direct sales team. While pursuing the sustainable development of the direct sales team, we must also take into account the sustainable development of the direct sellers. The famous Maslow's theory divides human needs into three levels: survival needs, relationship needs and growth needs. In order to control the loss of team strength, this requires the direct sales team to provide a complete set of incentive training mechanisms for direct sellers, create a good atmosphere for learning and improving personal abilities, and help direct sellers achieve self-growth and pursue value.

The training of the direct sales team should be connected with the culture of the direct sales team, focus on the subtleties, and be integrated into production and life. From the details of being a person to the essence of doing things, from theory to practice, we should train direct sellers in an all-round and multi-angle way. sense of belonging, mission and values. The comprehensive growth of direct sellers will also provide a strong follow-up impetus for the development of the direct sales team and push the modern management of the direct sales team into a virtuous cycle. 3. How to transform cohesion into the power of an efficient direct sales team. The 21st century is an era where team comes first. All undertakings will be team undertakings. It is no longer difficult to achieve great achievements relying on personal abilities. This requires a kind of team cohesion, as the lyrics sing: "Unity is strength." Only by having a direct sales team with strong centripetal force, cohesion, and combat effectiveness, and a group of direct sellers who encourage, support, learn, and cooperate with each other, can the cohesion of the direct sales team be effectively transformed into the strength of an efficient direct sales team. With endless motivation, your direct sales team will continue to grow and its combat effectiveness will continue to increase. 1. Design an efficient team. In the actual operation process of direct sales team building, designing an efficient direct sales team is not an easy task, but it is not as difficult as most people think. You can usually simplify the building of a direct sales team with the help of some common management tools. In-depth self-understanding of the direct sales team members, clarifying the strengths and weaknesses of the team members, preferences for work, problem solving methods, basic value differences, etc.; through these analyses, we can finally form a consensus among the direct sales team members. Beliefs and a consistent view of the team's purpose to establish the rules of the game for team operation. Every direct sales team has its strengths and weaknesses. To achieve success in performance sales, a direct sales team must also be able to correctly face external threats and opportunities. By analyzing the environment in which the team is located, assessing the comprehensive capabilities of the direct sales team, and identifying direct sales The gap between the team's current comprehensive capabilities and the team's goals to be achieved to clarify how the team can leverage its strengths, avoid threats, and improve its ability to meet challenges. With the direct sales team's mission as the guide, each direct sales team member should clarify the team's goals and action plans. In order to stimulate the passion of team members, phased milestones should be established so that the team can see, touch and create the mission goals. Come up with fantasies that excite members. Taking the right action at the right time is the key to the success of the direct sales team, starting the task of the direct sales team; when the direct sales team encounters difficulties or obstacles, the team should seize the opportunity to analyze and solve them; and what should the team do when facing internal and external conflicts? When to alleviate or eliminate the problem; and when and where to obtain corresponding resource support, etc., we must make the best of the situation and seize the opportunity. How to act involves the operation of the direct sales team. That is, how to divide labor within the direct sales team, the responsibilities of different team roles, the authority to perform, coordination and communication, etc. Therefore, there should also be clear descriptions and explanations of job responsibilities among each member of the direct sales team to establish working standards for direct sales team members. Regarding this problem, many direct sales teams are currently easily ignored in team building, which may also be one of the reasons for the low efficiency of team operation. For a direct sales team to operate efficiently, team members must clearly understand why they want to join this team. What are the positive and negative impacts of the success and failure of this team on them? To enhance the sense of responsibility and mission of direct sales team members. 2. Provide direct sellers with opportunities for "further study". Only a learning direct sales team that knows how to constantly enrich themselves can create "miracles" in a developing society. From the perspective of the role of learning, traditional marketing teams do not have a strong sense of learning. Most of them are satisfied with their inherent knowledge and experience, but do not consciously absorb new knowledge and do not actively carry out horizontal learning. In the learning direct sales team, both in terms of mechanism and concept, they are full of strong awareness of re-learning, good at combining theory and practice in practice, and good at discovering the advantages of others and absorbing them. Faced with such direct sellers, direct sales team leaders need to be good at creating learning opportunities and organizing learning.

Dissonance can also arise between direct sales team members and their surroundings. Leaders should help direct sales team members become familiar with the work environment, learn and master relevant knowledge, so as to facilitate the timely completion of sales targets. Third, communication and coordination between the direct sales team and other systems of the company. In the process of direct sales work, the relationship between the direct sales team and other systems of the company will also produce various conflicts. This requires leaders to communicate and coordinate well with them to strive for more sufficient support for their direct sales team. resources and a better environment, and continuously achieve a clear understanding of work processes, work goals and other systems to better promote the realization of work goals. 8. Give full play to the motivational role of direct selling leaders. In the process of direct selling work, due to strict target constraints and changing external environments, leaders must use various motivation theories to motivate direct sellers in a timely manner, encourage and stimulate the enthusiasm of team members, Take initiative and give full play to the creativity of team members. 9. Flexible authorization and timely decision-making. With the construction and development of the direct sales team, leaders should allow team members to share responsibilities through authorization, enable team members to participate in the team's decision-making process, and allow individuals or groups to work in their own more flexible way. First of all, through flexible authorization, it shows the leader's trust in his direct sales team members and also gives team members room to learn and grow. This kind of trust can lay the foundation for team trust and is also the embodiment of team spirit between leaders and direct sellers. Secondly, delegation is conducive to giving full play to the enthusiasm and creativity of team members. Everyone has the desire to realize self-worth. Challenging tasks enable them to continuously expand their knowledge and skills and explore their creative potential. The success of every job is not only the success of leadership and management, but also the success of all direct sales team members who realize their self-worth. Thirdly, flexible authorization is conducive to timely decision-making. On the one hand, direct sales team members can make timely decisions based on changes in the internal and external environment within the scope of their authorization; on the other hand, through flexible authorization, leaders gradually shift their work focus to key point control, target control and process monitoring. The leader's work focus has shifted from inside to outside, focusing on handling the relationship between work and the direct sales team or society, and ensuring the operation of the direct sales team from the outside. In short, the cohesion of a direct sales team is an invisible spiritual force and an invisible link that closely connects the members of a direct sales team. The cohesiveness of the direct sales team comes from the conscious inner motivation of team members and from the values ????of consciousness, which is the highest expression of team spirit. Generally, high team cohesion leads to high team performance. The cohesion of the direct sales team is externally expressed as