Members

Now, we have close cooperation and communication with many famous groups in the field of chalcogenide at home and abroad, and the team is mainly engaged in the design and preparation of new semiconductor photovoltaic materials and their applications in single-junction and multi-junction photovoltaic and other aspects. The team has broken the world record of chalcogenide triple-junction photovoltaics and achieved great progress in stability (Nature, 2023, 618, 74-79.), and has published more than 40 papers so far, among which the first/corresponding authors have been published in the top journals, such as Nature, Nature Energy, Joule, Nature Communications, Nature Communications, Advanced Materials, J. Am. Chem. Advanced Materials, J. Am. Chem. Soc., Angew. Chem. Int. Ed, and so on, and has published 16 articles. The paper has been cited more than 4400 times with an H-factor of 31.

Team Building

• people-oriented

The first priority is to realize the rapid growth of students, staff and mentors together, which includes the improvement of their own competence as well as the relevant outputs that prove their competence.
Service-oriented team culture: The core responsibility of the subject matter leader and core staff is to serve the needs and growth of the team members before directing and managing. At the same time, any member is also a servant and supporter of the team and other members.
Creating a productive (less internal conflict), cooperative, and happy teamwork and living environment. Cooperation includes common growth, the realization of a certain goal and the completion of related projects. Each member of the team is the master of the team, and it is everyone's responsibility to realize the healthier development of the team.

• win-win cooperation

Make the cake bigger and distribute it as rationally as possible. The goal of multi-knot stacking is destined to do well only if you cooperate with others and have an open spirit of mutual assistance. It is not only important to strengthen cooperation within the team, but also between teams.

Openness to help one another: There is a positive correlation between one's achievements, status and other gains and one's impact on the world. An open spirit of mutual support is a magnifying glass to expand one's influence. What has been published by one's team is fully open, what has not been published is open at the discretion of the first/corresponding authors (unless I specifically tell the first/co-corresponding authors to maintain confidentiality, then it is up to the first/co-corresponding authors to decide), and no one else should disseminate the core published content of the work without the permission of the first/co-corresponding authors.
Collaboration within the team: valuing mutual support among colleagues, enthusiasm and patience.

The proposer of the Idea naturally has the priority to choose whether to continue to work on it or not, and if he/she doesn't have the time or is occupied by other important things, it is recommended to share it with other people, at least ordinary authors, and if he/she has been tracking and assisting in the whole process, he/she can act as a co-author or newsletter.The attribution of the Idea is based on presenting it at the group meeting. Others can gradually refine the Idea, and those who have significantly improved are also the corresponding general authors. Encourage everyone to share and gradually improve the Idea, and then select the best ones to realize.
The best way to protect your Idea is to realize and publish it quickly. The best way to keep yourself producing high quality Ideas is to read the literature, think about it, present it, discuss it, reimagine it, and realize it.

• High-impact core work

It is recommended that each person, as the first person in charge, should have only one core job, preferably no more than two, and that the core job should be the kind of job that, when it is done, he/she is proud of and thinks that it should be the best he/she can achieve in the short term (e.g., 1 year - 3 years). (In order to meet the graduation needs of the student and to practise, the student can be supported to send a small job first, e.g. for the first six months the student sends a small job)
There is no limit to the number of collaborative (including co-first, co-corresponding, regular author, etc.) work.

Bigger jobs (moon landing program, Elon Musk): when a job feels like it will have a great impact but is extremely difficult, be brave enough to do it, or even focus the whole team on it, big important jobs, and other teams are more reason to help out, and believe that important jobs can even pry the resources of the whole world to make it happen. Doing scientific research Elon Musk is not difficult, because the cost of trial and error is low.
It is a challenge to each of us to strive for the core work to become more and more important every year.