Course Description:
Strategy determines whether the enterprise is deep or not, and leaders decide whether employees are close or notDecision-making determines whether the enterprise is dead or not, and the mechanism determines whether the enterprise is alive or notThe team determines whether the enterprise is strong or not, and the culture determines whether the enterprise is longImplementation determines whether the benefits are good or not, and innovation determines whether the enterprise is old or not.
As a manager of an enterprise, we must understand that we have two management objects, one is people, one is a thing, and all things are done by people, so the key is to manage people well;As managers, we must also understand that we must first manage ourselves well, so that we can manage our employees well, and focus on shaping the team.
Whether the team is excellent or not, the key depends on the results of the team, and only the results can prove the strength of the team!Team results are largely based on the leader's behavior.
This course is specially developed for the senior management cadres of high-tech enterprises (Internet, etc.), it has strong practicability and operability characteristics, adheres to the attitude of academic research and closely combines the current situation of the leadership and management ability of enterprise management cadres and carefully develops, mainly from the management positioning and cultivation, leadership characteristics and methods, efficient communication and management, effective authorization and monitoring methods, employee motivation and traction techniques, etc., to help senior management cadres become the real backbone of the enterprise!
Course Benefits
Comprehensively understand the positioning and cultivation of senior team leaders Deeply understand the characteristics of team leaders and the leadership style of forging an excellent team Master the skills of team communication and collaboration, so that communication is like a fish in water, Master the systematic methods of team authorization and motivation
Course Duration:
1 day (the duration and content of the training can be adjusted according to the situation).
Course Audience
Senior Management Manager
Course Approach
1.Diversified teaching methods, 70 30 principles: 70% expert theoretical explanations, case analysis, management tool use instructions, (30% of students interactive seminars, role plays, practical exercises, only available in 2 days of courses), experience learning Xi from various ways, and deepen the impression. 2.Theoretical teaching + case analysis (+ group interactive discussion + situation simulation, only available in 2 days of courses), the case is suitable for practical work, explaining from shallow to deep, turning difficulty into easy, so that students can learn the essence Xi of management from the cases that happen around them at work. 3.Through case analysis and operation tool explanation, students can check and inspire themselves in combination with their own work, so that students can understand their own shortcomings and areas that need to be improved and paid attention to from "doing".
Course outline
Lecture 1Positioning and cultivation of senior managers
1. The business process of the enterprise and the decathlon of senior managers.
Second, the correct positioning of managers 1Description of the manager's function 2Job Requirements for Managers 3The three-tier positioning of managers 4The four roles of the manager 5The five management of managers 6Eight Positions for Managers.
Third, the quality characteristics of managers 1Quality requirements for managers 2The prestige of managers is established 3The changing role of managers.
Fourth, the ability requirements of leaders.
5. The basic cultivation of leaders is 1The case of the four principles of the leader: what did Mengniu's Niu Gensheng rely on to get the first pot of gold entrepreneurship 2A case of multiple patterns for leaders: ASD accommodates an owl cowman doubling its listingLecture 2Characteristics and Styles of Leadership
1. Running a business is a business relationshipInternal Relations 2External Relations 3To manage a relationship is to manage a life.
2. Leadership Analysis Case Study: Why Tang Seng Can Be a Leader 1Power Analysis 2The Precept of Power 3Impact Analysis 4Power & Influence.
3. Eight traits of good leadership 1Have a public heart 2Be a leader in the business3Integrity 4Foresight 5Incendiary 6Stick to 7Affinity 8Care for subordinates.
Fourth, the leadership of managers to improve 1Leader's Behavior 2Five-Factor Leadership Model 3Six-Latitude Leadership Model.
Five-dimensional and six-dimensional leadership cultivation 1A word is worth a thousand charisma 2Resourceful decision-making 3Organizational power to integrate resources 4*Far-sighted planning power 5The teaching power of leading the team to educate people 6Motivation to enlighten the mind
Lecture 3Efficient communication management
1. Basic knowledge of communication psychology
2. Communication tips for harmonious interpersonal relationships.
3. Why is the ditch not passable?
4. How to communicate with the boss (common communication obstacles) Communication form 1: Accept instructions Communication form 2: Report communication form 3: Discuss problems Communication form 4: Express different opinions (real cases) 5. Communicate with peers.
6. How to communicate with subordinatesCommunication Form 1: Issuing Orders Communication Form 2: Listening to Reports Communication Form 3: Discussing Problems Communication Form 4: Sales Suggestions (Realistic Cases).Lecture 4Effectively authorize the law of monitoring
1. Can I authorize it?What is the mandate 2Authorization is not what 3Why not authorize 4Features of manager authorization.
2. Three elements of authorization1Job description 2Work Assignment 3Breakdown of power.
3. The four types of work authorized 1Must be authorized for work 234Work that should not be authorized.
Fourth, the five principles of authorization 1Rights and Responsibilities Countermeasures 2Moderate Authorization 3Personalized Authorization4Step by step 5Establish "conventions".Lecture 5The art of employee motivation and traction
1. Overview of incentives 1Incentive Definition 2Spiritual Incentives vs Material Incentives.
2. Motivation Trilogy 1Target 2Understand the requirement 3Meet the demand.
3. Motivation 5 Treasure Magic Weapon 1: Recognition Magic Weapon 2: Respect Magic Weapon 3: Care Magic Weapon 4: Trust Magic Weapon 5: Honor.
Fourth, the goal of motivation 1Establish a shared vision for the organization2Guide employees to move forward bravely with a common goal3Make good development opportunities for employees clearly visible4Set organizational and personal goals5Set priority improvement target 6Plan your employees' careers.
5. Participation and incentives1Carry out rationalization proposal activity 2Goal 3 is developed together4Adopt a democratic decision-making system5Focus on process involvement6Information sharing through participation.
6. Emotional motivation 1Establish a Mutual Aid Committee for Employees2Hold a birthday wedding celebration 3Document the wishes of your employees and help them achieve 4Write personal comments to employees and compare growth 5Write a letter to the employee's parents Send a gift6Care about the employee, not just the job7Managers should start from their daily work, business consulting: teacher 13857108608 (WeChat).