Course Background:
Why are there not enough leaders available or capable?Why is the team not cohesive enough?Why is the team not strong in execution?Why is there not enough responsibility?Coupled with years of cognitive understanding bias on management ability. Although in the leadership position, no one really followed, the team lacked cohesion, execution, responsibility, and all behaviors were based on self-interestManagement ability has become the top priority of enterprise development and talent development. The root cause is a lack of leadership leadership.
Cohesion is the appearance, leadership is the core, and execution is the result. The hearts are not together, and the performance results are mediocre. The team does not have stable performance, and it is essential to have an elite team to achieve organizational performance goals, and the state of the team depends on the leadership ability of the leader.
This course starts from the perspective of leadership macro cognition and mentality adjustment, combines interactive experience and scenario simulation, infiltrates the training theme through cases, avoids rigid theoretical indoctrination, integrates into current hot topics, fully mobilizes the enthusiasm of participants, stimulates the enthusiasm of active thinking and willingness to express opinions. Pay attention to the timeliness of training and reflect the value of training.
Course Benefits
Role positioning: Make it clear to the trainee how to achieve the task through others.
Goal setting: Make your team's goal management more standardized.
Communication window: Improve the communication difficulties of managers in the management center.
Incentive communication: the trade-off party shows the big picture, and the great wisdom of work management gets twice the result with half the effort.
Innovative thinking: adapt to the new generation of career management.
Feedback system: the basis for the trainee marketing staff to work voluntarily and spontaneously.
Course Duration:3 days, 6 hours a day
Course Target:Middle-level management cadres, project managers, etc., including leaders, professionals, parents, teachers, and social figures.
Course Method:Practical cases will take you to learn and use on-site output learning results, and coaches will accompany and guide after-class homework + tutor Q&A.
In the classroom, visual process, first-class teaching, guided teaching, role drills, action learning, process design, interactive problems, etc., the whole process adopts action learning method, a lot of time for students to practice making courses, and teachers explain on-site with targeted guidance
Course outline
Lecture 1: Cognition - Breaking through the underlying logic
1. The cornerstone of thinking (foundation and principle) for leadership improvement1.Two core foundations - a sense of belonging and a sense of achievementFive basic principlesPrinciple 1: Inspire kindness in othersPrinciple 2: Problem SolverPrinciple 3: It's best to choose nowPrinciple 4: Positive behaviorPrinciple 5: Change is inevitable2. Three kinds of people in learning- Prisoners, passers-by, explorers3. Employee's execution = leadership of leadershipMethod:Five-step method for employee execution improvementHands-on:Five-step interaction and exercisesFourth, the fourfold cultivation of improving leadership1.Build a team2Building Trust3Establish a system 4Build a culture5. Games change leadership1.New changes in leadership in the Internet age 2The new generation of employees is difficult to manage3Build a gamified organization in four steps.
Lecture 2: Leadership Approach Enhancement – Improving Performance and Building Consistency
First, the role of managersManagement: Completing tasks through others1) Manager's mission: to cultivate employees and build team combat effectiveness.
Three roles: leadership, management, and execution
a. Lower-level heavy execution: mission must be achieved b. Middle-level heavy management: comprehensive c. High-level leadership: create an atmosphereSecond, the work mentality incentivePositive energy atmosphere creation - cultural management1) Core team building, 2) Benchmarking, 3) Positive atmosphere creation, 4) Thanksgiving cultural inheritance, 5) Protection of outstanding employees, 2Negative energy venting space - open and equal expression 3The sense of responsibility strengthens the incentive - the power source 4Re-reward the top three - PK mechanics and atmosphere 5The outstanding ones are highlighted - the honor privilege is embodied in 6Keeping promises – the process of building trustInteractive:Incentives are not "chicken soup" but mechanisms3. Create work consistency (build a team with a "win" culture).
Discussion:Is "home" culture an incentive or a constraint?
1.When an employee leaves the company23When giving feedbackFourth, the manager's time managementMethod:Time matrixCase:Cross quadrantMethod:GTD Time Management MethodCase:Practice:Collect, organize, organize, review, executeMethod:Life management nine-square gridCase Exercises:Nine-square grid to control time practiceFifth, target management - the driving force of enterprise development1.There are three major goals of team management: directional goals, process goals, and rational goalsFour major problems in objective managementProblem 1: Insufficient employee participation and low motivation for executionProblem 2: Lack of resourcesProblem 3: Unreasonable goal splitProblem 4: Frequent changes in goalsTeam goal, united front
Discuss:Why can't the team goals set be achieved?
Method 1: OKR Objective Management Method.
Method 2: Goal-focused approach: Set goals that make students passionate.
Goal Writing Formula
1) Cross Quadrant Goal Setting Method 2) Bottom-up + Top-Down Targeting.
Management by Objectives – Focus on results
1) Set goals 2) Beer gatherings 3) Implement follow-up 4) Achieve goals
Lecture 3: Leadership Communication Improvement - Listening and Feedback to Empower Management
1. Empathetic listening - listen attentively and establish an emotional account with employees1.What is an emotional account?
Practice:Open an emotional account.
2.Deposit tips: have a surplus but no overdraft1) From the other party's point of view, 2) Open and positive attitude, 3) Grasp the timing, 4) Do not stick to the form, dynamic change, 5) Long-term persistence3.Three steps to empathetic listeningStep 2: Take a deep breath – make sure you're not listening with emotionStep 2: Ask a question – give feedback in real time and respond in a timely mannerStep 3: Tell – Repeat and confirm important information.
Considerations for empathetic communication
Note 1: Body language is more important than wordsNote 2: Different expressions have different effects
aWritten language: calm, objective, precise:
Verbal language: simple and direct, credible.
c Body movements: internal reactions, subjective.
2. Give and receive feedback1.Performance appraisal ≠ feedback2.Feedback classification: encouraging (positive) feedback, adjusted (negative) feedbackThere are three levels of positive feedback: indifference, verbal praise, and second-level feedbackCase:Fragment of "Bright Sword".Conduct effective performance interviewsInteractive:BIC model at workMethod:7-step approach to performance interviewsKey points:3 points of concern in the performance interview (subordinates will listen, not **, and are willing to accept change).3. Communication window - improve interpersonal relationshipsPrinciples:The Windows Principle (a "self-conscious discovery-feedback model").1.Privacy QuadrantLayer 1: DDS (Deep Dark Secrets) Layer 2: I'm sorry to sayThird floor: Forgot to mention
aThe curse of knowledge: not to judge by one's own knowledge and experience.
bThe curse of love: Take it for granted.
Case:The relationship between the adolescent child and the mother.
2.Blind Spot Quadrant1) Highly trusted working partner 2) Fully competitive peers 3) Customer complaints and feedbackPotential Quadrant1) Discover the strengths of each employee 2) Fully mobilize the enthusiasm of the teamPublic Quadrant1) Transform the privacy quadrant into the public quadrant 2) Transform the blind spot quadrant into the public quadrant.
Lecture 4: Leadership Breakthrough - Breakthrough Thinking and Scientific Decision-making
1. Situational leadershipMaster coaching leadership1) Different: thinking mode, goal orientation, leadership style, management of directors, communication style 2) Same: dedication, results, and leading by exampleSituational coaching style of leadershipCase Exercises:Situational leadership simulation exercises2. Innovative breakthrough tools1.Breakthrough thinkingInteractive:Look for breakthrough thinkingGroup co-creation:Challenge the impossibleThe importance of thinking outside the box1) Externally - competitiveness, 2) Internally, learning ability, 3) Doing things - solving problemsThree ways to think outside the boxPathway 1: Valuing Complaining Pathway 2: Stimulating Desire Pathway 3: Negative to positive of limiting beliefsBreakthrough and innovative problem solvingTools:Nine-square grid method 1: brainstorming.
Method 2: Three-position planning method.