Course Background:
Managers must be the "difficult" force - the middle level not only has to upload and distribute, but also to communicate left and right, and the manager is naturally the "intermediate" force - there are high-level and employees, and they must play the role of "sandwich biscuits".
Managers must be the "strong" force - the position determines the responsibility and responsibility of middle managers.
As Peter Drucker, the father of modern management, said: "Effective managers and high-execution teams are the basic guarantee of business success".
All enterprises are looking for ways to improve the ability of management teams, however, most enterprises ignore the fundamentals of managerial ability: management thinking and awareness, internal motivation, professional quality, sense of responsibility, emotional control, work skills, team leadership ability, etc. Only by training and improving from the internal fundamentals of the system can it be possible to reflect the truly automatic and spontaneous professional management ability in the behavior of managers.
In practice, it is not easy to be a good middle manager. First, we must be good at discovering the advantages of others, take the initiative to communicate with others, do big things carefully, do small things thoroughly, give full play to people's subjectivity, mobilize everyone's enthusiasm, and actively participate in management, so as to achieve better results. Second, we must find our own shortcomings, take the initiative to learn and Xi, master better and newer management methods, improve the business level and communication and coordination ability of our team, and continuously enhance team cohesion.
Course Benefits:
Clarify the role of the job - change the thinking concept that managers should have, and establish a clear professional awareness and thinking;
Master management skills - understand objective management, plan management, coordination and control, and improve department performance;
Learn to manage the team - learn the team management skills such as mentality, communication, motivation, and empowerment to build an efficient team
Do a good job in emotional stress management - master the skills and methods of emotional and stress management, and devote yourself to work and life;
Improve leadership ability - master different leadership methods, cultivate, motivate, develop and retain people;
Cultivate team spirit - enhance team awareness and organizational concept, and build team cohesion.
Target Audience:Middle managers.
Mode of Delivery:50% of theoretical teaching + 20% of practical training + case analysis (10%) + tool application (10%) + practical Q&A (10%)
Number of course days:2 days, 6 hours a day.
Course Highlights:Authoritative, mature, comprehensive, systematic and practical.
Course outline
Foreword: The Role Orientation of Managers: Management Cognition and Self-Positioning
1. The origin and definition of middle-level management cadres
Second, the three realms of middle-level management cadres
1.Be a manager.
2.Sit the manager.
3.as a manager.
Third, the four kinds of dislocation of middle-level management cadres
1.Leader of the masses, representative of the people;
2.The princes of one side, the king of a small country;
3.Model worker, production model;
5.A small soldier, a natural pawn;
Fourth, the responsibilities of middle-level management cadres
1.Connecting link.
2.Connecting the past and the future.
3.Bearing point opening.
Fifth, the three major difficulties of middle-level management cadres
1.Recognition by leaders.
2.Peer support.
3.Respected by subordinates.
Sixth, the three major internal injuries of middle-level management cadres
Interaction Analytics:The basic qualities that middle-level management cadres should have?
Case Discussion:Leaders complain, subordinates ridicule, how is the middle-level "splint gas" caused?
Training Program:"Team Sculpture" - Mentality and Passion.
Lecture 1: Mindset Management Skills Training – The Roots of Motivation and Initiative
1. Four major psychological principles
1.Hidden power principle.
2.Holographic principle.
3.The principle of positive and negative energy.
4.The principle of concern.
2. The impact of mindset on work and health
Reasons for the emergence of mentality:
1) How much positive and negative energy is;
2) Knowledge and ability;
3) Surrounding environmental impact.
2.Manifestations of the state of mind: emotions, language, and behavior.
The Power of Mindset:
1) Tranquility of mind --- motivation of wisdom;
2) Psychological breakthroughs --- the key to success.
4.The relationship between mindset management and sub-health.
3. 6 tools for mindset management
1.Degree of Change:
2.Enjoy the process.
3.Live in the moment.
4.Compare down.
5.Adversity Quotient (AQ).
6.Create a small environment.
Fourth, carry forward the professional mentality of modern people
1.The investment pays off.
2.Loyalty leads to trust.
3.Initiative leads to innovation.
4.Dedication is honorable.
Case Discussion:In the face of employees who often complain, how to solve the "nerve-wracking" problem?
Lecture 2: Communication Management Skills Training - Resolving Internal Confrontation and Serious Internal Injuries of Conflicts
1. Definition of communication
1.The role of communication.
2.Purpose of communication.
3.Principles of communication: understanding and respect.
Two ways of communicating
1) Individual communication.
2) Two-way communication.
Second, the three elements of communication
Speak, listen, give feedback.
3. Eight lessons for effective communication
Fourth, the expression and effect of communication
1.Words account for 7%.
2.Intonation accounts for 38%, 3Body language accounts for 55%.
5. Communication skills at different levels
1.Superior: Cultivate tacit understanding.
2.Level: Empathy.
3.Subordinate: Listen to the sound.
6. Communication behaviors that hinder the development of the team
VII. The nature of the conflict
1.Positive conflict vs. negative conflict.
2.Obligations to be observed by both parties to the conflict.
8. Three Catch-Laws for Conflict Coordination
1.Whether or not the self-esteem of others is maintained
2.The conflict is the act or the conclusion.
3.Whether you understand the situation of others.
9. Two major tools for conflict management
1.Snake Bone Diagram Tool.
2.Fishbone Diagram tool.
10. Cross-departmental communication skills
1.Respect.
2.Self-control.
3.Helping others.
4.Play.
5.Distance.
Case Study:I have no power and other departments don't buy my account, what should I do?
Training Program:"Distress at Sea" - Communication and Decision-Making.
Lecture 3: Decision Management Skills Training - Planning and decision-making are strategic considerations to achieve goals
1. Classification of decision-making
Individual vs. collective decision-making.
Second, the way of scientific decision-making:
The organic combination of democratic centralism decision-making and expert decision-making.
3. Tools for collective decision-making – brainstorming
1.Keys to success.
2.Brainstorming principles.
3.Benefits of Participating in Brainstorming.
Fourth, pay attention to the psychological phenomena in decision-making
One of the phenomena: herd mentality.
Phenomenon 2: Group pressure.
Phenomenon 3: Personal control.
Phenomenon 4: Small team mentality.
Phenomenon 5: The battle of will.
5. Managers' responsibilities in decision-making
1.The first thing is to create a relaxed and harmonious environment.
2.In the decision-making process, control the decision-making process.
3.Good at capturing the sparkle points.
4.Be good at using differences creatively.
5.Be good at summarizing, inducting, and making decisions decisively.
6. Five functional obstacles to team decision-making
1.Lack of trust.
2.Fear of conflict.
3.Lack of input.
4.Evading responsibility.
5.Ignore the results.
7. Code of conduct for team decision-making
Case Discussion:How can this mess quickly produce performance?
Lecture 4: Executive Management Skills Improvement - Measures and Means to Achieve Goals
1. Build a culture of execution
1.Obedience is the first vocation.
2.There are no excuses.
3.Be the best employee.
4.Go beyond the employment relationship.
Second, the implementation of the eight-character policy:
3. The 16-character principle of implementation
Fifth, the implementation of the 24-word strategy
Sixth, the four principles of building execution
1.Short board principle.
2.Stove principle.
3.The queen bee principle.
4.The Hedgehog Principle.
5.Fishing snake principle.
7. Objective management in implementation
1.Principles for setting goals.
2.Steps to set goals.
3.Tools for objective management.
8. Time management in execution
1.Jahari window for time management (four-quadrant diagram).
2.Principles and sequences in time management.
3.How to change old Xi.
9. Eight major mistakes in implementation
Case Discussion:Discussion: Should this money be reimbursed?
**Video:Fragment of "Bright Sword" "Cavalry Company, Attack".
Training Program:"Leader's Style" - Implementation and Motivation.
Lecture 5: Motivation and management skills improvement - unstable morale, low morale, and low morale
1. The theory of incentives
1.Maslow's Theory of Needs.
2.Herzberg's Theory of Motivation.
3.Selectable incentive menu.
Second, the three major killers that affect cohesion
3. Six tricks to motivate
1.Criticism Incentives 2Competitive incentives.
3.Goal Motivation 4Crisis incentives.
5.Tolerance Incentives 6Empowerment incentives.
Fourth, the incentive menu that can be used frequently
5. Individualized incentive methods
1.Praise employees for the skills they should pay attention to.
2.Zhou Harry Window: Responsibility - Technology.
Motivation methods for employees with different characteristics
1) Commanding type.
2) Relational.
3) Intellectual.
4) Sapper type.
4.Techniques for criticizing employees.
6. Six mistakes in motivation
Case Discussion:**The season is coming, the employees are in a mood, what should I do?
**Video:Fragment of "Bright Sword" "Li Yunlong - Battlefield Inspiration".
Lecture 6: Knowing and employing people, improving leadership skills - knowing people and being good at their responsibilities and stimulating their potential
1. PDP core concept and trait model
1.Choose the right people, use the right people, educate good people, and keep good people.
2.There are no useless people, only bad ones.
3.Elements of a competent job.
2. Accurately recognize innate traits
1.Dominating thinking patterns and behavioral Xi.
2.Expressive thinking patterns and behavioral Xi.
3.Patient thinking patterns and behavioral Xi.
4.Precise thinking patterns and behavioral Xi.
5.Integrated mindset and behavioral Xi.
3. Grasp the management ability of different talents
Fourth, the way of communication varies from person to person
Fifth, the incentive method is different from the person
6. Authorization methods that vary from person to person
7. PDP team building thinking change
The law of team building and collocation
1) Barrel principle and team building.
2) The rule of team building: give full play to the advantages and complement each other's advantages.
2.Team building and collocation model analysis.
8. Improve the working state (how to improve).
1.Focus on the improvement of satisfaction and energy consumption.
2.Pay attention to the play of characteristic strengths.
Case Discussion:on employees who perform well"Tasteful", how to deal with it?
**Video:Fragments of "Bright Sword" "To Rob", "Li Yunlong and Zhao Gang Dialogue".