Course Duration:
1 day (the duration and content of the training can be adjusted according to the situation).
Course outline
Foreword:
[gf]27a4[ gf] * Explosive growth and management problems of young teams;
[gf]27a4[ gf] Illustrate the value of non-ex officio influence in project management.
Chapter 1: Understanding non-authority influence
1.What is non-authority influence?
2.the difference between power influence and non-power influence;
3.Why do you need non-authority influence?
GF]27A4[ GF] Is the new generation of employees difficult to manage?
gf]27a4[ gf] The traditional management model is no longer effective;
4.7 basic changes in management in the new era;
5.4 basic characteristics of management in the Internet era;
6.Characteristics of the new generation of employees:
7.**, challenges and obstacles to non-authority influence;
8.ways and means to increase non-authority influence;
9.How to improve personality charisma? Schematic diagram of personality charm.
Chapter 29 rules of non-authority influence
1.The law of the lid: the pattern and the realm determine the effectiveness of the leader;
2.The rule of navigation: anyone can be at the helm, only the leader can set the course;
3.The Law of Empowerment: Leaders should not be like heroes, but like gardeners;
4.The law of soft power: power = soft power + hard power;
5.The law of prestige: prestige = prestige + credibility;
6.The law of high emotional intelligence: Leaders are often masters of communication;
7.The Law of Attraction: You can only attract people who are similar to you;
8.Mirror law: what you do, everyone will do too;
9.The law of giving: leaders must first "give" and then "gain".
Chapter 3Based on the empowerment idea of the new generation of employees
1.What is Enablement?
2.Why do empowered leaders tap into more talent in their employees?
3.The basic idea of team empowerment:
GF]27A4[ GF] Management: From "planned" to "empowering";
gf]27a4[ gf] organization: from "foolish" to "intelligent";
GF]27A4[ GF] Talents: from "cultivation" to "self-evolution";
GF]27A4[ GF] Culture: From "Other-Driven" to "Self-Driven".
4.The five elements of team empowerment: a sense of purpose, a sense of support, a sense of participation, a sense of identity, and a sense of gain;
5.3D Empowerment Model: The core of leadership is not management, but empowerment.
GF]27A4[ GF] D1: Unleash the potential of the team;
GF]27A4[ GF] D2: Achievement with talents;
GF]27A4[ GF] D3: Let the team drive autonomously.
6.The basic principles of the construction of the executive power of the new generation of employees:
gf]27A4[ gf] More emphasis on employee wisdom, less emphasis on employee obedience;
gf]27a4[ gf] Emphasis is placed more on "people" and less on "things";
GF]27A4[ GF] Emphasize more leadership responsibility and less employee responsibility;
GF]27A4[ GF] More emphasis on the team mechanism, less emphasis on the mentality of employees;
GF]27A4[ GF] Emphasize more on employee strengths and less on employee disadvantages.
7.Effective Empowerment: The No. 1 Imperative of Enablement.
gf]27a4[ gf] Why are leaders always busy and tired?
gf]27a4[ gf] Do you understand the authorization correctly?
gf]27a4[ gf] 7 mindsets of empowerment and what the authorizer should do;
gf]27a4[ gf] Common problems in authorization work;
GF]27A4[ GF] Scope of authorization and matters that cannot be authorized.
gf]27a4[ gf] Let those who can hear the sound of artillery make decisions;
gf]27a4[ gf] Be a quiet co-pilot with a map;
gf]27a4[ gf] authorization model: incentive-guided authorization model, power hierarchy authorization model;
gf]27a4[ gf] Authorization of the seven-character law:
gf]27a4[ gf] If you put it out, you will die, what should I do? Six-word formula.
Chapter 4The "new routine" of the new generation of employee management
1.Just make a goal commitment out, but make a career commitment;
gf]27a4[ gf] Alliance: not "to have", but to "use".
2.The culture of humiliation is out, and the culture of guilt should be used well;
gf]27a4[ gf] to be looked down upon and sorry for oneself, to belittle others and to make him self-reliant;
3.Only give money out, and be willing to give decision-making power;
gf]27a4[gf] Spring River Plumbing Duck Prophet.
gf]27a4[ gf] Personal autonomy: what to do, when to do it, how to do it, and with whom to do it.
4.Teach him how to do it, and explain why;
gf]27a4[gf] why is more important than how.
5.When the divine authority is out, the leader must be able to mock himself;
6.The work is out at a glance, and it must be fun and interesting;
GF]27A4[ GF] Ruixue Culture, Living Water Plan, Detox Action.
gf]27a4[ gf] Advice to keep employees "in love and having fun".
7.I am reluctant to give a name out, I want to be tall and fashionable.
Chapter 5The "strange problem" of the new generation of employees
1.He complained about the company on the Internet, what should I do?
2.The oil bottle is poured, and they don't help it, what should I do?
3.They're super confident and have a hard time collaborating, what to do?
gf]27a4[ gf] Tools: Robin Circle Method, Merge Advantage List Method;
4.The door is open, but no one comes in, what should I do?
5.What should I do if the young team is like a plate of loose sand?
GF]27A4[ GF] Exchange of personal portraits "In search of complementarity".
6.What should I do when I meet a Buddhist youth?
gf]27a4[ gf] "Smooth growth trajectory" and "Steep growth trajectory".
7.What should I do if I do grassroots work, but I want to play with new things?
GF]27A4[ GF] Tools: S form long curves, reshape the value and content of work.
8.I became a 24-hour on-call firefighter, what should I do?
gf]27a4[ gf] End: Situational rehearsals, discussion analysis, and Q&A on influence.
Instructor introduction
Jiang Xiaohua: Teacher.
Managing writers and training craftsmen.
GF]27A4[ GF]Visiting Professor of Zhejiang University, Distinguished Expert of Zhejiang University of Technology and Shanghai Jiaotong University;
GF]27A4[ GF] Specially appointed trainer for Alibaba, Huawei, Sany and other enterprises;
GF]27A4[GF]Dean of the School of Management;
GF]27A4[ GF]Focus on the research and practice in the field of corporate craftsman culture and team empowerment;
GF]27A4[ GF] has won honors such as "Top 10 Outstanding Figures in China's Management Consulting Industry and Global Top 500 Chinese Lecturers".
GF]27A4[ GF] Works: "Enabling Work Method", "Shou Breaking Away", "Ingenuity".
【Serving customers
Partner Institutions
Zhejiang University, Xiamen University, Southwestern University of Finance and Economics, Shanghai Jiao Tong University, Zhejiang University of Technology, Ningbo Institute of Technology, School of Finance, Shanghai University of Finance and Economics, Chongqing Medical College, Hunan Vocational and Technical College of Posts and Telecommunications, etc
Internet IT
Alibaba, JD.com, Lenovo Group, Phoenix.com, Super Dry Software, Beijing Huaxia Vision Image Technology, Nanchang Enterprise E-commerce Association, Xiamen Yaxun Network Co., Ltd., China Internet Network Information Center, etc
Mechatronics
Sany Heavy Industry, China North Industries, Founder Group, Dongfang Automobile, Foton Daimler Automobile, BAIC Motor Co., Ltd., Beijing Borgward Automobile, etc
Electrical energy
State Grid, Hainan Power Grid, Ningxia Coal and Power, Ningxia Coal Industry Group, China Southern Power Grid, Shenhua Guohua, Tarim Oilfield, etc
Hospital Medicine
Hainan Fifth People's Hospital, Shenzhen Health Commission Organization Department Director Class (Phase 2), Shenzhen Kangning Hospital, Shenzhen Second People's Hospital, Shenzhen People's Hospital, Guangzhou ** Specialized Hospital, etc
Banking & Finance
Industrial and Commercial Bank of China, China Construction Bank, Agricultural Bank of China, Industrial Bank, Zhejiang Bank of Communications, Shanghai Pudong Development Bank, Rural Credit Union, Guiyang Wudang Credit Union, Ningbo Commerce Bank, etc.
[On-site teaching