February**Dynamic Incentive Plan Course Background: As the uncertainty of the external business environment becomes the norm, the pressure on the "external acquisition" of corporate talents is increasing, and more and more enterprises pay more attention to the "endogeneity" of talents. Managers at the middle and grassroots levels, especially front-line managers, play a vital role in implementing the specific tasks of the enterprise and achieving the goals as the vanguard of the front-end of the enterprise.
However, it is now common to find that many front-line managers are selected from business operations or technical experts. As a new manager promoted from a business or technical department, you are often faced with the following problems:
I don't know how to define my own management role, and I can't find my own position.
No management experience and no knowledge of how to manage subordinates.
I can't figure out the clues of management and don't understand the essence of management.
How do you make the transition from a business or technical mindset to a managerial mindset?
How do you make the transition from individual goals to achieving team goals?
How to effectively deal with the relationship between superiors and subordinates and avoid the trouble of "unflattering superiors and unflattering subordinates"?
In the face of a complex external environment, how to lead the team to overcome many obstacles to achieve the set goals?
How to effectively employ, educate and motivate people, and how to improve the human efficiency of the team?
What leaps and transformations should be completed from business and technical positions to management positions?
Although it seems that the promotion from a front-line employee to a manager is only a change in the management range and rank, the essence of this change is an essential "role upgrade" and an essential "key leap". If this first step is not taken well, the enterprise will not only fail to obtain a competent manager, but also lose an excellent business backbone.
This course is based on the summary and extraction of Mr. Niu Hongtao's career and consulting cases, combined with the accumulation of many years of work experience, and refines a large number of tools and forms, all of which are based on years of hands-on practice, scientifically integrating theoretical case methods, theory from shallow to deep, program cases are real, and the methods are practical. Through the study and practice of this course, these new managers are no longer just technical experts and business elites, but can be good at doing a good job in business and leading a good team.
Course Benefits:
Cognitive consciousness transformation, basic management theory establishment, grasp the underlying logic of efficient management;
Set goals, grasp the direction, learn to establish a team, lead the team, and do a good job in arranging the work control process;
Master the skills of building efficient execution of the team, and get results in place;
Learn how to select and train high-quality employees, and empower the talent training system;
Master the management strategy of reducing costs and increasing efficiency, and innovate and break through to achieve leapfrogging thinking.
Course Duration:3 days, 6 hours a day.
Course Audience:Grass-roots management cadres, middle-level management cadres.
Course Method:Theory lecture + case study + group discussion.
Course outline
Part 1: Conceptual Transformation Levels
Lecture 1: Cognitive Breakthrough - The Key Leap Cognition of Effective Managers
First, the dilemma of inefficient management of enterprises
1.There are 4 types of enterprise management statuses.
Five dilemmas brought about by inefficient management
1) Cause a lot of waste of resources.
2) Causing managers to be exhausted.
3) Recurring management issues.
4) Poor cost control.
5) Poor organizational adaptability.
2. Management analysis: improve cognition and sort out the essentials of management
Tools:The "532 model" of management
1.The three axes of management: managing affairs, managing people, and strengthening the organization.
2.There are 4 levels of manager advancement.
Third, the key leap of efficient managers
1.Four key leaps for effective managers.
5 obstacles to achieving effective managers
— Let the idea of winning a battle become a belief in team management
1) From focusing on "tasks" to focusing on "results".
2) From focusing on the "inside" to focusing on the "outside".
3) From "strengths" to "traps".
4) From "time management" to "efficiency management".
5) From "stable and orderly" to "innovative change".
Troubleshooting:How can managers change from professional thinking to business thinking?
Lecture 2: Careful Thinking and Discernment - Master the underlying logic of efficient management
1. Reconstruct the logic and make the management move from chaos to efficiency
There are 6 underlying logics that need to be followed for efficient management
1) Doing the right thing is more important than doing the right thing.
2) Customer-oriented, focusing on efficiency output.
3) Cash flow and organizational vitality are key.
4) Master the four basic actions of efficient management (setting goals, building teams, grasping the process, and getting results).
5) Reducing costs and increasing efficiency is an eternal topic.
6) Four major systems ensure efficient operation.
2.Efficient management of Taoism, magic, art, and instruments.
Second, the road to master, how to quickly become an efficient manager?
1.The cultivation of the quality of efficient managers.
2.Leverage to enhance management efficiency.
Basic Cultivation: 4 Common Sense and Principles of Efficient Management
1) The purpose of management is to ignore it.
2) Most of the high-performing managers are masters of closed-loopism.
3) Broken window effect, management should learn to plug leaks.
4) Let the idea of winning a battle become a belief in team management.
Troubleshooting:How to set up an effective management mechanism?
Part 2: Levels of Executive Skills
Lecture 1: Setting Goals - Management can only be effective when the direction and strategy are right
1. Start with the end: develop the basis of goal-based management
1.Goal Leading: The logic of enterprise goal management.
2.Scientific Decoding: Decoding Steps from Strategy to Goal.
Second, step by step, do a good job of target decomposition in order to make the management implement
1.Lay a solid foundation: Establish a scientific target system.
Sharpening tools: 5 types of effective target decomposition methods
1) Time dimension decomposition method.
2) Spatial dimension decomposition method.
3) Fishbone diagram decomposition method.
4) GTAR decomposition method.
5) Formula decomposition method.
3.Look as you go: Find ways and methods in goal decomposition.
4.Shared responsibility: Implement responsibilities and rights in the goal decomposition.
3. Plan and then act, and choose the right strategy around the goal
1.The principle of parallel force: focus on the core and concentrate strategic resources.
2.Principle of mobility: both offensive and defensive, flexible and mobile.
3.Linkage principle: a complete victory is the real victory.
4.The principle of "rationalization": constantly remove obstacles in the implementation process.
5.The principle of "problem breakthrough": to achieve the goal, it is necessary to continuously solve the problem.
Question 1:How do managers hold monthly goal kick-off meetings?
Question 2:How do you translate goals into effective work plans?
Lecture 2: Building a Team – Building an Automated, Self-Motivated, High-Performing Team
1. Team building: Choose the right people and use the right methods to build a high-performance team
1.Featured Talent: The biggest waste of management is spending time with the wrong people.
Use the right method: 4 rules for building a high-performing team".
1) The division of labor is clear and the advantages are complementary.
2) Create a shared goal and vision.
3) Choose a team leader.
4) Institutional constraints and shared responsibilities.
2. Team casting: Trust and collaboration are the foundation of building an efficient team
1.Build trust and open up the channel for efficient management.
2.Through collaboration, improve team combat effectiveness and work efficiency.
3. Team management: do a good job in team building and design a good team mechanism
1.Team building, the core means of building team cohesion.
2.The team mechanism allows team members to be spontaneous and spontaneous.
Troubleshooting:How do you manage a next-generation workforce?
Lecture 3: Grasp the process - efficient work arrangement and process control
1. Master the core: the three major grasps of efficient process control
1.Process management: Standardize and improve the work process.
2.Compliance & Risk Management: Minimize losses during execution.
3.Work task management: do a good job in the basic skills of process management.
2. The art of efficient work arrangement and effective delegation
1.The essentials of an efficient work arrangement.
2.The Art of Effective Work Authorization.
3. Effective tools for work process management
1.The "three sticks" of process management: focus on key points, set nodes, and break difficulties.
2.Process Collaboration Tools: GPS Principles.
3.Process coaching tool: GROW model.
4.Process risk management and control tools: "traffic light" kanban.
Troubleshooting:How to do a good morning meeting, evening meeting, and weekly meeting.
Lecture 4: Get the results - implementation in place and quantification of results
First, the three major grasps of performance improvement: quantity, skills, and mentality
The first big grasp: quantity and quality.
The second big grip: skills.
The third major grasp: mentality.
Second, the efficient implementation of three in place and six ** rules
1.Implement the three in place to create efficient implementation.
Use the six ** rules to promote efficient execution
— Institutional constraints and shared responsibilities
1) Obey the law and take obedience as a duty.
2) The Law of Targeting: Aim at a hare.
3) The Champion Rule: Do what you are good at.
4) The Law of Speed: Shoot first, then aim.
5) The law of teamwork: altruism is self-interest.
6) The law of streaking: There is no way back.
3. Create a replicable team execution
1.Kickstart your team's vision together.
2.Develop good team work habits.
3.Create a good team growth and evolution system.
Troubleshooting:How to find out the management process problems in the implementation process of the enterprise?
Chapter 3: Comprehensive Upgrading of Levels
Lecture 1: Empowerment and Cultivation - Building a High-quality Talent System
1. Recruit talents and select generals to ensure the organization's talent chain
1.Suitable is greater than excellent, and it is better to choose than to cultivate.
2.Choose strong generals: generals are played.
3.Cultivating strong soldiers: multi-pronged approach to cultivate strong team soldiers.
2. Employee coaching: growth is more important than success
1.Sixteen-character policy, get the staff counseling.
2.In actual combat, teach by word and deed, and teach hand in hand.
3.Mentorship: the most effective talent growth path.
3. Employee empowerment: Break the demons of employees
1.Mental management of the organization.
2.How to lead an employee who has lost his passion.
3.How to resolve the demons of employees.
Question 1:How to provide talent echelon guarantee for the high-quality talent system of the enterprise?
Question 2:How can managers be good coaches for employee growth?
Lecture 2: Cost Reduction and Efficiency Enhancement - Management Strategies for Efficient Growth and Cost Savings
1. To create growth, the company's high-growth strategy and growth point mining
Strategies for Creating Growth: 6 Strategies for Sustainable Growth
1) Product system leading strategy.
2) Marketing promotion leading strategy.
3) Leading strategy of capital operation.
4) Organizational and operational leadership strategy.
5) Technological innovation leading strategy.
6) Talent to win leading strategy.
Look for improvement goals: Determine the 6 optimization criteria for the ** value target
1) The goal of improving efficiency.
2) The goal of improving efficiency.
3) Conducive to the goal of value appreciation.
4) Contribute to the goal of organizational capacity building.
5) Conducive to the goal of cost savings.
6) Contribute to the goal of risk reduction.
3.Discover growth points: An effective way to discover the growth of performance and profit targets.
2. Reduce costs and increase efficiency, and focus on business benefits and cost savings
1.* Chain management: maximize the efficiency of promotion and minimize the cost.
2.Efficiency management: focus on the organizational experience curve and efficient output.
3.Lean and efficiency: make the management center a profit center.
Troubleshooting:What is the basic work of managers in the enterprise to promote cost reduction and efficiency increase?
Lecture 3: Innovation and Breakthrough - Face Uncertainty and Lead the Team to Move Forward Bravely
1. Cognitive breakthrough: lead the team to break through in a crisis
1.Learn to adapt to an uncertain, fast-changing environment.
Break down 5 cognitive barriers to innovation
1) Prejudiced thinking.
2) Stereotyped thinking.
3) Groupthink.
4) Standard thinking.
5) Information barriers.
2. Thinking first: 4 innovative thinking to improve management efficiency
1.Cross-thinking: The FCED model promotes cross-innovation.
2.Reverse thinking: the movement of the opposite way, the use of the weak way.
3.Divergent thinking: Imagination and creativity.
4.Cross-border thinking: Break through the boundaries of thinking in both directions.
3. Innovation stimulation: three modes of organizational management innovation
1.TBSU's innovative model that focuses on user value.
2.The DRCS model stimulates the innovation of the team.
3.A TOC innovation model that breaks through bottlenecks.
Troubleshooting:How to effectively deal with the uncertainty in change?