Course Background:
90% of managers are promoted by grassroots employees, and the business experts and technical backbones of enterprises are promoted to management positions because of their outstanding performance and outstanding performance, so they often follow the past work and behavior patterns. For management, they often rely on scattered experience and feelings, and do not really form systematic, scientific and practical management skills. They are under tremendous pressure, and their superiors want them to execute well, their subordinates want to command properly, and their peers want to cooperate more. When it comes to the current situation, many people will describe it as "busy, tired, annoying, and chaotic".
"Role and positioning, misunderstanding and truth, skills and methods" to do a good job of career transformation!
"Cognition and Positioning of Managers' Roles" is the first lesson of career transformation for new managers, and the role transformation from business backbone to management positions is the first step in the career transformation of new managers. This course will help managers fully understand the connotation of management, improve their knowledge and skills from the inside out, so as to comprehensively improve their management performance, and improve the role identification and positioning of managers after promotion from technical and sales-oriented excellent employees.
Course Benefits:
Understand the connotation of the manager's role and the requirements of quality and ability.
Improve the behavior of managers and enhance the level of management professionalism.
Clarify the role positioning standards and core responsibilities of managers.
Redefine the positioning requirements for different roles of managers.
Clarify the main work content and energy allocation of managers.
Course Duration:1-2 days, 6 hours days.
Course Audience:Managers at the middle and grassroots level.
Course Method:Tools + Seminars + Cases.
Course outline
Lecture 1: The three major management roles of managers
First, the three major changes of the new managers
1.There are three major changes that new managers will have to deal with.
2.Top 3 expectations for new managers to understand.
3.The "three fires" to be burned by the new manager
Management Tools:The Five Levels of Leadership.
Second, the three major roles that managers should be competent for
1.The first role: performance driver.
2.Second role: team builder.
3.The third major role: cultural cohesion.
Management Tools:Model of team development stages.
3. The role model of managers
1.Three major issues in the transformation of the manager's role.
2.There are two management extremes where managers are prone to stepping on pits.
3.Three steps to "normalize" management.
Management Tools:PAEI role model for managers.
Fourth, the competent quality of managers
1.The "diligence misconceptions" of managers
2.The "Misconception of Perfection" for Managers
Management Tools:Manager competency model.
Lecture 2: Organizational Orientation of Managers
1. As a subordinate, become an assistant who reassures superiors
1.Execution is the first priority, and we will unswervingly achieve the organization's goals.
2.Communication should be timely, and information feedback should be done.
3.There are alternatives, offer alternatives, and be a problem solver, not a troublemaker.
4.Recommendations are supported and recommendations are made using facts and figures.
5.Connecting the previous and the next, the information should be smooth.
6.Responsibility must be assumed, and frequent reflection can make progress.
2. As a superior, become a mentor who cares about subordinates
1.Four beliefs to become a subordinate coach.
2.Maintain regular communication of work vision.
3.The coach coaches the growth model of the subordinate.
4.Focus on the goal and become a performance partner for your subordinates.
5.* Achieve self-achievement and career development of subordinates.
3. As a colleague, become a collaborator with colleagues
1.Service synergy to meet customer needs.
2.Emotional accounts for mutual benefit and win-win.
3.Focus on the long term and break down the standardism.
4.Break down departmental walls and enable cross-departmental collaboration.
Fourth, as a customer, become a service provider that shapes customer confidence
1.Managers are ambassadors for the organization.
2.In the eyes of customers, managers are representatives of the enterprise.
3.Specific requirements to become a customer service representative.
Tool Application:Manager Role Clarification Exercise.
Lecture 3: Four management misunderstandings and changes of new managers
1. From "nanny" to "coach".
1.Managers need to avoid "doing things themselves".
2.Five solutions to the team's "allergy syndrome".
3.Three assumptions of "didactic" management.
Tool Application:Coaching management grow model.
2. From "overtime maniac" to "empowerment".
1.Two reflections that overtime freak managers should do.
2.Three major licensing misunderstandings.
3.There are three supporting systems that should be established for effective authorization.
Tool Application:The 3R model of valid authorization.
3. From "raising monkeys" to "sharing responsibilities".
1.Four reasons why managers love "raising monkeys".
2.Managers who were "thrown monkeys" by their subordinates.
3.Seven ways to avoid "throwing monkeys" at your subordinates.
Tool Application:Four-quadrant model of time management.
Fourth, from "good old man" to "set rules".
1."Good old man" management misunderstandings.
2.Cultivate a sense of responsibility among subordinates.
3.Conduct a talent inventory in a timely manner.
Tool Application:"Twenty-seventy-one" model
Lecture 4: Eight Management Skills for Managers
1. Objective management
1.Four perspectives of the goal.
2.The four levels of objective management.
3.Two typical distinctions of goals.
4.The four systems of the Balanced Scorecard.
5.Five transformations of objective management.
Tool Application:BSC Balanced Scorecard Model.
2. Work delegation
1.Why do you want to do work delegation.
2.There are four types of tasks to be delegated.
3.Process management for work delegation.
4.A plan for delegating work.
Tool Application:PDCA model.
3. Effective communication
1.Top 3 Communication Pitfalls for New Managers.
2.There are three typical barriers that cause communication problems in teams.
3.Top 5 ways for new managers to communicate effectively.
4.Three ways to express yourself accurately.
Tool Application:State Efficient Communication Model.
Fourth, counseling subordinates
1.Counseling subordinates for three major misunderstandings.
2.Three keys to coaching subordinates.
3.Coaching four types of employees.
Tool Application:skill-will model.
5. Node check
1.Establish three dimensions of the inspection mechanism.
2."Check the four types of problems that affect the trust of the team and how to deal with them".
3.Top 3 ways to build trust between superiors and subordinates.
Tool Application:BEST feedback model.
6. Efficient incentives
1.There are three misunderstandings of team motivation.
2.Efficient excitation of three characteristics.
3.Three strategies for efficient incentives.
4.Three levels of team motivation.
Tool Application:Maslow's hierarchy of needs model.
7. Efficient execution
1.Three reasons why a team's execution is a problem.
2.Two difficulties that affect the team's execution.
3.Five ways to improve your team's execution.
4.Four habits to execute efficiently.
Tool Application:OKR model.
8. Talent training
1.Three misunderstandings in talent training.
2.Talent identification is better than talent development.
3.Three keys to talent training.
4.Activate the two dimensions of the individual.
Tool Application:Talent training system.
Case studyBenchmark enterprise case.
Homework after classManagement Capacity Building Program.