February** Dynamic Incentive Program "Taking History as a Mirror and Insight into the Art of Management" series of courses 4Course Background:
A soldier will be a nest", this sentence fully illustrates the importance of leaders to the enterprise. Leadership is one of the key factors in the growth, change and regeneration of an organization, and leadership is the process of guiding team members to achieve their goals. A strong leader makes the team strong, and a weak leader makes the team weak. In today's rapidly changing market environment, excellent leadership is essential for business survival and growth.
However, the vast majority of Chinese enterprise managers have neither gone through the baptism of mature and standardized enterprises, nor have they had systematic learning experience in business schools, and basically rely on the way of "crossing the river by feeling the stones" to grow and progress with the development of the enterprise, so the lack of leadership of managers sometimes brings the enterprise into a difficult situation. Therefore, in order to overcome the new challenges one after another in the process of enterprise development, it is necessary to complete the gradual transformation of managers from "amateurs" to "professionals", from traditional management to modern leadership.
Chinese culture determines the uniqueness of Chinese-style team building, and the disadvantages and shortcomings of Western management technology in cultural integration and practical operation are more obvious."Management needs to be integrated with the local culture"It has become the consensus of all leaders, and management that truly conforms to Chinese nature and culture is what managers really need."
Course Duration:1 day, 6 hours a day.
Course Audience:Senior and middle managers.
Course Method:
Use "Dream of Red Mansions" to interpret "traditional Chinese culture".
Use "Romance of the Three Kingdoms" to interpret the "management routine".
Use "Water Margin" to interpret "leadership".
Use "Journey to the West" to interpret "team".
Combination of lectures and speeches; Voices and emotions; Reason and passion blend.
The perfect combination of practicality and fun, entertaining and educational.
A large number of cases, tool introductions, group discussions, simulation exercises, the whole process of interaction, the atmosphere is warm.
Course outline
Preface:Management is a technology, what is management? Leadership is an art, what is leadership?
Chinese characteristics: management can only be effective if it is combined with local culture.
First, the basic principle of incentives (陟 punishment Zang no).
Case:Will President Liu of CCB punish him?
Fragment of "Kangxi Dynasty"**.
1.Black and white – the criterion for motivation.
InteractionTesting:How do I reward my subordinates (children)?
2.Timely rewards and punishments – a catalyst for incentives.
Case:Interpretation:Game Theory Derivation – Why Is It Hard to Keep Working and Yet You Can Keep Playing the Game?
Case:The melon seed effect of incentives.
Case:Post-90s team management and motivation within the bank.
Historical allusions:Another possibility of the Battle of Chibi.
Second, the core of motivation: motivation triggering
1.Motivation principle: carrot + stick theory.
Case:The president knows that his subordinates will refuse the work he arranges, so how can he do it to make his subordinates happily finish?
Case:Fragment of "Kangxi Dynasty"**.
Internal motivation
1) Moral motivation.
How to Build:Meaning of work + ethics and ethics.
Case:The retirement life of the retired old president.
Cross-industryCase:Parents who pick up their children from kindergarten are often late, how to deal with them?
Spiritual motivation
A sense of belonging: recognition from others, doing things to be accepted and liked by others.
How to Build:Labeling.
Case:A 10-year-old figure from a luggage manager was given to a key subordinate.
Historical allusions:Cao Cao added Cheng Yu's name.
b. Sense of achievement: from one's own identity, doing things that one is interested in and likes.
How to Build:Authorization.
Case:Resource support for the delineation of the scope of work by the president of a certain bank.
Historical allusions:Cao Cao gave Xun Yu carte blanche blanche to authorize.
External motivations
1) Scope of application of monetary incentives: low-cognitive mechanical work.
Case:Differences in incentives between marketing teams (account managers, wealth managers, lobby managers) and service teams (tellers, back office).
2) Disadvantages of monetary incentives: a attenuation b corrosion.
3) Tips for monetary incentives: Scatter rewards and send them less often.
Case:Happiness comes from small climaxes.
4.Loyalty: low-level needs are met to bring satisfaction; High-level needs are met and loyalty is generated.
Historical allusions:Zhuge Liang's dedication was exhausted and he died.
5.Maslow's Level Demand Escalation Theory.
3. The principle of rewards and punishments
Reward: Flower Effect
1) The principle of elevation.
2) The Audience Principle.
3) The principle of contrast.
Historical allusions:Cao Cao's ** Xing Reward vs Li Yuan's entrepreneurial thinking.
Penalty: Hot Stove Effect
1) The principle of fairness.
2) The principle of timeliness.
3) The principle of early warning.
4) Relevant principles.
Fourth, gamified organization - glory, goals, interaction, surprises, motivational inspiration
A clear vision for the team
Case:Super Mario saves the princess; Three Kingdoms to save Diao Chan.
Set clear rules of the game
Case:Didi Dache's dispatch system.
Establish a timely feedback system
1) The principle of timeliness.
Motivating Coaching
2) Uncertainty of rewards.
Case:You can't feed yourself.
Case:The unexpected gain of "Legend" fighting monsters.
5. Psychological application of incentives
1.It is better to have a small prize than not to be rewarded, and a small punishment is better than no punishment.
2.The good things are enjoyed separately, and the bad things are endured together.
Case:Why did the president of a certain bank reward him many times and focus on criticism?
3.Good things strive to change, and bad things strive to be still.
4.Try to say good things as early as possible, and bad things as late as possible.
Case:The story of the boots.
5.Strive to be accountable for good things, and be responsible for bad things.
Case:Why is Governor Liu's plan not selective?
6. Positive feedback vs negative feedback
Employees are afraid of sudden "surprises", and managers need: coaching + performance.
High self-esteem leads to high self-discipline
Case:What are the bank's professional attire issuance and professional attire requirements?
Cross-industryCase:high-end suit vs Ge You paralysis; 5 star hotels vs spitting.
Positive feedback
1) Level Zero Feedback: Indifferent to the employee's behavior and not responding at all.
Case:The soldier dies for the confidant, and the woman is the one who pleases herself.
2) Level 1 feedback: Give praise.
Case:The secrets of the police dog training center.
3) Level 2 feedback: Praise him and tell him why.
Negative feedback
1) Process: Fact preparation + setting scenario + giving feedback + (action summary + follow-up plan).
2) Techniques for Negative Feedback: BIC - Facts - Effects - Consequences.
Case:A subordinate is late three times a week, how to give negative feedback?
7. Sublimation of incentives - authorization
1.The Basics of Chinese-Style Licensing - Testing.
Case:Shopkeeper's money throwing test.
2.Scope of authorization: the right to decide; Reserved: Right to information.
Case:Xiao Wang's timely reporting received more authorization from the president.
3.The premise of authorization: Shuwei, Liangcai, Shixin.
Case:Before the authorization of the president of a bank, he "carried a sedan chair" for employees
4.Techniques for authorization: Draw circles, pies, forks.
Case:Textbook case of authorization by President Zhao of Bohai Bank.
Fragment of "Water Margin"**.
8. The way leaders motivate employees
1.At the personal level: attitude, work, behavior.
2.Interaction: life, homework, habits.
3.Organizational level: institutional.
9. The eight hearts and eight arrows of employee motivation - the creation of culture
1.There is a tacit understanding of gesture code language.
2.Warm notes to send incentives.
3.Morning planning and evening debriefing.
4.Good news is frequent, and morale is boosted.
5.Weekly auctions have fun.
6.The star badge is a weapon.
7.Spiritual and cultural walls up.
8.The homeland culture shows friendship.
10. The specific landing method of employee incentives
Tool Usage:Managers are a tool for daily management – the Motivation Manual.
Ten.
First, the highest level of motivation - team culture
Case:President Liu went on a business trip for a month, and the indicators in the bank did not decrease but increased.
PsychologyCase:The annihilation of the monkey's nature.