February**Dynamic Incentive Plan Course BackgroundEntering the era of the Internet of Everything, enterprises rely on teams to succeed. We've found that great companies owe their innovative breakthroughs to great teams. Of course, excellent teams are not spontaneously generated, and there will be many challenges at all levels of the enterprise from the original vertical command "working group" to interdependent teamwork, and managers are urgently needed to turn from "superiors" to team building and team managers. Therefore, managers should develop new thinking and behavior patterns, master team building and team management skills, and build a "dream team" that belongs to "us".
This course helps managers improve team leadership, build high-performance teams, help enterprises achieve more and greater achievements, and build long-term and lasting competitiveness.
Course Benefits
Understand the connotation and role of the team, and recognize the construction priorities of the team at different stages.
Master the core skills of team building, form a qualified team, and enhance team cohesion.
Master the core skills of team management, stimulate team momentum, and enhance team combat effectiveness.
Course Duration:1 day, 6 hours a day.
Course Audience:Grassroots managers, project managers, and reserve talent echelons in the enterprise.
Course Method:Assessment + case teaching, scenario simulation + group discussion.
Course outline
Lecture 1: Cognitive Teams
First, the connotation of the team
1.Definition of a team.
2.The difference between a team and a "gang".
Second, the importance of teamwork
1.From sports to business business cases.
2.The negative impact of a missing team.
3. Team role matching
1.Nine roles for the team.
2.Interpretation of the strengths & weaknesses of each character.
Fourth, the stage of team development
There are four stages of team development
The formation period, the agitation period, the standardization period, and the upsurge period.
2.The priorities and main contradictions of each stage of the team.
3.What the team phase requires of the leader's role.
Lecture 2: Four important tasks for building a team
1. Build a team
1.Define team goals.
2.Translate shared goals into performance goals.
Identify the skills your team needs
1) Five key competencies.
2) Typical characteristics of talents.
Recruit team members
1) Internal recruitment and external recruitment.
2) Recruit people with the right motivation and team spirit.
2. Define responsibilities
1.Establish success criteria.
Schedule work
1) Specify the task.
2) Arrange work.
Develop a team charter
1) The role of the team charter.
2) Team co-creation and development of team charter.
4.Develop a project work plan.
3. Establish a communication mechanism
Improve the meeting mechanism
1) Meetings: weekly, monthly, quarterly meetings.
2) Reports: Daily, weekly, monthly reports.
Establish an information-sharing mechanism
1) What: Who submits what information to whom.
2) when: when to submit and how long to submit.
3) How: How to submit.
Establish communication mechanisms in virtual teams
1) Build trust among team members.
2) Confirm management and technical requirements.
Fourth, build a team culture
1.The connotation and function of culture.
Encourage teamwork
1) Encourage open communication.
2) Increase team member engagement.
3) Develop creative thinking.
Increase team engagement
1) Q12 employee engagement assessment.
2) Empower the team: Inspire the team's morale.
Lecture 3: Four Priorities for Managing a Team
1. Enhance team identity
1.Team identity inspires team performance.
Factors that weaken the team's sense of identity
1) Lack of a sense of common purpose.
2) Diverse backgrounds.
3) New members join.
3.Ways to increase team identity.
Build trust among team members
1) Lack of trust in team member behavior.
2) Trusting team members.
3) Mutual trust enhancement exercises.
2. Improve decision-making mechanisms
Evaluate your team's approach to decision-making
1) Four decision-making methods.
2) Signs of effective decision-making.
2.Strategies to drive the decision-making process.
Essentials to conclude the decision-making process
1) Prevent premature decision-making.
2) Avoid making decisions too late.
Team leader empowerment
1) Five levels of authorization.
2) Learn to pick and choose key decisions.
3. Deal with team conflicts
1.The nature, manifestations and causes of team conflict.
Five Styles for Dealing with Conflict
1) Integrated.
2) Coordination.
3) Compromise.
4) Dominant.
5) Compromise.
3.Conflict style assessment and situational application.
4.Strategies to encourage constructive conflict.
5.Ways to resolve destructive conflicts.
4. Evaluate performance and team motivation
1.Measure performance, results, and processes.
2.Five ways to evaluate performance.
Team motivation principle
1) Pay attention to team rewards and take into account individual performance.
2) Combination of process incentives and outcome incentives.
3) Combination of material and spiritual incentives.
4) Innovate incentives.
Course summary and action plan