List of high-quality authors Note: Due to different training needs, all the following content is for reference only, and the actual teaching content will be adjusted accordingly. Course Background:
Managers at all levels of the enterprise are responsible for the team management task, and the most important thing is not the application and play of professional technology, but to lead the subordinates to jointly complete the team goals. Therefore, for managers, it is not only how to deal with "things", but also how to deal with "people". In today's competitive and changeable business environment, the greatest competitive advantage of enterprises depends on the quality of human resources. However, talents must be cultivated in order to be suitable for the right place, in order to be used by the enterprise, and to play their due contribution. Coaching subordinates is a manager's vocation and one of the most important tasks as a manager. In the results of the authoritative leadership survey conducted by World Manager**, managers' ability to "coach and develop others" is the weakest of the 59 competencies of managers.
Coaching is a training method in which superiors or skilled employees cultivate the necessary knowledge, skills, and working methods for subordinates or new employees through daily work. The lack of talent in the organization is a factor in the sluggish business growth, and it is also the result of the lack of awareness and ability of talent development in managers for a long time. An effective solution is to give subordinates challenging job opportunities and coach them.
Many managers are very busy and tired, and many subordinates are at a loss, work efficiently, unable to complete work goals and tasks, a very important reason is because managers do not fulfill their responsibilities, do not bring their subordinates up, and forget to coach subordinates. Mastering the methods and skills of coaching subordinates can cultivate a high-performance team, and turn managers from "big salesmen" and "nannies" to real managers, so that the overall performance level of the team can be improved, the company can obtain a steady stream of talents, and the company's goals can be strategically guaranteed.
This course can help managers to effectively master the coaching skills, so that managers can be happy to coach their subordinates, can easily and systematically coach their subordinates, and subordinates are also willing to accept coaching, so that the company's valuable human resources can further play their contributions.
Course Benefits:
Establish correct cognition and concepts in job counseling.
Learn the practical skills of job coaching and know how to use them.
Master the relevant work coaching behavior patterns and standard actions of operation.
Promote the development and application of the company's human resources and enhance the morale of employees.
Course Duration:1 day, 6 hours a day.
Course Audience:Managers at all levels of the enterprise are mainly middle-level managers and grass-roots managers.
Course Method:50% of the lecturer lectures, 50% of the student interaction (case discussion + role practice + ** interaction + scenario simulation).
Course outline
Lecture 1: Steps of Job Coaching
1. Four types of models - fuzzy scientific human nature coaching
1.From referee to coach, from "fire" to "water".
2.From antagonism to unity, the formation of harmonious labor relations.
3.Help employees realize: I want to eat fish, I have to fish myself, I want to learn how to fish, I want to fish by myself.
2. Coaching steps – prepare to teach practice verification
1.Pre-job training to eliminate problems before they are right.
2.The purpose of counseling is clear, tell subordinates why they want to do counseling.
3.Mobilize the enthusiasm of subordinates, and learn well if you are interested.
4.Explain the counseling content in detail before counseling, let subordinates follow along during counseling, and confirm that subordinates have learned after counseling.
Lecture 2: Skills for Daily Counseling
1. Active listening – from the ear to the mouth to the brain to the heart
1.The feelings of the subordinates are important, and the ideas of the subordinates are respected.
2.An interactive process that fosters understanding, engrossing in the other person's statement and responding appropriately.
3.It means that it values the contribution of subordinates, understands the thoughts of subordinates, and believes that the words of subordinates are worth listening to.
2. Accurate questioning - open and closed enlightenment and induction
1.Open-ended questions, providing sufficient details and information, leading to an explanatory paragraph.
2.Closed-ended questions to get specific information, clarify facts, and narrow down discussions.
3.Inspire inducing questions, inspire subordinates to think, develop thinking ability, and improve the wisdom and quality of subordinates.
3. Sincere praise - stimulate morale and consolidate confidence
1.Create an environment that stimulates employee morale and takes care of their enthusiasm for their work.
2.The good use of praise is an important embodiment of management talent, which affects employees to achieve management goals together.
3.One of the strongest stimulants that motivates employees is the self-confidence of success.
Fourth, the criticism of the face - the Hamburg principle of negotiation and communication
1.Use guiding suggestions to make subordinates accept criticism with a happy mood.
2.Praise your subordinates appropriately first, so that your subordinates feel comfortable.
3.Point out the shortcomings of subordinates and what projects need to be improved.
4.Praise the merits of subordinates, and then give certain encouragement and expectations.
5.It will not make subordinates feel rebellious, so that subordinates can work better.
Lecture 3: Performance Coaching Skills
1. Objective judgment - timely feedback with reasonable evidence
1.With the help of managers' knowledge, skills, practical experience and comprehensive analysis ability, analysis and judgment are made based on objective existing facts.
2.Calm down, be non-emotional, and look at the problem from an objective point of view, from a comprehensive point of view.
2. Work feedback - the best feedback four-step method
1.Indicates a deviation between performance and goals, or between employee behavior and work standards and norms.
2.What will be the result of such behavior or performance? What is the impact on the achievement of the goal?
3.Let employees analyze the root cause themselves, how can they remedy and avoid it?
4.Develop an action plan for work improvement with employees, and affirm, support and encourage employees to do the same.
3. Performance interview - improve behavior and develop yourself
1.Communicate one-on-one, and both parties need to be prepared.
2.Employees should first summarize and evaluate themselves according to their own work situation.
3.When talking about the completion of the work in the previous cycle and the reasons for evaluation, it is necessary not only to affirm the results and behaviors of good performance, but also to analyze and summarize the results and behaviors of poor performance.
4.Help subordinates come up with specific improvements so that they don't recur in the next cycle.
5.Sweep away the low emotions of employees, help employees release stress, find the right way, and establish clear work goals.
A list of the main tools used for classroom instruction