hDay 2 v2

Leadership Development for

New People Manager

现代人员管理者领导力的发展与培训

Program Purpose课程宗旨

• Discover your role as a people manager你做为管理者的角色

• Learn to manage yourselves as people manager学会做为人员管理者的自我管理

• Apply principles and practices for engaging, managing and developing your employees学习员工管理与发展的原则和做法

Agenda 议程

Day 1

第一天

• Introduction 简介

• New Roles 新角色

• Managing Yourselves 自我管理

• Managing Others: Guan Xi – Trust and Positive Relationship

管理他人：关系—信任和积极的人际关系

Day 2:第二天

• Managing Others: No Fear管理他人：没有恐惧

• Managing People: Focus on their strengths人员管理：专注在他们的强项

• Managing People: Save Face人员管理：保全面子

• Personal Action Planning个人行动计划

Contents: Second Stage

4. Managing Others: No Fear 管理他人：没有恐惧

Delegation 授权

Coaching for Performance 激发绩效的教练

Appreciation and recognition 赞赏与认可

5. Managing Others: Focus on their strengths 管理他人：专注他们的强项

Rationale 基本原理

Team and your strength 团队力量和你的力量

Personality Test 性格测试

6. Managing Others: Save Face 管理他人：保全面子

Provides Feedback 提供回馈

Receiving Criticism 接受批评

Guide them for solutions 引导他们寻找解决方案

Profile

Strengths

Achievement

Managing Yourselves自我管理

How to think positively and effectively

如何积极及有效的思考

Managing Time and Projects

如何管理时间和项目

Think Effectively有效的思考

• Effective Thinking - Lazy Man Concept 有效的思考—懒人的概念

• Explorative Thinking – PMI探索性思考——PMI

• Ownership Thinking - Use their ways – what do you think? (Ownership)设身处地的思考—站在他们的角度—你会怎么想？

3. Managing Others: Guan Xi Build Positive Relationship and Trust

管理他人：关系

Asian Concepts of relationship and leadership

亚洲观点的关系与领导力

Effective Concepts 有效的概念

Listening and Conversation 倾听与对话

Communication – 3 ways to communicate

沟通—3种沟通方式

Trust - Sharing of Knowledge, Network & Compassion

信任—知识分享、团队交流与体谅之心

Think Positively 积极的思考

• Proactive 主动 – Freedom of choice 选择的自由 — Victor FranklChoose positive respond – positive emotions选择积极性的回应—正面的情绪(A to Z)

• Law of attraction – Positive attract positive. Our mind is like a magnet.吸引力法则— 我们的心灵就像磁铁，正面吸了正面，负面喜吸了负面Think of your past回想一下你的过去

Sharing 分享

• Learning学习

• Application应用

• Impact影响

Sharing 分享

Ensure full participation o

Stay on track o

Stay on time o

Clarify understanding o

Ensure commitments to action o

Recap

Facilitation促进对话

• Clarify objectives 澄清目标Ensure full participation 确保充分的参与

• Stay on track 控制议程

• Stay on time 控制时间

• Clarify understanding 澄清

• Ensure commitments to action 确保行动的承诺

• Recap 总结

Leadership behaviors 领导力行为

• Model the Way 塑造执行的道路

• Inspire a Shared Vision 激发共同愿景

• Challenge the Process 挑战工作的过程

• Enable Others to Act 帮助别人拥有行动的力量

• Encourage the Heart 鼓励上进心

Trust 信任

Knowldge 知识

Network 网络/互动

Compassion 体谅

4. Managing Others: Creating Joy and driving fear out管理他人：创造欢乐与消除恐惧Delegation 授权

Coaching for Performance 激发绩效的教练

Appreciation and recognition 赞赏与肯定

Common Situation 常见情况

• Delegation – not clear 授权—不清晰• New tasks – no coaching

新任务—没有给予训练• Good results – no appreciation良好的结果—没有得到赏识

• Day to day – not demonstrate care日复一日—没有得到关心(people exchange with their time, passionand interest)

(人们用自己的时间，热情和兴趣来交流)

4. Managing Others: Creating Joy and driving fear out

管理他人：创造欢乐与消除恐惧

Delegation 授权

Coaching for Performance 激发绩效的教练

Appreciation and recognition 赞赏与认可

Benefits of Delegation 授权的好处

Delegation 授权

1. Why the job is important? 为什么这工作是重要的？

2. What is it for me? 这对我来说代表着什么？3. How to do it？应该如何去做？4. Results you want 你想要的结果5. Authority and resources 职权与资源6. Timelines 时间表7. Feedback 反馈8. Follow Up 跟进

VIDEO 录像: Delegation 授权

Practice 实施

• Demonstration 示范

• Practice – observer, leader, employee

实践—观察员、领导、雇员

• Use your own example (1) 用你自己的举例

• Use other people example (2) 用其他人的举例

• Use 3rd example (3) 用第三种举例

Benefits of Coaching 教练的好处

Coaching for Performance绩效教练

Benefit of coaching 教练的好处:• Understand coachee 了解训练对象• Improve personal and team performance提高个人与团队绩效

• Learn new things/new experience 学习新事物/新经验• Reputation 声誉• Career opportunities 升迁机会• Bridge between mgm and employees 成为领导与员工的桥梁

• Help people to grow 帮助他人成长• Build rapport 建立互动

Coaching 教练

• Establish Conversation建立对话

• Identify Goal and Topic确定目标和主题

• Understanding理解

• Transfer of Skills and knowledge转移技能和知识

• Motivate and encourage激励和鼓励

主题 Prepare a Table部门 F&B编写 Grace 2010 Jan

主要步骤Main Process

关键点Key Point质量, 安全, 顾客, 时间quality, safety, customertime

原因Reason

图片Visual

位置Location

http://www.slideshare.net/alhoupart/coaching-explained-an-exploration-by-alexander-crpin-coach

VIDEO 录像: Life Vest 救生背心HOW MUCH DO YOU REALLY CARE ABOUT THE PEOPLE YOU LEAD?你真正关心你的人员有多少？

Appreciation and recognition赞赏与肯定

• It is a human needs 这个是人类所需要的

• Maslow hierachy 马斯洛层次理论

• James M. Kouzes and Barry Z. Posner’s new book, Encouraging the Heart

鼓励心，杰姆斯·库泽斯和巴波斯纳的新书

Caring 关怀

• The heart of a leader must be a caring

领导必须拥有一颗关心他人的心

• If you care for me, I will care for your______

如果你在乎我，我也会在乎你______

Encouragement 鼓励

Knowing from their previous research that performance is higher when people have leaders who offer encouragement.从以往的研究我们知道：当获得领导鼓励后，人们将有更良好的绩效表现

Do I need encouragement to perform at my best? 当我有良好表现时需要鼓励吗？

60 percent reported that they needed encouragement to perform at their best.研究报告告诉我们，60%人们希望在表现良好时得到鼓励

Encouragement 鼓励

When you get encouragement, does it help perform at a higher level? 当你得到鼓励时，它是否让你会有更好的表现？

98 percent responded positively. 98%回应说是的

The response echoes the study by Kepner-Tregoe where the researchers found that 96 percent of North American workers agreed with the statement “I get a lot of satisfaction out of knowing I’ve done a good job.”凯普纳 - 特里戈的学习研究表明，96%的北美员工表示：当我在工作上有良好表现时，我得到了很大的满足感。

Insufficient Recognition 认识不足

only 50 percent of managers say they give

recognition for high-performance

只有50%的管理者给予高绩效表现进行认可/肯定

only about 40 percent of North American workers

say they receive any recognition for a job well done.

只有40%的北美员工表示，当他们表现良好时获得认可/肯定

most managers assume that getting extraordinarythings done is just part of the job.大部分管理者认为，做出不同凡响的表现是他们工作的一部分

Motivation 激励

• Being recognized 被肯定

自我实现

尊重需求

社会需求

安全需求

生理需求

Benefits of Recognition做肯定的好处

• productivity increase 提高生产力

• absenteeism decrease 减少流失率

• immense improvement in employee interaction. 巨大的改善与员工的互动

Reward 奖赏

People will do what you are rewarding them to

人们会做你所奖励的事

Care 关怀

“You don’t love someone because of who they are; you love them because of the way they make you feel.”

“你不会因为他是什么人来爱他，你爱他是因为他给予你爱的感觉。”

Faderman

Business and Care工作与关怀

Love and affection has a place in business and

the more positive leaders make us feel, the

harder we will work for them more effectively.

爱与关怀在商业社会中是有一定的地位的，

任何让我们感受到这爱与关怀的领导，都会促使我们更用功

Is it True?这是真的吗？

If you work for a leader who encourages your

heart, you will feel better about yourself an your

self-esteem will go up thereby increasing

Your potential to perform at your maximum

best.

如果一个领导拥有一颗鼓励他人的心

这将会让他的自尊从而得到提高,

你的潜力将得到最大程度的表现

TQ 相关

Just Say Thank YouHow many ways?

有多少方式可以用来表示感谢？

Set Clear Standards 设定明确标准

Outstanding performance must be linked to a

reward and must be measured against clearly

defined standards.

卓越的表现一定会与奖励和明确目标有挂钩

China – B4 and Af

中国—(以前和将来)

Expect the Best 期望最好的

• Look down – diffident 不噱—谦虚• Faith – encourage 信仰—鼓励• Not reverse psychology- Parents 没有逆反心理—家长

• Pygmalion effect 皮格马利效应• Mind like Magnet – positive attract positive像磁铁吸引一样—正面积极的

• Self fulfilling prophecy自我实现预言

Pay Attention 注意

• Walk around 到处观察

• Show care 表示关心

• Notice right and significant things – Coupon

注意正确与有意义的事情—奖励

• Listen with your senses 用你的感觉来聆听

• 5 days in a year 一年内的五天

• Personal life 私人生活

• Be a friend 成为朋友

Personal Recognition 个人识别

• Know what they like, their needs and interests

知道他们喜欢什么，他们需要什么和兴趣

• Personalize: Special, meaningful, and memorable

个性化：特殊、有意义和值得纪念的

Tell the Story 讲故事

• must tell the story on how the

person was able to perform exemplarily

必须告诉别人如何才能起到模范作用

• Breakfast (aida) and Shamlee (room)

Celebrate Together 一起庆祝

• Public ceremony 公开的方式

• Lunch and dinner treats 午餐和晚餐的款待

Set the Example 树立榜样

• recognize individual contributions 认可个人表现

• celebrate team accomplishments 赞赏团队成绩

• and create an atmosphere of confidence and support

并创建一个互信和互助的氛围

5. Managing Others: Focus on their strengths 管理他人：专注与他们的长处

Rationale 基本原理

Team and your strength 团队和你的长处/优势

Career Development 职业生涯发展

Productivity 工作效率

• 200 Hours 200个小时

• Not meeting – Meet some - Average – Good –Excellent – Best in Class

没有会议—去见一些—平均-良好-优秀-最佳课堂

Strengths Vs Weaknesses优势 vs 弱点

• Liberating vs Fear (school experience)

解放 vs 恐惧 (学校经验)

• Michael Story 迈克尔的故事

• Our Value 我们的价值Discover What‘s Right With People, Then Build on It 探讨什么是对的后就努力耕耘

• Everyone is 100% 每个人都是100%

Current Stage 现阶段

• All organizations seek to improve performance. 所有组织都寻找更好的表现

• Conventional wisdom: Focus on fixing weaknesses. Find what's wrong with your people and try to correct it. 传统的智慧：侧重于整改缺点。找到你员工的缺点，尝试去改变它

• Struggling on the path to mediocrity 在平庸的道路上挣扎

• Chinese students + 中国的学生

Strengths 优势

What happens when people operate from their strengths? 当人们发挥他们的长处会发生什么？

They are more fulfilled and more effective. In a

workplace, these employees are six times more likely to be engaged in their role.

他们将会更有效的完成任务。在工作中，这些员工比其他人更有6倍的机会来担任他们的工作

Negative Impact 负面影响

Impact of not operating from strengths at work probably:

不运用自己的优势在工作中可能会是因为：

Negative Impact 负面影响

• Our research indicates that people who are not operating from strengths at work probably:我们的研究表明，人们不运用他们的优势进行工作的原因肯能是：

• dread going to work 恐惧去上班• have more negative than positive interactions with coworkers 与

同事间的互动负面多于正面• treat customers poorly 对待客户差• tell friends they work for a miserable organization 告诉朋友他

们在一个悲哀的公司工作• achieve less on a daily basis 每天实际工作量减少• have fewer positive and creative moments 有较少的积极和创造

性时刻

Research 研究

• Gallup has surveyed more than 10 million workers worldwide to gauge their engagement. 盖洛普评估了全球近10多万员工

• Only one-third strongly agree with the statement, "At work, I have the opportunity to do what I do best every day."

只有三分之一的员工强烈表示：在工作中我有机会每天都能发挥我最好的一面

20%

• Buckingham and Clifton found only 20% of employees working in large organizations felt that their strengths are in play every day

白金汉和克利夫顿发现，在大型公司中只有20％的员工认为，自己的长处每天都能得以发挥

• strength revolution

强项革命

Why Focus on Strengths?为什么要专注在优势

Employees who have an opportunity to play to their strengths every

day are:员工有机会每天都发挥他们的长处会：

50% more likely to work in teams with low turnover

一半以上会再流动率低的班组内工作

38% more likely to work in more productive teams

38%会出现在高产出班组上

44% more likely to work in teams with higher customer satisfaction scores44%会是在有较好客户满意度的班组上工作

Source: Now, Discover Your StrengthsM. Buckingham

Strength Finding Questions发现优势提问

Identify your talents, build them into strengths, and enjoy consistent, near-perfect performance确定你的才能，建立优势，来达到持续近乎完美的表现

What are your major achievements? 你的主要成就是什么？

What do you enjoy doing at work and personal life ?你工作上及私人生活上最喜欢的工作是什么？

Find out what you excel at consistently最终找出你持续常有的优势

Three Questions 3个问题

“What do I enjoy doing so much that it makes me lose track of time?”

什么是我喜欢做的，使我忘却了时间？

“ What do usually people compliment me for?”

人们经常称赞我什么？

“What can you learn rapidly?” 我学什么最快？

For Your Employees 为你的员工

• Ask them these six questions 问他们这6个问题

• Ask them what would they like to do 问他们自己想做什么

• Assign them to the jobs they do best分配他们能做好的工作

For Your Employees 为你的员工

Look at their strengths and positive traits

观察他们优势与较好的特质

Every six months, spend 15 minutes with each of

the employees for 5 working days consecutively

每六个月，连续5个工作日花15分钟与他们沟通

In performance review – ask two questions: 绩效评估-问2个问题：

a. Tell me your achievement this year. How did you do it?

告诉我今年的成绩。你是怎么做到的？

b. Share with me how you want to develop further – your strengths and development 和我分享你未来的发展计划—你的优势与发展

+ Coach them on their weaknesses in day to day situation

训练他们学会在日常生活中改善他们的弱点

4 Temperaments4种气质

稳定

浮躁

外向

内向

4 Temperaments4种气质

• Which two are your major temperament?

哪2个是你的主要气质？

• What are your strengths?

你的强项是什么？

• How do you work with your staff of different temperament?

• 你如何与你不同气质的员工相处？

Where is your employee?你的员工在哪里？

New to Role

Building Skill

Top of Game达到顶峰 Getting Bored

开始厌烦了Time for New Challenge是有新挑战的时机了

新角色

建立技能

Leadership Style: Directing, Coaching, Supporting, Delegating领导风格：指导，训练，支持，授权

1

3

1新角色New to Role

建立技能Building Skill

达到顶峰Top of Game 开始厌烦

Getting Bored

Time for New Challenge提出新挑战

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70% 工作经验

On-the-Job Experience

Learning through Doing

通过实践来学习

Learning through Others

通过模仿他人来学习

Activities such as:类似行动

On-the-Job Tasks 在职任务

Special Assignments 特别任务

Cross-Functional Projects跨职能任务

Deliver Presentations

提供演示

Activities such as:类似行动

Seek Feedback 寻求反馈

Develop a Peer Network 建立一个同事网络

Join Professional Organizations 加入专业组织

Find a Mentor or Coach 找一个教练或者导师

Shadowing 模仿

Visibility Opportunities 曝光机会

Activities such as:类似行动

Harvard Manage Mentor哈佛管理导师

E-Learning Programs在线学习项目

Instructor-Led Courses教学课程

Selected Readings 选修

Professional Conferences 专业培训

20% 教练与辅导

Coaching & Mentoring

10% 培训

Training

OCT Approaches OCT方法

Learning through Study

通过课程来学习

6. Managing Others: Save Face管理他人：保留面子

Provides Feedback 提供反馈

Receiving Criticism 接受批评

Career Development 职业发展

Guide them for solutions 引导他们解决问题

Feedback反馈

观察

影响

建议

Exercise 练习

Negative Feedback 负面反馈

Positive Feedback 正面反馈

Practice: Receiving Criticism实践：接受批评

• I am sorry + action 对不起+采取行动

• Suggestions + action 建议+采取行动

• Let me think it + action 让我想想+采取行动

• TQ + action 问题补充+采取行动

• I am overlook + action 我忽略了+采取行动

Guide Them for Solutions 引导他们去解决问题

What do you think? 你怎么想？

What are your solutions?

你的解决方法是？

How can we do it better?

我们怎样才能做的更好？

Guide Them for Solutions引导他们去解决

They will do what they say!

他们会做他们所说的！

Performance Analysis表现分析

Presentation介绍

Day 1 第一天

• New Roles 新角色

• Managing Yourselves 自我管理

• Managing Others: Guan Xi – Trust and Positive Relationship

管理他人：关系—信任和积极的人际关系

Day 2: 第二天

• Managing Others: No Fear

管理他人：没有恐惧

• Managing People: Focus on their strengths

人员管理：专注在他们的强项

• Managing People: Save Face

人员管理：保全面子

Your Action Plan你的行动计划

• Take some time to review the notes and action items you’ve made throughout the last 2 days.

花一点时间来检查过去2天你做的笔记与行动计划

• Create your action plan创建你的行动计划:1. Summarize 2-3 Actions that you want to accomplish

within the next two weeks. 总结在接下来2周你想要达成的2-3个行动

2. Write the Two Big Personal Insights that you are taking away from this course.

写下2个你在这次学习中最大的个人见解

Sharing 分享

• Your sharing of the impression and positive traits of each participants

• 与其他的同学分享这次培训的印象与收获

• the Two Big Personal Insights that you are taking away from this course.

你在此次课程中体会到的最大的2个见解

Checking Out Expectations写下期望

GOOD, NEW and APPLICABLE好的、新的与适用的EXPECTATION期望

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ExerciseEvalution 评价our Mind