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1、TeamBuildingandPerformingEvaluationDingLihuaMBA.MD.SalesDirectorNorthernChinaArea7/20/20241HSSalesmanagementTrainingContents1.SituationalLeadership2.KPI3.WorkSessionManagement7/20/20242HSSalesmanagementTrainingPartI.SituationalLeadership高绩效团队建设高绩效团队建设HowtoBuildHighPerformingTeam?7/20/20243HSSalesman
2、agementTraining从团队中观察什么？7/20/20244HSSalesmanagementTraining从团队中观察:n-交流与参与n-决定n-争论n-领导n-目标n-规范n-解决问题n-气氛/风气7/20/20245HSSalesmanagementTraining高绩效队伍的特征?7/20/20246HSSalesmanagementTraining高绩效队伍的特征:n目的n授权n人际关系与沟通n灵活性n主动性n认可与感激n士气7/20/20247HSSalesmanagementTraining团队发展四个时期定位不满不满 解决成果生生产产力力士士气气指导Directing
3、辅导Coaching支持Supporting授权Delegating7/20/20248HSSalesmanagementTraining团队发展第一阶段- 定位 特征n适度渴望伴随高期望值n有适度的焦虑感:哪里适合我? 我期盼些什么?n熟悉情况及主要人物n依赖于权威与等级n须找到合适的位置发展自我7/20/20249HSSalesmanagementTraining团队发展第二阶段- 不满 特征n经历了理想与现实的不一致n有感于对依靠权威性的不满n有自我挫败意识: 周转于目标、任务和行 动计划之间感到愤怒n感到无能为力和困惑n面对领导和其他同事抱消极态度n为夺取权利或吸引注意力而竞争n经历两
4、极分化：依赖与被依赖7/20/202410HSSalesmanagementTraining团队发展第三阶段- 解决 特征n不满减少n改变期望与现实之间的不一致性n解决极性与憎恨n推进和睦、信任、支持和尊敬n树立自尊与自信n更加开朗并反馈更多信息n分享责任，共同操從n使用团队语言7/20/202411HSSalesmanagementTraining团队发展第四阶段- 成果 特征n对于积极参与团活队动感到兴奋不已n与整个群体和子群体共同合作、相互依存n感受到团队的强大n对于完成目标任务表现出高度自信n分享领导权n对圆满完成任务抱积极态度n按高标准执行7/20/202412HSSalesmana
5、gementTraining任何发展阶段都显得非常重要每一个阶段都是旅途中的驿站能通往胜利的彼岸7/20/202413HSSalesmanagementTraining四种基本领导类型高支持高指导与与支低指导行为高支持行为持S3支持S2辅导行为S4授权S1指导低支持高指导与与低指导行为低支持行为指导行为7/20/202414HSSalesmanagementTraining经理与导师这两词有着相同的含义7/20/202415HSSalesmanagementTraining除非经理们十分愿分享监控否则你不可能会有一支充分授权的,自我指导的团队7/20/202416HSSalesmanageme
6、ntTraining在发展过程中促进团队顺利前进是每位团队领导者应承担的最重要职责7/20/202417HSSalesmanagementTraining一些人把开会仅看作是记录甚至浪费时间的场所7/20/202418HSSalesmanagementTraining为了提供团队本身所无法创造的奇迹绩效领导成员往往会自行调整管理方式7/20/202419HSSalesmanagementTraining只有授权他人才会有权施行7/20/202420HSSalesmanagementTraining三个臭皮匠顶个诸葛亮7/20/202421HSSalesmanagementTraining团队发
7、展游戏规则7/20/202422HSSalesmanagementTrainingPartII.Howtodoevaluation?7/20/202423HSSalesmanagementTrainingKPI7/20/202424HSSalesmanagementTrainingPartIII.WorkSessionManagement工作会议管理7/20/202425HSSalesmanagementTrainingWhatisaworksession什么是工作会议?7/20/202426HSSalesmanagementTrainingn经理在工作会议上要做哪些特殊经理在工作会议上要做哪
8、些特殊的事情的事情?7/20/202427HSSalesmanagementTraining成功的工作会议需要考虑的事项n通过计划获得成功!n目标：你的和他们的目标n先人后事n观察什么?怎样观察?n提供反馈n行动计划n跟进7/20/202428HSSalesmanagementTraining通过计划获得成功n工作会议计划n每周一天n每天计划1-2小时-评估小组、个人和作为小组成员的个人的工作情况7/20/202429HSSalesmanagementTraining目标:你的和他们的目标n“一个真实的东西”n对他们的重要性是什么?n你必须做哪些准备?7/20/202430HSSalesman
9、agementTraining先人后事n涉及的事情n事务分离n人是真正重要的问题!7/20/202431HSSalesmanagementTraining观察n观察什么?n行为n语言n身体语言n面部表情n关系n组织n意识n等等n怎样观察n听n看n了解n掌握情况，作出正确决策!7/20/202432HSSalesmanagementTraining提供反馈n7-1原则，即推出7条以上的肯定意见，1条否定意见，这样才不会使人太难堪n在轻松活跃的气氛中进行n集中于真实情况n可以进行交叉的反馈7/20/202433HSSalesmanagementTraining行动计划n集中于重要事项n持续进行直到
10、计划被确定下来n保持会议与会议之间的连续性n跟进到位7/20/202434HSSalesmanagementTraining成功的标准n每年100-120个培训日n2天工作会议n对每个工作会议的书面意见7/20/202435HSSalesmanagementTrainingWhattodo?BeforeaWorkSession7/20/202436HSSalesmanagementTrainingPRIORTOWORKSESSION:Establishingyourobjectives-direction(globalandspecific)-primaryskilltodeveloponwo
11、rksession-developmentaldiscussion(OJT)SolicitingtheirobjectivesPreparingtodemonstratekeyskillsDeterminingmethodsforskilltransfer7/20/202437HSSalesmanagementTrainingWhattoDo?DuringaWorkSession7/20/202438HSSalesmanagementTrainingDURINGWORKSESSION:Peoplefirst,thingssecondDiscussplanfortwodaysession-how
12、doesitaccomplishworksessionobjectives?-Whenwillweworkonprimaryskills-RoleofSalesManageronkeycalls-IsthereanopportunityforOJTdevelopment?7/20/202439HSSalesmanagementTrainingFeedback-recognizepositives-leadthem,donttellthem-useadultlearningmodel-discuss-show/practice-applyonnextcall7/20/202440HSSalesm
13、anagementTrainingWhattodo?AfteraWorkSession7/20/202441HSSalesmanagementTrainingEndofWorkSession-Positive,buthonestfeedback-FieldConferenceReport-Summarizeday-Takeawaypoints-Actionplan7/20/202442HSSalesmanagementTrainingFOLLOWINGWORKSESSION-SendcopyofFieldFeedbackformtoSalesRepandManager-Keepcopyfori
14、nterimdiscussion/feedback7/20/202443HSSalesmanagementTrainingFourstagesofCareerExploration(探索期探索期)Establishment(成长期成长期)Maintenance(稳定期稳定期)Disengagement(引退期引退期)S1S2S3S47/20/202444HSSalesmanagementTraining不同的激励/不同时期CareerStageCharacteristicsofSalespersonMotivatorExploration(探索期探索期)Establishment(成长期成长期
15、)Maintenance(稳定期稳定期)Disengagement(引退期引退期)EarlyphaseSearchingforcomfortablepositionIslikelytochangeoccupationSeeksStabilizationinoccupationSeecareerasveryimportantStrivesforprofessionalsuccessandPromotionConcernwithretainingcurrentPositionGreatercommitmenttofirmLesslikelytoswitchjobsAdaptstochangestokeepperformanceAtcurrentlevelIspreparingforretirementSelf-confidenceLoweruncertaintiesWidencriteriaforsuccessIntroducerewardsforMeetingchallengesRewardcreativityandself-relianceEmphasizetechniquesforworkingsmarterHelpreducenumberOfworkhours7/20/202445HSSalesmanagementTraining
