领导力培训基础课程

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1、1 1August 2007Leadership Fundamentals领导力基础课程领导力基础课程Accelerated Leadership Development Program (ALDP)强化领导力发展课程（ALDP）2All Rights Reserved 20072Activity: Warm It Up!活动：热身一下！活动：热身一下！3All Rights Reserved 20073Differentiate Management and Leadership区分管理能力与领导力之间的差异区分管理能力与领导力之间的差异Gain critical knowledge and

2、 self-awareness to be a successful leader获得成为一个成功领导者的必备知识和自我认知获得成为一个成功领导者的必备知识和自我认知能力能力Adapt style preferences to be more effective能够适应不同的风格，实现更高效率能够适应不同的风格，实现更高效率Apply appropriate leadership behaviours in different situations to be more effective在不同情况下能够采取适合的领导行为，以实现在不同情况下能够采取适合的领导行为，以实现更高效率更高效率Why

3、 Are We Here? 目的目的WB 24All Rights Reserved 20074The Quality of IHGs Leadership IHG的领导力水平的领导力水平Great HotelsGuests Love出色的酒店出色的酒店客人的最爱客人的最爱Build the industrys strongest operating system focused on the biggest markets and segments where scale really counts打造业内最强的运营系统，打造业内最强的运营系统，集中于由规模决定优势的最集中于由规模决定优势的

4、最大的市场和细分市场大的市场和细分市场Brand performance品牌绩效品牌绩效Excellent hotel returns出色的酒店回报出色的酒店回报Market scale/knowledge 市场规模、知识市场规模、知识Aligned organisation 组织联盟组织联盟Purpose 目标目标Strategy 战略战略Priorities 优先事项优先事项Quality of IHG LeadershipIHG的领导的领导力水平力水平Winning Ways 致胜之道致胜之道Do the right thing做对的事做对的事Show we care 体现关爱体现关爱A

5、im Higher追求卓越追求卓越Celebrate Difference 求同存异求同存异Work Better Together协作共赢协作共赢 drives our corporate priorities 推动我们的企业优先事项的进程推动我们的企业优先事项的进程5All Rights Reserved 20075The Service-Profit Chain 服务利润链服务利润链Return on AssetsOperating MarginRevenue Growth资产收益率资产收益率营运利润率营运利润率收入增长收入增长Customer Impressions客户的印象客户的印象

6、CustomerReferrals客户推荐客户推荐CustomerRetention客户保持力客户保持力Service 服务服务Helpfulness 帮助性帮助性Merchandise 商品商品Value 价值价值Employee Behavior员工的行为员工的行为Attitude about the job对工作的态度对工作的态度Attitude about the company对公司的看法对公司的看法Rucci, et al, 19986All Rights Reserved 20076Source: McKinseys War for Talent 2000 survey of 6

7、,500 senior & mid-level managers at 35 large US companies 来源：麦肯锡2000年人才之战调查，对象是35家大型美国公司的6,500名高级和中层经理人58% of people who have worked with subpar managers are affected as follows:58%曾与不合格经理人工作过的员工表示受到以下影响：曾与不合格经理人工作过的员工表示受到以下影响：86%82%81%76%“Made me want to leave the company”“使我想离开这家公司使我想离开这家公司”“Preve

8、nted me from making a larger contribution to the bottom line”“阻碍我为公司的最终收益做出更大贡献阻碍我为公司的最终收益做出更大贡献”“Hurt my career development”“损害我的职业发展损害我的职业发展”“Prevented me from learning”“阻碍我学习阻碍我学习”The Cost of a Bad Boss 不称职上司的代价不称职上司的代价7All Rights Reserved 20077Whats This Got To Do With Me?这与我有什么关系？这与我有什么关系？我们对员工

9、我们对员工的期望是什的期望是什么？么？我们对员工我们对员工的付出是什的付出是什么？么？8All Rights Reserved 20078 Developing Leaders at IHG洲际酒店集团的领导者培养洲际酒店集团的领导者培养The ALDP is a 10-module leadership development program based on the IHG Competency Model, that is designed to skill Band 6 & 7 supervisors in essential leadership practices.ALDP 领导力

10、发展课程以洲际领导力发展课程以洲际酒店集团能力模型为基础，由酒店集团能力模型为基础，由10个板块构成，旨在为个板块构成，旨在为6级和级和7级主管人员提供基础领导力级主管人员提供基础领导力实践的技巧培训。实践的技巧培训。 Staff(Independent Contributor)员工员工（单独的贡献者）（单独的贡献者）Excom & Dept Heads(Manage Function/Supervisors)执委会及部门负责人执委会及部门负责人（管理一个职能部门（管理一个职能部门/主管们）主管们）Supervisor(Manage a Small Team)主管主管（管理一个小型团队）（管理

11、一个小型团队）General Managers(Manage Property)总经理总经理（管理酒店）（管理酒店） Turn 2 转变转变 2Turn 3转变转变 3Turn 1转变转变 19All Rights Reserved 20079 IHG Supervisor Competencies洲际酒店集团主管级能力洲际酒店集团主管级能力WB 3战略思考行业理解鼓励协作领导和发展员工注重客户和市场支持变革成效驱动将愿景转化为行动10All Rights Reserved 200710What is your most important responsibility as a superv

12、isor? 作为一名主管，你最重要的职责是什么？作为一名主管，你最重要的职责是什么？To produce results .创造成效创造成效but the only way to do this is through the efforts of the people around you但是要实现这一点，唯一的途径是通过你周围但是要实现这一点，唯一的途径是通过你周围员工员工的努力。的努力。Introduction 简介简介11All Rights Reserved 200711Changing Role of the Supervisor主管的角色变化主管的角色变化Traditional过去

13、过去21st Century21世纪世纪Traditional 过去过去Main role was to direct and control the way work was done by the people that reported to them 主要角色是指挥和管理下属员工的工作方法Today 现在现在Successful supervisors are primarily driven by the roles of coach, leader, developer, mentor, and planner成功的主管以担任教练、领导、培养者、导师和计划者的角色为主WB 412A

14、ll Rights Reserved 200712“The only true leader is someone who has followers. An effective leader is not someone who is loved or admired. He or she is someone whose followers do the right thing. Popularity is not leadership. Results are.”“真正的领导者真正的领导者拥有自己的追随者拥有自己的追随者。一个高效的领导者未必众人皆爱。一个高效的领导者未必众人皆爱。其追随

15、者都以正确的方式工作。其追随者都以正确的方式工作。受人欢迎并不是领导力。成效才是。受人欢迎并不是领导力。成效才是。”Peter Drucker彼得彼得 .德鲁克德鲁克The True Leader 真正的领导者真正的领导者WB 413All Rights Reserved 200713Activity: Electric Maze 活动：电子迷宫活动：电子迷宫14All Rights Reserved 2007141.What happened? What feelings did you experience at the beginning, middle, end?2.发生了什么事？在开

16、始、中间和最后，你体验到了怎样的感觉发生了什么事？在开始、中间和最后，你体验到了怎样的感觉？3.2.Was there a leader? Why do you think so?4.当时有没有一个领导者？为什么？当时有没有一个领导者？为什么？5.3.What can you learn from this experience?6.从中你能学到什么？从中你能学到什么？Activity: Electric Maze 活动：电子迷宫活动：电子迷宫WB 515All Rights Reserved 200715The root of the word management is “manas” -

17、 meaning hands.英语管理（英语管理（management）一词的词）一词的词根是根是 “mana”，本意是双手。，本意是双手。Managing is to accomplish, to be in charge of or responsible for, to conduct.管理是指管理是指完成、负责、执行。完成、负责、执行。It involves the process of setting and achieving the goals through the planning, organizing, directing and controlling.管理包括通过计划

18、、组织、指挥和控制来管理包括通过计划、组织、指挥和控制来设定和实现目标的流程。设定和实现目标的流程。What is Managing 什么是管理什么是管理WB 616All Rights Reserved 200716The root of the word leadership is “lead” - meaning to go, to guide.英语领导力（英语领导力（leadership）一词的词根）一词的词根是是 “lead”，本意是通向、引导。，本意是通向、引导。Leading is influencing, guiding in direction, action, or opi

19、nion. 领导是指领导是指在方向、行动或意见上给予影在方向、行动或意见上给予影响、指导响、指导It involves inspiring others to follow, creating goodwill and supporting others. Leaders achieve things that could not have been done without them.领导包括激励他人追随、建立友好关系和对领导包括激励他人追随、建立友好关系和对他人提供支持。领导者所完成的事情，缺少他人提供支持。领导者所完成的事情，缺少他们便无法成功。他们便无法成功。What is Leadi

20、ng 什么是领导什么是领导WB 617All Rights Reserved 200717Leaders and Managers 领导者和管理者领导者和管理者A leader can be a manager, but a manager is not necessarily a leader.领导者可以是一个管理者，领导者可以是一个管理者，但管理者未必是一个领导者。但管理者未必是一个领导者。18All Rights Reserved 200718Activity: Compare and Contrast活动：比较与对比活动：比较与对比In your table groups, list

21、In your table groups, list some of the differences in some of the differences in behaviours between behaviours between managing and leading on a managing and leading on a flipchartflipchart以每张桌子为一组，在挂板上列以每张桌子为一组，在挂板上列以每张桌子为一组，在挂板上列以每张桌子为一组，在挂板上列举出管理和领导之间的行为差异举出管理和领导之间的行为差异举出管理和领导之间的行为差异举出管理和领导之间的行为差

22、异WB 619All Rights Reserved 200719Management Versus Leadership管理与领导管理与领导Focus on Results注重结果注重结果lEmbodies mission & vision体现使命和愿景体现使命和愿景lConcern with effectiveness关注成效关注成效lMotivating & inspiring 启发和激励启发和激励Management Management 管理管理管理管理Leadership Leadership 领导领导领导领导Managers seek COMPLIANCE管理者追求管理者追求“遵

23、守遵守”Leaders seek COMMITMENT领导者追求领导者追求“承诺承诺”Focus on Processes 注重过程注重过程lEmbodies goals & objectives体现目的和目标体现目的和目标lConcern with efficiency关注效率关注效率lControlling & problem-solving控制和解决问题控制和解决问题WB 620All Rights Reserved 200720Importance 重要性重要性Individual Contributor 个人贡献者个人贡献者Supervisor/ Manager 主管主管/经理经理E

24、xecutive 高级管理者高级管理者 Managerial Skills管理技巧管理技巧Leadership Skills领导力技巧领导力技巧Technical Skills专业技能专业技能High高高Low低低WB 6Management Versus Leadership管理与领导管理与领导21All Rights Reserved 2007211.Think of 5 pieces of advice to give other supervisors on leadership2.想出想出 5 条给其他主管的有关领导力的建条给其他主管的有关领导力的建议议3.2.Move around

25、 the room and collect 3 pieces of great leadership advice from 3 different people4.四处走动，从四处走动，从 3 个不同的人那里收集个不同的人那里收集 3 条有用的领导力建议条有用的领导力建议5.3.At the end you should have at least 9 tips from others6.最后，你应该至少从别人那里获得了最后，你应该至少从别人那里获得了 9 条建议条建议Activity: Scavenger Hunt 活动：寻宝游戏活动：寻宝游戏22All Rights Reserved 2

26、00722Leadership Fundamentals 领导力基础领导力基础Influencing Personal Performance影响影响 个人个人 绩效绩效Influencing Performance of Others影响影响 他人他人 绩效绩效23All Rights Reserved 200723Agenda (Day 1) 议程（第议程（第1天）天）Welcome & Introduction 欢迎与介绍欢迎与介绍The Manager vs. The Leader 管理者管理者vs领导者领导者LM1: Different Behavioural Styles不同的行为

27、风格不同的行为风格LM2: Emotions 情绪情绪EA1: Increase Self-Awareness 增强自我意识增强自我意识EA2: Build Acceptance of Others 接纳他人接纳他人EA3: Adapt Your Style 调整自己的风格调整自己的风格Mastery Demonstration 技巧演练技巧演练WB 724All Rights Reserved 200724Agenda (Day 2) 议程（第议程（第2天）天）Review Day 1 第第1天内容回顾天内容回顾LM3: 3Vs of Communication 沟通中的沟通中的3VLM4:

28、 Situational Leadership 情景领导情景领导EA1: Build Positive Bonds 建立积极关系建立积极关系EA2: Evaluate Leadership Situation 情景评估情景评估EA3: Influence the Situation 对情景施加影响对情景施加影响Mastery Demonstration 技巧演练技巧演练Summary, Review & Evaluation总结，回顾和评价总结，回顾和评价WB 725All Rights Reserved 200725Housekeeping 注意事项注意事项WB 826All Rights

29、Reserved 200726Self-Assessment 自评自评WB 927All Rights Reserved 200727Self-Assessment 自评自评21-3031-4041-50WB 928All Rights Reserved 200728A leader knows the keys for inspiring and influencing team members. To be successful then, a leader must learn how to communicate with coworkers and foster optimum te

30、amwork.一个领导者清楚知道激励和影响团队成员的关键。因此要成功，领一个领导者清楚知道激励和影响团队成员的关键。因此要成功，领导者必须学会如何与员工沟通，并培养最佳的团队合作。导者必须学会如何与员工沟通，并培养最佳的团队合作。Being aware of your preferred style of communication as well as those of others, accepting and adapting to them, will enable you to deal more effectively with them.意识到你自己偏好的沟通风格，以及其他人的沟

31、通风格，接纳和适意识到你自己偏好的沟通风格，以及其他人的沟通风格，接纳和适应他们，这将使你与他们的合作更有效。应他们，这将使你与他们的合作更有效。LM1: What are the Different Behavioural Styles 有哪些不同的行为风格有哪些不同的行为风格WB 1029All Rights Reserved 2007291.The worlds first lie detector2.世界上第一台测谎器2. Wonder Woman 神奇女郎What Do These Have in Common?这两者有什么共同点？这两者有什么共同点？30All Rights Res

32、erved 200730DiSC divides behavior into 4 main dimensions: DiSC模型将人的行为分为 4大维度：Dominance 支配型Influencing 影响型Steadiness; and 稳定型Compliance. 服从型He also originated the DiSC Personality Profile Model which is a useful guide to becoming more aware, to more readily accept and adapt to others styles.他提出了他提出了D

33、iSC个性特征模型，这对于更好的了解、接受、适应他人的个性特征模型，这对于更好的了解、接受、适应他人的处事风格有非常有效的指导作用。处事风格有非常有效的指导作用。William M. Marston 马斯顿William Marston 马斯顿博士马斯顿博士WB 1031All Rights Reserved 200731DiCSD.i.S.C.PEOPLE-ORIENTED人际导向型人际导向型Warm, Relaxed, Feelings, Supporting, Informal, Open, and Expressive热情、随和、感性、支持、不热情、随和、感性、支持、不拘礼节、坦率、善

34、于表达拘礼节、坦率、善于表达TASK-ORIENTED 工作导向型工作导向型Cool, Calculating, Guarded, Objective, and Formal冷静、精明、谨慎、客冷静、精明、谨慎、客观、正式观、正式OUTGOING 外向型外向型Tells, Fast-paced, Assertive, Initiates, Competing, Quick, Risk Taker, Direct喜欢讲述、快节奏、自信专断、发起喜欢讲述、快节奏、自信专断、发起者、竞争、迅速、风险承担者、直接者、竞争、迅速、风险承担者、直接RESERVED 内向型内向型Asks, Slower-p

35、aced, Responds, Avoids Risk, Goes Along, Cooperating, Deliberate, Indirect喜欢提问、慢节奏、响应者、回避风险、喜欢提问、慢节奏、响应者、回避风险、赞同支持、合作、从容谨慎、间接赞同支持、合作、从容谨慎、间接WB 1132All Rights Reserved 200732DOMINANTS are very straight forward in dealing with challenges and have little patience for details支配者支配者 直面挑战，对细节直面挑战，对细节没有很大耐

36、心没有很大耐心INFLUENCERS are outgoing, persuasive and influence others through talking. They tend to be emotional影响者影响者 外向，善于说服，外向，善于说服，通过交谈影响他人。容易通过交谈影响他人。容易情绪化情绪化STEADY people like to be in the know and work at a steady pace. They dont like sudden changes or ambiguity稳定者稳定者 喜欢掌握内部消息喜欢掌握内部消息和稳定的工作节奏。不喜欢和

37、稳定的工作节奏。不喜欢突然变化和模棱两可突然变化和模棱两可COMPLIANT people adhere to rules, regulations and structure. They appreciate quality and doing things right服从者服从者 严格遵守规则、规定严格遵守规则、规定和组织结构。崇尚品质和正确和组织结构。崇尚品质和正确的处事方式的处事方式Different Behavioural Styles 不同的行为风格不同的行为风格WB 1233All Rights Reserved 200733Activity: Famous Faces 活动：名

38、人的风格活动：名人的风格34All Rights Reserved 200734What Do We Know About Style?我们对风格知道多少？我们对风格知道多少？We each have a unique style; a blend of the 4 behavioural tendencies我们每个人的风格都是独一无二的；是我们每个人的风格都是独一无二的；是 4 种行为风格的融合种行为风格的融合Each behavioural style has its strengths and limitations每种行为风格都有其长处和局限性每种行为风格都有其长处和局限性There

39、 is no “best” behavioural style没有一种行为风格是没有一种行为风格是“最好的最好的”Our effectiveness with others depends on our adaptability to meet the needs of others与他人共事的效率取决于我们是否能自我与他人共事的效率取决于我们是否能自我调整，以满足他人的需要调整，以满足他人的需要35All Rights Reserved 200735Activity: Which Style? 活动：哪种风格？活动：哪种风格？iDCSWB 1336All Rights Reserved 20

40、0736All of us experience a wide range of emotions in our lives.我们所有人在生活中都会有各种情绪。我们所有人在生活中都会有各种情绪。Learning to recognize and stay with our feelings is a valuable experience. 学会认识和控制我们的情绪是一种宝贵的体学会认识和控制我们的情绪是一种宝贵的体验。验。We can learn that just because we feel something, we dont have to act on it.我们会知道，只是因为

41、有某种情绪，我们不我们会知道，只是因为有某种情绪，我们不必一定要表现出来。必一定要表现出来。LM2: What are Emotions? 什么是情绪？什么是情绪？WB 1537All Rights Reserved 200737Why Is It Important? 重要性重要性Out of control emotions make smart people stupid失控的情绪使聪明人变笨失控的情绪使聪明人变笨- Daniel Goleman丹尼尔丹尼尔戈尔曼戈尔曼 WB 1538All Rights Reserved 200738Emotional Intelligence 情感智

42、能情感智能WB 15啊啊! ! 那个白痴又在吹口那个白痴又在吹口哨了哨了!我要抗议，但我不喜欢我要抗议，但我不喜欢正面冲突。正面冲突。和他老板说又会显得我和他老板说又会显得我爱抱怨。爱抱怨。只有一个办法。只有一个办法。Alice，请你有空的时候，请你有空的时候到我这来一下。到我这来一下。什么事？什么事？等等，我马上回来。等等，我马上回来。别吹了别吹了!你这个该死你这个该死的笨蛋的笨蛋!什么事？什么事？没关系，我已经找到解决方法了。没关系，我已经找到解决方法了。39All Rights Reserved 200739Emotional Intelligence 情感智能情感智能The abili

43、ty to monitor ones own and others emotions, to discriminate among them, and use the information to guide ones thinking and actions.监督监督自己和他人情绪的能力，自己和他人情绪的能力，区分区分自己和他人情绪的自己和他人情绪的能力，以及能力，以及运用运用情绪信息情绪信息指导指导思维和行动的能力。思维和行动的能力。- Mayer & SaloveyWB 1540All Rights Reserved 200740Emotional intelligence is NOT

44、 情感智能情感智能.lBeing “nice” 不等同于对人不等同于对人“友好友好”lAllowing feelings to run wild 不会允许情绪失控不会允许情绪失控lGender based - women are not necessarily “emotionally smarter” than men 不是由性别决定女性并不一定比男性情商更高不是由性别决定女性并不一定比男性情商更高lFixed genetically 不是由基因决定不是由基因决定lBeing emotional 不是情绪化不是情绪化- Cooper & Sawaf, 1997WB 1641All Right

45、s Reserved 200741Emotional Intelligence Competencies情感智能的五项能力情感智能的五项能力By definition, E.I. consists of 5 competencies:从定义中可以看出，情感智能包括从定义中可以看出，情感智能包括 5 项能力：项能力：Self-awareness 自我认识自我认识Self-regulation 自我管理自我管理Self-motivation 自我激励自我激励Empathy 识别他人情绪识别他人情绪Managing relationships 关系管理关系管理- Salovey & Mayer, 1

46、985WB 1642All Rights Reserved 200742Activity: Match the Emotion活动：情绪配对活动：情绪配对Uneasy 不安Anger 愤怒Proud 骄傲 Thankful感激感激Confused 困惑困惑Hurt 受伤受伤Encouraged振奋振奋Confident 自信自信WB 1743All Rights Reserved 200743Emotions and Our Brain 情绪与大脑情绪与大脑Our brain is always taking in information though our senses. It inter

47、prets this information and sends the appropriate signals to the body that creates a response.我们的大脑通过感觉不断接收信息，对信息我们的大脑通过感觉不断接收信息，对信息做出解释后向身体发出适当的信号，然后由做出解释后向身体发出适当的信号，然后由身体做出反应。身体做出反应。The lizard brain interprets many signals as a “threat”. This affects our response to the situation.“蜥蜴脑蜥蜴脑”将许多信号解释为将许

48、多信号解释为“威胁威胁”。这。这会影响我们对所面临情况做出的反应。会影响我们对所面临情况做出的反应。WB 1844All Rights Reserved 200744Amygdala“Lizard Brain”杏仁核结构 “蜥蜴脑”Cortex“Thinking Brain”大脑皮层 “思维脑”Stimulus外界刺激外界刺激Reacts 做出反应做出反应Interprets 做出解释做出解释Emotions and Our Brain 情绪与大脑情绪与大脑WB 1845All Rights Reserved 200745DO:要要：1.pay close attention2.给予高度关注给

49、予高度关注3.2.remain calm & respectful4.保持冷静和尊重保持冷静和尊重5.3.send the message “Im here to work with you”6.传递这样的信息传递这样的信息“我是在我是在和你一起工作和你一起工作”7.4.choose your words carefully 小心措词小心措词8.5.show understanding9.表示理解表示理解1.let your hot buttons get pushed 被别人控制你的情绪被别人控制你的情绪2.Interrupt 打断对方打断对方3.react instantly to ang

50、ry or abusive comments4.立即做出生气的反应或谩立即做出生气的反应或谩骂对方骂对方5.4.use “But”6.用用“但是但是”7.5.use empathy with VERY angry people8.对对非常非常愤怒的人采取理解愤怒的人采取理解同情的方法同情的方法DONT:不要不要：Responding to Emotional People对待情绪化的人对待情绪化的人WB 1846All Rights Reserved 2007461.For each of the situations, answer the 3 questions2.对给出的每个场景，对给出

51、的每个场景，分别回答分别回答 3 个问题个问题3.2. Please be prepared to share your response with the larger group. 4.做好准备，与其他小做好准备，与其他小组交流你的回答。组交流你的回答。Activity: What Information?活动：怎样的信息？活动：怎样的信息？WB 1947All Rights Reserved 200747Increase Self-Awareness提高自我认识提高自我认识Build Acceptance of Others学会接纳他人学会接纳他人Adapt Your Style调整自我

52、风格调整自我风格How to Influence Personal Performance?如何影响个人绩效？如何影响个人绩效？WB 2148All Rights Reserved 200748Leadership starts with an understanding of yourself.领导力从了解自我开始。领导力从了解自我开始。Self-awareness gives us insight into how and why we behave the way we do and adapt our behaviors accordingly. 自我认识使我们能够深入了解自己的行为自

53、我认识使我们能够深入了解自己的行为方式以及其中的原因，从而能够相应的调方式以及其中的原因，从而能够相应的调整我们的行为。整我们的行为。This will allow us to better manage our relationships with others. 这将使我们能够更好的处理与他人的关系。这将使我们能够更好的处理与他人的关系。EA1: Increase Self-Awareness 提高自我认识提高自我认识WB 2249All Rights Reserved 200749Johari Window 乔哈里之窗乔哈里之窗KnowntoSelf自己知道自己知道UnknowntoSe

54、lf自己不知道自己不知道KnowntoOthers别人知道别人知道UnknowntoOthers别人不知道别人不知道BLINDSPOT自我盲区自我盲区HIDDENFAADE隐藏面隐藏面UNKNOWNPOTENTIAL未知潜力未知潜力OPENARENA公开区公开区WB 2350All Rights Reserved 2007501.Recognize your behavioural style preference 2.了解自己的行为偏好了解自己的行为偏好2.Identify your strengths and limitations3.确定你的优势和不足确定你的优势和不足3.Assess

55、how to leverage strengths and overcome limitations4.评估如何发挥优势和克服评估如何发挥优势和克服不足不足How Do I Increase Self-Awareness?怎样提高自我认识？怎样提高自我认识？WB 2451All Rights Reserved 200751Whats my Style? 我属于哪种风格？我属于哪种风格？1.Tick the boxes that you think best describe you.2.在你认为最符合在你认为最符合对你的描述上打勾。对你的描述上打勾。3.2. Wait for further

56、instructions from facilitator.4.等候主持人的进等候主持人的进一步说明。一步说明。WB 2552All Rights Reserved 2007521.Your team has been tasked to plan the hotels Annual Dinner & Dance. The theme is Masquerade Nite. 2.你的团队接到任务负责策你的团队接到任务负责策划酒店的年终晚宴和舞会。划酒店的年终晚宴和舞会。主题为假面之夜。主题为假面之夜。3.2.Create a plan for Masquerade Nite on a flip

57、chart. 4.在活页挂图上制定一个假在活页挂图上制定一个假面舞会的计划。面舞会的计划。Activity: Masquerade Nite活动：假面舞会活动：假面舞会WB 2653All Rights Reserved 200753What are my greatest style-related strengths and how do they help me on my job?从我的风格来看，我最大的优势是什么，对我从我的风格来看，我最大的优势是什么，对我的工作有怎样的帮助？的工作有怎样的帮助？What are 3 of my style-related limitations a

58、nd how do they hinder my job effectiveness?从我的风格来看，我有哪从我的风格来看，我有哪 3 项不足，对我的工项不足，对我的工作成效有怎样的阻碍？作成效有怎样的阻碍？What are 3 things I could do to be more effective when working with others?在和他人一起工作时要获得更高成效，我可以在和他人一起工作时要获得更高成效，我可以在哪在哪 3 件事上做出改善？件事上做出改善？Activity: Strengths and Blindspots活动：优势和盲区活动：优势和盲区WB 27-28

59、54All Rights Reserved 200754Accepting others means accepting the different styles and developing a positive attitude and appreciation for their strengths & weaknesses.接纳别人意味着接受不同的风格，培接纳别人意味着接受不同的风格，培养积极的态度，正确评价他们的优势养积极的态度，正确评价他们的优势和不足。和不足。This will lay the foundation for others to trust and have con

60、fidence in you, and vice versa. 这将为他人相信和信任你奠定基础，这将为他人相信和信任你奠定基础，反之亦然。反之亦然。EA2: Build Acceptance of Others学会接纳他人学会接纳他人WB 3055All Rights Reserved 2007551.Treat everyone as an individual 2.将每一个人都视为独将每一个人都视为独立的个人立的个人2.Identify and accept the other persons style3.了解和接受对方的风了解和接受对方的风格格3.Stay flexible4.保持灵活

61、变通保持灵活变通How Do I Build Acceptance of Others?怎样学会接纳别人？怎样学会接纳别人？WB 3156All Rights Reserved 200756Activity: Who, What, Why, How?活动：谁，什么，为什么，怎样？活动：谁，什么，为什么，怎样？JimJeannieDougSteveD iSCD iSCD iSCD iSCWB 3257All Rights Reserved 200757Stay calm 保持冷静保持冷静Dont let your hot buttons be pushed 不要被别人控制你的情绪不要被别人控制你

62、的情绪S.T.O.P. 停止停止Positive self-talk 积极的自我交谈积极的自我交谈Keep perspective 保持洞察力保持洞察力6 second pause 6秒暂停秒暂停Disengage 离开离开Stay flexible: Control Emotions保持灵活变通：控制情绪保持灵活变通：控制情绪WB 3358All Rights Reserved 2007581.Stand in 2 rows facing each other 面对面站成面对面站成2排排2.Starting with one side, read the complaints to your

63、 partner 从一边开始，向你的伙从一边开始，向你的伙伴读出抱怨的内容伴读出抱怨的内容3.Repeat step 2 with emotions (make it real) while partner practices staying calm4.重复第重复第2步，这次加上情绪步，这次加上情绪（要有真实感），此时你的伙（要有真实感），此时你的伙伴练习保持冷静伴练习保持冷静5.4.Reverse roles & repeat 6.交换角色练习交换角色练习Activity: Complaints! Complaints!活动：抱怨！抱怨！活动：抱怨！抱怨！WB 3459All Rights

64、 Reserved 200759We need to adapt our styles to the other persons so that we can optimize our working relationship. 我们需要调整自己的风格来适应他人，我们需要调整自己的风格来适应他人，从而最大程度的优化我们的工作关系。从而最大程度的优化我们的工作关系。When we adapt our style to theirs, we communicate more effectively, they understand us more and we build greater rapp

65、ort with them. 当我们调整风格适应他人时，我们的沟当我们调整风格适应他人时，我们的沟通变得更为有效，他们将能更好的理解通变得更为有效，他们将能更好的理解我们，并且能够与他们建立起更友好的我们，并且能够与他们建立起更友好的信任关系。信任关系。EA3: Adapt Your Style 调整你的风格调整你的风格WB 3660All Rights Reserved 200760What Does It Mean To Be Adaptable?适应能力是指什么？适应能力是指什么？We adjust our methods of communicating and behaving. 我

66、们对自己的沟通和行为方式进行调整。我们对自己的沟通和行为方式进行调整。We go beyond our comfort zone so that others are comfortable. 走出自己的舒适区，使他人感到舒适。走出自己的舒适区，使他人感到舒适。We do not imitate other people; we adjust our behaviour to be more in line with the preference of others. 我们不模仿他人；我们调整自己的行为，从而与我们不模仿他人；我们调整自己的行为，从而与他人的偏好更为一致。他人的偏好更为一致。W

67、e maintain our own identity and good sense.我们保持自我认同和判断力。我们保持自我认同和判断力。WB 3761All Rights Reserved 2007611.Know the motivators of the different styles 2.了解不同风格人的激励因素了解不同风格人的激励因素2.Adjust communication using the 3Vs3.根据根据3V调整沟通方式调整沟通方式3.Complete an adaptability strategy for each person4.为每个人制定适应性策略为每个人制定

68、适应性策略How Do I Adapt My Style? 怎样调整风格适应他人？怎样调整风格适应他人？WB 3762All Rights Reserved 200762A D is motivated by the ability to make decisions and act without interference. Also可以不受干涉的决策和行动能激发可以不受干涉的决策和行动能激发D型人的工作动力。同时还包括型人的工作动力。同时还包括Challenges and problems to solve 有待解决的挑战和问题有待解决的挑战和问题Power and authority t

69、o make decisions 决策的权力和职权决策的权力和职权Changing environment 转换变化的环境转换变化的环境Freedom from routine and mundane tasks对常规和普通工作任务的自主权对常规和普通工作任务的自主权Style Motivators 不同风格的激励因素不同风格的激励因素DWB 3863All Rights Reserved 200763Style Motivators 不同风格的激励因素不同风格的激励因素An i is motivated by a sense of belonging that includes intera

70、ction with others. Also归属感，包括与他人的交流互动，能激发归属感，包括与他人的交流互动，能激发 i 型人的工作动力。同时型人的工作动力。同时还包括还包括Flattery, praise, popularity and acceptance恭维，称赞，受人欢迎，被接纳恭维，称赞，受人欢迎，被接纳Create a friendly environment 创造友好的环境创造友好的环境Provide freedom from many rules and regulations让他人不受大量规则和规定的约束让他人不受大量规则和规定的约束Get other people to

71、handle details让他人处理细节问题让他人处理细节问题iWB 3864All Rights Reserved 200764Style Motivators 不同风格的激励因素不同风格的激励因素An S is motivated by security and loves status quo. AlsoS 型人的激励因素是安全感，他们喜欢目前的状态。同时还包括型人的激励因素是安全感，他们喜欢目前的状态。同时还包括Loyalty and dependability 忠诚和可靠忠诚和可靠Safety and security 安全和保安安全和保安No sudden changes in

72、procedures or lifestyle程序或生活方式没有突然变化程序或生活方式没有突然变化Time & activities that can be done from start to finish时间和活动能够有始有终的完成时间和活动能够有始有终的完成SWB 3865All Rights Reserved 200765Style Motivators 不同风格的激励因素不同风格的激励因素A C is motivated by assurances of quality and accuracy. AlsoC 型人的激励因素是对质量和准确性的保证。同时还包括型人的激励因素是对质量和准

73、确性的保证。同时还包括Standards of high quality 高品质标准高品质标准Detailed tasks 详细的任务详细的任务Logical organization of information信息的合理组织信息的合理组织Limited social interaction限量的社交活动限量的社交活动CWB 3866All Rights Reserved 200766Style Communication 不同风格的沟通不同风格的沟通Verbal语言文字言文字Vocal语音音语调Visual肢体肢体语言言DDirect speech 直接讲述Use words like “

74、Definitely, fast, etc.” 使用“肯定、很快等”词汇Speaks quickly 语速快Firm and loud tones 语气坚定、大声Unwavering 不可动摇Direct eye contact 直接眼神接触Firm handshake 握手坚定有力Bold visual appearance 鲜明的视觉外形iAsk questions 提问Close, personal language 亲密、涉及个人的语言Supportive language 支持性语言Friendly 友好Animated 生动Uses a lot of inflection 大量音调

75、变化Visual reinforcers 视觉刺激物Lots of body movement 大量肢体动作Smiles a lot 经常微笑SAsks “how” questions 提“怎样”的问题Generalize 概括归纳Logical flow 逻辑推理Constant 无变化Patient speech 说话耐心Soft tones 语气柔和Gentle handshake 柔和的握手Little sudden movement很少突然的肢体动作Nods when agree 点头表示同意CFocuses on specific details 关注具体细节Precise lan

76、guage 准确的语言Avoids emotions 避免情绪影响Little vocal variety 很少语音变化Even delivery 平稳的表达“News reader” style “新闻读者”型Poker face (unexpressive) 不动声色（无面部表情）Controlled Movement 控制肢体动作Avoids touching 避免肢体接触WB 3967All Rights Reserved 2007671.Identify the preferred styles of your staff2.确定员工的首选风格确定员工的首选风格3.2. For th

77、e identified staff, use the Styles template to build a strategy for adapting to them 4.针对已确定风格的员工，针对已确定风格的员工，运用风格模板制定一项策略，运用风格模板制定一项策略，来适应他们来适应他们Adaptability Strategy 适应性策略适应性策略DiSCOutgoing外向型外向型Reserved内向型内向型TaskOriented工作导向型工作导向型PeopleOriented人际导向型人际导向型WB 40-4468All Rights Reserved 200768Mastery D

78、emonstration 技巧演练技巧演练WB 466969August 2007Leadership Fundamentals领导力基础课程领导力基础课程Accelerated Leadership Development Program (ALDP)强化领导力发展课程（ALDP）70All Rights Reserved 200770Activity: Gang up on them!活动：联合起来！活动：联合起来！71All Rights Reserved 200771Why Are We Here? 目的目的Differentiate Management and Leadership

79、 区分管理与领导的差异区分管理与领导的差异Gain critical knowledge and self-awareness to be a successful leader获得成为成功领导者的重要知识和自我获得成为成功领导者的重要知识和自我认识认识Adapt style preferences to be more effective 调整风格偏好，提高成效调整风格偏好，提高成效Apply appropriate leadership behaviours in different situations to be more effective根据不同情况应用适当的领导行为，提根据不同情

80、况应用适当的领导行为，提高成效高成效72All Rights Reserved 200772Activity: Shapes 活动：形状活动：形状73All Rights Reserved 200773The word communicate comes from the Latin word, communicare, which means to, “make common or to share.”英语的沟通英语的沟通“Communicate”一词来源于拉丁语的一词来源于拉丁语的“communicare”，意思是，意思是“使使共同拥有或分享共同拥有或分享”。In essence, com

81、munication is the act of creating “shared understanding” between the message sender and the message receiver. 从本质上说，从本质上说，沟通是沟通是在讯息传递者和讯息接受者之间在讯息传递者和讯息接受者之间建立建立“一致的理解一致的理解”的行为的行为。LM3: 3Vs of Communication 沟通中的沟通中的 3VWB 4874All Rights Reserved 200774Sender 传递者传递者Receiver 接受者接受者Visual肢体语言肢体语言Perfect c

82、ommunication occurs when the receiver interprets a message as intended by the sender.当接受者对讯息的解释符合传递者的原意时，便实现了完美的沟通。当接受者对讯息的解释符合传递者的原意时，便实现了完美的沟通。Vocal语音语调语音语调Verbal语言文字语言文字55%7%38%The 3Vs of Communication沟通中的沟通中的 3VMessage 讯息讯息Encode 编码编码Decode 解码解码WB 4875All Rights Reserved 2007751.Messages are sen

83、t visually, verbally & vocally2.讯息通过肢体语言、语言文字和语音语调进行传递讯息通过肢体语言、语言文字和语音语调进行传递3.2.The effect of a message is based on interpretation4.讯息的影响效果取决于对讯息的解释讯息的影响效果取决于对讯息的解释5.3.No two people interpret a message exactly the same way6.没有两个人会对一条讯息作出完全相同的解释没有两个人会对一条讯息作出完全相同的解释7.4.A competent communicator sends a

84、 message with all 3 Vs consistent with each other and with the intention8.出色的沟通者在传递讯息时，会保持出色的沟通者在传递讯息时，会保持3V相互一致，并且与沟通意相互一致，并且与沟通意图统一。图统一。9.5.Effective communicators strive for shared meaning10.有效的沟通者力求达成有效的沟通者力求达成“一致的理解一致的理解”Principles of 3V Communication3V 沟通的基本原理沟通的基本原理WB 4876All Rights Reserved

85、200776Visual 肢体语言肢体语言Vocal 语音语调语音语调Verbal语言文字语言文字 Noise Noise 干干干干扰扰扰扰 Communication Noise 沟通中的沟通中的干干扰扰Sender 传递者传递者Receiver 接受者接受者Noise interferes with the intended message, causing a communication gap.干扰干扰会妨碍讯息按原意传递，从而造成沟通差距。会妨碍讯息按原意传递，从而造成沟通差距。WB 4977All Rights Reserved 200777Possible Causes of N

86、oise 干扰干扰产生的可能原因产生的可能原因StylePreference风格偏好风格偏好FamilyCircumstances家庭环境家庭环境“Noise”“干扰干扰”Biases&Prejudices偏见和成见偏见和成见Knowledge&Skills知识和技巧知识和技巧LowSelf-Esteem自尊较低自尊较低NaturalAptitude天生智能天生智能Desire&Interest需求和兴趣需求和兴趣IllHealth健康状况不佳健康状况不佳EmotionalState情绪状态情绪状态WB 49Environment环境环境78All Rights Reserved 200778

87、Noise can be overcome using Active Listening i.e. using all of your attention, focusing on what the sender is saying, and showing the sender that you understood the intended message.通过积极聆听能够克服通过积极聆听能够克服干扰干扰，即投入你所有，即投入你所有的的注意力注意力，集中聆听集中聆听讯息传递者所说的内容，并讯息传递者所说的内容，并向传递者向传递者显示出显示出你理解了所要传达的意思。你理解了所要传达的意思。A

88、ctive listening uses verbal, vocal, and visual behaviors to demonstrate understanding.积极聆听通过语言文字、语音语调、及肢体语言积极聆听通过语言文字、语音语调、及肢体语言来表示已经理解。来表示已经理解。Overcoming Noise 克服克服干干扰扰79All Rights Reserved 200779Activity: Active Listening活动：积极聆听活动：积极聆听80All Rights Reserved 200780a.Create a positive listening situa

89、tionb.创造适合积极聆听的环境创造适合积极聆听的环境c.b.Use active questioning techniquesd.运用积极提问技巧运用积极提问技巧e.c.Use active paraphrasing techniquesf.运用积极复述技巧运用积极复述技巧g.d.Use parroting 重复对方讲话内容重复对方讲话内容h.e.Use positive visual and verbal reinforcers (acknowledgement)i.运用肯定的肢体语言和语言文字表示确认（认可）运用肯定的肢体语言和语言文字表示确认（认可）j.f.Take notes (w

90、here appropriate) 做笔记（视具体情况）做笔记（视具体情况）k.g.Show the other person you understand 向对方显示你已理解向对方显示你已理解Active Listening Techniques积极聆听技巧积极聆听技巧WB 5081All Rights Reserved 200781Activity: Communicate Effectively活动：有效的沟通活动：有效的沟通1.Pair up with someone you have not practiced with.2.找一个没有练习过的同事组成一找一个没有练习过的同事组成一对

91、。对。3.2.One will act as the speaker who is a staff with an idea.4.一人将扮演说话者，即一个拥有一人将扮演说话者，即一个拥有一个想法的员工。一个想法的员工。5.3.The other will be the listener (supervisor) who will practice the active listening techniques.6.另一人则是聆听者（主管），对另一人则是聆听者（主管），对积极聆听技巧进行实地练习。积极聆听技巧进行实地练习。82All Rights Reserved 200782LM2: Situ

92、ational Leadership 情景领情景领导导Early leadership models assumed a “same style” approach with all employees in all situations早期的领导模型假设所有情景下对所有早期的领导模型假设所有情景下对所有员工采用员工采用同样风格同样风格的领导方式的领导方式In the 1960s, Hersey & Blanchard developed “Situational Leadership” which recognizes that different situations require di

93、fferent leadership styles到上世纪到上世纪60年代，年代，Hersey & Blanchard 开发了开发了“情景领导情景领导”的理念，的理念，认识到不同情景要求不同的领导风格认识到不同情景要求不同的领导风格WB 52四种领导风格四种领导风格（弱）（弱） 指挥型行为指挥型行为 （强）（强）支持性行为支持性行为（强）（强）授权型授权型支持型支持型辅导型辅导型指挥型指挥型83All Rights Reserved 200783Activity: Paper Planes 活动：纸飞机活动：纸飞机Get into pairs:分成二人一组：分成二人一组：One will be

94、 the leader (to be briefed outside room)一人将作为一人将作为领导领导（将在房间外面接受简（将在房间外面接受简令）令）One will be the performer (stay inside room)一人将作为一人将作为员工员工（留在房间内）（留在房间内）84All Rights Reserved 200784Situational Leadership 情景领导情景领导“Situation” “情景情景”Leadership “Styles” = blend of “Support” and “Direction”领导领导“风格风格”“支持支持”与

95、与“指挥指挥”的结合的结合Determined by 取决于取决于“Development Level”“发展水平发展水平”Determined by 取决于取决于“Other Aspects”“其他方面其他方面”Determined by 取决于取决于WB 5385All Rights Reserved 200785Situational Leadership 情景领导情景领导Therefore, the steps to apply Situational Leadership are:因此，情景领导的应用步骤是：因此，情景领导的应用步骤是：1.Assess your performers

96、 “development level”2.评估员工的评估员工的“发展水平发展水平”3.2.Evaluate other aspects of the “situation”4.考察考察“情景情景”的其他方面的其他方面5.3.Match the leadership “style” to the “situation”6.根据这一根据这一“情景情景”选择相应的领导选择相应的领导“风格风格”WB 5386All Rights Reserved 200786Development Levels 发展水平发展水平 D1D4 LowCommitment积极性弱积极性弱LowCompetence能力弱能

97、力弱HighCommitment积极性强积极性强Moderate/HighCompetence能力中等能力中等/强强HighCompetence能力强能力强HighCommitment积极性强积极性强 D3 D2 lCompetencel能力能力lCommitment积极性积极性Low/SomeCompetence能力弱能力弱/略有略有Low/VariableCommitment积极性弱积极性弱/不稳定不稳定WB 5487All Rights Reserved 200787HighCompetence能力强能力强HighCommitment积极性强积极性强Development Levels

98、发展水平发展水平D1D2D3D4-+COMMITMENT积积极极性性COMPETENCE 能力能力ModerateCompetence能力中等能力中等Low/VariableCommitment积极性弱积极性弱/不稳定不稳定LowCommitment积极性弱积极性弱Low/SomeCompetence能力弱能力弱/略有略有LowCompetence能力弱能力弱HighCommitment积极性强积极性强WB 5488All Rights Reserved 200788Leadership Styles 领导风格领导风格S2 “COACHING”辅导型辅导型S3 “SUPPORTING”支持型支

99、持型S4 “DELEGATING”授权型授权型+-SUPPORTING支支持持DIRECTING 指挥指挥0LittleDirection少量指挥少量指挥Lots ofSupport大量支持大量支持Lots ofSupport大量支持大量支持Lots ofDirection大量指挥大量指挥Lots ofDirection大量指挥大量指挥LittleSupport少量支持少量支持LittleDirection少量指挥少量指挥LittleSupport少量支持少量支持WB 55-56S1 “DIRECTING” 指挥型指挥型89All Rights Reserved 200789Matching

100、Style with Level 发展水平与领导风格匹配发展水平与领导风格匹配Low Competence能力弱能力弱Lots ofDirection大量指挥大量指挥Low Commitment积极性弱积极性弱Lots ofSupport大量支持大量支持Low/SomeCompetence能力弱能力弱/略有略有Lots ofDirection大量指挥大量指挥HighCommitment积极性强积极性强LittleSupport少量支持少量支持ModerateCompetence能力中等能力中等Little Direction少量指挥少量指挥HighCompetence能力强能力强LittleD

101、irection少量指挥少量指挥HighCommitment积极性强积极性强LittleSupport少量支持少量支持Low/VariableCommitment积极性弱积极性弱/不稳定不稳定Lots ofSupport大量支持大量支持 D1D4 D3 D2 WB 5690All Rights Reserved 200790Activity: Snap! “Snap”活动活动91All Rights Reserved 200791Build Positive Bonds建立积极的纽带关系建立积极的纽带关系Evaluate the Leadership Situation对情景进行评估对情景进行

102、评估Influence the Situation对情景施加影响对情景施加影响How to Influence Performance of Others? 如何影响他人的绩效？如何影响他人的绩效？WB 5892All Rights Reserved 200792Activity: Leaders You Admire活动：你欣赏的领导者活动：你欣赏的领导者93All Rights Reserved 200793Characteristics of Admired Leaders受人仰慕的领导者具备的特征受人仰慕的领导者具备的特征1. Honest 诚实正直诚实正直88%2. Forward-

103、Looking 有远见有远见 713. Competent 有能力有能力664. Inspiring 善于激励善于激励655. Intelligent 睿智睿智476. Fair-minded 公正公正427. Broad-minded 宽容宽容408. Supportive 给予支持给予支持359. Straightforward 坦率直接坦率直接 3410. Dependable 可靠可靠3311. Cooperative 合作合作28%12. Determined 坚定坚定2413. Imaginative 有想像力有想像力2314. Ambitious 有抱负有抱负2115. Cour

104、ageous 勇敢勇敢2016. Caring 关怀他人关怀他人2017. Mature 成熟成熟1718. Loyal 忠诚忠诚1419. Self-Controlled自制力强自制力强 820. Independent 独立独立 6From Kouzes & Posner, 2002 - Based on data from over 75,000 respondents in North America, Asia-Pacific, Latin America & Europe源自 Kouzes & Posner，2002基于北美、亚太、拉美和欧洲地区超过75,000名被访者的回答数据W

105、B 6094All Rights Reserved 200794The glue that builds strong bonds between leader and followers are credibility & trust.维系领导及其追随者之间纽带关系的粘合剂维系领导及其追随者之间纽带关系的粘合剂是可靠与信任。是可靠与信任。Trust can motivate others to participate in goal-oriented work, and promote teamwork. This is why building positive bonds is fund

106、amental to interpersonal leadership.信任能够激励他人共同承担以目标为导向的信任能够激励他人共同承担以目标为导向的工作，并有助于促进团队合作。这也就是为工作，并有助于促进团队合作。这也就是为什么积极的纽带关系是领导力的重要基础。什么积极的纽带关系是领导力的重要基础。EA1: Build Positive Bonds建立积极的纽带关系建立积极的纽带关系WB 5995All Rights Reserved 200795Trust takes a long time to develop and an even longer time to regain once

107、its broken.信任需要很长时间建立，而一旦信任需要很长时间建立，而一旦信任被打破，要重建则需要更长信任被打破，要重建则需要更长时间。时间。Trust, once broken, can take 4 to 12 times longer to rebuild than what it initially took to build in the first place信任，一旦被打破，会需要花费信任，一旦被打破，会需要花费最初建立信任所用时间的最初建立信任所用时间的4倍到倍到12倍的时间才能重建倍的时间才能重建Trust 信任信任WB 6096All Rights Reserved 2

108、007961.Exhibit trustworthy and trusting behaviours2.用行为证明自己值得信赖用行为证明自己值得信赖和信任他人和信任他人2.Help your staff achieve their goals3.帮助你的员工达成目标帮助你的员工达成目标3.Be a supportive listener4.做给予支持的聆听者做给予支持的聆听者How Do I Build Positive Bonds?怎样建立积极的关系？怎样建立积极的关系？WB 6197All Rights Reserved 200797Activity: Game of Life 活动：生命

109、游戏活动：生命游戏OR还是还是98All Rights Reserved 200798Combination 组合组合6 X5 X1 Y4 X2 Y3 X3 Y2 X4 Y1 X5 Y6 YPayoff 报酬报酬All ($200)X=$200; Y=($1,000)X=$400; Y=($800)X=$600; Y=($600)X=$800; Y=($400)X=$1,000; Y=($200)All $200Activity: Game of Life 活动：生命游戏活动：生命游戏99All Rights Reserved 200799Exhibit trustworthy behavio

110、rs 值得信赖的行为值得信赖的行为Behaviors that put you in a perceived vulnerable position e.g. self-disclosure将自己置于可被觉察的弱势地位的行为，如透露个人信息Exhibit trusting behaviors 信任他人的行为信任他人的行为Behaviors in response to anothers trusting behaviors that indicate to the trusting party that you are “safe” e.g. doing things as promised作

111、为对别人信任行为的回应，向信任你的人证明你很“可靠”的行为，如履行你的承诺Building Trust 建立信任建立信任WB 62100All Rights Reserved 2007100Individually, answer each question.独立回答每一个问题。独立回答每一个问题。Please be honest, only you will see the results. 请真实回答，只有你能看到请真实回答，只有你能看到结果。结果。You have five (5) minutes.你有五分钟时间。你有五分钟时间。Activity: You and Trusting Be

112、haviours活动：你和你的信任行为活动：你和你的信任行为WB 63101All Rights Reserved 2007101Form into groups of 3 with persons you are least familiar with和你最不熟悉的人组成三人小组和你最不熟悉的人组成三人小组Take turns to share your answers to each question, until all 3 members in the group have shared轮流分享对每个问题的回答，直到小轮流分享对每个问题的回答，直到小组中组中3个人全部分享完毕个人全部分

113、享完毕NOTE: 1/2 min per question注意：每个问题不超过半分钟注意：每个问题不超过半分钟Activity: Onion Peel (option)活动：剥洋葱（可选）活动：剥洋葱（可选）WB 64102All Rights Reserved 2007102EA2: Evaluate the Leadership Situation情景评估情景评估Situational leadership suggests to leaders how they should behave based on the situation.情景领导建议领导者应根据不同情景情景领导建议领导者应

114、根据不同情景采取怎样的行为。采取怎样的行为。Effective leadership occurs when the leader can accurately diagnose a situation and then exhibit the prescribed leadership style that matches that situation. 有效的领导需要领导者对情景能够作有效的领导需要领导者对情景能够作出准确判断，随后施展与情景相匹配出准确判断，随后施展与情景相匹配的领导风格。的领导风格。WB 66103All Rights Reserved 20071031.Assess

115、your performers development level2.评估员工的发展水平评估员工的发展水平2.Evaluate other aspects of the situation3.评估情景的其他方面评估情景的其他方面3.Match situational leadership style4.选择相匹配的情景领导风格选择相匹配的情景领导风格How Do I Evaluate the Leadership Situation? 如何对情景进行评估？如何对情景进行评估？WB 67104All Rights Reserved 2007104Assess the Development Le

116、vel评估员工的发展水平评估员工的发展水平Competent?有能力？有能力？Committed?有责任感？有责任感？Committed?有责任感？有责任感？ D1D4 D3 D2 WB 68105All Rights Reserved 2007105Name姓名姓名Task任任务Level of competence?能力水平能力水平?Level of commitment?责任感？任感？Devt Level?(D1 to D4)发展水平？展水平？（D1-D4）Observed Motivators?已已观察到的激察到的激励因素？励因素？Actions to Take:计划采取的划采取的行行

117、动：EX: HelenXYZHigh 强Variable (seem to be confident whenever doing task but lacks motivation sometimes)不稳定（似乎在任务进行过程中一直比较可靠，但有时会缺乏进取心）D3Task ownership, doesnt like to be disturbed担任任务负责人，不喜欢受到干涉Share expecta-tions then have weekly meetings; encourage交流对她的期望并安排周会；给予鼓励Assess the Development Level评估员工的发

118、展水平评估员工的发展水平1.Review your staff on his/her work tasks2.对员工的工作任务进行评估对员工的工作任务进行评估3.2.Assess their development level per task (D1-D4)4.针对每项工作任务，对员工的发展水平进行评估（针对每项工作任务，对员工的发展水平进行评估（D1-D4）WB 68106All Rights Reserved 2007106Evaluate Other Aspects of the Situation评估情景的其他方面评估情景的其他方面lRisk 风险风险lRequired effort

119、 需要付出的努力需要付出的努力lUrgency 紧急性紧急性lEthical considerations道德考虑道德考虑lPotential returns 潜在回报潜在回报WB 69107All Rights Reserved 2007107D2 D2 = = S2 Coaching S2 Coaching 辅导型辅导型辅导型辅导型SomeCompetence略有能力略有能力Direction指挥指挥Commitment积极性积极性Support支持支持D1 D1 = = S1 Directing S1 Directing 指挥型指挥型指挥型指挥型Competence能力能力Directi

120、on指挥指挥Commitment积极性积极性Support 支持支持D4 D4 = = S4 Delegating S4 Delegating 授权型授权型授权型授权型Competence能力能力Direction指挥指挥Commitment积极性积极性Support支持支持Match Leadership Style to Development Level 员工发展水平与领导风格相匹配员工发展水平与领导风格相匹配L少少Support 支持支持H多多L少少Direction 指挥指挥H多多L弱弱Commitment 积极性积极性H强强H强强Competence能力能力L弱弱D3 D3 = =

121、 S3 Supporting S3 Supporting 支持型支持型支持型支持型Competence能力能力Direction指挥指挥VariableCommitment积极性不稳定积极性不稳定Support支持支持WB 70108All Rights Reserved 2007108D3 D3 S1 Directing S1 Directing 指挥型指挥型指挥型指挥型 D2 D2 S1 Directing S1 Directing 指挥型指挥型指挥型指挥型D4 D4 S1 Directing S1 Directing 指挥型指挥型指挥型指挥型 D1 D1 S1 Directing S1

122、Directing 指挥型指挥型指挥型指挥型Commitment积极性积极性Commitment积极性积极性Support支持支持Competence能力能力Competence能力能力S1 Leadership Mismatch 领导风格不匹领导风格不匹配配Support支持支持Direction指挥指挥Support支持支持Direction指挥指挥SomeCompetence略有能力略有能力Direction指挥指挥VariableCommitmentCompetence 能力能力Direction指挥指挥Commitment积极性积极性Support支持支持L少少Support 支持支

123、持H多多L少少Direction 指挥指挥H多多L弱弱Commitment 积极性积极性H强强H强强Competence 能力能力L弱弱VariableCommitment 积极性不稳定积极性不稳定WB 71109All Rights Reserved 2007109D3 D3 S2 Coaching S2 Coaching 辅导型辅导型辅导型辅导型D2 D2 S2 Coaching S2 Coaching 辅导型辅导型辅导型辅导型D4 D4 S2 Coaching S2 Coaching 辅导型辅导型辅导型辅导型D1 D1 S2 Coaching S2 Coaching 辅导型辅导型辅导型辅

124、导型Competence能力能力Commitment积极性积极性Competence能力能力Competence能力能力Commitment积极性积极性S2 Leadership Mismatch领导风格不匹领导风格不匹配配Direction指挥指挥Support支持支持Direction指挥指挥Direction指挥指挥Support支持支持VariableCommitment积极性不稳定积极性不稳定Support支持支持L少少Support支持支持H多多L少少Direction指挥指挥H多多L弱弱Commitment积极性积极性H强强H强强Competence能力能力L弱弱SomeComp

125、etence略有能力略有能力Direction指挥指挥Commitment积极性积极性Support支持支持WB 71110All Rights Reserved 2007110D3 D3 S3 Supporting S3 Supporting 支持型支持型支持型支持型 D2 D2 S3 Supporting S3 Supporting 支持型支持型支持型支持型D4 D4 S3 Supporting S3 Supporting 支持型支持型支持型支持型 D1 D1 S3 Supporting S3 Supporting 支持型支持型支持型支持型S3 Leadership Mismatch领导风

126、格不匹领导风格不匹配配Direction指挥指挥Competence能力能力SomeCompetence略有能力略有能力Commitment积极性积极性Commitment积极性积极性Competence能力能力Direction指挥指挥Competence能力能力Direction指挥指挥Commitment积极性积极性L少少Support支持支持H多多L少少Direction指挥指挥H多多L弱弱Commitment积极性积极性H强强H强强Competence能力能力L弱弱VariableCommitment积极性积极性不稳定不稳定Support支持支持Support 支持支持Directi

127、on指挥指挥Support 支持支持Support支持支持 WB 71111All Rights Reserved 2007111D3 D3 S4 Delegating S4 Delegating 授权型授权型授权型授权型 D2 D2 S4 Delegating S4 Delegating 授权型授权型授权型授权型D4 D4 S4 Delegating S4 Delegating 授权型授权型授权型授权型 D1 D1 S4 Delegating S4 Delegating 授权型授权型授权型授权型S4 Leadership Mismatch领导风格不匹配领导风格不匹配Competence能力能

128、力SomeCompetence略有能力略有能力Commitment积极性积极性Commitment积极性积极性Support支持支持Competence能力能力Direction指挥指挥Competence能力能力Direction指挥指挥Commitment积极性积极性Support支持支持L少少Support支持支持H多多L少少Direction指挥指挥H多多L弱弱Commitment积极性积极性H强强H强强Competence能力能力L弱弱VariableCommitment积极性积极性不稳定不稳定Direction指挥指挥Support支持支持Direction指挥指挥Support支

129、持支持WB 71112All Rights Reserved 2007112Activity: Which Style Works Best?活动：哪种风格最有效？活动：哪种风格最有效？1.Form into 4 groups. Each group visits one of the four situational leadership styles2.分成分成4个小组。每组考察四种情个小组。每组考察四种情景领导风格中的一种景领导风格中的一种3.2.Brainstorm a list of work situations related to that style4.展开集体讨论，列举一些

130、与这展开集体讨论，列举一些与这种风格相关的工作情景种风格相关的工作情景5.3.Please be prepared to share your examples with the larger group6.做好准备和大家交流讨论结果做好准备和大家交流讨论结果WB 72113All Rights Reserved 2007113Leadership is a transaction between leaders and followers.领导是领导者和部下之间的一种交流。领导是领导者和部下之间的一种交流。The more we are able to adjust our behaviou

131、rs to best serve the specific situation faced by our performers, the more successful we can be in enhancing their performance.我们越能够通过调整自己的行为，最大我们越能够通过调整自己的行为，最大限度适应员工的具体情况，那么我们在限度适应员工的具体情况，那么我们在提高员工绩效方面就能越成功。提高员工绩效方面就能越成功。EA3: Influence The Situation 对情景施加影响对情景施加影响WB 74114All Rights Reserved 2007114

132、Desire 需求需求Desire is the key ingredient in how much discretionary effort, energy, & enthusiasm we put into the work we do or, whether we do it at all! 我们对从事的工作愿意投入多少额外的我们对从事的工作愿意投入多少额外的努力、精力和热情，或者是否愿意投入，努力、精力和热情，或者是否愿意投入，一个关键因素是我们的一个关键因素是我们的需求需求。WB 75115All Rights Reserved 2007115Maslows Hierarchy o

133、f Needs马斯洛需求阶梯马斯洛需求阶梯Self-actualisation 自我实现的需要自我实现的需要Personal growth and fulfillment个人成长和实现个人成长和实现Esteem 尊重需要尊重需要Achievement, status, responsibility, reputation成就、地位、职责、名誉成就、地位、职责、名誉Belongingness 社交需要社交需要Family, affection, relationships, work group, etc.亲情、友情、爱情、工作团队等亲情、友情、爱情、工作团队等Safety 安全需要安全需要Pr

134、otection, safety, order, law, limits, stability, etc.保护、安全、秩序、法律、限制、稳定等保护、安全、秩序、法律、限制、稳定等Physiological 生理需要生理需要Basic life needs air, food, drink, shelter, warmth, sex, sleep, etc. 基本生存需求空气、食物、水、住所、温暖、性、睡眠等基本生存需求空气、食物、水、住所、温暖、性、睡眠等WB 75116All Rights Reserved 2007116SELF自自我我Intangible Recognition 无形的认

135、可无形的认可Type I: 类型一类型一Internal Tangible内在的有形激励内在的有形激励Type II: 类型二类型二External Tangible外在的有形激励外在的有形激励Type III: 类型三类型三Internal Intangible内在的无形激励内在的无形激励Type IV: 类型四类型四External Intangible外在的无形激励外在的无形激励OTHERS他他人人Tangible Reward 有形的奖赏有形的奖赏Motivation Cube 激励四方图激励四方图WB 76-77117All Rights Reserved 20071171.Indi

136、vidually, consider the motivation styles of each performer in your area2.分别考虑一下你管辖范围内每个员分别考虑一下你管辖范围内每个员工属于的激励类型工属于的激励类型3.2.Next, think of some techniques that you believe would work. If you are unsure, develop one or two questions you would ask to better understand his/her motivators4.然后，想出一些你认为有效的激

137、励然后，想出一些你认为有效的激励技巧。如果你不是很确定他技巧。如果你不是很确定他/她的类型，她的类型，准备一两个你想问的问题，从而更好的准备一两个你想问的问题，从而更好的了解能够激励他了解能够激励他/她的因素她的因素Activity: What Type Are They?活动：他们是哪种类型？活动：他们是哪种类型？WB 78118All Rights Reserved 20071181.Review the list of supportive and directive behaviours2.浏览支持型行为和指挥浏览支持型行为和指挥型行为的列表型行为的列表2.Plan what you

138、will do differently3.计划一下你会采取怎样计划一下你会采取怎样不同的行动不同的行动3.Work with your performer4.与你的员工付诸实施与你的员工付诸实施How Do I Influence The Situation?怎样对情景施加影响力？怎样对情景施加影响力？WB 79119All Rights Reserved 2007119Dual Axis Directive & Supportive行为的两轴指挥型行为的两轴指挥型&支持型支持型Directive Behavior Directive Behavior 指挥型行为指挥型行为指挥型行为指挥型行为

139、Tell employee what to do, when and how to do it (one-way communication)告诉员工要做什么，做的时间和方式（单向沟通）告诉员工要做什么，做的时间和方式（单向沟通）Spell out the leader and employee roles明确的说明领导者和员工的角色明确的说明领导者和员工的角色Closely supervise performance近距离监督员工表现近距离监督员工表现Keywords Structure, Teach, Organize, Supervise关键词关键词结构，教导，组织，监督结构，教导，组织

140、，监督WB 80120All Rights Reserved 2007120Dual Axis Directive & Supportive行为的两轴指挥型行为的两轴指挥型&支持型支持型Supportive Behavior Supportive Behavior 支持型行为支持型行为支持型行为支持型行为Engages in more two-way communication进行更为双向的沟通进行更为双向的沟通Listens and provides support and encouragement聆听并给予支持和鼓励聆听并给予支持和鼓励Involves the employee in d

141、ecision making让员工参与决策让员工参与决策Encourages and facilitates self-reliant problem solving鼓励和帮助员工独立解决问题鼓励和帮助员工独立解决问题Keywords Ask, Listen, Explain, Encourage关键词关键词询问，聆听，解释，鼓励询问，聆听，解释，鼓励WB 80121All Rights Reserved 2007121Key Characteristics of D1D1 型员工的主要特点型员工的主要特点A new employee starting in a new position开始一

142、个新职位的新员工CHARACTERISTICS OF CHARACTERISTICS OF EMPLOYEE EMPLOYEE 员工特点员工特点员工特点员工特点BEHAVIOUR? BEHAVIOUR? 行为？行为？行为？行为？Unskilled 技能不熟练Inexperienced 没有经验Motivated 士气高Enthusiastic 热情高Willing 工作意愿强Leadership Style Needed: Leadership Style Needed: 需要的领导风格：需要的领导风格：需要的领导风格：需要的领导风格： “ “Directing” Directing” 指挥型

143、指挥型指挥型指挥型122All Rights Reserved 2007122Directing Leadership 指挥型领导风格指挥型领导风格The Leader must: 领导者必须：领导者必须：Demonstrate 示范示范Explain how 解释方法解释方法Set goals 设定目标设定目标Organise the work in advance 事先做好工作组织事先做好工作组织Provide structure 提供框架提供框架Control 进行控制进行控制Supervise closely 近距离监督管理近距离监督管理Evaluate 进行评估进行评估WB 8012

144、3All Rights Reserved 2007123Leadership Style Needed: Leadership Style Needed: 需要的领导风格需要的领导风格需要的领导风格需要的领导风格 “ “Coaching” Coaching” 辅导型辅导型辅导型辅导型CHARACTERISTICS OF CHARACTERISTICS OF EMPLOYEE EMPLOYEE 员工特点员工特点员工特点员工特点BEHAVIOUR? BEHAVIOUR? 行为？行为？行为？行为？Key Characteristics of D2D2型员工的主要特点型员工的主要特点New, rela

145、tively unskilled gaining experience, but a bit de-motivated新员工，技能不是十分熟练，正在积累经验，但略显自我激励不足Encounter difficulties 遭遇困难Gets frustrated 受到挫败Unhappy with boss, colleagues与上司、同事不愉快Domestic/adjustment difficulties与人相处/调整适应上的困难Lack skills & knows it! 缺乏技巧和知识Not getting good training没有良好的培训124All Rights Reser

146、ved 2007124Coaching Leadership 辅导型领导风格辅导型领导风格Demonstrate 示范示范Explain how 解释方法解释方法Set goals 设定目标设定目标Organise work 工作组织工作组织Provide structure 提供框架提供框架Control 进行控制进行控制Supervise closely 近距离监督近距离监督Evaluate 进行评估进行评估Praise 表扬表扬Explain why 解释原因解释原因Ask for opinions询问意见询问意见Listen 聆听聆听Encourage 鼓励鼓励Reassure 打消顾

147、虑打消顾虑The Leader must: 领导者必须：领导者必须：WB 80125All Rights Reserved 2007125Leadership Style Needed: Leadership Style Needed: 需要的领导风格需要的领导风格需要的领导风格需要的领导风格 “ “Supporting” Supporting” 支持型支持型支持型支持型Key Characteristics of D3 D3型员工的主要特点型员工的主要特点CHARACTERISTICS OF CHARACTERISTICS OF EMPLOYEE EMPLOYEE 员工特点员工特点员工特点员

148、工特点BEHAVIOUR? BEHAVIOUR? 行为？行为？行为？行为？Becomes more experienced, but has not had time for work to become routine变得更有经验，但在时间上还没有充裕到使工作成为例行常规Uncertain about some aspects of job 对工作的一些方面不确定Lacks confidence to make decisions without your approval没有你批准时，缺少自信独立决策Suggests lots of ideas 提出很多想法Takes time fulfi

149、lling tasks 完成任务需要一定时间Fluctuating motivation 进取心起伏不定126All Rights Reserved 2007126Supporting Leadership 支持型领导风格支持型领导风格The Leader must: 领导者必须：领导者必须：Praise and reassure 赞扬和恢复信心赞扬和恢复信心Encourage 鼓励鼓励Ask for ideas and opinions询问建议和意见询问建议和意见Listen 聆听聆听Involve follower in goal setting 让下属参与目标设定让下属参与目标设定Inv

150、olve follower in evaluation 让下属参与评估让下属参与评估Involve follower in problem-solving 让下属参与解决问题让下属参与解决问题Share decision making 共同进行决策共同进行决策WB 80127All Rights Reserved 2007127Leadership Style Needed: Leadership Style Needed: 需要的领导风格需要的领导风格需要的领导风格需要的领导风格 “ “Delegating” Delegating” 授权型授权型授权型授权型Key Characteristi

151、cs of D4D4型员工的主要特点型员工的主要特点CHARACTERISTICS OF CHARACTERISTICS OF EMPLOYEE EMPLOYEE 员工特点员工特点员工特点员工特点BEHAVIOUR? BEHAVIOUR? 行为？行为？行为？行为？Fully experienced, and can do the job with ease经验丰富，能够轻松完成工作Confident 自信Shares ideas, thoughts 分享观点、想法Explains course of action 解释行为过程In-depth discussions 深入的讨论Wants ad

152、ditional responsibility要求增加工作职责128All Rights Reserved 2007128Delegating Leadership 授权型领导风格授权型领导风格The Leader must: 领导者必须：领导者必须：Share expectations 交流对其期望交流对其期望Avail himself but not interfere愿意帮助但不强加干涉愿意帮助但不强加干涉Delegate responsibility and authority 授权责任和权力授权责任和权力Allow the follower to evaluate his/her p

153、erformance允许下属评估其绩效表现允许下属评估其绩效表现Provide information & resources 提供信息和资源提供信息和资源Reward & recognition 奖励与认可奖励与认可WB 80129All Rights Reserved 2007129Summary 总结总结S3S3SUPPORTING SUPPORTING 支持型支持型支持型支持型Share ideas and facilitateShare ideas and facilitatein decision makingin decision making分享观点，帮助决策分享观点，帮助决策

154、S4S4DELEGATING DELEGATING 授权型授权型授权型授权型Turn over responsibilityTurn over responsibilityfor decisions and for decisions and implementationimplementation移交决策和执行的职责移交决策和执行的职责S2S2COACHING COACHING 辅导型辅导型辅导型辅导型Explain decisions andExplain decisions andprovide opportunity for provide opportunity for clarif

155、icationclarification解释所做的决策，提供机解释所做的决策，提供机会消除疑惑会消除疑惑S1S1DIRECTING DIRECTING 指挥型指挥型指挥型指挥型Provide specificProvide specificinstructions and closelyinstructions and closelysupervise performancesupervise performance提出具体指示，并近距离提出具体指示，并近距离监督员工的绩效监督员工的绩效130All Rights Reserved 2007130Mastery Demonstration 技巧

156、演练技巧演练WB 82-83131All Rights Reserved 2007131Individually, take 5 minutes to review the entire content of this workshop每个人各自用每个人各自用 5 分钟时间回顾课分钟时间回顾课程的整体内容程的整体内容When the review is complete, form into 4 small table groups完成后，分成完成后，分成 4 个小组个小组Follow the Facilitators directions听从课程导师的指示听从课程导师的指示Activity:

157、 Jeopardy 活动：危险活动：危险132All Rights Reserved 20071321.Take one minute to look through the days material2.用一分钟时间浏览今天的用一分钟时间浏览今天的学习资料学习资料3.2.Identify the top five most impactful concepts or skills that you learned4.找出你学到的五项对你影找出你学到的五项对你影响最大的概念或技巧响最大的概念或技巧Activity: Learning Journal 活动：学习日记活动：学习日记WB 84133

158、All Rights Reserved 20071331.Please take the next few minutes to complete the post L2 assessment (crossword puzzle)2.接下来请用几分钟时间完成接下来请用几分钟时间完成（post？）？）L2评估表（字谜）评估表（字谜）3.2.After that, please take three minutes to complete the workshop evaluation form4.然后，请用三分钟时间填写课程评价表然后，请用三分钟时间填写课程评价表Workshop Evaluation 课程评价课程评价Thank You!134All Rights Reserved 2007134Final Thought 结束语结束语“Leaders need to do what the people they supervise cant do for themselves at the present moment.”“领导者需要做的就是下属在目前凭借自己之力无法做到领导者需要做的就是下属在目前凭借自己之力无法做到的事。的事。” Ken Blanchard肯肯.布兰佳布兰佳