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1、 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803欢迎参加情境领导IIKen Blanchard Patricia Zigarmi Drea Zigarmi 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item #14363 V022803San Diego 760 489-5005/800 728-6000 London 44 208 540 5404 Toronto 905 568-
2、2678/800 665- 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803让我们相互认识！ 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803我对这次学习的期望？规则？ 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803让我记忆深刻的一次领导（被领导）经历PW I-2 2
3、001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803情境领导II的目标1.打开沟通渠道更加频繁、有效地与同事开展关于工作成效和发展的对话2.帮助他人发展工作能力和工作意愿3.指导他人如何为自己寻找方向和支持4.尊重差异I2 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导行为自我分析LBA III3 2001 The Ken Blanchard Companies. All ri
4、ghts reserved. Do not duplicate V022803情境领导者的核心技能诊断分辨四个发展阶段的特点和需求确定员工需要指导还是支持14 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803情境领导者的核心技能灵活性灵活使用14种指导型和支持型领导行为因人而异地运用4种领导型态在员工能力或意愿变化时适时调整领导型态被视为既灵活又有效15 2001 The Ken Blanchard Companies. All rights reserved. Do not dupl
5、icate V022803情境领导者的核心技能建立伙伴关系自如使用情境领导II的常用词汇有能力建立伙伴关系娴熟运用“一对一”对话技巧就员工发展阶段达成共识用“教练”方式来实施达标纲要16 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导的环境小组讨论16PW1-2PW1-2 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803第一节：未来 2001 The Ken Blanch
6、ard Companies. All rights reserved. Do not duplicate V022803tape录影带未来PW1-2 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803河流的启示（1-3）PW1-3总是运动和变化的明确的目标有价值观（河堤）的约束保持灵活性因势利导鼓励多样性是一个系统，要意识到每个人之间的联系要处理好行动和思考的时间允许资源的合理流动 2001 The Ken Blanchard Companies. All rights reserved
7、. Do not duplicate V022803情境领导实践谁？什么？ PW 1-5PW 1-5 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803第二节：信念与基石 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导领导是一个影响过程。当你担任领导时，你与他人协作，帮助他们实现他们的个人目标和组织目标。21 2001 The Ken Blanchard Companies
8、. All rights reserved. Do not duplicate V022803成功的领导和有效的领导成功的行为绩效结果有效的态度意愿情感22 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803成功的领导23影响成功的不成功的+行为+绩效+结果-行为-绩效-结果 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803成功的领导和有效的领导24影响成功的+行为+绩效+结果不
9、成功的-行为-绩效-结果有效的+态度+意愿+情感无效的-态度-意愿-情感成功并有效的领导者终将获得部属积极的行为、态度、工作绩效和结果最佳的最佳的能干的能干的有待提高的有待提高的 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803作为领导，重要的不是你在场时发生了什么；25而是你不在场时发生了什么! 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导型态他人认定你所长期使用的行
10、为模式。2-6 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803信念与基石人们能够并且希望发展领导是一种伙伴关系人们渴望参与和沟通27 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803情境领导II不是你对员工做什么；而是你和员工一起做什么！28 2001 The Ken Blanchard Companies. All rights reserved. Do not dupli
11、cate V022803情境领导的三项技能诊断评估他人的发展需求灵活性自如地运用多种领导型态的能力建立伙伴关系与部属就他们所需要的领导型态达成共识29 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803不同的人，不同的方法;同样的人，目标或任务不同，方式也应不同。210 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803情境变量目标或工作变量组织变量领导变量个人发展阶段211 20
12、01 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803情境领导II的研究当领导者成为情境领导时，与他们共事的员工和同事认为他、她的领导办事能力强认为他、她的领导适应变化并且乐于接受新思想与革新认为他、她的领导关心他们的成长与发展觉得企业中压抑感少感到更有权能士气高涨212 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803效果研究结果更强有力的领导更好地确定目标、观察并督导工作绩效、提供反
13、馈、协助解决问题并褒奖优秀的领导提高的员工满意度降低人员流失提高顾客满意度销售增长利润增长213 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803第三节：诊断 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803诊断愿意并有能力根据情境来评估员工的发展需求，进而根据目标或任务决定使用恰当的领导型态31 2001 The Ken Blanchard Companies. All ri
14、ghts reserved. Do not duplicate V022803每个人想象你在这一阶段时的学习经验，不用分享你的故事，只要列出在这一阶段的特征和描述语。小组讨论： 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803发展阶段工作能力工作意愿32 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803工作能力指个人在完成某一目标或任务所表现的与任务相关的知识和技能可转移的知识
15、和技能“通用”技能，与许多目标和任务相关并可以运用于多种情景33 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803工作意愿积极性个人对目标和任务的兴趣和热情信心个人感觉能够在其领导没有提供很多帮助的情况下实现一个目标或任务的自信程度34 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803四个发展阶段D1工作能力弱，工作意愿高D2工作能力弱至一般，工作意愿低D3工作能力中等至强，工
16、作意愿不定D4工作能力强，工作意愿高35 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803小组讨论每个人想象你在这一阶段时的需求是什么？318 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803发展阶段136 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803关于企业目标或
17、任务的信息“在这里办事”不成文、约定俗成的规定按部就班地学习新技能的过程实际操作培训：看演示、听讲解他人如何完成目标或任务的具体事例实践的机会工作结果时常得到反馈解决问题的方法 38 D1的需求 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803D1的需求工作热情和可转移的知识和技能需得到肯定明确的目标和角色“做得好的工作”是什么样子，其标准是什么时间界限优先顺序知道关于工作绩效的数据是如何收集的并给哪些人看行动计划关于“如何”、“何时”以及“与谁”的具体说明范围和界限37 2001 T
18、he Ken Blanchard Companies. All rights reserved. Do not duplicate V022803发展阶段239 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803D2的需求明确的目标远景频繁的反馈有进步时得到表扬有机会讨论关切的事宜并交流感受帮助分析成功与失败;保证允许人犯错误解释目标或任务为何重要和“如何”做310 2001 The Ken Blanchard Companies. All rights reserved. Do not
19、 duplicate V022803鼓励给予建议并指出随后的步骤和选择的方案参与并影响制定决策和解决问题获得指导，从而取得发展并加强技能311D2的需求 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803憧憬幻灭的原因这任务比我原来想象的要难没人赏识我付出的努力我没得到改进工作所需要的帮助我学得越多，越意识到我需要学习这个工作枯燥无味目标相互冲突，轻重缓急不明确我本来就不想做这个工作312 2001 The Ken Blanchard Companies. All rights rese
20、rved. Do not duplicate V022803发展阶段3313 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803D3的需求平易近人的良师或教练尝试新想法的机会有机会表达顾虑和交流感受 得到支持和鼓励，去发展独立自主解决问题的技能314 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803帮助客观地评估经验与技能，以建立起信心表扬和肯定高水平的工作能力和工作绩效排除实现
21、目标的障碍协助启动工作，以避免拖延315D3的需求 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803发展阶段4316 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803D4的需求变化与挑战一位良师型或同事型的领导者，而不是老板型的领导者贡献得到认可和表彰 自主权受尊重和信赖与他人分享知识与技能的机会317 2001 The Ken Blanchard Companies. All
22、 rights reserved. Do not duplicate V022803四种发展阶段中的能力与意愿D 1D 2D 3D 4意愿能力不知知会巧熟 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803四个发展阶段D1D1热情的初学者D2D2憧憬幻灭的学习者D3D3能干但谨慎的执行者D4D4独立自主的完成者318 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803发展阶段特点描
23、述D3D3自我责备谨慎疑惑有能力有所贡献缺乏安全感试探性无把握厌倦冷漠D4D4有理由的自信工作能力持续强受到启迪启迪他人内行自立自发富有自信精通熟练独立自主自我指导D2D2难以应付困惑丧失动力沮丧烦恼憧憬幻灭气馁偶见的工作能力D1D1满怀希望缺乏经验好奇新手缺乏技能乐观兴奋渴望热情319 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803诊断的五个关键问题1.具体的目标或任务是什么?2.该员工可转移的技能如何?3.该员工与目标/任务相关的知识和技能如何?4.该员工的积极性、兴趣、热情如何
24、?5.该员工的自信心和对自己能力的把握如何?320 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803诊断发展阶段的模型决策点决策点PW 3-15 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 2001 The Ken
25、 Blanchard Companies. All rights reserved. Do not duplicate V022803 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803第四节：灵活性 2001 The Ken Blanchard Companies. All rights reserved. Do not dup
26、licate V022803灵活性得心应手地运用不同领导型态的能力41 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803写出你所想到的领导行为41 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803指导行为指导行为就是领导者设定目标，说明期望告诉员工要做什么，何时做以及怎么做密切督导和评估员工的工作绩效42 2001 The Ken Blanchard Companies. Al
27、l rights reserved. Do not duplicate V022803指导行为建立结构组织教导督导评估43 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803支持行为就是领导者尽量采取双向沟通倾听、提供支持和鼓励让员工参与决策鼓励并促成员工共独立自主地解决问题支持行为44 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803征询（看法）倾听促成（解决问题）解释（为什么
28、）鼓励支持行为PW 4-4 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导型态四种领导型态 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S1领导型态46 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S1特点描述界定计划排定优先顺序熟悉环境教导示范检查监督提
29、供反馈 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V02280347S2领导型态 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S2特点描述探索询问解说阐明修正分享反馈鼓励赞扬 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V02280348S3领导型态 2001 The Ken Bla
30、nchard Companies. All rights reserved. Do not duplicate V022803S3特点描述询问倾听消除顾虑协助独立自主地解决问题合作鼓励反馈感激 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V02280349S4领导型态 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S4特点描述允许信任确认授权肯定感谢挑战 2001 The Ken Bl
31、anchard Companies. All rights reserved. Do not duplicate V022803四种领导型态410劝 告教练教练 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导型态特点描述S3S3询问倾听消除顾虑协助独立自主地解决问题合作鼓励反馈感激S4S4允许信任确认授权肯定感谢挑战S2S2探索询问解说阐明修正分享反馈鼓励赞扬S1S1界定计划排定优先顺序熟悉环境教导示范检查监督提供反馈411 2001 The Ken Blanchard Comp
32、anies. All rights reserved. Do not duplicate V022803领导者行为在四种领导型态中，领导者都要明确所期望的结果并设定目标观察和监督绩效给与反馈412 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S2与S1之间的区别更多的支持，鼓励，双向沟通；让员工有更多的机会参与制定决策和解决问题更多的解释而不是界定更多的澄清而不是告知更多的关注为什么要做，而不仅是做什么及怎样做PW 4-19 2001 The Ken Blanchard Compa
33、nies. All rights reserved. Do not duplicate V022803S3与S2之间的区别员工主动规划如何做；更多的自我指导领导倾听并确认部属明白要做什么领导倾听并了解员工打算用什么方法去达成目标，以便在需要的时候提供帮助和资源领导更多的是询问而不是告知在制定决策和解决问题的过程中，领导更多的像一个同事而不是上司414 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S4与S3之间的区别员工自我指导和自我支持领导和员工之间互动相对较少员工有更多的自主权来
34、设定目标、制定行动计划、执行、收集并分享关于业绩的信息领导较少地关注日常情况，而更多地关注未来发展415 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803SLII培训之前54%的经理倾向于只使用一种型态1%的经理能使用全部四种型态 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导者行为灵活性评估SLII 2000 The Ken Blanchard Companies Do
35、 not duplicate Item# 13492 V111000I82Scoring your LBAII-Self Assessment: Flexibility 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803Style Flexibility2310 532501020 2001 The Ken Blanchard C
36、ompanies. All rights reserved. Do not duplicate V022803 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V02280323 10 53250102051023Style Flexibility 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 2001 The Ken Blanchard Companies. All rights re
37、served. Do not duplicate V022803Style Effectiveness25582515 3254 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803Style Diagnosis Matrix25582515 32542410 2001 The Ken Blanchard Companies. Al
38、l rights reserved. Do not duplicate V022803型态矩阵PW 4-20 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803第五节：配合 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803SLII模型51 劝告教练教练 2001 The Ken Blanchard Companies. All rights reserved. Do not du
39、plicate V022803领导者行为有效性评估 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803型态效率52 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803型态诊断矩阵53 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803家庭作业第一天结束 2001 The Ke
40、n Blanchard Companies. All rights reserved. Do not duplicate V022803早上好！ 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803SLII会话开场白 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导者有三种选择督导适当督导过度督导不足54 2001 The Ken Blanchard Companies. Al
41、l rights reserved. Do not duplicate V022803督导过度会给员工的情绪造成什么影响？对工作会造成什么后果？督导不足会给员工的情绪造成什么影响？对工作会造成什么后果？PW 5-4 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803tape录影带配合 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803督导过度时员工的反应参与的意愿降低受挫感产生怨气
42、主动性降低独立工作的意愿低 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803任务无法完成迷惑不解产生怨气没有主动性能干就干，不能干就走Fight-or-flightreaction工作效率低督导不足时员工的反应 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803如何解决督导过度和督导不足？-承认问题-和员工交流和讨论对指导和支持的需求-与员工就你以后的行为达成共识 2001 Th
43、e Ken Blanchard Companies. All rights reserved. Do not duplicate V022803角色扮演（5-75-21）1.四个领导2.四个员工3.每次三分钟4.共扮演四次DDDDSSSS 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S1用于发展阶段D155 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S2用于发展阶段D
44、256 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S3用于发展阶段D357 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S4用于发展阶段D458 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803360度LBAII分析 2001 The Ken Blanchar
45、d Companies. All rights reserved. Do not duplicate V022803Lunch! 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V02280361发展循环 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803发展员工能力和意愿的6个步骤1.告诉部属做什么2.演示给他/她看3.给他尝试的机会4.密切观察其表现5.当有进步时给予表扬，发生错误时重新指
46、导6.当员工的工作能力或工作意愿随着时间的推移发生变化时，要调整领导型态62 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803诊断的五个关键问题1.具体的目标或任务是什么?2.该员工可转移的技能如何?3.该员工与目标/任务相关的知识和技能如何?4.该员工的积极性、兴趣和热情如何?5.该员工的自信心和对自己能力的把握如何?63 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803ta
47、pe录影带鲍勃PW 6-21 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803Bob Knowlton Story 鲍勃诺顿的故事Kathryn Gray 部门经理，鲍博诺顿的直接领导Bob Knowlton 项目经理，负责香港项目小组Elliot Haywood 系统工程师，技术高手Jim Potter 项目经理，鲍博诺顿的朋友Dave Peters, Emiko Karetani, Steve Marsden, Tom Smith, 香港项目小组成员Ed Farell, Dr. M
48、ary Blair 芝加哥总部官员 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803Bob的故事哪里出了问题？作为团队的领导者，Bob在Elliot来之前处于那个发展阶段？Elliot来了之后呢？Elliot加入Bob小组之后，Bob需要从Kathryn那里得到何种领导型态？Bob对于他的小组使用了何种领导型态？Elliot在他的工作岗位上是处于哪个发展阶段？Bob对于Elliot使用了那种领导型态？在Kathryn、Bob和Elliot的心中，什么对于他们最重要？ 2001 The
49、Ken Blanchard Companies. All rights reserved. Do not duplicate V022803退化循环PW 6-24 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803针对退化循环的四个步骤1. 先做准备工作。用S3来考察发生了什么。2. 如果需要，用S2来重新设定目标并重新给与指导。3. 花更多的时间观察和督导员工的工作绩效并给与反馈。4. 有必要的话，向员工指出绩效差的后果65 2001 The Ken Blanchard Compani
50、es. All rights reserved. Do not duplicate V022803“一对一”的目的提供一个框架，以打开沟通渠道和监督工作表现。“一对一”是关注员工的日常工作，简短并定期举行的会议。66 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803“一对一”准则简短15-30分钟经常至少每两周一次重点放在员工想谈的问题事先约定时间优先考虑如果会议因故推迟，必须尽快重新约定时间。67 2001 The Ken Blanchard Companies. All right
51、s reserved. Do not duplicate V022803 第六节：建立伙伴关系 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803建立伙伴关系与他人关于他们达到个人和企业目标而需要你提供的领导型态达成共识。71 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803建立伙伴关系的步骤准备工作准备工作教授SLII模型.确定总体目标72 2001 The Ken Blanc
52、hard Companies. All rights reserved. Do not duplicate V022803建立伙伴关系的步骤1. 就目标达成一致732. 就发展阶段的诊断达成一致3.就目前和将来的领导型态达成一致4. 就领导行为达成一致5.就如何保持联系以及联系的频繁程度达成一致 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803发展阶段诊断分支图74 2001 The Ken Blanchard Companies. All rights reserved. Do no
53、t duplicate V022803Whats SMART Goal 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803演练“建立伙伴关系” SMART75设定一个SMART目标，和你的员工共同完成:S具体任务是什么?每个员工的职责和对应的发展阶段是什么？M衡量目标是否达成的标准是什么？A为实现目标，还需哪些资源？R与我们哪个组织目标相联系？T多久能完成？（不要超过三个月） 2001 The Ken Blanchard Companies. All rights reserved. D
54、o not duplicate V022803演练(30分钟):领导先向团队成员概述现实的情境(2分钟)分享你建立伙伴关系的步骤(5分钟)观察员利用“会谈清单”给出反馈(3分钟) 目标是否符合SMART原则，为什么？是否遵循了建立伙伴关系的5个步骤，如何改进？角色互换（共三轮）演练“建立伙伴关系”76 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803计划行动计划行动思而不学则惘思而不学则惘学而不思则殆学而不思则殆 2001 The Ken Blanchard Companies. Al
55、l rights reserved. Do not duplicate V022803思考你的学习思考你的学习想法、领悟、意图想法、领悟、意图教材教材 8-2一句话分享一句话分享 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803第七节：行动计划 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803和你的直线经理共同设定一个SMART目标。双方确认后，于1月13日前交给Margare
56、t。通过与你的员工建立伙伴关系，实现目标。定期跟踪。（Follow-upworkshop)行动要求 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803跟进、反思、教练（培训后2月）1、为每一个与你共事的部属订立目标2、“一对一”会谈3、征集并分享SLII成功故事4、分析、解决在使用SLII技能过程中出现的问题5、颁发结业证书 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803SLI
57、I工具包教授SLII模型教导他人资料彩色模型图发展阶段特征卡彩色识别卡 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803SLII工具包“一对一”会谈关系议定表“一对一”会谈表会话开场白达标指导行动计划的说明和样本发展阶段特征卡彩色模型图学员手册附件 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803Next编写问卷题阅读相关文章（Reenawillsendtoyoulater)准
58、备好随后6周与Facilitator的会谈：-wk24,wk26,wk28reviewtheknowledgefollowuptheCASE 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V0228032010年10月？日 9:00互相分享：教授他人SLII模型的心得体会现实生活中使用SLII的成功经验分享与他人发展谈话的经历和收获在实践过程中遇到的障碍和挑战一分钟经理人阅读心得颁发证书Follow-up Workshop DirectionDirectionTrustTrustMotivationMotivation Enroll, Enable, EmpowerEnroll, Enable, Empower
