课程名称：卓越领导力全能技巧系列之领导领导者

      Training Program:      Lead the Leader (LTL)

 

 培训时间：2天　

      Duration: 2 Days

 

 培训对象：中高层管理人员、部门经理、团队领导等

      Object: Middle/High-level Manager, Department Head

 

 课程设计大纲：Outlines

 

Module 1  Management & Leadership

第一篇       管理与领导

 

一、管理者的角色与职责 The Role and Responsibility for Management

     1、什么是管理 What is Management

     2、管理者的能力转变：三个层面 Capability change for manager

     3、管理者的角色转变Role change for manager

          角色练习、小组讨论 (Role Play & Group Discussion)

     4、管理者的职责转变Responsibility change for manager

     5、管理者的心态转变Attitude change for manager

 

二、领导的概念、本质与职能 Definition & Responsibility for Leader
     1、决策、沟通、协调与激励Decision making,communication,coordination and motivation
     2、领导决策力与团队建设力The ability of Decision making and Team Management

 

三、管理与领导的区别The distinguish between Management and Leadership
     1、制度的绝情Curel System & Policy
     2、管理的无情Unmerciful Management
     3、领导的有情Humanistic Leadership

 

Module 2 Characteristic of Excellent Leader

第二篇      领导透视：优秀领导的特质

 

一、  领导角色的变迁  Change of Roles of Leader
     1、领导是一个影响的过程 Leading is just a influcing
     2、让管理者走开！Get out!Management!
     3、新型领导的角色转变Change of Roles of Leader

 

二、  领导的6P特质6P of Leader
     1、领导远见(Purpose)
     2、领导热情(Passion)
     3、自我定位(Place)
     4、优先顺序(Priority)
     5、人才经营(People)
     6、领导权力(Power)

 

三、  权力=你可能的影响力 Power – Your Influence power
     1、五种权力基础 5 Power
     2、权力的运用技术：权术 Powerful skills
     3、影响权术选择的权变因素Power-change factors

 

Module 3  How to distinguish the Readiness in Situation for subordinate

第三篇       统驭能力：鉴别部属成熟度  

 

一、  为什么情景领导理论会风靡全球？Why the Situational Leadership is so fashionable?
     1、情景领导理论的基本内涵The Soul of the situational leadership
     2、传统领导的领导风格Traditional Leadership Style
     3、情景领导中领导的风格Leadership Style of Situational Leadership

 

二、  部属的成熟度 The Readiness of subordinates
     1、问题讨论：什么因素影响员工完成任务？Successful Factor to the employee
     2、因素一：工作能力Factor 1  Ability
     3、因素二：工作意愿Factor 2  Willness

 

三、  员工发展的四个层次4 Levels of Employee Development
     1、D1阶段特征The trait of Level 1
     2、D2阶段特征The trait of Level 2
     3、D3阶段特征The trait of Level 3
     4、D4阶段特征The trait of Level 4
     案例分析：诊断员工的发展层次 Identify the development level of employee

Module 4  Leadership Art and Style Select

第四篇       领导艺术与领导风格的选择

 

一、  两种不同的领导行为Two different Action of Leader
     1、问题讨论：领导者每天做什么？Discussion: What do Leaders do every day?
     2、行为一：指挥性行为Action 1: Derective
     3、行为二：支持性行为Action 2: Support

 

二、  四种不同的领导风格4 Leadership Style
     1、参与式Participating
     2、推销式Selling
     3、告之式Telling
     4、授权式 Delegating

     录象分享Video

 

三、  领导风格诊断：如何改进我们的领导风格？Style Identification :How to improve our style?

 

四、  案例研究：领导风格的选择Case Study: Style Selection

 

五、  弹性运用四种领导风格 Select the 4 Style flexibility

 

Module 5  Coaching Skills for Leader

第五篇       领导教练技术：造就精英下属！

 

一、拥有优秀的技能才能达成目标Excellent Skills lead Success
     1、培育下属成为钓鱼的高手Coach subordinate to be the master-hand
     2、教练下属是水落石出，还是水涨船高? How subordinate can be?
     3、员工绩效方程式=F（知、愿、能、行）Performance equation – Knowledge+Willness+Ability+Action

 

二、创造成长的环境Build the development enviroment
     1、激励员工的学习动机Motivate employee to learn more
     2、影响学习效果的四个因素 4 factors to the effectiveness of learning
     3、营造教练的氛围和环境Build the coaching enviroment

 

三、让下属称呼你为“教练”！ You can be a coach

 

四、通过训练改变行为To change your act by coaching
     1、行为演变的过程Changing act
     2、培育下属的PDCA PDCA for Coaching
     3、两种训练方法2 coaching methods

 

五、教练四步骤4 Steps of  coaching
     1、案例学习：鹰的训练课程Case Study: Coaching Eagle
     2、角色演练：做一个称职的教练Role Play: How to be a professional Coach
     3、教练四步骤4 Steps of Coaching
     录象分享Video

 

Module 6  Motivation Skills

第六篇       领导激励技术：提升下属的工作意愿

 

一、态度决定一切：成功励志Attitude is everything

 

二、激励的基本原理与理论Basic Methods for Motivation
     1、了解员工的需求与工作动机To get the requirements & incentive from employees
     2、金钱是激励的重要因素吗？Mones the key factor of motivation,isn’t it?
     3、激励员工的三大法宝3 Talisman of motivation

 

三、激励技巧 Motivation Skills
     1、抓紧同事做对的时候加以称赞 Praise somebody when he/she did a good job

     2、如何赞赏下属？How do you admire/praise your subordinates?

          □ 满足下属的人性需要 Meet the needs from subordinates

          □ 鼓励下属继续向积极的目标迈进 Encourage subordinate to achieve the goals

          □ 上司对优秀功绩的赞赏，远比薪金有价值 Praise over Salary

          □ 避免下属产生怨恨 Avoid envy from subordinates

          □ 传达组织的价值及目标，并帮助下属认识努力的方向 Deliver Value and Goals

          □ 让下属知道他们在为一位豪不妒才的一线领导者工作

              Let subordinates realized their working for a leader without big-minded.

     3、你为何不表示赞赏？Admire, why not?

          □ 我不习惯 Be not used to 

          □ 没有什么大不了 It’s nothing

          □ 我无须讨好他们 No need to flatter

     4、易犯的错误 Fallible Mistake

          □ 过于空泛的表扬 Too simple praise

          □ 夸大的赞赏 Exaggerated praise

          □ 有附带条件的赞赏 Praise with additional conditions

     5、赞赏的步骤The Steps to admire

          □ 描述获赞赏的行为 Describe the action of admiration

          □ 描述该行为为何值得赞赏 Describe why it deserve to admire

          □ 结束时再次给予肯定及支持 Support and recognizability