領(lǐng)導(dǎo)力基礎(chǔ)課程培訓(xùn)課件

LeadershipFundamentals領(lǐng)導(dǎo)力基礎(chǔ)課程

AcceleratedLeadershipDevelopmentProgram(ALDP)強(qiáng)化領(lǐng)導(dǎo)力發(fā)展課程（ALDP）Activity:WarmItUp!活動(dòng)：熱身一下！DifferentiateManagementandLeadership 區(qū)分管理能力與領(lǐng)導(dǎo)力之間的差異Gaincriticalknowledgeandself-awarenesstobeasuccessfulleader 獲得成為一個(gè)成功領(lǐng)導(dǎo)者的必備知識(shí)和自我認(rèn)知能力Adaptstylepreferencestobemoreeffective 能夠適應(yīng)不同的風(fēng)格，實(shí)現(xiàn)更高效率Applyappropriateleadershipbehavioursindifferentsituationstobemoreeffective 在不同情況下能夠采取適合的領(lǐng)導(dǎo)行為，以實(shí)現(xiàn)更高效率WhyAreWeHere?目的WB2TheQualityofIHG’sLeadership…

IHG的領(lǐng)導(dǎo)力水平……GreatHotelsGuestsLove出色的酒店客人的最愛(ài)Buildtheindustry’sstrongestoperatingsystemfocusedonthebiggestmarketsandsegmentswherescalereallycounts打造業(yè)內(nèi)最強(qiáng)的運(yùn)營(yíng)系統(tǒng)，集中于由規(guī)模決定優(yōu)勢(shì)的最大的市場(chǎng)和細(xì)分市場(chǎng)Brandperformance

品牌績(jī)效Excellenthotelreturns

出色的酒店回報(bào)Marketscale/knowledge 市場(chǎng)規(guī)模、知識(shí)Alignedorganisation 組織聯(lián)盟Purpose目標(biāo)Strategy戰(zhàn)略Priorities優(yōu)先事項(xiàng)QualityofIHGLeadershipIHG的領(lǐng)導(dǎo)力水平WinningWays致勝之道Dotherightthing做對(duì)的事Showwecare體現(xiàn)關(guān)愛(ài)AimHigher追求卓越CelebrateDifference求同存異WorkBetterTogether協(xié)作共贏…drivesourcorporatepriorities……推動(dòng)我們的企業(yè)優(yōu)先事項(xiàng)的進(jìn)程TheService-ProfitChain服務(wù)利潤(rùn)鏈ReturnonAssetsOperatingMarginRevenueGrowth資產(chǎn)收益率營(yíng)運(yùn)利潤(rùn)率收入增長(zhǎng)CustomerImpressions客戶的印象CustomerReferrals客戶推薦CustomerRetention客戶保持力Service服務(wù)Helpfulness幫助性Merchandise商品Value價(jià)值EmployeeBehavior員工的行為Attitudeaboutthejob對(duì)工作的態(tài)度Attitudeaboutthecompany對(duì)公司的看法Rucci,etal,1998Source:McKinsey’sWarforTalent2000surveyof6,500senior&mid-levelmanagersat35largeUScompanies來(lái)源：麥肯錫2000年人才之戰(zhàn)調(diào)查，對(duì)象是35家大型美國(guó)公司的6,500名高級(jí)和中層經(jīng)理人58%ofpeoplewhohaveworkedwithsubparmanagersareaffectedasfollows:58%曾與不合格經(jīng)理人工作過(guò)的員工表示受到以下影響：86%82%81%76%“Mademewanttoleavethecompany”“使我想離開(kāi)這家公司”“Preventedmefrommakingalargercontributiontothebottomline”“阻礙我為公司的最終收益做出更大貢獻(xiàn)”“Hurtmycareerdevelopment”“損害我的職業(yè)發(fā)展”“Preventedmefromlearning”“阻礙我學(xué)習(xí)”TheCostofaBadBoss不稱職上司的代價(jià)What’sThisGotToDoWithMe?這與我有什么關(guān)系？ 我們對(duì)員工的期望是什么？ 我們對(duì)員工的付出是什么？

DevelopingLeadersatIHG洲際酒店集團(tuán)的領(lǐng)導(dǎo)者培養(yǎng)TheALDPisa10-moduleleadershipdevelopmentprogrambasedontheIHGCompetencyModel,thatisdesignedtoskillBand6&7supervisorsinessentialleadershippractices. ALDP領(lǐng)導(dǎo)力發(fā)展課程以洲際酒店集團(tuán)能力模型為基礎(chǔ)，由10個(gè)板塊構(gòu)成，旨在為6級(jí)和7級(jí)主管人員提供基礎(chǔ)領(lǐng)導(dǎo)力實(shí)踐的技巧培訓(xùn)。

Staff(IndependentContributor)員工（單獨(dú)的貢獻(xiàn)者）Excom&DeptHeads(ManageFunction/Supervisors)執(zhí)委會(huì)及部門(mén)負(fù)責(zé)人（管理一個(gè)職能部門(mén)/主管們）Supervisor(ManageaSmallTeam)主管（管理一個(gè)小型團(tuán)隊(duì)）GeneralManagers(ManageProperty)總經(jīng)理（管理酒店）Turn2轉(zhuǎn)變2Turn3轉(zhuǎn)變3Turn1轉(zhuǎn)變1

IHGSupervisorCompetencies洲際酒店集團(tuán)主管級(jí)能力WB3戰(zhàn)略思考行業(yè)理解鼓勵(lì)協(xié)作領(lǐng)導(dǎo)和發(fā)展員工注重客戶和市場(chǎng)支持變革成效驅(qū)動(dòng)將愿景轉(zhuǎn)化為行動(dòng)Whatisyourmostimportantresponsibilityasasupervisor?作為一名主管，你最重要的職責(zé)是什么？

Toproduceresults...創(chuàng)造成效……buttheonlywaytodothisisthroughtheeffortsofthepeoplearoundyou但是要實(shí)現(xiàn)這一點(diǎn)，唯一的途徑是通過(guò)你周圍員工的努力。Introduction簡(jiǎn)介ChangingRoleoftheSupervisor主管的角色變化80%Directing&Maintaining指揮和管理5%Strategy策略謀劃15%Coaching,Developing,Supporting,Building輔導(dǎo)、發(fā)展、支持、培養(yǎng)20%Strategy策略謀劃60%Coaching,Developing,Supporting,Building輔導(dǎo)、發(fā)展、支持、培養(yǎng)20%Directing&Maintaining指揮和管理Traditional過(guò)去21stCentury21世紀(jì)Traditional過(guò)去Mainrolewastodirectandcontrolthewayworkwasdonebythepeoplethatreportedtothem主要角色是指揮和管理下屬員工的工作方法Today現(xiàn)在Successfulsupervisorsareprimarilydrivenbytherolesofcoach,leader,developer,mentor,andplanner成功的主管以擔(dān)任教練、領(lǐng)導(dǎo)、培養(yǎng)者、導(dǎo)師和計(jì)劃者的角色為主WB4“Theonlytrueleaderissomeonewhohasfollowers.Aneffectiveleaderisnotsomeonewhoislovedoradmired.Heorsheissomeonewhosefollowersdotherightthing.Popularityisnotleadership.Resultsare.”“真正的領(lǐng)導(dǎo)者擁有自己的追隨者。一個(gè)高效的領(lǐng)導(dǎo)者未必眾人皆愛(ài)。其追隨者都以正確的方式工作。受人歡迎并不是領(lǐng)導(dǎo)力。成效才是?！盤(pán)eterDrucker彼得.德魯克TheTrueLeader真正的領(lǐng)導(dǎo)者WB4Activity:ElectricMaze活動(dòng)：電子迷宮Whathappened?Whatfeelingsdidyouexperienceatthebeginning,middle,end? 發(fā)生了什么事？在開(kāi)始、中間和最后，你體驗(yàn)到了怎樣的感覺(jué)？2. Wastherealeader?Whydoyouthinkso? 當(dāng)時(shí)有沒(méi)有一個(gè)領(lǐng)導(dǎo)者？為什么？3. Whatcanyoulearnfromthisexperience? 從中你能學(xué)到什么？Activity:ElectricMaze活動(dòng)：電子迷宮WB5Therootofthewordmanagementis“manas”--meaninghands. 英語(yǔ)管理（management）一詞的詞根是“mana”，本意是雙手。Managingis…toaccomplish,tobeinchargeoforresponsiblefor,toconduct. 管理是指……完成、負(fù)責(zé)、執(zhí)行。Itinvolvestheprocessofsettingandachievingthegoalsthroughtheplanning,organizing,directingandcontrolling. 管理包括通過(guò)計(jì)劃、組織、指揮和控制來(lái)設(shè)定和實(shí)現(xiàn)目標(biāo)的流程。WhatisManaging什么是管理WB6Therootofthewordleadershipis“l(fā)ead”--meaningtogo,toguide. 英語(yǔ)領(lǐng)導(dǎo)力（leadership）一詞的詞根是“l(fā)ead”，本意是通向、引導(dǎo)。Leadingis…influencing,guidingindirection,action,oropinion. 領(lǐng)導(dǎo)是指……在方向、行動(dòng)或意見(jiàn)上給予影響、指導(dǎo)Itinvolvesinspiringotherstofollow,creatinggoodwillandsupportingothers.Leadersachievethingsthatcouldnothavebeendonewithoutthem. 領(lǐng)導(dǎo)包括激勵(lì)他人追隨、建立友好關(guān)系和對(duì)他人提供支持。領(lǐng)導(dǎo)者所完成的事情，缺少他們便無(wú)法成功。WhatisLeading什么是領(lǐng)導(dǎo)WB6LeadersandManagers領(lǐng)導(dǎo)者和管理者Aleadercanbeamanager,butamanagerisnotnecessarilyaleader.領(lǐng)導(dǎo)者可以是一個(gè)管理者，但管理者未必是一個(gè)領(lǐng)導(dǎo)者。Activity:CompareandContrast活動(dòng)：比較與對(duì)比Inyourtablegroups,listsomeofthedifferencesinbehavioursbetweenmanagingandleadingonaflipchart以每張桌子為一組，在掛板上列舉出管理和領(lǐng)導(dǎo)之間的行為差異WB6ManagementVersusLeadership

管理與領(lǐng)導(dǎo)FocusonResults注重結(jié)果Embodiesmission&vision 體現(xiàn)使命和愿景Concernwitheffectiveness 關(guān)注成效Motivating&inspiring 啟發(fā)和激勵(lì)Management管理Leadership領(lǐng)導(dǎo)ManagersseekCOMPLIANCE管理者追求“遵守”LeadersseekCOMMITMENT領(lǐng)導(dǎo)者追求“承諾”FocusonProcesses注重過(guò)程Embodiesgoals&objectives 體現(xiàn)目的和目標(biāo)Concernwithefficiency 關(guān)注效率Controlling&problem-solving 控制和解決問(wèn)題WB6Importance重要性IndividualContributor個(gè)人貢獻(xiàn)者Supervisor/Manager主管/經(jīng)理Executive高級(jí)管理者M(jìn)anagerialSkills管理技巧LeadershipSkills領(lǐng)導(dǎo)力技巧TechnicalSkills專業(yè)技能High高Low低WB6ManagementVersusLeadership

管理與領(lǐng)導(dǎo)Thinkof5piecesofadvicetogiveothersupervisorsonleadership 想出5條給其他主管的有關(guān)領(lǐng)導(dǎo)力的建議2. Movearoundtheroomandcollect3piecesofgreatleadershipadvicefrom3differentpeople 四處走動(dòng)，從3個(gè)不同的人那里收集3條有用的領(lǐng)導(dǎo)力建議3. Attheendyoushouldhaveatleast9tipsfromothers 最后，你應(yīng)該至少?gòu)膭e人那里獲得了9條建議Activity:ScavengerHunt活動(dòng)：尋寶游戲LeadershipFundamentals領(lǐng)導(dǎo)力基礎(chǔ)InfluencingPersonalPerformance影響個(gè)人

績(jī)效InfluencingPerformanceofOthers影響他人績(jī)效Agenda(Day1)議程（第1天）Welcome&Introduction歡迎與介紹TheManagervs.TheLeader管理者vs領(lǐng)導(dǎo)者LM1:DifferentBehaviouralStyles 不同的行為風(fēng)格LM2:Emotions情緒EA1:IncreaseSelf-Awareness增強(qiáng)自我意識(shí)EA2:BuildAcceptanceofOthers接納他人EA3:AdaptYourStyle調(diào)整自己的風(fēng)格MasteryDemonstration技巧演練WB7Agenda(Day2)議程（第2天）ReviewDay1第1天內(nèi)容回顧LM3:3VsofCommunication溝通中的3VLM4:SituationalLeadership情景領(lǐng)導(dǎo)EA1:BuildPositiveBonds建立積極關(guān)系EA2:EvaluateLeadershipSituation 情景評(píng)估EA3:InfluencetheSituation對(duì)情景施加影響MasteryDemonstration技巧演練Summary,Review&Evaluation 總結(jié)，回顧和評(píng)價(jià)WB7Housekeeping注意事項(xiàng)WB8Self-Assessment自評(píng)WB9Self-Assessment自評(píng)21-3031-4041-50WB9Aleaderknowsthekeysforinspiringandinfluencingteammembers.Tobesuccessfulthen,aleadermustlearnhowtocommunicatewithcoworkersandfosteroptimumteamwork.一個(gè)領(lǐng)導(dǎo)者清楚知道激勵(lì)和影響團(tuán)隊(duì)成員的關(guān)鍵。因此要成功，領(lǐng)導(dǎo)者必須學(xué)會(huì)如何與員工溝通，并培養(yǎng)最佳的團(tuán)隊(duì)合作。Beingawareofyourpreferredstyleofcommunicationaswellasthoseofothers,acceptingandadaptingtothem,willenableyoutodealmoreeffectivelywiththem.意識(shí)到你自己偏好的溝通風(fēng)格，以及其他人的溝通風(fēng)格，接納和適應(yīng)他們，這將使你與他們的合作更有效。LM1:WhataretheDifferentBehaviouralStyles有哪些不同的行為風(fēng)格WB10Theworld’sfirstliedetector 世界上第一臺(tái)測(cè)謊器2.WonderWoman

《神奇女郎》WhatDoTheseHaveinCommon?這兩者有什么共同點(diǎn)？DiSCdividesbehaviorinto4maindimensions: DiSC模型將人的行為分為4大維度：Dominance支配型Influencing影響型Steadiness;and穩(wěn)定型Compliance.服從型HealsooriginatedtheDiSCPersonalityProfileModel–whichisausefulguidetobecomingmoreaware,tomorereadilyacceptandadapttoothers’styles.他提出了DiSC個(gè)性特征模型，這對(duì)于更好的了解、接受、適應(yīng)他人的處事風(fēng)格有非常有效的指導(dǎo)作用。WilliamM.Marston

馬斯頓WilliamMarston馬斯頓博士WB10DiCSD.i.S.C.PEOPLE-ORIENTED人際導(dǎo)向型Warm,Relaxed,Feelings,Supporting,Informal,Open,andExpressive熱情、隨和、感性、支持、不拘禮節(jié)、坦率、善于表達(dá)TASK-ORIENTED工作導(dǎo)向型Cool,Calculating,Guarded,Objective,andFormal冷靜、精明、謹(jǐn)慎、客觀、正式OUTGOING外向型Tells,Fast-paced,Assertive,Initiates,Competing,Quick,RiskTaker,Direct喜歡講述、快節(jié)奏、自信專斷、發(fā)起者、競(jìng)爭(zhēng)、迅速、風(fēng)險(xiǎn)承擔(dān)者、直接RESERVED內(nèi)向型Asks,Slower-paced,Responds,AvoidsRisk,GoesAlong,Cooperating,Deliberate,Indirect喜歡提問(wèn)、慢節(jié)奏、響應(yīng)者、回避風(fēng)險(xiǎn)、贊同支持、合作、從容謹(jǐn)慎、間接WB11DOMINANTS

areverystraightforwardindealingwithchallengesandhavelittlepatiencefordetails支配者直面挑戰(zhàn)，對(duì)細(xì)節(jié)沒(méi)有很大耐心INFLUENCERSareoutgoing,persuasiveandinfluenceothersthroughtalking.Theytendtobeemotional影響者外向，善于說(shuō)服，通過(guò)交談?dòng)绊懰恕Ｈ菀浊榫w化STEADYpeopleliketobeintheknowandworkatasteadypace.Theydon'tlikesuddenchangesorambiguity穩(wěn)定者喜歡掌握內(nèi)部消息和穩(wěn)定的工作節(jié)奏。不喜歡突然變化和模棱兩可COMPLIANTpeopleadheretorules,regulationsandstructure.Theyappreciatequalityanddoingthingsright服從者嚴(yán)格遵守規(guī)則、規(guī)定和組織結(jié)構(gòu)。崇尚品質(zhì)和正確的處事方式DifferentBehaviouralStyles不同的行為風(fēng)格WB12Activity:FamousFaces活動(dòng)：名人的風(fēng)格WhatDoWeKnowAboutStyle?我們對(duì)風(fēng)格知道多少？Weeachhaveauniquestyle;ablendofthe4behaviouraltendencies 我們每個(gè)人的風(fēng)格都是獨(dú)一無(wú)二的；是4種行為風(fēng)格的融合Eachbehaviouralstylehasitsstrengthsandlimitations 每種行為風(fēng)格都有其長(zhǎng)處和局限性Thereisno“best”behaviouralstyle 沒(méi)有一種行為風(fēng)格是“最好的”O(jiān)ureffectivenesswithothersdependsonouradaptabilitytomeettheneedsofothers 與他人共事的效率取決于我們是否能自我調(diào)整，以滿足他人的需要Activity:WhichStyle?活動(dòng)：哪種風(fēng)格？iDCSWB13Allofusexperienceawiderangeofemotionsinourlives.我們所有人在生活中都會(huì)有各種情緒。Learningtorecognizeandstaywithourfeelingsisavaluableexperience.學(xué)會(huì)認(rèn)識(shí)和控制我們的情緒是一種寶貴的體驗(yàn)。Wecanlearnthatjustbecausewefeelsomething,wedon'thavetoactonit.我們會(huì)知道，只是因?yàn)橛心撤N情緒，我們不一定要表現(xiàn)出來(lái)。LM2:WhatareEmotions?什么是情緒？WB15WhyIsItImportant?重要性O(shè)utofcontrolemotionsmakesmartpeoplestupid失控的情緒使聰明人變笨--DanielGoleman丹尼爾·戈?duì)柭黈B15EmotionalIntelligence情感智能WB15啊!那個(gè)白癡又在吹口哨了!!!我要抗議，但我不喜歡正面沖突。和他老板說(shuō)又會(huì)顯得我愛(ài)抱怨。只有一個(gè)辦法。Alice，請(qǐng)你有空的時(shí)候到我這來(lái)一下。什么事？等等，我馬上回來(lái)。別吹了!!你這個(gè)該死的笨蛋!!!什么事？沒(méi)關(guān)系，我已經(jīng)找到解決方法了。EmotionalIntelligence情感智能Theabilityto

monitor

one’sownandothers’emotions,todiscriminateamongthem,andusetheinformationtoguideone’sthinkingandactions.監(jiān)督自己和他人情緒的能力，區(qū)分自己和他人情緒的能力，以及運(yùn)用情緒信息指導(dǎo)思維和行動(dòng)的能力。--Mayer&SaloveyWB15EmotionalintelligenceisNOT…

情感智能…….Being“nice”不等同于對(duì)人“友好”Allowingfeelingstorunwild不會(huì)允許情緒失控Genderbased--womenarenotnecessarily“emotionallysmarter”thanmen 不是由性別決定－－女性并不一定比男性情商更高Fixedgenetically不是由基因決定Beingemotional不是情緒化-Cooper&Sawaf,1997WB16EmotionalIntelligenceCompetencies

情感智能的五項(xiàng)能力Bydefinition,E.I.consistsof5competencies:從定義中可以看出，情感智能包括5項(xiàng)能力：Self-awareness自我認(rèn)識(shí)Self-regulation自我管理Self-motivation自我激勵(lì)Empathy識(shí)別他人情緒Managingrelationships關(guān)系管理-Salovey&Mayer,1985WB16Activity:MatchtheEmotion活動(dòng)：情緒配對(duì)Uneasy不安Anger憤怒Proud驕傲Thankful感激Confused困惑Hurt受傷Encouraged振奮Confident自信WB17EmotionsandOurBrain情緒與大腦Ourbrainisalwaystakingininformationthoughoursenses.Itinterpretsthisinformationandsendstheappropriatesignalstothebodythatcreatesaresponse.我們的大腦通過(guò)感覺(jué)不斷接收信息，對(duì)信息做出解釋后向身體發(fā)出適當(dāng)?shù)男盘?hào)，然后由身體做出反應(yīng)。Thelizardbraininterpretsmanysignalsasa“threat”.Thisaffectsourresponsetothesituation.“蜥蜴腦”將許多信號(hào)解釋為“威脅”。這會(huì)影響我們對(duì)所面臨情況做出的反應(yīng)。WB18Amygdala“LizardBrain”杏仁核結(jié)構(gòu)“蜥蜴腦”Cortex“ThinkingBrain”大腦皮層“思維腦”Stimulus外界刺激Reacts做出反應(yīng)Interprets做出解釋EmotionsandOurBrain情緒與大腦WB18DO:要：

paycloseattention 給予高度關(guān)注2. remaincalm&respectful 保持冷靜和尊重3. sendthemessage“I’mheretoworkwithyou” 傳遞這樣的信息“我是在和你一起工作”4. chooseyourwordscarefully小心措詞5. showunderstanding 表示理解letyourhotbuttonsgetpushed被別人控制你的情緒Interrupt打斷對(duì)方reactinstantlytoangryorabusivecomments 立即做出生氣的反應(yīng)或謾罵對(duì)方4. use“But…” 用“但是……”5. useempathywithVERYangrypeople 對(duì)非常憤怒的人采取理解同情的方法DON’T:不要：RespondingtoEmotionalPeople對(duì)待情緒化的人WB18Foreachofthesituations,answerthe3questions 對(duì)給出的每個(gè)場(chǎng)景，分別回答3個(gè)問(wèn)題2. Pleasebepreparedtoshareyourresponsewiththelargergroup. 做好準(zhǔn)備，與其他小組交流你的回答。Activity:WhatInformation?活動(dòng)：怎樣的信息？WB19IncreaseSelf-Awareness提高自我認(rèn)識(shí)BuildAcceptanceofOthers學(xué)會(huì)接納他人AdaptYourStyle調(diào)整自我風(fēng)格HowtoInfluencePersonalPerformance?如何影響個(gè)人績(jī)效？WB21Leadershipstartswithanunderstandingofyourself.領(lǐng)導(dǎo)力從了解自我開(kāi)始。Self-awarenessgivesusinsightintohowandwhywebehavethewaywedoandadaptourbehaviorsaccordingly.自我認(rèn)識(shí)使我們能夠深入了解自己的行為方式以及其中的原因，從而能夠相應(yīng)的調(diào)整我們的行為。Thiswillallowustobettermanage

ourrelationshipswithothers.這將使我們能夠更好的處理與他人的關(guān)系。EA1:IncreaseSelf-Awareness提高自我認(rèn)識(shí)WB22JohariWindow喬哈里之窗

KnowntoSelf自己知道

UnknowntoSelf

自己不知道KnowntoOthers別人知道

UnknowntoOthers別人不知道

BLINDSPOT自我盲區(qū)HIDDENFA?ADE隱藏面UNKNOWNPOTENTIAL未知潛力OPENARENA公開(kāi)區(qū)WB23Recognizeyourbehaviouralstylepreference 了解自己的行為偏好Identifyyourstrengthsandlimitations 確定你的優(yōu)勢(shì)和不足Assesshowtoleveragestrengthsandovercomelimitations 評(píng)估如何發(fā)揮優(yōu)勢(shì)和克服不足HowDoIIncreaseSelf-Awareness?怎樣提高自我認(rèn)識(shí)？WB24What’smyStyle?我屬于哪種風(fēng)格？Ticktheboxesthatyouthinkbestdescribeyou. 在你認(rèn)為最符合對(duì)你的描述上打勾。2. Waitforfurtherinstructionsfromfacilitator. 等候主持人的進(jìn)一步說(shuō)明。WB25Yourteamhasbeentaskedtoplanthehotel’sAnnualDinner&Dance.ThethemeisMasqueradeNite. 你的團(tuán)隊(duì)接到任務(wù)負(fù)責(zé)策劃酒店的年終晚宴和舞會(huì)。主題為假面之夜。2. CreateaplanforMasqueradeNiteonaflipchart. 在活頁(yè)掛圖上制定一個(gè)假面舞會(huì)的計(jì)劃。Activity:MasqueradeNite活動(dòng)：假面舞會(huì)WB26Whataremygreateststyle-relatedstrengthsandhowdotheyhelpmeonmyjob? 從我的風(fēng)格來(lái)看，我最大的優(yōu)勢(shì)是什么，對(duì)我的工作有怎樣的幫助？Whatare3ofmystyle-relatedlimitationsandhowdotheyhindermyjobeffectiveness? 從我的風(fēng)格來(lái)看，我有哪3項(xiàng)不足，對(duì)我的工作成效有怎樣的阻礙？Whatare3thingsIcoulddotobemoreeffectivewhenworkingwithothers? 在和他人一起工作時(shí)要獲得更高成效，我可以在哪3件事上做出改善？Activity:StrengthsandBlindspots活動(dòng)：優(yōu)勢(shì)和盲區(qū)WB27-28Acceptingothersmeansacceptingthedifferentstylesanddevelopingapositiveattitudeandappreciationfortheirstrengths&weaknesses.接納別人意味著接受不同的風(fēng)格，培養(yǎng)積極的態(tài)度，正確評(píng)價(jià)他們的優(yōu)勢(shì)和不足。Thiswilllaythefoundationforotherstotrustandhaveconfidenceinyou,andviceversa.這將為他人相信和信任你奠定基礎(chǔ)，反之亦然。EA2:BuildAcceptanceofOthers學(xué)會(huì)接納他人WB30Treateveryoneasanindividual 將每一個(gè)人都視為獨(dú)立的個(gè)人Identifyandaccepttheotherperson’sstyle 了解和接受對(duì)方的風(fēng)格Stayflexible 保持靈活變通HowDoIBuildAcceptanceofOthers?怎樣學(xué)會(huì)接納別人？WB31Activity:Who,What,Why,How?活動(dòng)：誰(shuí)，什么，為什么，怎樣？JimJeannieDougSteveDiSCDiSCDiSCDiSCWB32Staycalm保持冷靜Don’tletyourhotbuttonsbepushed 不要被別人控制你的情緒S.T.O.P.停止Positiveself-talk 積極的自我交談Keepperspective保持洞察力6secondpause6秒暫停Disengage離開(kāi)Stayflexible:ControlEmotions保持靈活變通：控制情緒WB33Standin2rowsfacingeachother面對(duì)面站成2排Startingwithoneside,readthecomplaintstoyourpartner從一邊開(kāi)始，向你的伙伴讀出抱怨的內(nèi)容Repeatstep2withemotions(makeitreal)whilepartnerpracticesstayingcalm 重復(fù)第2步，這次加上情緒（要有真實(shí)感），此時(shí)你的伙伴練習(xí)保持冷靜4. Reverseroles&repeat 交換角色練習(xí)Activity:Complaints!Complaints!活動(dòng)：抱怨！抱怨！WB34Weneedtoadaptourstylestotheotherperson’ssothatwecanoptimizeourworkingrelationship.我們需要調(diào)整自己的風(fēng)格來(lái)適應(yīng)他人，從而最大程度的優(yōu)化我們的工作關(guān)系。Whenweadaptourstyletotheirs,wecommunicatemoreeffectively,theyunderstandusmoreandwebuildgreaterrapportwiththem.當(dāng)我們調(diào)整風(fēng)格適應(yīng)他人時(shí)，我們的溝通變得更為有效，他們將能更好的理解我們，并且能夠與他們建立起更友好的信任關(guān)系。EA3:AdaptYourStyle調(diào)整你的風(fēng)格WB36WhatDoesItMeanToBeAdaptable?適應(yīng)能力是指什么？Weadjustourmethodsofcommunicatingandbehaving.我們對(duì)自己的溝通和行為方式進(jìn)行調(diào)整。Wegobeyondourcomfortzonesothatothersarecomfortable.走出自己的舒適區(qū)，使他人感到舒適。Wedonotimitateotherpeople;weadjustourbehaviourtobemoreinlinewiththepreferenceofothers.我們不模仿他人；我們調(diào)整自己的行為，從而與他人的偏好更為一致。Wemaintainourownidentityandgoodsense. 我們保持自我認(rèn)同和判斷力。WB37Knowthemotivatorsofthedifferentstyles 了解不同風(fēng)格人的激勵(lì)因素Adjustcommunicationusingthe3Vs 根據(jù)3V調(diào)整溝通方式Completeanadaptabilitystrategyforeachperson 為每個(gè)人制定適應(yīng)性策略HowDoIAdaptMyStyle?怎樣調(diào)整風(fēng)格適應(yīng)他人？WB37A‘D’ismotivatedbytheabilitytomakedecisionsandactwithoutinterference.Also…可以不受干涉的決策和行動(dòng)能激發(fā)D型人的工作動(dòng)力。同時(shí)還包括……Challengesandproblemstosolve有待解決的挑戰(zhàn)和問(wèn)題Powerandauthoritytomakedecisions決策的權(quán)力和職權(quán)Changingenvironment轉(zhuǎn)換變化的環(huán)境Freedomfromroutineandmundanetasks 對(duì)常規(guī)和普通工作任務(wù)的自主權(quán)StyleMotivators不同風(fēng)格的激勵(lì)因素DWB38StyleMotivators不同風(fēng)格的激勵(lì)因素An‘i’ismotivatedbyasenseofbelongingthatincludesinteractionwithothers.Also…歸屬感，包括與他人的交流互動(dòng)，能激發(fā)i型人的工作動(dòng)力。同時(shí)還包括……Flattery,praise,popularityandacceptance 恭維，稱贊，受人歡迎，被接納Createafriendlyenvironment創(chuàng)造友好的環(huán)境Providefreedomfrommanyrulesandregulations 讓他人不受大量規(guī)則和規(guī)定的約束Getotherpeopletohandledetails 讓他人處理細(xì)節(jié)問(wèn)題iWB38StyleMotivators不同風(fēng)格的激勵(lì)因素An‘S’ismotivatedbysecurityandlovesstatusquo.Also…S型人的激勵(lì)因素是安全感，他們喜歡目前的狀態(tài)。同時(shí)還包括…Loyaltyanddependability忠誠(chéng)和可靠Safetyandsecurity安全和保安Nosuddenchangesinproceduresorlifestyle 程序或生活方式?jīng)]有突然變化Time&activitiesthatcanbedonefromstarttofinish 時(shí)間和活動(dòng)能夠有始有終的完成SWB38StyleMotivators不同風(fēng)格的激勵(lì)因素A‘C’ismotivatedbyassurancesofqualityandaccuracy.Also…C型人的激勵(lì)因素是對(duì)質(zhì)量和準(zhǔn)確性的保證。同時(shí)還包括……Standardsofhighquality高品質(zhì)標(biāo)準(zhǔn)Detailedtasks詳細(xì)的任務(wù)Logicalorganizationofinformation 信息的合理組織Limitedsocialinteraction 限量的社交活動(dòng)CWB38StyleCommunication不同風(fēng)格的溝通Verbal語(yǔ)言文字Vocal語(yǔ)音語(yǔ)調(diào)Visual肢體語(yǔ)言DDirectspeech直接講述Usewordslike“Definitely,fast,etc.”使用“肯定、很快等”詞匯Speaksquickly語(yǔ)速快Firmandloudtones語(yǔ)氣堅(jiān)定、大聲Unwavering不可動(dòng)搖Directeyecontact直接眼神接觸Firmhandshake握手堅(jiān)定有力Boldvisualappearance鮮明的視覺(jué)外形iAskquestions提問(wèn)Close,personallanguage親密、涉及個(gè)人的語(yǔ)言Supportivelanguage支持性語(yǔ)言Friendly友好Animated生動(dòng)Usesalotofinflection大量音調(diào)變化Visualreinforcers視覺(jué)刺激物L(fēng)otsofbodymovement大量肢體動(dòng)作Smilesalot經(jīng)常微笑SAsks“how”questions提“怎樣”的問(wèn)題Generalize概括歸納Logicalflow邏輯推理Constant無(wú)變化Patientspeech說(shuō)話耐心Softtones語(yǔ)氣柔和Gentlehandshake柔和的握手Littlesuddenmovement很少突然的肢體動(dòng)作Nodswhenagree點(diǎn)頭表示同意CFocusesonspecificdetails關(guān)注具體細(xì)節(jié)Preciselanguage準(zhǔn)確的語(yǔ)言Avoidsemotions避免情緒影響Littlevocalvariety很少語(yǔ)音變化Evendelivery平穩(wěn)的表達(dá)“Newsreader”style“新聞讀者”型Pokerface(unexpressive)不動(dòng)聲色（無(wú)面部表情）ControlledMovement控制肢體動(dòng)作Avoidstouching避免肢體接觸WB39Identifythepreferredstylesofyourstaff 確定員工的首選風(fēng)格2. Fortheidentifiedstaff,usetheStylestemplatetobuildastrategyforadaptingtothem 針對(duì)已確定風(fēng)格的員工，運(yùn)用風(fēng)格模板制定一項(xiàng)策略，來(lái)適應(yīng)他們AdaptabilityStrategy適應(yīng)性策略DiSCOutgoing外向型Reserved內(nèi)向型TaskOriented工作導(dǎo)向型PeopleOriented人際導(dǎo)向型WB40-44MasteryDemonstration技巧演練WB46August2007LeadershipFundamentals領(lǐng)導(dǎo)力基礎(chǔ)課程

AcceleratedLeadershipDevelopmentProgram(ALDP)強(qiáng)化領(lǐng)導(dǎo)力發(fā)展課程（ALDP）Activity:Ganguponthem!活動(dòng)：聯(lián)合起來(lái)！WhyAreWeHere?目的DifferentiateManagementandLeadership區(qū)分管理與領(lǐng)導(dǎo)的差異Gaincriticalknowledgeandself-awarenesstobeasuccessfulleader 獲得成為成功領(lǐng)導(dǎo)者的重要知識(shí)和自我認(rèn)識(shí)Adaptstylepreferencestobemoreeffective調(diào)整風(fēng)格偏好，提高成效Applyappropriateleadershipbehavioursindifferentsituationstobemoreeffective 根據(jù)不同情況應(yīng)用適當(dāng)?shù)念I(lǐng)導(dǎo)行為，提高成效Activity:Shapes活動(dòng)：形狀ThewordcommunicatecomesfromtheLatinword,communicare,whichmeansto,“makecommonortoshare.”英語(yǔ)的溝通“Communicate”一詞來(lái)源于拉丁語(yǔ)的“communicare”，意思是“使共同擁有或分享”。Inessence,communicationistheactofcreating“sharedunderstanding”betweenthemessagesenderandthemessagereceiver.從本質(zhì)上說(shuō)，溝通是在訊息傳遞者和訊息接受者之間建立“一致的理解”的行為。LM3:3VsofCommunication溝通中的3VWB48Sender傳遞者Receiver接受者Visual肢體語(yǔ)言Perfectcommunicationoccurswhenthereceiverinterpretsamessageasintendedbythesender.當(dāng)接受者對(duì)訊息的解釋符合傳遞者的原意時(shí)，便實(shí)現(xiàn)了完美的溝通。Vocal語(yǔ)音語(yǔ)調(diào)Verbal語(yǔ)言文字55%7%38%The3VsofCommunication溝通中的3VMessage訊息Encode編碼Decode解碼WB48Messagesaresentvisually,verbally&vocally 訊息通過(guò)肢體語(yǔ)言、語(yǔ)言文字和語(yǔ)音語(yǔ)調(diào)進(jìn)行傳遞2. Theeffectofamessageisbasedoninterpretation 訊息的影響效果取決于對(duì)訊息的解釋3. Notwopeopleinterpretamessageexactlythesameway 沒(méi)有兩個(gè)人會(huì)對(duì)一條訊息作出完全相同的解釋4. Acompetentcommunicatorsendsamessagewithall3Vsconsistentwitheachotherandwiththeintention 出色的溝通者在傳遞訊息時(shí)，會(huì)保持3V相互一致，并且與溝通意圖統(tǒng)一。5. Effectivecommunicatorsstrivefor‘sharedmeaning’ 有效的溝通者力求達(dá)成“一致的理解”P(pán)rinciplesof3VCommunication3V溝通的基本原理WB48Visual肢體語(yǔ)言Vocal語(yǔ)音語(yǔ)調(diào)Verbal語(yǔ)言文字‘Noise’‘干擾’Communication‘Noise’溝通中的‘干擾’Sender傳遞者Receiver接受者‘Noise’interfereswiththeintendedmessage,causingacommunicationgap.‘干擾’會(huì)妨礙訊息按原意傳遞，從而造成溝通差距。WB49PossibleCausesof‘Noise’‘干擾’產(chǎn)生的可能原因StylePreference風(fēng)格偏好FamilyCircumstances家庭環(huán)境“Noise”“干擾”Biases&Prejudices偏見(jiàn)和成見(jiàn)Knowledge&Skills知識(shí)和技巧LowSelf-Esteem自尊較低NaturalAptitude天生智能Desire&Interest需求和興趣IllHealth健康狀況不佳EmotionalState情緒狀態(tài)WB49Environment環(huán)境‘Noise’canbeovercomeusingActiveListeningi.e.usingallofyourattention,focusingonwhatthesenderissaying,andshowingthesenderthatyouunderstoodtheintendedmessage.通過(guò)積極聆聽(tīng)能夠克服‘干擾’，即投入你所有的注意力，集中聆聽(tīng)訊息傳遞者所說(shuō)的內(nèi)容，并向傳遞者顯示出你理解了所要傳達(dá)的意思。Activelisteningusesverbal,vocal,andvisualbehaviorstodemonstrateunderstanding.積極聆聽(tīng)通過(guò)語(yǔ)言文字、語(yǔ)音語(yǔ)調(diào)、及肢體語(yǔ)言來(lái)表示已經(jīng)理解。Overcoming‘Noise’克服‘干擾’Activity:ActiveListening活動(dòng)：積極聆聽(tīng)Createapositivelisteningsituation 創(chuàng)造適合積極聆聽(tīng)的環(huán)境b. Useactivequestioningtechniques 運(yùn)用積極提問(wèn)技巧c. Useactiveparaphrasingtechniques 運(yùn)用積極復(fù)述技巧d. Useparroting重復(fù)對(duì)方講話內(nèi)容e. Usepositivevisualandverbalreinforcers(acknowledgement) 運(yùn)用肯定的肢體語(yǔ)言和語(yǔ)言文字表示確認(rèn)（認(rèn)可）f. Takenotes(whereappropriate)做筆記（視具體情況）g. Showtheotherpersonyouunderstand向?qū)Ψ斤@示你已理解ActiveListeningTechniques積極聆聽(tīng)技巧WB50Activity:CommunicateEffectively活動(dòng)：有效的溝通Pairupwithsomeoneyouhavenotpracticedwith. 找一個(gè)沒(méi)有練習(xí)過(guò)的同事組成一對(duì)。2. Onewillactasthespeakerwhoisastaffwithanidea. 一人將扮演說(shuō)話者，即一個(gè)擁有一個(gè)想法的員工。3. Theotherwillbethelistener(supervisor)whowillpracticetheactivelisteningtechniques. 另一人則是聆聽(tīng)者（主管），對(duì)積極聆聽(tīng)技巧進(jìn)行實(shí)地練習(xí)。LM2:SituationalLeadership情景領(lǐng)導(dǎo)Earlyleadershipmodelsassumeda“samestyle”approachwithallemployeesinallsituations早期的領(lǐng)導(dǎo)模型假設(shè)所有情景下對(duì)所有員工采用‘同樣風(fēng)格’的領(lǐng)導(dǎo)方式Inthe1960’s,Hersey&Blancharddeveloped“SituationalLeadership”whichrecognizesthatdifferentsituationsrequiredifferentleadershipstyles到上世紀(jì)60年代，Hersey&Blanchard開(kāi)發(fā)了“情景領(lǐng)導(dǎo)”的理念，認(rèn)識(shí)到不同情景要求不同的領(lǐng)導(dǎo)風(fēng)格WB52四種領(lǐng)導(dǎo)風(fēng)格（弱） 指揮型行為 （強(qiáng)）支持性行為（強(qiáng)）授權(quán)型支持型輔導(dǎo)型指揮型Activity:PaperPlanes活動(dòng)：紙飛機(jī)Getintopairs:分成二人一組：Onewillbethe‘leader’(tobebriefedoutsideroom)一人將作為‘領(lǐng)導(dǎo)’（將在房間外面接受簡(jiǎn)令）Onewillbethe‘performer’(stayinsideroom)一人將作為‘員工’（留在房間內(nèi)）SituationalLeadership情景領(lǐng)導(dǎo)“Situation”“情景”Leadership“Styles”=blendof“Support”and“Direction”領(lǐng)導(dǎo)“風(fēng)格”＝“支持”與“指揮”的結(jié)合Determinedby取決于“DevelopmentLevel”“發(fā)展水平”Determinedby取決于“OtherAspects”“其他方面”Determinedby取決于WB53SituationalLeadership情景領(lǐng)導(dǎo)Therefore,thestepstoapplySituationalLeadershipare:因此，情景領(lǐng)導(dǎo)的應(yīng)用步驟是：Assessyourperformer’s“developmentlevel” 評(píng)估員工的“發(fā)展水平”2. Evaluateotheraspectsofthe“situation” 考察“情景”的其他方面3. Matchtheleadership“style”tothe“situation” 根據(jù)這一“情景”選擇相應(yīng)的領(lǐng)導(dǎo)“風(fēng)格”WB53DevelopmentLevels發(fā)展水平

D1D4LowCommitment積極性弱LowCompetence能力弱HighCommitment積極性強(qiáng)Moderate/High

Competence能力中等/強(qiáng)HighCompetence能力強(qiáng)HighCommitment積極性強(qiáng)

D3

D2Competence能力Commitment積極性Low/SomeCompetence能力弱/略有Low/Variable

Commitment積極性弱/不穩(wěn)定WB54HighCompetence能力強(qiáng)HighCommitment積極性強(qiáng)DevelopmentLevels發(fā)展水平D1D2D3D4--++COMMITMENT積極性COMPETENCE能力ModerateCompetence能力中等Low/Variable

Commitment積極性弱/不穩(wěn)定LowCommitment積極性弱Low/SomeCompetence能力弱/略有LowCompetence能力弱HighCommitment積極性強(qiáng)WB54LeadershipStyles領(lǐng)導(dǎo)風(fēng)格S2–“COACHING”輔導(dǎo)型S3–“SUPPORTING”支持型S4–“DELEGATING”授權(quán)型++--SUPPORTING支持DIRECTING指揮0LittleDirection少量指揮LotsofSupport大量支持LotsofSupport大量支持LotsofDirection大量指揮LotsofDirection大量指揮LittleSupport少量支持LittleDirection少量指揮LittleSupport少量支持WB55-56S1–“DIRECTING”指揮型MatchingStylewithLevel

發(fā)展水平與領(lǐng)導(dǎo)風(fēng)格匹配LowCompetence能力弱LotsofDirection大量指揮LowCommitment積極性弱LotsofSupport大量支持Low/SomeCompetence能力弱/略有LotsofDirection大量指揮HighCommitment積極性強(qiáng)LittleSupport少量支持ModerateCompetence能力中等LittleDirection少量指揮HighCompetence能力強(qiáng)LittleDirection少量指揮HighCommitment積極性強(qiáng)LittleSupport少量支持Low/Variable

Commitment積極性弱/不穩(wěn)定LotsofSupport大量支持

D1D4

D3

D2WB56Activity:Snap!“Snap”活動(dòng)BuildPositiveBonds建立積極的紐帶關(guān)系EvaluatetheLeadershipSituation對(duì)情景進(jìn)行評(píng)估InfluencetheSituation對(duì)情景施加影響HowtoInfluencePerformanceofOthers?如何影響他人的績(jī)效？WB58Activity:LeadersYouAdmire活動(dòng)：你欣賞的領(lǐng)導(dǎo)者CharacteristicsofAdmiredLeaders受人仰慕的領(lǐng)導(dǎo)者具備的特征

Honest誠(chéng)實(shí)正直 88%Forward-Looking有遠(yuǎn)見(jiàn) 71Competent有能力 66Inspiring善于激勵(lì) 65Intelligent睿智 47Fair-minded公正 42Broad-minded寬容 40Supportive給予支持 35Straightforward坦率直接 34Dependable可靠 33

Cooperative合作 28%Determined堅(jiān)定 24Imaginative有想像力 23Ambitious有抱負(fù) 21Courageous勇敢 20Caring關(guān)懷他人 20Mature成熟 17Loyal忠誠(chéng) 14Self-Controlled自制力強(qiáng)8Independent獨(dú)立 6 FromKouzes&Posner,2002-Basedondatafromover75,000respondentsin

NorthAmerica,Asia-Pacific,LatinAmerica&Europe源自Kouzes&Posner，2002－基于北美、亞太、拉美和歐洲地區(qū)超過(guò)75,000名被訪者的回答數(shù)據(jù)WB60Thegluethatbuildsstrongbondsbetweenleaderandfollowersarecredibility&trust.維系領(lǐng)導(dǎo)及其追隨者之間紐帶關(guān)系的粘合劑是可靠與信任。Trustcanmotivateotherstoparticipateingoal-orientedwork,andpromoteteamwork.Thisiswhybuildingpositivebondsisfundamentaltointerpersonalleadership.信任能夠激勵(lì)他人共同承擔(dān)以目標(biāo)為導(dǎo)向的工作，并有助于促進(jìn)團(tuán)隊(duì)合作。這也就是為什么積極的紐帶關(guān)系是領(lǐng)導(dǎo)力的重要基礎(chǔ)。EA1:BuildPositiveBonds建立積極的紐帶關(guān)系WB59Trusttakesalongtimetodevelopandanevenlongertimetoregainonceit’sbroken. 信任需要很長(zhǎng)時(shí)間建立，而一旦信任被打破，要重建則需要更長(zhǎng)時(shí)間。Trust,oncebroken,cantake4to12timeslongertorebuildthanwhatitinitiallytooktobuildinthefirstplace 信任，一旦被打破，會(huì)需要花費(fèi)最初建立信任所用時(shí)間的4倍到12倍的時(shí)間才能重建Trust信任WB60Exhibittrustworthyandtrustingbehaviours 用行為證明自己值得信賴和信任他人Helpyourstaffachievetheirgoals 幫助你的員工達(dá)成目標(biāo)Beasupportivelistener 做給予支持的聆聽(tīng)者HowDoIBuildPositiveBonds?怎樣建立積極的關(guān)系？WB61Activity:GameofLife活動(dòng)：生命游戲OR還是Combination組合6X5X 1Y4X 2Y3X 3Y2X 4Y1X 5Y6YPayoff報(bào)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:GameofLife活動(dòng)：生命游戲Exhibittrustworthybehaviors值得信賴的行為Behaviorsthatputyouinaperceivedvulnerablepositione.g.self-disclosure 將自己置于可被覺(jué)察的弱勢(shì)地位的行為