Trainingchiefandteamleader.ppt

Chiefandteamleaderstraining,Leadershiptraining,LawsofLeadership领导力法则,The21LawsofLeadership领导力的二十一条法则,4thingstoremember需要铭记的四点,Lawscanbelearned法则可被学习Someareeasiertounderstandandapplythanothers,buteveryoneofthemcanbeacquired.Lawscanstandalone法则可以独立Eachlawcomplementsalltheothers,butyoudontneedoneinordertolearnanother.,4thingstoremember需要铭记的四点,Lawshaveconsequences法则产生后果Applythelaws,andpeoplewillfollowyou.Violateorignorethem,andyouwillnotbeabletoleadothers.Lawsarethefoundationofleadership法则是领导力的基础Onceyoulearntheprinciples,youhavetopracticethemandapplythemtoyourlife.,TheLawonCompetence有关于能力的法则,LeadershipAbilityDeterminesaPersonsLevelofEffectiveness领导能力决定了一个人的效率水平,THELAWOFINFLUENCE影响力法则,TheTrueMeasureofLeadershipIsInfluenceNothingMore,NothingLess领导力的真正衡量标准是影响力不多也不少Ifyoudonthaveinfluence,youwillneverbeabletoleadothers.Theveryessenceofallpowertoinfluenceliesingettingtheotherpersontoparticipate.Ifnooneisfollowingyou,yourenotaleader.TheLawofInfluenceisaboutobtainingfollowers,whichmakesitthebasisforleadership,THELAWOFPROCESS过程法则,LeadershipDevelopsDaily,NotinaDay领导力的提高需要日积月累BecomingaleaderisalotlikeinvestingsuccessfullyinthestockmarketIfyourhopeistomakeafortuneinaday,yourenotgoingtobesuccessful.Therearenosuccessfuldaytradersinleadershipdevelopment.Whatmattersmostiswhatyoudodaybydayoverthelonghaul.,The7HabitsofHigh-PerformingLeaders高绩效领导者的七个习惯,CreateandConnectwithaVisionandPerformanceGoalforyourselfandforyourTeamFocusonlyonthekeyvalue-addingactivitiesthatgeneratethebiggestreturnonenergyandattentionCommunicatefrequentlywithyourimmediateteamboththroughscheduledmeetingsandunscheduledcallsanddiscussionsDevelopyourTeamsotheyaresuccessfulfocusonselectinggreatpeoplewithgreatattitudesandcomplementaryskills.BeProfessionalandTrustworthyBeimmaculatelydressed.Walkandtalkwithconfidence(andhumility)DevelopYourselfSoyoukeepexpandingyourself-awarenessandyourabilitytomanageyourownemotionsandreactions.Gettoknowyourownfears,insecurities,thoughtsandbehaviorpatternsandlearnwaysofchangingthem.OptimizeyourSystemandinterveneandchangethingswhenyouneedto.,只着重于那些可以产生最大能量和注意力回馈的重要增值活动经常同你当前的团队沟通既可以通过既定的会议，又可以通过不定期的电话和讨论为你和你的团队创造和连接起新的视野和绩效目标开发你的团队所以他们才能成功着重于挑选态度良好以及具有互补技能的优秀队员表现专业及可靠着装整洁。言行举止自信（而且谦和）提升你自己这样你才能不断提高你的自我意识以及管理自己情绪和行为的能力。了解自己的恐惧，不安全感，想法和行为模式，学习改变它们的方法优化你的系统并在需要时加以干预和改变,TenManagementBehaviorstoAvoid需要避免的十种管理行为,TalkingtooMuch,ListeningtooLittleCoachingworksbestthroughtwo-wayconversation.BeingHands-OffInYourStyleAhands-offapproachisoftenreferredtoasalaissez-fairestyleofmanagement.Whilebeinghands-offmeansthatyourenotamicromanager-andthisisgood-thisstylealsomeansthatyoureuninvolvedwithyouremployees.HoveringAroundtooMuchThishabitistheoppositeofbeinghands-off.Whenhovering,youdontleaveyourstaffalone;instead,younagtheheckoutofthem.NotFollowingThroughandFollowingUpFollowingthroughisdoingwhatyousaidyouwoulddo.Itistakingactiontocarryoutthecommitmentsyoumake.FocusingonMethodsRatherThanResultsWhenmanagersfocusonmethods,theytendtogetintoalotofdiscussionswiththeiremployeesabouthowtasksandassignmentsshouldbedone.Thedebatesgobackandforthoverwhichistherightwaytodothejob.,讲得太多，听得太少辅导作用通过双向对话才会发挥得最好你的风格是放任自流一种放手的方式往往被称为放任自流的管理风格。同时，放手意味着你不是一个微观经理-这是很好的-这种风格也意味着你对雇员放任自流。过度干预这种习惯与放任自流截然相反。当你老是徘徊于员工身边时，你没法不干涉他们；相反的，你在不断的烦扰干预他们。不坚持不贯彻坚持是指实现之前你允诺的。这是指采取行动来贯彻你的承诺。注重方法而非结果当管理人员侧重于方法时，他们往往会就任务和工作如何完成与员工进行大量的讨论。来回的辩论哪些是做事的正确方式。,TenManagementBehaviorstoAvoid需要避免的十种管理行为,6.ManagingEveryonetheSameWayManymanagerssufferfromthishabit.Theyworkwitheveryoneintheirgroupthesameway.7.FailingtoGettoknowYourEmployeesOrBecomingTheirFriendsThesearethetwoextremesofmanagerbehaviorthatdealwiththerelationshipsideofthecoachingrole.8.AttendingtoTasksRatherThanGoalsSomemanagershavethehabitofgettingstuckintheday-to-dayaffairsandtasksathand.Theyarentabletolookaheadatwhattrulyneedstogetaccomplished-thegoals.9.FailingtoBringIssuestoClosureManagersdisplaythishabitinafewdifferentways:Theydiscussanddiscussissuesbuttakenoactiontomoveanythingforward.Theyhaveahardtimemakingdecisionsandshowinganysignofdecisiveness.10.DesiringtoDoItAllSomemanagershaveahardtimelettinggo.,用同样的方式管理每个人很多管理人员受累于此。他们以同样的方式与团队中的每个人共事。未能了解你的员工或成为他们的朋友这是经理在担任辅导角色时处理关系的两种极端行为注重任务而非目标有些经理习惯纠缠于日常或在手边的事务。他们未能着眼于真正需要完成的目标。未能将事件了解经理们以几个不同的方法显示这个习惯：他们将问题讨论再讨论，但是不采取任何行动以向前发展。他们很难作出决定，并且犹豫不决。事必亲恭有些经理很难做到放手。,THELAWOFNAVIGATION航海法则,AnyoneCanSteertheShip,butItTakesaLeadertoCharttheCourse任何人都可以操控船舶，但需要领袖来制定航线Aleaderisonewhosees:morethanotherssee,whoseesfartherthanotherssee,andwhoseesbeforeothersdo.Inordertobeasuccessfulleader,youmustlearntheimportanceofTheLawofNavigationandbewillingtonavigatethecourseforyourfollowers.,TheLawofAddition加法法则,LeadersAddValuebyServingOthers领导们通过服务他人而提升价值Thebottomlineinleadershipisnthowfarweadvanceourselves,buthowfarweadvanceothers.Thatisachievedbyservingothersandaddingvaluetotheirlives.,ReconsiderWhoYourCustomersAre,Everyonewhoworksinacompanyhascustomersregardlessofwhethertheyworkwithexternal,payingcustomersorinternalco-workers.Customersfallintoexternalandinternalcategories.,TheExternalCustomer,Thesearethepeopleyoudealwith,eitherface-to-faceoroverthephone,whobuyproductsorservicesfromyou.Theyarecustomersinthetraditionalsenseoftheword.Withoutthemtherewouldbenosales,nobusiness,andnopaycheck.Ifyourdefinitionofacustomerstopshere,youareonlyseeinghalfthepicture.,TheInternalCustomer,Theotherhalfofthepictureisthepeoplewhoworkinsideyourcompanyandrelyonyoufortheservices,products,andinformationthattheyneedtogettheirjobsdone.Theyarenottraditionalcustomers,yettheyneedthesametender,lovingcareyougivetoyourexternalcustomers.,THELAWOFSOLIDGROUND稳固基础的法则,TrustIstheFoundationofLeadership信任是领导力的基础Trustisthegluethatholdsanorganizationtogether.Leaderscannotrepeatedlybreaktrustwithpeopleandcontinuetoinfluencethem.ViolatetheLawofSolidGround,andyoudiminishyourinfluenceasaleaderYoumayfoolyourbossbutyoucanneverfoolyourcolleaguesorsubordinates.Nofasterwaytostopyourcareer,THELAWOFRESPECT尊重法则,PeopleNaturallyFollowLeadersStrongerThanThemselves人们自会跟随比自己强的人Ifyouwanttoinfluenceothersyouneedtoberespectedasaleader.Andinordertodothat,youwillhavetoproveyourselfandyourabilitiesasaleaderTheleadermustknow,mustknowheknows,andmustbeabletomakeitabundantlycleartothosearoundhimthatheknows.,Respectcanonlybegrantedifitisalsogiven尊重他人，自己才会得到尊重,NevertreataworkerasifheisjustanumberAnemployershouldnotbeafraidtogetherhanddirtyIfyousayssomething,youshouldmeanitandsticktoit.Employeesshouldbetreatedasequalsatalltimes.Theemployershouldtakeaninterestintheemployeesdevelopmentwithinthecompany.Employersshouldvalueeachandeveryworkersindividualityandcontributiontotheteam.Inordertoearnrespect,anemployershouldalsorememberthatitistheemployeewhoistheimportantcoginthecompany.Itispracticallyimpossibletokeepeveryemployeehappy.Nevertheless,givingrespectwhereitisdueandtreatingemployeesfairlywillgoalongwaywhentryingtoearnrespectintheworkplace.,永远不要只是将员工当成一个数字对待老板不应该介意亲力亲为如果你表达了某些意见，你应该发自内心并坚持到底任何时候所有员工都应该被平等对待雇主应该关心员工在公司的发展雇主应该尊重每位员工的个性和他们对团队的贡献雇主应该谨记员工是公司运作重要的轮齿，从而赢得尊重要保持每一位员工满意几乎是不可能的。然而，给予应有的尊重，以及平等的对待每一位员工有助于在工作场所赢得尊重,THELAWOFINTUITION直觉法则,LeadersEvaluateEverythingwithaLeadershipBias领导者评估任何事情时都会有某种领导力偏见Leaderslookatthingsdifferentlythanothersdo.Theyevaluateeverythingaccordingtotheirleadershipbias.Theypossessleadershipintuitionthatinformseverythingtheydo.Itisaninseparablepartofwhotheyare.,THELAWOFMAGNETISM磁力定律,WhoYouAreIsWhoYouAttract你吸引什么人说明你是什么人Whenyouwereinschool,youmighthaverecognizedthatgoodstudentsspenttimewithgoodstudents,peoplewhoonlywantedtoplaystucktogether,andsoon.Well,thisideaisalsotruewhenitcomestoleadership.Whoisonyourteamisseldomdeterminedbywhatyouwant,butmorebywhoyouare.Inordertobuildastrongteam,youmustunderstandtheLawofMagnetism.,THELAWOFCONNECTION交往法则,Forleaderstobeeffective,theyneedtoconnectwithpeople领导者在寻求帮助前先触动人心Why?Becauseyoufirsthavetotouchpeoplesheartsbeforeyouaskthemforahand.Allgreatleadersandcommunicatorsrecognizethistruthandactonitalmostinstinctively.Youcantmovepeopletoactionunlessyoufirstmovethemwithemotion.Ifyouwantsomebodyonyourside,donttrytoconvincehim,connectwithhim,THELAWOFTHEINNERCIRCLE小圈子法则,ALeadersPotentialIsDeterminedbyThoseClosesttoHim领导者的潜力由那些最接近他的人决定Nobodydoesanythinggreatalone.Leadersdonotsucceedalone.Aleaderspotentialisdeterminedbythoseclosesttohim.Whatmakesthedifferenceistheleadersinnercircle.,THELAWOFTHEINNERCIRCLE小圈子法则,Mostpeoplecreateaninnercircleofpeople.However,theyareusuallynotstrategicindoingso.Wenaturallytendtosurroundourselveswitheitherpeoplewelikeorpeoplewithwhomwearecomfortable.Fewpeoplegiveenoughthoughttohowthoseclosesttothemimpacttheireffectivenessorleadershippotential.Someselfdestructandneverreachtheirpotential,anditcanoftenbeattributedtothekindofpeopletheyspendtheirtimewith.,Thingstotakeintoconsiderationwhenyouarelookingatyourteam:当审视你的团队时需要考虑的因素,Doesyourteamhaveagreed-upongoalstheycreatedasateam?Dotheplayersopenlyencourageandsupportoneanother?Dotheyhaveopencommunicationwithoneanother,aswellasthecoachingstaff?Doeseachplayerknowwhattheirroleontheteamis?Istheremutualrespectamongtheplayersandcoachingstaff?Doplayersusestatementssuchaswewhenreferringtotheteam,orisitmoreofaneverymanforhimselfmentality?Havetheycreatedapositiveteamimageforthemselves?Aretheindividualcontributionsofeachplayerrecognized(regardlessofwhetherhe/sheisastarterornotastarter)?Istheteamasawholecommittedtoimprovingperformance?Doeseachmemberconsiderthemselvesasateamplayer?,1.你的团队是否有一致目标？2.团队成员是否当众鼓励和支持他人？3.他们与其他队员，以及辅导者之间是否开诚布公地交流？4.是否每个队员都了解自己在团队的角色？5.团队成员和辅导人员之间是否相互尊重？6.当谈到自己的团队时，队员是否用了“我们”，还是抱着各行其的心态？7.他们是否为团队塑造了一个正面的形象？8.每个队员的贡献是否得到了认可（无论他/她是否是初学者）？9.团队是否齐心协力致力于提高绩效？10.每一位成员是否把自己作为一名“团队协作者”？,THELAWOFEMPOWERMENT授权法则,OnlySecureLeadersGivePowertoOthers只有有安全感的领导者才会授权于人TheonlywaytomakeyourselfindispensableistomakeyourselfdispensableBybecomingasecureleaderwhocangivepoweraway,youwillmakeyourorganizationmorepowerful.ButifyoudisregardtheLawofEmpowerment,yourpotentialwillbelimited.,THELAWOFTHEPICTURE想象法则,PeopleDoWhatPeopleSee人们做他们之所见Goodleadersarealwaysconsciousofthefacttheyaresettingtheexampleandothersaregoingtodowhattheydo,forbetterorworse.Ingeneral,thebettertheleadersactions,thebettertheirpeoples.Leadfromthefront,Whentheleadersshowthewaywiththerightactions,theirfollowerscopythemandsucceed.,Greatleadersalwaysseemtoembodytwoseeminglydisparatequalities.Theyarebothhighlyvisionaryandhighlypractical.Theirvisionenablesthemtoseebeyondtheimmediate.Theycanenvisionwhatscomingandwhatmustbedone.LeaderspossessanunderstandingofhowMissionprovidespurpose-answeringthequestion,Why?Visionprovidesapicture-answeringthequestion,What?Strategyprovidesaplan-answeringthequestion,How?Atthesametime,leadersarepracticalenoughtoknowthatvisionwithoutactionachievesnothing.,ListenUp倾听,IpretendImpayingattentionwhenmymindisdriftingoff.IcutpeopleofforfinishtheirsentencesbecauseIknowwhattheyregoingtosay.Whensomeoneisspeakingtome,Ilookaroundtheroomtoseewhatelseishappening.Ishufflepapersonmydeskorstartdoingsomeothertaskwhensomeonetalkstoolongortooslowly.Whensomeoneisspeaking,IplanwhatIwillsaynext.WhenapersonspeakstoofastoruseswordsIdontunderstand,IletitgoandlistenonlyforwhatIdounderstand.,当我走神时假装在注意倾听我打断别人或者擅自接话因为我知道他们要说什么当有人跟我说话时，我环顾四周看有没有其他的事发生当别人讲话太慢或太长时，我将桌上的纸张弄乱，或者开始做其他的事当别人讲话时，我开始计划自己下一步讲什么当有人语速太快或使用我听不懂的语句时，我放任自流，并只听我能听懂的内容,THELAWOFBUY-IN入伙法则,PeopleBuyintotheLeader,ThentheVision人们接受领袖本人，然后才是他的愿景Somepeoplebelievethatifthecauseisgoodenough,peoplewillautomaticallybuyintoitandfollow.Butthatsnothowleadershipreallyworks.Peopledontatfirstfollowworthycauses.Theyfollowworthyleaderswhopromotecausestheycanbelievein.Peoplebuyintotheleaderfirst,thentheleadersvision.Havinganunderstandingofthatchangesyourwholeapproachtoleadingpeople.,Theleaderfindsthedreamandthenthepeople.Thepeoplefindtheleader,andthenthedream.,Everymessagethatpeoplereceiveisfilteredthroughthemessengerwhodeliversit.Ifyouconsiderthemessengertobecredible,thenyoubelievethemessagehasvalue.Thatsonereasonthatactorsandathletesarehiredaspromotersofproducts.PeopleoftenbuyNikeshoesbecausetheyhaveboughtintoMichaelJordan,TigerWoods,notnecessarilybecauseofthequalityoftheshoes.,THELAWOFVICTORY胜利法则,LeadersFindaWayfortheteamtoWin领导为团队找到成功的方式Victoriousleadershaveonethingincommon:Theyshareanunwillingnesstoacceptdefeat.Thealternativetowinningistotallyunacceptabletothem.Asaresult,theyfigureoutwhatmustbedonetoachievevictory.,Commontraitsingreatleaders优秀的领导所拥有的共同特质,GreatleaderslivetheirlivesandruntheirbusinessesOnPurpose.Greatleadershelpotherstosucceed.Greatleadersgivebacktothecommunity.Greatleadersstopatnothingtoachievetheirgoal.Greatleadersarealsogreatlisteners.Greatleadersappreciatefacevalue.(Whatyouseeiswhatyouget.)Greatleadersarehonestandethical.Greatleadersunderstandthedifferencebetweenpowerandforce.Greatleadersgetresults.Greatleaderscontinuallyupgradetheirskills.,优秀的领导们“有目的”地生活和工作优秀的领导们帮助他人获得成功优秀的领导们懂得回馈社会优秀的领导们从不停下实现目标的脚步优秀的领导们同时也是优秀的倾听者优秀的领导者欣赏“票面”价值（所见即所得）优秀的领导者诚实而正直优秀的领导者懂得影响力和胁迫的区别优秀的领导者解决问题优秀的领导者不断提升自身技能,THELAWOFTHEBIGMOMENTUM源动力法则,MomentumIsaLeadersBestFriend源动力是领导者最好的朋友Whenyouhavemomentumonyourside,thefuturelooksbright,obstaclesappearsmall,andtroublesseeminconsequential.Anorganizationwithmomentumislikeatrainthatsmovingatsixtymilesperhour.Youcouldbuildasteelreinforcedconcretewallacrossthetracks,andthetrainwouldplowrightthroughit.,Whenyouhavenomomentum,eventhesimplesttasksseemimpossible.,Smallproblemslooklikeinsurmountableobstacles.Moralebecomeslow.Thefutureappearsdark.Anorganizationwithnomomentumislikeatrainatadeadstop.Itshardtogetgoing,andevensmallwoodenblocksonthetrackcankeepitfromgoinganywhere.,Momentum动力,Momentumisthegreatexaggerator.Momentummakesleaderslookbetterthantheyare.Momentumhelpsfollowersperformbetterthantheyare.Momentumiseasiertosteerthanstart.Momentumisthemostpowerfulchangeagent.Momentumistheleadersresponsibility.Momentumbeginsinsidetheleader.,1.动力是最好的放大器2动力使领导人看起来更优秀3.动力让追随者表现更佳4.动力一发不可收5.动力是最强有力的改变因子6.动力是领袖的责任7.动力源于内心,THELAWOFPRIORITIES优先法则,LeadersUnderstandThatActivityIsNotNecessarilyAccomplishment领导者需明白：忙忙碌碌不代表有所成就Noteveryleaderpracticesthedisciplineofprioritizing.Why?Ibelievethereareafewreasons.First,whenwearebusy,wenaturallybelievethatweareachieving.Butbusynessdoesnotequalproductivity.Activityisnotnecessarilyaccomplishment.Second,prioritizingrequiresleaderstocontinuallythinkahead,toknowwhatsimportant,toknowwhatsnext,andtoseehoweverythingrelatestotheoverallvision.Thatshardwork.Third,prioritizingcausesustodothingsthatareattheleastuncomfortableandsometimesdownrightpainful.,THELAWOFSACRIFICE牺牲法则,ALeaderMustGiveUptoGoUp有“舍”才有“得”SacrificeisaconstantinLeadershipItsanongoingprocess,notaonetimepaymentWhenleaderslookbackattheircareers,theyrecognizethattherehasalwaysbeenacostinvolvedinmovingforward.LeaderswhowantcontinuedsuccessmustlivebytheLawofSacrifice.,为什么有人愿意站出来领导他人？Whydoesanindividualstepforwardtoleadotherpeople?,Afewdoittosurvive.Somedoittomakemoney.Manydesiretobuildabusinessororganization.Othersdoitbecausetheywanttochangetheworld.,少数人为了生存领导一些人为了赚钱而领导很多人（因为）希望建立一个企业或组织其他人这么做是因为他们想改变这个世界,THELAWOFTIMING时机法则,WhentoLeadIsAsImportantAsWhattoDoandWheretoGo什么时候领导与怎么领导、达到什么目标一样重要ReadingasituationandknowingwhattodoarenotenoughtomakeyousucceedinbusinessIfyouwantyourorganization,department,orteamtomoveforward,youmustpayattentiontotiming.Onlytherightactionattherighttimewillbringsuccess.Anythingelseexactsahighprice.,THELAWOFEXPLOSIVEGROWTH爆炸性成长法则,ToAddGrowth,LeadFollowers.ToMultiply,LeadLeaders若要加速成长，领导追随者；而若要获得倍数增长，那就指引领导者吧Youwillbeabletoreachyourpotentialandhelpyourorgan