领导力挑战冲突和倾听的习惯

1、RM-1February 2021 2021年二月Brenda Shull, Ph.D.布伦达沙尔博士.Todays Session今日标题Mental models 思想方式Listening倾听Conflict冲突Dealing with Difficult People和不随和的人相处RM-2.RM-3A question you have asked me:他曾经问过我的一个问题:How do I get my workers to do their job because they want to, not just because they have to. They are bu

2、sy, but mindless. 如何使我的员工做他们想做的任务而不仅仅是他们必需去做。他们很忙，但好似是不爱动脑筋.RM-4.Mental modelsare the deeply held beliefs, images and assumptions we hold about ourselves, our world and our organizations.思想方式是我们对本人,我们的世界和组织根深蒂固的信心，图像和假设RM-5Leadership Development Plan.The superior leader gets things doneWith very lit

3、tle motion杰出的指点稍用点心就能把事情办好。He imparts instruction not through wordsBut through deeds他教授指令不是经过言语而是经过本人的行为。He keeps informed about everythingBut interferes hardly at all.他不断地了解情况几乎不遭到任何干扰。He is a catalyst他是催化剂When they succeed he takes no credit.And because he takes no creditCredit never leaves him他胜利

4、的时候从不把荣誉归功本人，由于他从不把荣誉归功本人，所以荣誉不断属于他。6When was this written?这个是什么时候写的？In the 6th Century在六世纪Lao-Tzu 老子7What does Research say that High Performing Teams Need?研讨显示高效团队需求什么？What Workers Need for Success工人的胜利需求什么？A culture that challenges them to be the best they can be一种使他们成为他们最好本人的文化A sense of team th

5、at nurtures and supports in on it一种能滋养与支持他们的团队Encouragement of the heartempathetic management心灵鼓励-情感管理A vision they can believe intrust & respect他们可以置信的愿景-信任及尊崇A role model to show them the way一个行为典范让他们如何去做。9Different stage 不同阶段Employee growth员工成长Dependent依赖Independent独立Interdependent相互依赖Management

6、role管理角色Tell倾述Influence影响Collaborate合作Human growth人口增长Child 孩子Adolescent青春期Adult成人10Managers who have the most positive influence are those who help their employees grow.那些协助员工生长的经理们具有最大积极影响力Tell倾述Influence影响Collaborate合作Restricts opportunities to talk to each other. Insists that all questions be di

7、rected to them. Withholds information giving out small pieces of a task.Get compliance.限制彼此交谈的机会。坚持把问题直接给他们。保留信息不外泄，得到承诺。Give more responsibility.Ask for input and engage in mutual goal setting.Get cooperation给予更多的责任。要求输入并参与共同目标的设定。得到合作。Help/mentor employee, solicit feedback, allow input on how to a

8、ccomplish tasks and give more responsibility. The group shares the responsibility. Ask more and tell less.Get Collaboration.帮助、指导员工，征求反馈，允许就如何完成任务提出建议并给予更多的责任。该小组分享责任。多问少告诉。得到合作。11We dont have to be Super Hero我们不用成为超级英雄12Super Hero超级英雄:Tries to have all the answers试图得到一切答案Must be in control一定要控制Must

9、 coordinate all efforts必需通力协作When problem arises, Manager rushes to rescue.当问题出现的时候，经理必需忙上到位处理。Shared Hero分享 的英雄Makes key decisions jointly with team members.和队员共同做重要决议。Identifies and gets commitment to a tangible vision.识别并对一个有形的愿景做出承诺。Builds control by helping team feel responsible.经过协助团队感到有责任建立控制

10、。13.Diagnose Your Team!诊断他的团队14High Performing Teams高效团队15Team ImpactCapabilitiesCap才干才干Power动力PowerPwPParPractices实际PParticipationParticipation参与ClarificationClarityCommitmentCommit承诺mentTaskPeopleTeamwork 团队Purpose目的Empowerment授权Diagnosing My Team: Scoring Guide诊断我的团队：得分指南16People人Task义务Capabiliti

11、esPower#18#10#5#17#11#1Practices实际Participation参与#12#10#4#7#15913Clarity透明度Commitment承诺#14#8#2#16#6#3Note: This is a self-diagnostic survey that reflect your perceptions of how your team works. u are the best judge of whether the description is accurate.Score Interpretation GuidelinesIf your score i

12、n each box is:6 or less + low effectiveness in this area7 to 10 = medium effectiveness11 to 15 = high effectiveness in this areaI want it! How do I get this high performing team?我想要它！我如何能得到这个高效团队？RM-17.When managers are asked what is the one behavior they would change in their boss so the team would

13、 have more energy?当经理人被问到老板的什么行为改动会使团队更有活力？Ask more and tell less.多问少通知。18RM-19Downloading (Reconfirming what you think you know)There he goes again 下载再确认他以为他知道的他有来了Listening by facts (Seems different)This is new听现实看起来不同这是新的Empathetic (Heart to Heart) I know exactly how you feel 同情心心对心我知道他的感受。Genera

14、tive (Future possibility) I feel connected to what you are saying.有能量的未来能够性我感到和他说的有联络。.RM-20Look at your story. Is there a victim? Is there a Villain?看看本人的故事。有受害者吗？有坏人吗？We put our “story in this status so we are helpless to control outcomes.我们把我们的“故事放到这个位置上，一切我们无法控制结果.Basic Principles of Collaborati

15、ve Leadership & Coaching指点协作的根本原那么和指点Focus on the situation, issue, or behavior, not on the person.聚焦情况、问题、或行为,而不是人Maintain the self-confidence and self-esteem of others坚持自信和其他人的自尊3.Maintain constructive relationships & ask for input坚持良好的关系并要求投入4。Take initiative to make things better.自动使事情变得更好5.Lead

16、 by example.起带头作用。6.Think beyond the moment.以后再思索21RM-22Conflict! Its going to happen and its not bad for a team!冲突！总会发生但是对团队不是不好！22.RM-23Conflict: Opinions&Emotions冲突：观念和情感Perhaps you have observed young children of today. When a child really wanted something and the parents said no, what did the c

17、hild do to convince them?也许他曾经察看过今天的孩子们。当一个小孩真想要一样东西而父母不赞同时，这个小孩会如何去做去压服他们？.RM-24Recent survey data indicates最近的调查显示。Managers in U.S. spend about 25% of their time handling conflicts美国的经理人们破费他们25%的时间去处置冲突。RM-24Negotiating over resources就资源谈判Handling disagreements over policies or processes处置政策和过程中的分

18、歧Dealing with complaints处置赞扬Enforcing rules自我实施条例Managing inevitable frictions and resentments between people管理人们直间不可防止的摩擦及仇恨.RM-25Lets determine different styles of handling conflict.让我们决议处置冲突的不同风格25.RM-26Five Modes of Managing Conflict五种处置冲突的方式.RM-27The Five Conflict-Handling Modes五种处置处置冲突的方式RM-27

19、From Thomas-Kilmann Conflict Mode Instrument by K. W. Thomas and R. H. Kilmann, 1974, 2000. Palo Alto, CA: Xicom, Incorporated, subsidiary of CPP, Inc. Copyright 1974, 2000 by CPP, Inc. Used with permission.RM-28The Five Conflict-Handling Modes:Win & Lose Assessment五种处置冲突的方式：赢输的评价RM-28From Thomas-Ki

20、lmann Conflict Mode Instrument by K. W. Thomas and R. H. Kilmann, 1974, 2000. Palo Alto, CA: Xicom, Incorporated, subsidiary of CPP, Inc. Copyright 1974, 2000 by CPP, Inc. Used with permission.Outcome Key结果Lose-Lose双输Win-Lose赢输Win-Win双赢Lose-LoseWin-LoseWin-LoseWin-LoseWin-Win.RM-29Think back on a si

21、tuation of conflict. What was your style? 回想一下冲突的一个场景。他的风格是？ What could you do differently?他如何做出差别化？29.RM-30I will take a deep breath.我会做一个深呼吸。I will think about my response我会思索我的反响.I will get a clear goal of win/win.我会得到一个明确的目的双赢.Are you in healthy dialogue?他的对话安康吗？Is there Fight or Flight？是打还是逃跑？S

22、ilence or Violence?沉默还是暴力？What does this look like?这个看起来像什么？RM-31RM-32Dealing with Difficult Employees对待不随和员工 Why Are Difficult Employees Like That?不随和员工为什么会那样？They have gotten away with it in the past.他们过去曾经胜利过。They have a different “story.他们有着一个不同的“故事。32.RM-33Basic Principles of Collaborative Lead

23、ership协作指点的根本原那么Focus on the situation, issue, or behavior, not on the person.聚集情况，问题或行为，而不是人Maintain the self-confidence and self-esteem of others.坚持自信及他人的自尊。Maintain constructive relationships & ask for input坚持建立性关系及并要求投入。Take initiative to make things better.自动是事情变得更好Lead by example.做好典范33.Practice your conversation训练他的说话Evaluate before you act.行动之前要评价Act on the factswhat is the story you are telling yourself?在现实的根底上采取行动-他对本人讲什么故事？Develop a plan for pr