欢迎参加向经理的成功过度

1、欢迎参加“向经理的成功过渡”培训课程Exercise: Warm It Up!练习：热身活动Select one of the listed arguments 选择列表中的“争论”之一Select someone you dont already know well选择一个你不熟悉的学员搭档Introduce yourself 介绍你自己For one minute, convince the person of your argument 用一分钟的时间让对方信服你的“争论” 观点Reverse roles 互换角色PLG 19/12/20222What is your most impo

2、rtant responsibility as a manager?作为经理，你最重要的职责是什么？To produce results: The only way to do this is through the efforts of the people around you为了完成目标：唯一的方法是调动你周围所有人的努力。Interesting fact: 89% of supervisors and managers surveyed indicated that their least favorite management activity was “dealing with t

3、he performance of people”有趣的事实发现：在对主管和经理的调查中，有89%的人认为他们最不喜欢进行的一项管理活动是：“处理员工表现”Introduction介绍PLG 29/12/20223Management is the process of accomplishing organizational objectives through Associates, teams and other supervisors and managers管理是指通过员工，团队和其他主管、经理所有人一起来实现组织整体目标的过程。Management is technique and

4、 process driven and can be learned by anyone able to follow a process管理是一种技巧和努力过程，任何能够遵循这一过程的人都可以掌握。Definition定义PLG 29/12/20224To learn critical knowledge来学习关键、重要的知识To learn best practice skills and techniques 来学习最佳实践的技能和技巧Practice the skills and techniques to a level of conscious competence练习这些技能和技

5、巧以达到一定的水平Why Are We Here?我们为什么来这儿？PLG 29/12/20225Minimal 最小 Standard 普通 Exemplary 模范Degree of Competence 能力水平# of Associates员工人数Main Objective Of Management管理的主要目标PLG 39/12/20226Minimal 最小 Standard 普通 Exemplary 模范Degree of Competence 能力水平# of Associates员工人数PLG 3Main Objective Of Management管理的主要目标9/1

6、2/20227Managing is easy 管理很容易When I become a supervisor, nothing will really change 当我成为经理后，不会真正改变什么Once I get it, Ive got it 我一旦成为经理，我就会管理了Management is about common sense 管理是一种常识Management means maintenance 管理就是维护People always try their best 员工总会全力以赴One style fits all 一种风格适合所有状况Supervisors/Manager

7、s must always be right 主管/经理应该永远是对的Empowerment is the key to management 下放权力是管理的关键Nine Myths Of Management 九个关于管理的误解PLG 4-59/12/20228Which BenefitsDo You Want?你想要什么样的好处？Individually, read the following list of benefits and outcomes that can result from a successful transition 每位学员各自阅读列举的从一个成功的过渡中能够获

8、得的好处和结果Select the three most important to you 选择对你来说最重要的三点As a table group, decide on three that you all agree on 坐在同一桌的小组，确定三个大家都同意的要点Please be prepared to share these with the larger group 准备和其它小组交流PLG 69/12/20229When Can I ApplyThese Skills?我什么时候可以运用这些技巧？Individually, read the list of situations

9、每位学员各自阅读列举的不同状况Select the top two situations you currently face 选择你目前最直接面对的两个状况Please be prepared to share these with the larger group 准备和其它学员交流PLG 69/12/202210Individually, read the list of course objectives 每位学员各自阅读列举的本课程的目标Select the top five that are most important to you选择对你来说最重要的五点Please be pr

10、epared to share these with the larger group 准备和其它学员交流What Will I Learn?我将学到什么？PLG 79/12/202211Please read the directions and complete the exercise 请阅读提示并完成练习Be prepared to share these with the larger group 准备和其它学员交流What Is Your View?你的看法是什么？PLG 89/12/202212PLG 980% Directing and Maintaining指挥和维护5% S

11、trategy 策略15% Coaching, Developing, Supporting, Building 教导、开发、支持和建设20% Strategy 策略60% Coaching, Developing, Supporting, Building教导、开发、支持和建设20% Directing and Maintaining指挥和维护Traditional 传统21st Century 21世纪Traditional 传统Main role was to direct and control the way work was done by the people that repo

12、rted to them 主要的角色是指挥和控制下属工作的方式Today 当今Successful managers are primarily driven by the roles of coach, leader, developer, mentor, and planner 成功的经理的主要角色是教练、引导者、开发者、导师和计划者LM1 The RoleOf A Manager学习模块1 经理的角色9/12/202213Obtain a Manager JD for your function 获得你所在职能的经理的工作职责Review the JD and highlight wha

13、t you think are the key roles of a manager, especially those that are different from the role of a supervisor 仔细阅读工作职责并标示出你认为的经理的主要角色，特别是那些和主管不同的角色Please be prepared to share these with the larger group 准备和其它学员交流Main RolesOf A Manager 经理的主要角色9/12/202214Below is just a sample of some of the necessary

14、 competencies of a Great Manager. Which ones are most important for you? 以下只是一名卓越的经理应具备的一些能力要求的举例。哪些对你来说是最重要的？Personal EffectivenessAct with IntegrityCommunicate EffectivelyExhibit Self-ConfidenceMake Sound DecisionsTeam FocusBuild RelationshipsFacilitate Open CommunicationFoster TeamworkPromote Tea

15、m DiversityCompetitive AdvantageCreate Strategic AlignmentDemonstrate Financial AcumenDrive Business ResultsFoster Customer FocusBuildCreateLeadHigh Performance CultureDemonstrate Functional ExcellenceExecute EffectivelyMotivate & Inspire OthersTake OwnershipPeople DevelopmentAttract, Develop & Reta

16、in TalentInspire TrustLead by ExampleChampion Organizational LearningChange and InnovationBuild Support for ChangeDrive Continuous ImprovementLeverage TechnologyShare Best PracticesStarwoods Leadership Success Profile 喜达屋的领导力成功档案PLG 109/12/202215Associate 员工(Independent Contributor) 单个贡献者Supervisor

17、主管(Manage Small Team) 管理小型团队Turn 1Manager 经理(Manage Supervisors) 管理主管Turn 2EXCOM 行政委员会(Manage Functions) 管理职能Turn 3GM 总经理(Manage Property) 管理酒店Turn 4Development Based On Career Turns根据事业转折的发展PLG ii9/12/202216This self-assessment will help you determine how much this workshop can help you enhance you

18、r effectiveness as a supervisor 该测评将帮助你确定本教程将在多大程度上提升你作为一名主管的综合能力。 There are no right or wrong answers 没有对或错的答案Please be honest. Only you will see the results 请如实回答，只有你自己能看到测评结果。 Self-Assessment自我测评PLG 11-139/12/202217Travel around the room and collect 4 pieces of great management advice from 3 diff

19、erent people 在教室内找到任意三名学员，从每名学员处收集4条卓越管理的建议At the end you should have at least 12 tips from others 到最后你应当从其他人那里收集到至少12条建议Exercise: Manager Scavenger Hunt练习：经理清道夫狩猎PLG 149/12/202218Individually, read the situation. 每位学员各自阅读设定的场景。As a table group, answer each question. 坐在同一桌的小组，回答每个问题。Please be prepar

20、ed to share your responses with the larger group. 准备和其它小组交流Case Study:Jane Moves Up!案例分析：简提升了！PLG 159/12/202219Pair up with another participant 和另外一名学员搭档Arrange your chairs so that you are sitting directly behind each other, back-to-back 调整你的椅子，确保你和你的搭档直接背对背坐着Review the card given to you by the faci

21、litator 仔细阅读导师给你的卡片Do not show or describe the image to your partner 不要给你的搭档看或向他/她描述你所看到的图片Wait for further instruction 等待下一步的指示Clay Charades打哑谜9/12/202220Sender 发送者Receiver 接收者VisualThe sender has a purpose, an understanding of timeliness, and an understanding of timing 发送者有一个目的，有对及时和时机的理解。The resp

22、onse and effect on the receiver is exactly as intended by the sender. It is predictable.接收者的反应和对其产生的作用和发送者的计划完全一致。是可以预计的。声音言词The sender selects the right media based on the simplicity and content of the message. 发送者根据简易程度和讯息内容选择适当的传递方式A Perfect Communication Situation 一个完美的沟通场景55%7%38%LM2 The 3Vs Of

23、 Communication学习模块2 - 沟通的3VPLG 16-179/12/202221Sender 发送者VisualThe sender has a purpose, an understanding of timeliness, and an understanding of timing. 发送者有一个目的，有对及时和时机的理解。The effect on the receiver is uncertain. The response is unpredictable.对接收者的作用不肯定。其反应不能被预计。VocalVerbalHere, noise interferes wi

24、th the intended message. The message is diluted and imperfect. 干扰妨碍了发送者的讯息。讯息变得不清晰。An Imperfect Communication一个不是最完美的沟通场景Receiver 接收者Noise 干扰The Impact Of Noise干扰的结果PLG 189/12/202222Preconceived ideas, bias, prejudices or mental models 固有的观念、偏见或成见 Physical environment 物理环境Low self-esteem, acceptance

25、, or confidence of either the sender or receiver 讯息发送者或接收者的自我尊重、自我接受和自我信心的程度较低 Different communication or learning styles between the sender and receiver 两者不同的沟通或学习风格(线性，几何性等) Natural aptitude to understand or process information理解或处理信息的自然能力 The skill level of the message sender 讯息发送者的技能水平The skill

26、level of the receiver 讯息接收者的技能水平 Low interest in the message 接收者对讯息内容不感兴趣 Causes Of “Noise”导致“干扰”的原因PLG 189/12/202223Definition - Active listening is using all of your attention, focusing on what the sender is saying, and showing the sender that you heard and understood his or her intended message 定

27、义 积极聆听是集中精力，关注对方说的话，向对方示意你听到/明白他试图传递的讯息 。Active listening uses verbal, vocal, and visual behaviors to demonstrate dynamic understanding with very little effort from the receiver 积极聆听并不费力，只需使用视觉、听觉和语言行为来展示动态理解积极聆听 。Active Listening积极聆听PLG 199/12/202224In your table group, read each statement and reco

28、rd your discussion 同一桌的小组，阅读每个陈述并记录你们的讨论Please be prepared to share your thoughts with the larger group 准备和其它小组交流你们的想法What Do You Think?你觉得如何？PLG 199/12/202225Most of us have been told repeatedly that we ought to listen more 我们中的大部分人经常会被告知我们应当更多的来聆听However, until you see value in such an activity, y

29、ou will probably continue to act the way you always have 然而，这只会在你看到这么做的效果后，要不然你可能还是会继续以前的做法Some of the outcomes of good listening are listed at the top of page 20. Which ones are most important to you? 在第20页上部列举了积极聆听的结果。哪些是你认为最重要的？Why Should I Do It?我为什么要这么做？PLG 209/12/202226Because we can process i

30、nformation much faster than the sender can send it, good listeners influence communication challenges to improve communication 因为我们处理信息的速度快于讯息发送者发送的速度，有效的聆听者会影响沟通的障碍来改善沟通Read through the 9 habits at the bottom of the page and select the ones you need to work on 浏览在这页末的9个习惯并选择你需要提高的要点Nine Habits OfAc

31、tive Listening积极聆听的九个习惯PLG 209/12/202227Listen To Clearly Understand the Sender聆听以确保完全理解讯息发送者Prepare yourself for listening 做好准备进入聆听的状态Create a positive listening situation 创造积极的聆听环境Use active questioning techniques 使用积极的提问技巧Use active paraphrasing techniques 使用积极的复述技巧 Use positive, non-evaluative v

32、erbal reinforcers (acknowledgement)使用积极的、非评估性的语言强调 （认可） PLG 21-239/12/202228Take notes 做记录 Use positive visual reinforcers 使用积极的视觉强调Use parroting 重复 Use reflective phrases 使用反射式语言Show the other person that you understand 向他人表示你的理解 Listen To Clearly Understand the Sender聆听以确保完全理解讯息发送者PLG 24-269/12/20

33、2229Read the directions for each exercise and complete 阅读每个练习的提示并完成练习Please be prepared to share your thoughts with the larger group 准备和其他学员交流你的想法Do This, Try That!做做这个，练练那个PLG 279/12/202230When the senders emotion is so strong or so clear that it doesnt need to be reflected 当说话人的情绪非常清楚 ，不需要再给他反射时 W

34、hen the sender is not feeling uneasy (out-of-balance)当说话人感觉不自在、情绪化或失控时 When the sender needs information you have 当说话人要聆听者提供信息时 When the sender wants to stop sending 当说话人想停下来时 When a co-worker does not have the time to spend on a routine matter 当聆听方没有时间花费在重复发生的事件上时 When Is Active Listening Unnecessa

35、ry? 什么时候积极聆听就不是特别必要？PLG 289/12/202231Knowledge 知识Skills 技能Core Beliefs 主要信念Style Preference 风格趋向Natural Capacity 天分Desire 意愿Consequences 结果Clear Expectations 明确的期望Opportunity/Practice 机会/实践Communication 沟通Work Systems 工作系统Culture 文化Feedback 反馈意见LM3 The 13 FactorsOf Human Performance学习模块3 人类表现的13个要素P

36、LG 299/12/202232People are the most variable input 人是最会发生变动的元素Between 40% and 85% of total costs is salary 总成本的40至85是薪资For the typical performer, discretionary output is around 55% 对于普通人，自行行事的结果差异大约是55The average time to become “competent” is 6 months for most positions 对于大部分职位，达到“胜任”的程度的平均时间为6个月Org

37、anizations spend 2%-5% of revenues on developing employees 组织结构在发展员工上的花费占总收入的2%-5%And, remember89% of supervisors/managers report disliking managing people issues 而且，记住 89的主管、经理不喜欢管理员工事项Why Does This Matter?为什么这个很重要？PLG 309/12/202233The percentage of companies indicating a problem in obtaining high

38、performance from their work force: 发生员工表现差问题的公司的比率 Serious problem 很大问题 - Problem 有一些问题 - No Problem 没有问题 - Source: Closing the Human Performance Gap, The Conference Board, 1994.43% 55%2%Is Low Performance A Problem?表现差是不是一个问题？PLG 309/12/202234The Primary Causes Of Low Performance表现差的主要原因Source: Clo

39、sing the Human Performance Gap, The Conference Board, 1994. 60%40%39%31%31%37%22%23%28%17%14%9%8%Poor or Insufficient Performance FeedbackHigh Individual Stress Levels No Performance StandardsLack of Clear Individual GoalsReward Not Performance BasedPoor Performance RewardedNo Career PlanningFear of

40、 Failure or PunishmentInability to Envision Successful OutcomesLack of Poor Company-Sponsored TrainingInability to Concentrate on Task at HandLow Worker Self-EsteemLow CompensationPLG 319/12/202235Clearly understand performance expectations 明确理解对表现的期望Do not short-cut needed steps 不走捷径Do away with wa

41、sted steps 不做无用功Use available information and documentation 使用现有的信息和文件Possess a job aid that others dont 有他人没有的工作目标Possess information/data that others dont 有他人没有的信息Possess better tools than others 有他人没有的更好的工具Have a different motive for performing 有不同的表现动力Have an environmental factor that is differe

42、nt 有不同的环境因素Receive different guidance and feedback 收到不同的指导和意见反馈Receive different incentives 收到不同的奖励They are generally optimistic and have high expectations 他们通常非常乐观并且有很高的期望They adopt to change 他们接受改变They show determination 他们有决心Source: 10 year US Army Study What MakesExemplary Performers? 是什么促成模范表现？

43、PLG 329/12/202236Knowledge 知识Skills 技能Core Beliefs 主要信念Style Preference 风格趋向Natural Capacity 天分Desire 意愿Six Individual Performance Factors六个个人的表现要素PLG 339/12/202237Clear Expectations 明确的期望Opportunity/Practice 机会/实践Communication 沟通Consequences 结果Work Systems 工作系统Culture 文化Six Organization Performance

44、 Factors六个组织表现要素PLG 34-359/12/202238What About Feedback? 那反馈呢？Feedback - Effective, ongoing feedback is critical to maintaining the desired “system” of performance 反馈 有效的，持续的意见反馈是维持期望的表现“系统”的关键。PLG 35-369/12/202239Explain your intentions for giving the feedback 解释你给予反馈的用意Accurately describe what you

45、 observed 精确的描述你所观察到的Describe your reaction or the consequence of the behavior 描述你的反应或该表现的结果Give the other person a chance to respond 给予对方机会解释Propose some alternate behaviors 建议其它的表现方式State your support for the other person 表示你对对方的支持The Six Steps Of The Feedback Process 意见反馈过程的六大步骤PLG 35-369/12/2022

46、40In your table group, select two of the factors of performance. 在同一桌的一组，选择表现的两个要素。Brainstorm a list of actions you as the supervisor can do to implement or deploy this factor. 采用集思广益的方式讨论：作为主管能采取的一系列方式来实施或展开这个要素Please be prepared to share your responses with the larger group. 请准备和其他小组交流你们的答案Do This

47、, Try That!做做这个，练练那个PLG 369/12/202241LM4 Desire学习模型 意愿Definition: Desire (attitude) is the key ingredient in how much discretionary effort, energy, and enthusiasm we put into the work we are doing or, whether we do it at all! 定义：意愿（态度）是决定我们在工作中投入多少努力、能力和热情 或者，我们到底做不做的主要因素。With proper desire, perform

48、ers get excited about the work they do, have passion and energy, and are better able to deal with the normal fear associated with any change and performance enhancement situation. 有了适当的意愿，员工就对他们所从事的工作有兴趣、热情和动力，同时也能够更好的处理工作变动和压力的状况。PLG 379/12/202242What Are The Four Intrinsic Human Needs? 人的四大内在需求是什么

49、？Safety & Security 保安和安全Belonging 归属感Significance 价值感Support 支持PLG 37-389/12/202243The Motivation Cube 原动力方块SELF自身Intangible Recognition 无形的奖励Type I:Internal Tangible内在有形的Type II:External Tangible外在有形的Type III:Internal Intangible内在无形的Type IV:External Intangible外在无形的OTHERS他人Tangible Reward 有形的报酬PLG 3

50、99/12/202244Mini-Exercise:What Are They?小练习：他们是哪一型？Individually, consider the performers in your area 每位学员考虑各自部门内的员工Fill in each name in the section of the matrix that you feel best indicates his or her motivators 根据你对他们的了解，在方块内相对应的位置填上他们的名字。PLG 399/12/202245The need to be heard by management 被管理层聆听

51、The need to be involved in decisions that directly affect them 参与到管理层的决定过程中，特别是和他们直接相关的The need to feel a sense of significance and accomplishment in the work that they do 对他们的工作有价值感和成就感The need to receive personal recognition from their superiors for jobs done well 在表现出色时，能够受到上司的肯定The need for a cl

52、ear vision and direction 有明确的宗旨和目标The Work NeedsOf Performers员工的工作需求PLG 409/12/202246The need to learn new skills and be trained 学习新技能和接受培训The need to know exactly what is expected of them and be given the direction to succeed 明确的工作期望和方向The need to be disciplined in private, and only for reasons tha

53、t they deserve 接受有因可循并且是非公开的处罚The need to have their work be interesting, varied and challenging 希望他们的工作是有趣、不是一成不变和具有挑战性的The need to belong 有归属感The Work NeedsOf Performers员工的工作需求PLG 409/12/20224710 Rules Of CreatingAnd Sustaining Desire 建立和维持“意愿”的10条原则Communicate with performers daily 每天和员工沟通Be Pred

54、ictable and Follow through 展示可预见性的行为并保持一贯性Involve them 让员工参与Provide constructive feedback 提供建设性的意见反馈Be a role model 以身作则Recognize desired behaviors 肯定好的表现Reward desired behaviors 奖赏好的表现Acknowledge performers stress 认可员工的压力Develop trust 发展信任Encourage growth and development 鼓励进步和发展PLG 41-439/12/202248

55、What Are The Six “Donts” Of Motivation? 什么是关于动力的六个“不可”？Dont withhold important information from performers 不可向员工保留重要的信息Dont direct performers to do something without establishing clear expectations 不可在未给予明确期望前指示员工做某事Dont withhold delegating projects to your performers 不可向员工保留指派的计划任务Dont allow people

56、 to fail because of things you forgot to inform them of 不可让员工因为你的疏忽而经历失败Dont create unhealthy competition among performers 不可在员工中引起不健康的竞争Dont drive your performers to show their maximum performance. Let them do it on their own 不可驱使你的员工到他们的表现极限。让他们自己去开展、表现。PLG 439/12/202249Exercise: UnderstandMy Perf

57、ormers 练习：理解我的员工Reflect on your past interactions with each performer 回想你在此之前和每位员工的接触Consider any past techniques that you have used to increase the performers level of desire 考虑你曾经使用过的提高员工“意愿”的技巧Next, consider some techniques that you believe would work with the performer 接下来，考虑你认为对员工会产生效果的技巧Finall

58、y, if you are unsure of what to try, develop one or two questions to ask your performer to better understand his or her motivators 最后，如果你不确定该做什么，确定你可以提的一个或两个问题以更好的了解你员工的原动力类型PLG 439/12/202250LM5 The Four Management Styles学习模块5 管理风格Style III: Directing 指导Performer needs:员工需求High Structure; Low Suppor

59、t 高结构；低支持Style II: Inspiring 启发Performer needs: 员工需求Low Structure; High Support 低结构；高支持Knowledge/Skill 知识/技能Desire 愿望Style I: Affecting 影响Performer needs: 员工需求High Structure; High Support 高结构；高支持Style IV: Clarifying 澄清Performer needs: 员工需求Low Structure; Low Support 低结构；低支持PLG 44-469/12/202251Exercis

60、e: WhichStyle Works Best?练习：哪种风格最有效？Form into four groups. Each group visits one of the four style preferences 组成四个小组，每组讨论一种风格趋向Brainstorm a list of behavioral examples for your style preference 采用集思广益的方式讨论该风格的行为案例Then, list the performer needs that would be best served by this style 然后，列出最适合该风格的员工需