某超市课长培训教材

SalesManagerSeminar

课长培训

TrainingObjectives

培训目标TolearnmoreaboutCarrefour’smissionandSalesManagerresponsibilities.

更多地了解家乐福的使命和课长的职责ToLearnhowtobettercommunicatewiththeteam

学习如何更好地与我的团队沟通.Tolearnhowtobetterdevelopmyteam

学习如何更好地发展团队Tolearnhowtoplanmyworkandmanagemytime

学习如何计划我的工作和管理我的时间

UnderstandingCarrefour’sMissionandSalesManagers’ResponsibilitiesCarrefour’s

Mission&GoalsBusinessstrategy

&CapabilitiesPeople

RequirementsRequirementsofDepartment

HeadsBusinessknowledgeTechnicalskillsCommunicationskillsPeoplemanagement&developmentskillsTimemanagementandactionplanningskillsOthersCarrefourConceptsFourPoliciesLocalizationTurnoverMarketshareEmployeeNeedsHumanresources

management

strategy

&practicesUnderstandingCarrefour’sMissionandSalesManagers’Responsibilities

理解家乐福的使命和课长的职责家乐福的

使命和目标经营策略和能力人员要求对于课长

的要求商业知识技术能力沟通能力人员管理和发展能力时间管理和计划制定能力其它家乐福理念四大政策本地化营业额市场份额员工需求人力资源管理

策略和操作MissionofCarrefour

家乐福的使命OurMission

我们的使命

OurPeople

我们的员工

OurResources

我们的方法

Alloureffortsaredirectedtowardscustomersatisfaction.Ourretailing

activitiesseektomeetchanging

customerdemands,intermsofproductselectionand

quality,atthemostcompetitiveprices

我们尽一切努力最大程度地满足顾客的要求．我们的零售行业通过选择商品，提供最佳品质及最低价格，以满足客户多变的要求．Highly-motivatedassociatesareourmainasset.Individualinitiativeanddelegationofresponsibilitiesarecarriedoutinaspiritofsolidarityandcommoninterest.

我们最主要的财产是士气高昂的员工.每一个员工应在团结奋斗及目标一致的基础上，充分发挥主动性及责任。Ourbusinessisbasedonsimple,straightforwardconcepts.Toremaincompetitive,weconstantlyadaptourresourcestoachieveoptimaldistributionefficiency.

我们的理念简单而直接．为了在竞争中取得优势，我们必须最大限度地使用资源使之发挥作用。

OURGOAL

我们的目标

OURVALUES

|我们的价值

Weaimtobeaninternationalforcewithasignificantpresenceineachmarket.Byconstantlyseekingtogainmarketshare,wewillstrengthentheGroup'sindependenceandraiseitsvalueoverthelongterm我们的目标是成为一个国际性公司，并在每个市场中占有重要比例。通过市场占有率的扩大，我们将不断加强公司的独立性及增加公司长期的企业价值。

Weaimtodevelopmutuallybeneficialsynergieswithallourbusinesspartner.Weseektoadapttothespecificenvironmentofeachcountrywhereweoperateandtoserveasabenchmarkintermsofbusinessvalueswhereverwearepresent.我们强调协调与合作伙伴之间的关系，增进双方共同的利益。我们要尽力融合各国特殊的环境，成为同业间的楷模。家乐福的使命MISSIONOFCARREFOUR我们的一切工作的核心

是为了让顾客满意。CustomerSatisfaction

顾客满意AllOurEffortsMustBeDirectedTowards

CustomersSatisfaction.CarrefourConcepts

家乐福的理念CustomerSatisfactionFirst!

顾客的满意为优先

Onestopshopping

一次购足

Lowprice

超低售价

FreeParking

免费停车

SelfService

自助式服务

FreshnessandQuality

新鲜和品质

CarrefourFourPolicies

家乐福四大政策ManagementLevel

管理层Assets

资产Merchandise商品AllEquipmentingoodcondition

所有器材处于良好状态Price

价格Clean

干净Full

满Listentocustomers

倾听客户需要Competitorssurvey

竞争调查Finance

财

务AnalysisofmonthlyDepartmentbulletin

每月部门报告分析Reactwhendisparitiesbetweenbudgetandactual当财政预算与实际开销出现不同时应作出反应Checkfollow-upofprocedures

检查跟踪工作程序Workonannualbudget

制定年度财政预算Getthebestassortment

作出最好货品分类排列getthebestconditions

提供最好的条件Reacttocompetitor'spricelevel

对竞争对手的价格作出反应Checkvolumeordersandsalesquantities

检查销售量pushforpromotions

促销Communicationwithnegotiator

与谈判者交流人力

资源Knowyourstaff了解员工Train

培训Communication交流Initiative&creative

主动性与创造性Linkbetweenmanagementteamandmyteam

管理团队和我的团队之间的练习R

es

o

u

r

c

eH

u

m

a

nMainResponsibilitiesofaSalesManager

课长的主要职责Assets资产

Storecleanandfull.

保持卖场整洁，商品充足Goodimplantationrespectingthepricerange.根据不同价格档位，良好展示商品，Checkthecleanlinessoftheuniformofthestaff.检查员工是否着装整洁Storagewellarranged.

保持库存井井有条Listentocustomersandreactpositively.

倾听顾客意见，作出积极反应Haveasalesspirit.

展现生意人的精神Displaywithvolume.

保持充足的商品展示Respectandmakerespectingthesafetyrulesoffirefightingandhygieneregulations.

遵守火灾和卫生等安全规章制度Followcompetitor‘spricelevel.

关注竞争对手的价格水准Proposeequipmentinvestment.

提议购置新设备FullrespectoftheregulationandlawofChina&Carrefour'sstoreprocedures.

完全遵守中国的法规和家乐福店的制度Haveastorespirit.

展现家乐福店的精神

Human人员

Helpthestafftohaveacommercialandprofessionalattitudeinanycase.

使员工在任何情况下要表现出商业人士的职业态度Communicatestore’sinformation.

传达有关家乐福店的信息Giveclearresponsibilitiestothestaff.

明确员工的工作职责Checkweeklythepunchcard.

每周检查工时卡Trainyourstaffwithatrainingplan

根据培训计划培训员工Reactonthequalityoftheworkofthestaff.根据员工的工作质量作出反应Planandproposepromotion.

计划并推荐提升人员MainResponsibilitiesofaSalesManager课长长的的主主要要职职责责Merchandise商品品Followassortment(Noshortage).保保证证品品种种(没没有有缺缺货货)Facinganddisplayreflectingthesalesquantities.排排面面和和展展示示要要反反映映销销售售量量Checkstockcards.检检查查库库存存卡卡Stocklevelrespectingtheforecast.库库存存量量反反映映预预见见的的销销售售量量Planpromotionalandseasonaleventsonemonthbefore.提提前前一一个个月月准准备备促促销销和和季季节节性性活活动动Goodcommunicationwithnegotiators.跟跟谈谈判判员员保保持持良良好好沟沟通通Informthenegotiatorsofyourlowsalesitems.向向谈谈判判员员通通报报滞滞销销的的单单品品Followandanticipatethenewmarkettrends.遵遵循循并并预预见见市市场场走走向向Proposenewitemtoimproveassortmentaccordingtocustomer'sdemands.根根据据顾顾客客的的需需求求，，提提议议新新的的单单品品，，以以改改进进品品种种搭搭配配Finance财务务Followtheprocedures.遵遵守守制制度度Goodcheckingonthereceivingandreturningreports.认认真真检检查查收收货货和和退退货货单单Validpurchasereport.对对证证采采购购单单.Provideexactfinancialdocuments.提提供供正正确确的的财财务务报报告告Reachtheforecastfigures.完完成成预预见见的的指指标标Proposeimprovementstoovertheforecastedfigures.提提议议超超过过指指标标的的改改进进方方法法Wellcontrolofallthelinesofyourdepartmentbulletin.

全面面控制部门业业绩表的各个个方面TheImportanceOfManagerialSkills管理层管理技技能的重要性性高层经理Top-LevelManagers中层经理Middle-LevelManagers一线主管Supervisors构思

CONCEPTUAL人际交往INTERPERSONAL技术

TECHNICAL 管理层 管理技能

ManagerialLevel ManagerialSkillTheRoleOfManagers经理的角色Managingtasks……管理任务Leadingpeople…领导员工Tomakesureworkgetsdoneandpeoplegetsatisfied.确保工作得以以圆满完成并并且员工获得得满足。RoleTransition[1]角色转换(一一)Input投入Manager

管理者Doer做事者Input投入Output产出Output产出RoleTransition[2]角角色转换(二)Input投入Controllers

控制者WorkResults工作结果Input投入Leader领导者Employee

Satisfaction员工满意WorkResults工作结果TheRolesOfAnEffectiveManager一个有效经理理的角色Abridgebetweenbusinessgoalsandbusinessresults连接经营目标标与经营结果果的一座桥梁Abridgebetweenemployeesandthetopmanagement连接员工和高高层管理的一一座桥梁Acoachforemployeedevelopment员工发展的指导者Aninitiatorofcontinuousimprovement持续不断改进进的倡导者我的角色MyRole上级DirectReports下属Subordinates供应商及客户SuppliersandCustomers同级管理者Peers我

IManagementOfMyTeam团队管理ManagementandDevelopmentoftheTeam团队管理和发发展CommunicationwiththeTeam团队沟通SelfManagement自我管理CommunicationwiththeTeam团队沟通EffectiveCommunicationSkills有效沟通技能能Howtoaskquestions如何提问Howtolisten如何倾听Buildingrelationships建立关系CommunicationSelfDevelopmentTeamDevelopmentThreeTypesOfQuestions三种不同类型型的问题CommunicationSelfDevelopmentTeam

DevelopmentFunnelModel漏斗模式OpenQuestion

开放式问题

ProbingQuestions探究式问题ClosedQuestions

封闭式问题

CommunicationSelfDevelopmentTeam

DevelopmentWhatDoYouListenFor?你听什么？Facts事事实Emotions情情感Relationship 关系系Implied隐隐含CommunicationSelfDevelopmentTeam

DevelopmentModelForBetterCommunication有效沟通模式式障碍BarriersMessageSent/MessageReceived发出信息/接接收信息MessageSent发出信息NoCommunication无沟通PartialCommunication部分沟通CompleteCommunication完全沟通1.2.3.MessageSent发出信息MessageReceived接收信息MessageReceived接收信息GettingtoKnowYourEmployeesandtheCommunicationCycle了解你的员工工及沟通环Thought想法Words&non-words言语和非言语语Transmission传送Reception接收Decoding理解Feedback反馈意见Sender提供者Receiver接收者Barriers

障碍Language

语言

Assumption

假设Distraction

干扰Experience

经验

Emotion

情绪

CommunicationSelfDevelopmentTeam

DevelopmentEffectiveListeningSkills有效的倾听技技巧ParaphrasingWords

意译译语句ParaphrasingFeelings

意译感情情Reflecting复述Redirecting

引导CommunicationSelfDevelopmentTeam

DevelopmentCalmsaConflictoranIntensiveSituation缓和一场争执执或一个紧张张的局面HelpsYouControlEmotionsandBuildaConstructiveRelationship有有助于控制自自己的情绪,建立起良良好的关系EncouragesOtherPeopletoShareInformation鼓鼓励对对方提供信息息Paraphrasing[1]

意译[一一]CommunicationSelfDevelopmentTeam

DevelopmentIncreasestheOtherPerson'sTrustinYou

加强对方方对自己的信信任感GivesOthersaChancetoClarifyorExplain

给对对方一个澄清清或解释的机机会HelpsOtherPeopleClarifyTheirOwnThinking帮帮助对方澄澄清观点EmphasizesImportantPoints

强调要要点Paraphrasing[2]

意译[二二]CommunicationSelfDevelopmentTeam

DevelopmentExamplesOfParaphrasingandReflecting意意译和复述述实例Itsoundslikewhatyouaresayingisthatyoudon'twanttotakeoverthetask.听听起来你的的意思好象是是说你不想接接受这项任务务。WhatI'mhearingis……

我的理解解是...Youarefeelingreallyfrustratedaboutwork.工工作确实让让你感到沮丧丧。Itsoundslikesomethingisbotheringyou.

听上去去好象什么事事困挠着你CommunicationSelfDevelopmentTeam

DevelopmentReflectingandRedirecting引导AToolforGuidingtheContentofInformationExchange:主导信息交流流内容的一个个有效工具ActiveListening+AnOpen(probing)Question积极倾听+开放式（（探究式）问问题QuestionsForDirecting可以用来引导导对方的问题题Ask“How...”,not“Why...””问"如何..."，而非非"为何..."Howareyougoingtochangethesituation?你希望如何去去改变现状呢呢?HowshallIimproveinordertogetthedeal?如何改进才能能谈成这笔生生意?Howcouldwegettheseevenbetter?我们怎样才能能使这些更完完善?ExamplesOfDirecting引导实例Afterparaphrasing,askinganotherquestion.Forexample:在意译完对方方所讲的话之之后，再提一一个问题。如如：Justnowyoumentionedthatonebigchallengeinmanagementismotivation.Wouldyoupleasetellmehowdoyoumotivateyouremployees?刚才您提到管管理中的一个个较大的挑战战就是激励员员工，那么您是如何何调动员工的的积极性的呢呢？VerbalandNonverbalSignals言语和非言语语信号MakingSoundsLike:"Ah...","Mmm...",etc.适当使用鼓励励性词语，如如："啊..."、"呃呃..."等等Saying:"Goon","Tellmemore",etc.说："请说下下去"，"请请再详细地谈谈谈"等RepeatingKeyPointsonWords重复关键词语语Paraphrasing,Reflecting&Directing进行事实复述述、感情意译译和引导CommunicationSelfDevelopmentTeam

DevelopmentTriadsRolePlayRecordingList三人角色扮演演记录单BuildingRelationship培养关系Establishyourcredibility

树立你的的威信Developmutualtrust培培养相互的的信任Respectyourteam

尊重你你的团队CommunicationSelfDevelopmentTeam

DevelopmentHowtotakeoveryourpositionasSalesManager如何树立课长长的威信Individualmeetingwithyourteammembers

给每个团团队成员单独独见个面Usetoolstohelpyoumanage

利用用工具来帮助助你来管理Bestrongandenergetic

表现现坚强、充满满活力Alwaysbeincharge,neverlosecontrol永永远掌握主导导权，决不可可失去控制Alwaysbeawareofwhatyourteamisdoing

时时了了解你的团队队在做什么Doitfromtheverybeginning,donotwait

一开始始就做起来，，不可等待CommunicationSelfDevelopmentTeam

DevelopmentMeetingTeamMembersIndividually单独会见团队队成员CommunicationSelfDevelopmentTeam

DevelopmentIntroduceeachother相互介绍Communicateyourexpectation表达你的期望望Leadthemeeting主导谈话Listentohim/her注意倾听Exercises:HowWellDoYouKnowYourColleague?AskingQuestions练习：你对员员工了解多少少？提问HowLongHasHe/SheBeenMarried?我或他是否已已婚?是否否有小孩?IfNot,DoesHe/SheHaveaFiance?如果未婚，我我或他是否有有对象？WhatFoodDoesHe/SheLikeBest?我和他各自最最喜欢吃什么么？WhatHobbiesDoesHe/SheHave?我和他各自有有什么兴趣爱爱好？WhatisHis/HerEducationandworkingBackground?我和他各自教教育和工作作背景如何？？WhatistheMostImportantChallengeinYourWork?工作中你最大大的挑战是什什么？CommunicationSelfDevelopmentTeam

DevelopmentDevelopMutualTrust培培养相互互信任关系Fairness公公平Honesty 诚实实Openness开开放Accessibility平平易近近人CommunicationSelfDevelopmentTeam

DevelopmentToRespectMyTeamToRespectMyTeamMeansToSpendTimeWithThemToRespectMeansToCommunicateWithMyTeamThroughGoodMorningBriefingMeetingTrainingVisitToTheShelvesToRespectMeansToListenToMyTeamCommunicationSelfDevelopmentTeam

DevelopmentTalkAboutCompetitorsNewProducts,NewCollectionsDepartmentBulletinProcedures尊敬你你的团团队尊重意意味着着花一一些时时间和和团队队成员员在一一起尊重意意味着着通过过下列列方式式进行行交流流问"早上上好"简要介介绍会议培训参观他他的货货架尊重意意味着着要进进行倾倾听CommunicationSelfDevelopmentTeam

Development谈它其其他竞竞争对对手新产品品,新新展示示课绩效效程序ManageandDevelopMyTeam管理和和发展展团队队Understandwhereyouremployeesare:ToKnowGraphandSkillinventory知道你你的员员工工工作能能力如如何：：了解解图和和技能能储备备图Threegeneralmethodstodevelopteammembers:发展员员工的的三种种基本本方式式:TaskAssignmentSkills委委派任任务的的技能能CoachingandFeedbackSkills指指导和和反馈馈技能能TeamworkandMotivation团团队队合作作和激激励CommunicationSelfDevelopmentTeam

DevelopmentUnderstandWhereYourEmployeesAre明白员员工的的能力力水平平Synergy协作性性Antagonism对立性性RequiredLevel要求的的水准准Creativity创造性性Responsibilities职责ABCDAisanewemployee是新员员工Bhasreachedrequiredlevel达到了了要求求的水水准Cisveryskilled是有经经验、、熟练练的员员工Dislowatskillsbuthasanegativeattitude是技能能差、、态度度又消消极CommunicationSelfDevelopmentTeam

DevelopmentThreeGeneralMethodstoManage三三种管管理方方式Method3:Cooperation&ParticipationDelegation;Control方式3：：合合作参参与委派、、控制制Method2:NegotiableCommunication方式2：：可可协商商交流Method1:NotNegotiableTraining方式1:不不可可协商商培训Synergy协作性性Antagonism对立性性RequiredLevel要求的的水准准Creativity创造性性Responsibilities职责责ABCDCommunicationSelfDevelopmentTeam

DevelopmentSkillInventory技能能储储备备1=CanPerformWell1=做做的的很很好好2=CanPerform2=可可以以做做3=NeedstoLearn3=需需要要学学习习改改进进CommunicationSelfDevelopmentTeam

DevelopmentWhatCanYouKnowfromtheSkillInventory技能能储储备备图图能能告告诉诉你你什什么么Whoisgenerallystrong?谁谁的的能能力力比比较较强强Whoisgenerallyweak?谁谁的的能能力力比比较较弱弱Wheremyteamisstrong?我我的的团团队队强强在在何何处处Wheremyteamisweak?我我的的团团队队弱弱在在何何处处？？Howtosolvetheproblem如如何何加加强强Crosstrainingandbackupbuilding交交叉叉培培训训、、人人才才备备份份CommunicationSelfDevelopmentTeam

DevelopmentCross-TrainingandBackupBuilding交叉叉培培训训、、人人才才备备份份Haveoneemployeetrainanotherwhathe/sheisstrongat让让一一个个某某方方面面比比较较强强的的员员工工教教另另一一个个这这方方面面比比较较弱弱的的员员工工Beawareoftheseniority(face)issue注注意意资资历历和和面面子子问问题题Makesuretasksgetdonefirstandthenconsidertrainingofemployees首首先先考考虑虑任任务务得得以以完完成成，，然然后后是是员员工工的的培培养养CommunicationSelfDevelopmentTeam

DevelopmentHowtoManageMyTeam如如何何管管理理团团队队Content内容容ToKnow了解解ToRespect尊重重ToAnticipate预见见ToMotivate激励励ToReprimand批评评ToFire开除除GiveclearobjectivesToReprimandImmediatelypointoutthewrong-doingsandtocorrectWithoutweaknessWithouthesitationWhyreprimand?IfitisreachedCongratulateGivenewobjectivesPromotionIfitisnotreachedCorrectGobacktotheformerobjectivesStand-byCommunicationSelfDevelopmentTeam

Development提出出明明确确的的目目标标批评评立即即指指出出其其不不恰恰当当之之处处并并予予以以纠纠正正没有有缺缺点点毫不不犹犹豫豫为什什么么要要提提出出批批评评?如果果实实现现了了祝贺贺提出出新新的的目目标标再创创佳佳绩绩如果果没没有有实实现现批评评改改正正回到到先先前前的的目目标标继续续CommunicationSelfDevelopmentTeam

DevelopmentToFire开开除除ToPushOurTeamToAHigherLevelOfProfessionalSkill.促使使我我们们团团队队达达到到更更高高的的专专业业技技能能水水平平．．ThoseWhoDon'tWantToFollow,WeHaveToSanctions.WeHaveToConsider,IfNecessaryTheCompanyPolicies对于于那那些些不不想想合合作作的的成成员员，，我我们们就就必必须须根根据据公公司司政政策策，，在在必必要要时时考考虑虑予予以以解解雇雇。。OtherwiseTheOtherGoodMembersOfMyTeamWillNotUnderstand否则则其其他他优优秀秀的的团团队队成成员员就就会会不不理理解解CommunicationSelfDevelopmentTeam

DevelopmentAssigningTasks委委派派任任务务1.AnalyzetheTask分分析析任任务务2.AnalyzeYourEmployees分析析员员工工3.ConsiderYourTaskGoals&Objectives考虑虑任任务务的的总总体体目目标标和和具具体体目目标标4.ConsiderYourEmployeeDevelopmentGoals&Objectives考考虑虑培培养养员员工工的的总总体体目目标标和和具具体体目目标标5.FindanAppropriateBalancePointandAssigntheTask找到到适当当的的平平衡衡点点来委委派派任任务务AreYouTaskOrientedorRelationshipOriented?你是是以以工工作作任任务务为为导导向向还还是是以以关关系系为为导导向向TaskOriented以以工工作作任任务务为为导导向向RelationshipOriented以以关关系系为为导导向向People&TasksConsiderations有有关关人人与与任任务务的的考考虑虑Tasks任务务People(Relationship)人(关系系)Importance重要要性性TechnicalMaturity技术术成成熟熟度度Urgency紧急急性性WorkExpectation工作作期期望望Technicalissue技术术性性Whodiditbefore谁以以前前做做过过Routine事务务性性Whohastheskill谁具具备备技技能能但但未未做做过过Difficulty难度度Whomaydoitaftertraining经培训或或指导后后能做Knowledgerequired需什么知知识AssigningTasks委委派任任务PeopleandTaskConsiderations以以人还还是以任任务为导导向Cross-training交交叉培培训Buildingback-Up做做好人才才备份AssigningTask委委派任务务Taskassignmentworksheet任任务委派派练习单单TaskAssignmentSkills

委派派任务技技能CommunicationSelfDevelopmentTeam

DevelopmentExplainwhattodoandhowtodo解释该做做什么，，如何做做Explainwhyiftheydonotknow解释为什什么要这这样做，，如果他他不清楚楚Communicateexpectation/requirements说明你的的期望或或要求Settimeline设定期限限Alwayscheck一定要检检查DefiningFeedbackandCoaching定定义反馈馈与指导导Feedback反反馈Lettingpeopleknowwhatandhowtheyaredoingassoonasyouknow

在了了解到员员工的工工作情况况后，马马上让他他/她知知道自己己做得如如何Coaching指指导Atwo-waydiscussionthataimstoimproveperformance

是一一种双向式讨讨论，旨在提提高工作绩效效Feedback

反馈馈Whatarethedifferenttypesoffeedback?

反馈意见见的不同形式式有哪些？Positive 积极极的Negative 消极极的Corrective改改进的None无无反馈Whichoneusuallyisthemosteffective…andwhy?

哪种种反馈意见通通常是最有效效的？为什什么？CommunicationSelfDevelopmentTeam

DevelopmentHowgivefeedbackeffectively:BEERModel如何有效的给给予反馈：““啤酒”模式式Effectivefeedback:有效的反馈：：describesthespecificBehavior描述了具体行行为includesanExampleofthatbehavior包括所列行为为的一个例子子describeshowthebehaviorhasexceeded,metorfailedtomeetyourExpectations描述该行为如如何超出、达达到或无法达达到您的期望望和要求describestheResultsofthebehavior描述这些行为为所导致的结结果CommunicationSelfDevelopmentTeam

DevelopmentCorrectiveFeedback-Example改改进型反馈意意见-例例子Recentlyyoufailedtofinishyourtaskontime

最近近你没有按时时完成任务。。LastFriday,forexample,Ididn'tgetthereportuntil5:00,andthatwasthethirdtimeinfourweeksitwaslate(SpecificExample).

比如说，，上周五，我我没能在五五点之前收到到报表，这这已经是在四四周之内第三三次延误了(具体例子)Finishingworkontimeisamustforaqualifiedassistant.按按时完成任任务，是成为为一个合格的的助理的起码码要求。(期望)Sowewerenotabletoadjustsellingpricesintimewhichwilldoharmtooursales(Result)所以，我们们无法及时调调整价格，我我们的销售受受到不利影响响。(结果)CommunicationSelfDevelopmentTeam

DevelopmentPositiveFeedback:Example

积极型反反馈实例Recentlyyouhavebeenperformingwell.(Behavior)最近你的工作作表现很好。。(行为)Thesurveyreportsyouhandedinforthepasttwomonthswereverycomplete,accurateandhelpful.(Example)

这两个月月你上交的市市调报告非常常全面、准确确、有效。(例子)Weadjustedpricesaccordingtothereportsandoursaleshaveincreased15%overthatofthefirstquarter.(Result)

我们根根据你作的报报告调整了价价格，我们们的销售比上上个季度增长长了15%。。(结果)Ifyoukeepperformingwelllikethis,youwillsoonbecomethebestassistant.(Expectation)

如果你一一直这样努力力的干下去，，你会成为一一名优秀的助助理。(期望)Coaching指指导Thinkofsomeoneinyourlife-ateacher,parents,afriend-whowasagoodcoachormentor

回想想在你生命中中的某个人：：一位教师师、父母亲、、朋友-谁给给过您好的指指导与反馈意意见Whatwasgoodaboutthatperson?

这个人人好在哪里？？Whatdidtheydo?

他们是是怎么做的？？Howdidyoufeel?

您的感感觉如何Howdidyourespond?您您的反应如如何？CommunicationSelfDevelopmentTeam

DevelopmentWhatDoesTEAMMean?团队的含义Together共同Each每人Achieve实现More更多ConditionsForTeamSuccess

团队成成功的条件SharedVision目标一致UnderstandingoftheTeam团队互相理解(责任任明确)Communication沟通StrongLeadership

强而有力的领导InvolvetheRightPeopletoEnsureCommitment选选择适合的的团队成员ExperiencedHelpWhereNecessary互助合作WhatMotivatesPeople?什么能够激励励人？NeedforAffiliation归属需要NeedforPower权力需要NeedforAchievement成就需要Note:Donotgivetoomuchatatime,becausepeopleforgetverysoon注意：一次不不要给得太多多，因为人们们忘得很快CommunicationSelfDevelopmentTeam

DevelopmentToMotivate激励Honest诚实RespectofCompanyPolicy遵照公司政策策Motivation激励Confidence自信Performance业绩Promotion提升Enjoyment乐趣EnergyCreatedThroughMotivation激励所产生的的能量++{}_CommunicationSelfDevelopmentTeam

DevelopmentNoMotivation没有激励NoConfidence

不自自信NoPerformance无业绩Resignation辞职NoEnjoyment没有乐趣_"聪明"目标SMARTObjectiveSpecific具体Measurable可衡量Achievable(Controllable)可实现（控制制）Results-Oriented(Output)以结果为导向向（输出）Time-Based(Deadline)以时间为基础础（限期）SMARTSMARTGoals聪明目标GoalswithoutSMART非聪明目标Increaseturnover

提高营营业额Trainmoreemployees培培训更多的的员工GoalswithSMART聪明目标Inthelastquarterof2000Mydepartmentwillincreaseturnoverbyatleast5%overthesameperiodlastyear.

2000年第第四季度，跟跟去年同期相相比，提高营营业额5%。BytheendofNovember,IwillhavetwoemployeestrainedonhowtousePacificFour.

到十一一底，教会两两个员工如何何使用PacificFourSelfManagementandDevelopment自我管理和发发展Timemanagement时时间管理Anticipation(Planning)预见CommunicationSelfDevelopmentTeam

DevelopmentTimeDeclaration时间宣言Today,ACatchoftheBusinessWorldIs:当今企业界脍脍炙人口的一一个口号是：：WorkSmarter,NotHarder!蛮干不如巧干干！TimeIsMoney

时间间就是金钱CommunicationSelfDevelopmentTeam

DevelopmentSourcesofStress时间紧迫的原原因ConceptofTime缺乏时间概念Notenoughdelegation缺乏授权LackofScheduling缺乏计划（短短期）LackofPlanning缺乏计划（长长期）CommunicationSelfDevelopmentTeam

DevelopmentToAnticipateToAnticipateEventsToAnticipatesIs:ToBeCreativeToUseaGoodStrategyToChoosetheRightPromotionattheRightTimeToHaveGoodBusinessSenseToPrepareMyTeamforanActionToAnticipate:MeansWeHaveToForecastNewProjectsCommunicationSelfDevelopmentTeam

Development预见对特殊事件或或活动的预见见预见是指:有创造性运用适当的策策略在适当的时间间选择适当的的促销方案有良好的商业意识为我的团队准准备行动方案案预见是指：必必须对新项目目进行预测CommunicationSelfDevelopmentTeam

Development?Anticipate预见AskYourself:问问你自己：Whatwillbesellingwellinthecomingsixmonths接接下来六个个月，什么单单品会畅销Whatmightnotbesellingwellinthecomingsixmonths接接下来六六个月，什什么单品应应该清仓WhatcanI/myteamdotopreparefortheupcomingbusyperiod(bigpromotionevent,festival)?

为即即将到来的的繁忙季节节(大型促销销活动)，，我和我的团团队现在能能做些什么么准备工作作WhatmightgowronginmydepartmentandwhatcanIdonowtopreventit?

我的部部门可能会会出现什么么问题，我我如何应对对CommunicationSelfDevelopmentTeam

DevelopmentPrioritizing轻重缓急1324Urgent紧急NotUrgent不紧急Important重要NotImportant不重要CommunicationSelfDevelopmentTeam

DevelopmentEffectivePlanningTools有效的计划划工具Calendar月历(每每日,每周周,每月)DailytoDoList每日工作清清单CommunicationSelfDevelopmentTeam

DevelopmentAppointmentCalendar工作月历Meetings&Events会议和重要要的节庆活活动、大型型促销MajorProjects[AllocationofTimeBlock]主要项目〖〖整段时间间的分配〗〗MonthlyappointmentList每月会见计计划Deadlines期限CommunicationSelfDevelopmentTeam

Development2000Promotionproposalinterviewcandidates14:00-15:00DaysoffFinishTGscheduleforNovemberSalesManagerTrainingDaysoffDaysoffDaysoff促销报告面试两位应聘人人14:00-15:00休息日完成11月月份的TG安排表课长会议休息日休息日休息日每日工作清清单

DailyToDoListSources来源ImmediateTasks眼下紧迫任任务CalendarItems月历项目BasedonDegreeofImportanceinRelationtoOne'sLife/BusinessGoals依据各人生生活、工作作目标的重重要性程序序CommunicationSelfDevelopmentTeam

DevelopmentDailyToDoList每日工作清清单Prioritized(A,B,C,)按轻重缓急顺序进行排排列Sequenced(A1,A2,A3,)对每项工作作内容进行行有序的排排列ControlTimefortheDay掌握当天的的时间VisuallyProminent放在显眼的的位置CrossThroughasCompleteTasks[alsoCrossThroughonMasterTaskList]完成一项任任务后将其其从清单中中删除〖同时将其其从所有任任务清单中中删除〗ReviewProgressatEndofDay检查当天任任务完成的的情况MakePlanforNextDay!制定第二天天的计划CommunicationSelfDevelopmentTeam

DevelopmentDailytoDoList每日工作清清单Date:

日期：：10/3User使使用人：：WangJunDailytoDoList每日工作清清单Date:

日期：：10/3User使使用人：：WangJunHowToDealWithInterruptions如何处理干干扰DealingwithInterruptions-Strategies处理干扰的的策略PhoneCalls电话访谈Dropper-innersandUnscheduledMeetings来访者和不不定期的会会议Crisis危机PaperandMessyDesks文稿和杂乱乱的办公桌桌KeepYourTaskListProminent把任务清单单放在比较较显眼的位位置CommunicationSelfDevelopmentTeam

DevelopmentTimeAnalysis时间运用分分析Time用时Results收效20%Paretoll'sEighty-TwentyPrinciple帕特雷80/20原原理(或八八/二分成成法)CommunicationSelfDevelopmentTeam

Development80%80%20%TimeAnalysis时间间运运用用分分析析StudyyourCalendarandDailytoDoListandConsider:研研究究你你的的工工作作月月历历和和每每日日工工作作清清单单，，考考虑虑：：Whenisthebesttimetodosomeplanning？？什什么么时时段段最最好好是是用用来来做做一一些些计计划划性性的的工工作作？？TGschedule,PromotionEvents,MarketSurvey？？TG计计划划表表、、促促销销活活动动、、市市场场调调查查？？Whenisthebesttimetodosomepaperworksuchaswritingreports？？什什么么时时段段最最好好是是用用来来做做一一些些文文牍牍工工作作，，如如写写报报告告？？Whenisthebesttimetomeetwithsuppliers？？什什么么时时段段最最好好是是用用来来跟跟供供应应商商面面谈谈？？Whenisthebesttimetodofinancialwork？？什什么么时时段段最最好好是是用用来来做做财财务务性性的的工工作作？？Calculation,Analysis,Checkingfinancialdocuments？？计计算算、、分分析析、、检检查查财财务务票票据据？？Whenisthetimeyouhavetostayinthestore?什什么么时时段段你你必必须须待待在在卖卖场场里里？？ActionPlanning:ABetterWay制定定行行动动计计划划：：一一个个更更为为有有效效的的方方法法WhoWillDoWhatbyWhen?谁、、到到何何时时、、做做什什么么？？APlanforMonitoringandReportingProgress制定监监控和和汇报报进展展情况况的计计划ActionPlanningWorksheet行动计计划工工作单单Project项目:____________________________________ Date日期:___________ Pages页数:______ ActionPlan行动计划 RiskManagementPlan风险管理计划Step Who WilldoWhat byWhen PossibleProb. Cont.Action WhoResponsibility.

步骤 实施人员 将做什么 至何时 可能的问题 应急措施 实施人员___ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ______________ ________ ________________________