领导力课程中英文培训资料ppt课件

1、August 2007Leadership Fundamentals指点力根底课程Accelerated Leadership Development Program (ALDP)强化指点力开展课程ALDPActivity: Warm It Up!活动：热身一下！Differentiate Management and Leadership区分管理才干与指点力之间的差别Gain critical knowledge and self-awareness to be a successful leader获得成为一个胜利指点者的必备知识和自我认知才干Adapt style preferences

2、 to be more effective可以顺应不同的风格，实现更高效率Apply appropriate leadership behaviours in different situations to be more effective在不同情况下可以采取适宜的指点行为，以实现更高效率Why Are We Here? 目的WB 2The Quality of IHGs Leadership IHG的指点力程度Great HotelsGuests Love出色的酒店客人的最爱Build the industrys strongest operating system focused on

3、the biggest markets and segments where scale really counts打造业内最强的运营系统，集中于由规模决议优势的最大的市场和细分市场Brand performance品牌绩效Excellent hotel returns出色的酒店报答Market scale/knowledge 市场规模、知识Aligned organisation 组织联盟Purpose 目的Strategy 战略Priorities 优先事项Quality of IHG LeadershipIHG的指点力程度Winning Ways 致胜之道Do the right thi

4、ng做对的事Show we care 表达关爱Aim Higher追求杰出Celebrate Difference 求同存异Work Better Together协作共赢 drives our corporate priorities 推进我们的企业优先事项的进程The Service-Profit Chain 效力利润链Return on AssetsOperating MarginRevenue Growth资产收益率营运利润率收入增长Customer Impressions客户的印象CustomerReferrals客户引荐CustomerRetention客户坚持力Service 效

5、力Helpfulness 协助性Merchandise 商品Value 价值Employee Behavior员工的行为Attitude about the job对任务的态度Attitude about the company对公司的看法Rucci, et al, 1998Source: McKinseys War for Talent 2000 survey of 6,500 senior & mid-level managers at 35 large US companies 来源：麦肯锡2000年人才之战调查，对象是35家大型美国公司的6,500名高级和中层经理人58% of peo

6、ple who have worked with subpar managers are affected as follows:58%曾与不合格经理人任务过的员工表示遭到以下影响：86%82%81%76%“Made me want to leave the company“使我想分开这家公司“Prevented me from making a larger contribution to the bottom line“妨碍我为公司的最终收益做出更大奉献“Hurt my career development“损害我的职业开展“Prevented me from learning“妨碍我学习

7、The Cost of a Bad Boss 不称职上司的代价Whats This Got To Do With Me?这与我有什么关系？我们对员工的期望是什么？我们对员工的付出是什么？ Developing Leaders at IHG洲际酒店集团的指点者培育The ALDP is a 10-module leadership development program based on the IHG Competency Model, that is designed to skill Band 6 & 7 supervisors in essential leadership practi

8、ces.ALDP 指点力开展课程以洲际酒店集团才干模型为根底，由10个板块构成，旨在为6级和7级主管人员提供根底指点力实际的技巧培训。 Staff(Independent Contributor)员工单独的奉献者Excom & Dept Heads(Manage Function/Supervisors)执委会及部门担任人管理一个职能部门/主管们Supervisor(Manage a Small Team)主管管理一个小型团队General Managers(Manage Property)总经理管理酒店 Turn 2 转变 2Turn 3转变 3Turn 1转变 1 IHG Supervis

9、or Competencies洲际酒店集团主管级才干WB 3战略思索行业了解鼓励协作指点和开展员工注重客户和市场支持变革效果驱动将愿景转化为行动What is your most important responsibility as a supervisor? 作为一名主管，他最重要的职责是什么？To produce results .创呵斥效but the only way to do this is through the efforts of the people around you但是要实现这一点，独一的途径是经过他周围员工的努力。Introduction 简介Changing R

10、ole of the Supervisor主管的角色变化80% Directing & Maintaining指挥和管理5% Strategy 战略谋划15% Coaching, Developing, Supporting, Building辅导、开展、支持、培育20% Strategy 战略谋划60% Coaching, Developing, Supporting, Building辅导、开展、支持、培育20% Directing & Maintaining指挥和管理Traditional过去21st Century21世纪Traditional 过去Main role was to d

11、irect and control the way work was done by the people that reported to them 主要角色是指挥和管理下属员工的任务方法Today 如今Successful supervisors are primarily driven by the roles of coach, leader, developer, mentor, and planner胜利的主管以担任教练、指点、培育者、导师和方案者的角色为主WB 4“The only true leader is someone who has followers. An effe

12、ctive leader is not someone who is loved or admired. He or she is someone whose followers do the right thing. Popularity is not leadership. Results are.“真正的指点者拥有本人的跟随者。一个高效的指点者未必众人皆爱。其跟随者都以正确的方式任务。受人欢迎并不是指点力。效果才是。Peter Drucker彼得 .德鲁克The True Leader 真正的指点者WB 4Activity: Electric Maze 活动：电子迷宫What happe

13、ned? What feelings did you experience at the beginning, middle, end?发生了什么事？在开场、中间和最后，他体验到了怎样的觉得？2.Was there a leader? Why do you think so?当时有没有一个指点者？为什么？3.What can you learn from this experience?从中他能学到什么？Activity: Electric Maze 活动：电子迷宫WB 5The root of the word management is “manas - meaning hands.英语管

14、理management一词的词根是 “mana，本意是双手。Managing is to accomplish, to be in charge of or responsible for, to conduct.管理是指完成、担任、执行。It involves the process of setting and achieving the goals through the planning, organizing, directing and controlling.管理包括经过方案、组织、指挥和控制来设定和实现目的的流程。What is Managing 什么是管理WB 6The ro

15、ot of the word leadership is “lead - meaning to go, to guide.英语指点力leadership一词的词根是 “lead，本意是通向、引导。Leading is influencing, guiding in direction, action, or opinion. 指点是指在方向、行动或意见上给予影响、指点It involves inspiring others to follow, creating goodwill and supporting others. Leaders achieve things that could

16、not have been done without them.指点包括鼓励他人跟随、建立友好关系和对他人提供支持。指点者所完成的事情，短少他们便无法胜利。What is Leading 什么是指点WB 6Leaders and Managers 指点者和管理者A leader can be a manager, but a manager is not necessarily a leader.指点者可以是一个管理者，但管理者未必是一个指点者。Activity: Compare and Contrast活动：比较与对比In your table groups, list some of th

17、e differences in behaviours between managing and leading on a flipchart以每张桌子为一组，在挂板上列举出管理和指点之间的行为差别WB 6Management Versus Leadership管理与指点Focus on Results注重结果Embodies mission & vision表达使命和愿景Concern with effectiveness关注效果Motivating & inspiring 启发和鼓励Management 管理Leadership 指点Managers seek COMPLIANCE管理者追

18、求“遵守Leaders seek COMMITMENT指点者追求“承诺Focus on Processes 注重过程Embodies goals & objectives表达目的和目的Concern with efficiency关注效率Controlling & problem-solving控制和处理问题WB 6Importance 重要性Individual Contributor 个人奉献者Supervisor/ Manager 主管/经理Executive 高级管理者 Managerial Skills管理技巧Leadership Skills指点力技巧Technical Skill

19、s专业技艺High高Low低WB 6Management Versus Leadership管理与指点Think of 5 pieces of advice to give other supervisors on leadership想出 5 条给其他主管的有关指点力的建议2.Move around the room and collect 3 pieces of great leadership advice from 3 different people四处走动，从 3 个不同的人那里搜集 3 条有用的指点力建议3.At the end you should have at least

20、9 tips from others最后，他应该至少从他人那里获得了 9 条建议Activity: Scavenger Hunt 活动：寻宝游戏Leadership Fundamentals 指点力根底Influencing Personal Performance影响 个人 绩效Influencing Performance of Others影响 他人 绩效Agenda (Day 1) 议程第1天Welcome & Introduction 欢迎与引见The Manager vs. The Leader 管理者vs指点者LM1: Different Behavioural Styles不同

21、的行为风格LM2: Emotions 心情EA1: Increase Self-Awareness 加强自我认识EA2: Build Acceptance of Others 接纳他人EA3: Adapt Your Style 调整本人的风格Mastery Demonstration 技巧演练WB 7Agenda (Day 2) 议程第2天Review Day 1 第1天内容回想LM3: 3Vs of Communication 沟通中的3VLM4: Situational Leadership 情景指点EA1: Build Positive Bonds 建立积极关系EA2: Evaluate

22、 Leadership Situation 情景评价EA3: Influence the Situation 对情景施加影响Mastery Demonstration 技巧演练Summary, Review & Evaluation总结，回想和评价WB 7Housekeeping 本卷须知WB 8Self-Assessment 自评WB 9Self-Assessment 自评21-3031-4041-50WB 9A leader knows the keys for inspiring and influencing team members. To be successful then, a

23、 leader must learn how to communicate with coworkers and foster optimum teamwork.一个指点者清楚知道鼓励和影响团队成员的关键。因此要胜利，指点者必需学会如何与员工沟通，并培育最正确的团队协作。Being aware of your preferred style of communication as well as those of others, accepting and adapting to them, will enable you to deal more effectively with them.

24、认识到他本人偏好的沟通风格，以及其他人的沟通风格，接纳和顺应他们，这将使他与他们的协作更有效。LM1: What are the Different Behavioural Styles 有哪些不同的行为风格WB 10The worlds first lie detector世界上第一台测谎器2. Wonder Woman What Do These Have in Common?这两者有什么共同点？DiSC divides behavior into 4 main dimensions: DiSC模型将人的行为分为 4大维度：Dominance 支配型Influencing 影响型Stead

25、iness; and 稳定型Compliance. 服从型He also originated the DiSC Personality Profile Model which is a useful guide to becoming more aware, to more readily accept and adapt to others styles.他提出了DiSC个性特征模型，这对于更好的了解、接受、顺应他人的处事风格有非常有效的指点作用。William M. Marston 马斯顿William Marston 马斯顿博士WB 10DiCSD.i.S.C.PEOPLE-ORIEN

26、TED人际导向型Warm, Relaxed, Feelings, Supporting, Informal, Open, and Expressive热情、随和、感性、支持、不拘礼节、坦率、擅长表达TASK-ORIENTED 任务导向型Cool, Calculating, Guarded, Objective, and Formal冷静、精明、谨慎、客观、正式OUTGOING 外向型Tells, Fast-paced, Assertive, Initiates, Competing, Quick, Risk Taker, Direct喜欢讲述、快节拍、自信独断、发起者、竞争、迅速、风险承当者、

27、直接RESERVED 内向型Asks, Slower-paced, Responds, Avoids Risk, Goes Along, Cooperating, Deliberate, Indirect喜欢提问、慢节拍、呼应者、逃避风险、赞同支持、协作、从容谨慎、间接WB 11DOMINANTS are very straight forward in dealing with challenges and have little patience for details支配者 直面挑战，对细节没有很大耐心INFLUENCERS are outgoing, persuasive and in

28、fluence others through talking. They tend to be emotional影响者 外向，擅长压服，经过交谈影响他人。容易心情化STEADY people like to be in the know and work at a steady pace. They dont like sudden changes or ambiguity稳定者 喜欢掌握内部音讯和稳定的任务节拍。不喜欢忽然变化和模棱两可COMPLIANT people adhere to rules, regulations and structure. They appreciate q

29、uality and doing things right服从者 严厉遵守规那么、规定和组织构造。崇尚质量和正确的处事方式Different Behavioural Styles 不同的行为风格WB 12Activity: Famous Faces 活动：名人的风格What Do We Know About Style?我们对风格知道多少？We each have a unique style; a blend of the 4 behavioural tendencies我们每个人的风格都是独一无二的；是 4 种行为风格的交融Each behavioural style has its st

30、rengths and limitations每种行为风格都有其优点和局限性There is no “best behavioural style没有一种行为风格是“最好的Our effectiveness with others depends on our adaptability to meet the needs of others与他人共事的效率取决于我们能否能自我调整，以满足他人的需求Activity: Which Style? 活动：哪种风格？iDCSWB 13All of us experience a wide range of emotions in our lives.我

31、们一切人在生活中都会有各种心情。Learning to recognize and stay with our feelings is a valuable experience. 学会认识和控制我们的心情是一种珍贵的体验。We can learn that just because we feel something, we dont have to act on it.我们会知道，只是由于有某种心情，我们不用一定要表现出来。LM2: What are Emotions? 什么是心情？WB 15Why Is It Important? 重要性Out of control emotions m

32、ake smart people stupid失控的心情使聪明人变笨- Daniel Goleman丹尼尔戈尔曼 WB 15Emotional Intelligence 情感智能WB 15啊! 那个白痴又在吹口哨了!我要抗议，但我不喜欢正面冲突。和他老板说又会显得我爱埋怨。只需一个方法。Alice，请他有空的时候到我这来一下。什么事？等等，我马上回来。别吹了!他这个该死的笨蛋!什么事？没关系，我曾经找到处理方法了。Emotional Intelligence 情感智能The ability to monitor ones own and others emotions, to discrimi

33、nate among them, and use the information to guide ones thinking and actions.监视本人和他人心情的才干，区分本人和他人心情的才干，以及运用心情信息指点思想和行动的才干。- Mayer & SaloveyWB 15Emotional intelligence is NOT 情感智能.Being “nice 不等同于对人“友好Allowing feelings to run wild 不会允许心情失控Gender based - women are not necessarily “emotionally smarter t

34、han men 不是由性别决议女性并不一定比男性情商更高Fixed genetically 不是由基因决议Being emotional 不是心情化- Cooper & Sawaf, 1997WB 16Emotional Intelligence Competencies情感智能的五项才干By definition, E.I. consists of 5 competencies:从定义中可以看出，情感智能包括 5 项才干：Self-awareness 自我认识Self-regulation 自我管理Self-motivation 自我鼓励Empathy 识别他人心情Managing rela

35、tionships 关系管理- Salovey & Mayer, 1985WB 16Activity: Match the Emotion活动：心情配对Uneasy 不安Anger 愤怒Proud 骄傲 Thankful 赞赏Confused 困惑Hurt 受伤Encouraged 振奋Confident 自信WB 17Emotions and Our Brain 心情与大脑Our brain is always taking in information though our senses. It interprets this information and sends the appro

36、priate signals to the body that creates a response.我们的大脑经过觉得不断接纳信息，对信息做出解释后向身体发出适当的信号，然后由身体做出反响。The lizard brain interprets many signals as a “threat. This affects our response to the situation.“蜥蜴脑将许多信号解释为“要挟。这会影响我们对所面临情况做出的反响。WB 18Amygdala“Lizard Brain杏仁核构造 “蜥蜴脑Cortex“Thinking Brain大脑皮层 “思想脑Stimul

37、us外界刺激Reacts 做出反响Interprets 做出解释Emotions and Our Brain 心情与大脑WB 18DO:要：pay close attention给予高度关注2.remain calm & respectful坚持冷静和尊重3.send the message “Im here to work with you传送这样的信息“我是在和他一同任务4.choose your words carefully 小心措词5.show understanding表示了解let your hot buttons get pushed 被他人控制他的心情Interrupt 打断

38、对方react instantly to angry or abusive comments立刻做出生气的反响或谩骂对方4.use “But用“但是5.use empathy with VERY angry people对非常愤怒的人采取了解同情的方法DONT:不要：Responding to Emotional People对待心情化的人WB 18For each of the situations, answer the 3 questions对给出的每个场景，分别回答 3 个问题2.Please be prepared to share your response with the la

39、rger group. 做好预备，与其他小组交流他的回答。Activity: What Information?活动：怎样的信息？WB 19Increase Self-Awareness提高自我认识Build Acceptance of Others学会接纳他人Adapt Your Style调整自我风格How to Influence Personal Performance?如何影响个人绩效？WB 21Leadership starts with an understanding of yourself.指点力从了解自我开场。Self-awareness gives us insight

40、into how and why we behave the way we do and adapt our behaviors accordingly. 自我认识使我们可以深化了解本人的行为方式以及其中的缘由，从而可以相应的调整我们的行为。This will allow us to better manage our relationships with others. 这将使我们可以更好的处置与他人的关系。EA1: Increase Self-Awareness 提高自我认识WB 22Johari Window 乔哈里之窗 Known to Self 自己知道 Unknown to Sel

41、f 自己不知道Known to Others别人知道 Unknown to Others别人不知道 BLINDSPOT自我盲区HIDDENFAADE隐藏面UNKNOWNPOTENTIAL未知潜力OPENARENA公开区WB 23Recognize your behavioural style preference 了解本人的行为偏好Identify your strengths and limitations确定他的优势和缺乏Assess how to leverage strengths and overcome limitations评价如何发扬优势和抑制缺乏How Do I Increa

42、se Self-Awareness?怎样提高自我认识？WB 24Whats my Style? 我属于哪种风格？Tick the boxes that you think best describe you.在他以为最符合对他的描画上打勾。2.Wait for further instructions from facilitator.等候主持人的进一步阐明。WB 25Your team has been tasked to plan the hotels Annual Dinner & Dance. The theme is Masquerade Nite. 他的团队接到义务担任谋划酒店的年

43、终晚宴和舞会。主题为假面之夜。2.Create a plan for Masquerade Nite on a flipchart. 在活页挂图上制定一个假面舞会的方案。Activity: Masquerade Nite活动：假面舞会WB 26What are my greatest style-related strengths and how do they help me on my job?从我的风格来看，我最大的优势是什么，对我的任务有怎样的协助？What are 3 of my style-related limitations and how do they hinder my

44、job effectiveness?从我的风格来看，我有哪 3 项缺乏，对我的任务效果有怎样的妨碍？What are 3 things I could do to be more effective when working with others?在和他人一同任务时要获得更高效果，我可以在哪 3 件事上做出改善？Activity: Strengths and Blindspots活动：优势和盲区WB 27-28Accepting others means accepting the different styles and developing a positive attitude and

45、 appreciation for their strengths & weaknesses.接纳他人意味着接受不同的风格，培育积极的态度，正确评价他们的优势和缺乏。This will lay the foundation for others to trust and have confidence in you, and vice versa. 这将为他人置信和信任他奠定根底，反之亦然。EA2: Build Acceptance of Others学会接纳他人WB 30Treat everyone as an individual 将每一个人都视为独立的个人Identify and acc

46、ept the other persons style了解和接受对方的风格Stay flexible坚持灵敏变通How Do I Build Acceptance of Others?怎样学会接纳他人？WB 31Activity: Who, What, Why, How?活动：谁，什么，为什么，怎样？JimJeannieDougSteveDiSCDiSCDiSCDiSCWB 32Stay calm 坚持冷静Dont let your hot buttons be pushed 不要被他人控制他的心情S.T.O.P. 停顿Positive self-talk 积极的自我交谈Keep perspe

47、ctive 坚持洞察力6 second pause 6秒暂停Disengage 分开Stay flexible: Control Emotions坚持灵敏变通：控制心情WB 33Stand in 2 rows facing each other 面对面站成2排Starting with one side, read the complaints to your partner 从一边开场，向他的同伴读出埋怨的内容Repeat step 2 with emotions (make it real) while partner practices staying calm反复第2步，这次加上心情要

48、有真实感，此时他的同伴练习坚持冷静4.Reverse roles & repeat 交换角色练习Activity: Complaints! Complaints!活动：埋怨！埋怨！WB 34We need to adapt our styles to the other persons so that we can optimize our working relationship. 我们需求调整本人的风格来顺应他人，从而最大程度的优化我们的任务关系。When we adapt our style to theirs, we communicate more effectively, they

49、 understand us more and we build greater rapport with them. 当我们调整风格顺应他人时，我们的沟通变得更为有效，他们将能更好的了解我们，并且可以与他们建立起更友好的信任关系。EA3: Adapt Your Style 调整他的风格WB 36What Does It Mean To Be Adaptable?顺应才干是指什么？We adjust our methods of communicating and behaving. 我们对本人的沟通和行为方式进展调整。We go beyond our comfort zone so that

50、 others are comfortable. 走出本人的温馨区，使他人感到温馨。We do not imitate other people; we adjust our behaviour to be more in line with the preference of others. 我们不模拟他人；我们调整本人的行为，从而与他人的偏好更为一致。We maintain our own identity and good sense.我们坚持自我认同和判别力。WB 37Know the motivators of the different styles 了解不同风格人的鼓励要素Adj

51、ust communication using the 3Vs根据3V调整沟通方式Complete an adaptability strategy for each person为每个人制定顺应性战略How Do I Adapt My Style? 怎样调整风格顺应他人？WB 37A D is motivated by the ability to make decisions and act without interference. Also可以不受干涉的决策和行动能激发D型人的任务动力。同时还包括Challenges and problems to solve 有待处理的挑战和问题Po

52、wer and authority to make decisions 决策的权益和职权Changing environment 转换变化的环境Freedom from routine and mundane tasks对常规和普通任务义务的自主权Style Motivators 不同风格的鼓励要素DWB 38Style Motivators 不同风格的鼓励要素An i is motivated by a sense of belonging that includes interaction with others. Also归属感，包括与他人的交流互动，能激发 i 型人的任务动力。同时还包

53、括Flattery, praise, popularity and acceptance恭维，称誉，受人欢迎，被接纳Create a friendly environment 发明友好的环境Provide freedom from many rules and regulations让他人不受大量规那么和规定的约束Get other people to handle details让他人处置细节问题iWB 38Style Motivators 不同风格的鼓励要素An S is motivated by security and loves status quo. AlsoS 型人的鼓励要素是平

54、安感，他们喜欢目前的形状。同时还包括Loyalty and dependability 忠实和可靠Safety and security 平安和保安No sudden changes in procedures or lifestyle程序或生活方式没有忽然变化Time & activities that can be done from start to finish时间和活动可以有始有终的完成SWB 38Style Motivators 不同风格的鼓励要素A C is motivated by assurances of quality and accuracy. AlsoC 型人的鼓励要

55、素是对质量和准确性的保证。同时还包括Standards of high quality 高质量规范Detailed tasks 详细的义务Logical organization of information信息的合理组织Limited social interaction限量的社交活动CWB 38Style Communication 不同风格的沟通Verbal 语言文字Vocal 语音语调Visual 肢体语言DDirect speech 直接讲述Use words like “Definitely, fast, etc.” 使用“肯定、很快等”词汇Speaks quickly 语速快Fi

56、rm and loud tones 语气坚定、大声Unwavering 不可动摇Direct eye contact 直接眼神接触Firm handshake 握手坚定有力Bold visual appearance 鲜明的视觉外形iAsk questions 提问Close, personal language 亲密、涉及个人的语言Supportive language 支持性语言Friendly 友好Animated 生动Uses a lot of inflection 大量音调变化Visual reinforcers 视觉刺激物Lots of body movement 大量肢体动作Sm

57、iles a lot 经常微笑SAsks “how” questions 提“怎样”的问题Generalize 概括归纳Logical flow 逻辑推理Constant 无变化Patient speech 说话耐心Soft tones 语气柔和Gentle handshake 柔和的握手Little sudden movement很少突然的肢体动作Nods when agree 点头表示同意CFocuses on specific details 关注具体细节Precise language 准确的语言Avoids emotions 避免情绪影响Little vocal variety 很少

58、语音变化Even delivery 平稳的表达“News reader” style “新闻读者”型Poker face (unexpressive) 不动声色（无面部表情）Controlled Movement 控制肢体动作Avoids touching 避免肢体接触WB 39Identify the preferred styles of your staff确定员工的首选风格2.For the identified staff, use the Styles template to build a strategy for adapting to them 针对已确定风格的员工，运用风格

59、模板制定一项战略，来顺应他们Adaptability Strategy 顺应性战略DiSCOutgoing外向型Reserved内向型Task Oriented任务导向型People Oriented人际导向型WB 40-44Mastery Demonstration 技巧演练WB 46August 2007Leadership Fundamentals指点力根底课程Accelerated Leadership Development Program (ALDP)强化指点力开展课程ALDPActivity: Gang up on them!活动：结合起来！Why Are We Here? 目的

60、Differentiate Management and Leadership 区分管理与指点的差别Gain critical knowledge and self-awareness to be a successful leader获得成为胜利指点者的重要知识和自我认识Adapt style preferences to be more effective 调整风格偏好，提高效果Apply appropriate leadership behaviours in different situations to be more effective根据不同情况运用适当的指点行为，提高效果Act