領(lǐng)導(dǎo)力課程中英文培訓(xùn)資料ppt課件

1、August 2007Leadership Fundamentals指點(diǎn)力根底課程Accelerated Leadership Development Program (ALDP)強(qiáng)化指點(diǎn)力開(kāi)展課程ALDPActivity: Warm It Up!活動(dòng)：熱身一下！Differentiate Management and Leadership區(qū)分管理才干與指點(diǎn)力之間的差別Gain critical knowledge and self-awareness to be a successful leader獲得成為一個(gè)勝利指點(diǎn)者的必備知識(shí)和自我認(rèn)知才干Adapt style preferences

2、 to be more effective可以順應(yīng)不同的風(fēng)格，實(shí)現(xiàn)更高效率Apply appropriate leadership behaviours in different situations to be more effective在不同情況下可以采取適宜的指點(diǎn)行為，以實(shí)現(xiàn)更高效率Why Are We Here? 目的WB 2The Quality of IHGs Leadership IHG的指點(diǎn)力程度Great HotelsGuests Love出色的酒店客人的最愛(ài)Build the industrys strongest operating system focused on

3、the biggest markets and segments where scale really counts打造業(yè)內(nèi)最強(qiáng)的運(yùn)營(yíng)系統(tǒng)，集中于由規(guī)模決議優(yōu)勢(shì)的最大的市場(chǎng)和細(xì)分市場(chǎng)Brand performance品牌績(jī)效Excellent hotel returns出色的酒店報(bào)答Market scale/knowledge 市場(chǎng)規(guī)模、知識(shí)Aligned organisation 組織聯(lián)盟Purpose 目的Strategy 戰(zhàn)略Priorities 優(yōu)先事項(xiàng)Quality of IHG LeadershipIHG的指點(diǎn)力程度Winning Ways 致勝之道Do the right thi

4、ng做對(duì)的事Show we care 表達(dá)關(guān)愛(ài)Aim Higher追求杰出Celebrate Difference 求同存異Work Better Together協(xié)作共贏 drives our corporate priorities 推進(jìn)我們的企業(yè)優(yōu)先事項(xiàng)的進(jìn)程The Service-Profit Chain 效力利潤(rùn)鏈Return on AssetsOperating MarginRevenue Growth資產(chǎn)收益率營(yíng)運(yùn)利潤(rùn)率收入增長(zhǎng)Customer Impressions客戶的印象CustomerReferrals客戶引薦CustomerRetention客戶堅(jiān)持力Service 效

5、力Helpfulness 協(xié)助性Merchandise 商品Value 價(jià)值Employee Behavior員工的行為Attitude about the job對(duì)任務(wù)的態(tài)度Attitude about the company對(duì)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 來(lái)源：麥肯錫2000年人才之戰(zhàn)調(diào)查，對(duì)象是35家大型美國(guó)公司的6,500名高級(jí)和中層經(jīng)理人58% of peo

6、ple who have worked with subpar managers are affected as follows:58%曾與不合格經(jīng)理人任務(wù)過(guò)的員工表示遭到以下影響：86%82%81%76%“Made me want to leave the company“使我想分開(kāi)這家公司“Prevented me from making a larger contribution to the bottom line“妨礙我為公司的最終收益做出更大奉獻(xiàn)“Hurt my career development“損害我的職業(yè)開(kāi)展“Prevented me from learning“妨礙我學(xué)習(xí)

7、The Cost of a Bad Boss 不稱職上司的代價(jià)Whats This Got To Do With Me?這與我有什么關(guān)系？我們對(duì)員工的期望是什么？我們對(duì)員工的付出是什么？ Developing Leaders at IHG洲際酒店集團(tuán)的指點(diǎn)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 指點(diǎn)力開(kāi)展課程以洲際酒店集團(tuán)才干模型為根底，由10個(gè)板塊構(gòu)成，旨在為6級(jí)和7級(jí)主管人員提供根底指點(diǎn)力實(shí)際的技巧培訓(xùn)。 Staff(Independent Contributor)員工單獨(dú)的奉獻(xiàn)者Excom & Dept Heads(Manage Function/Supervisors)執(zhí)委會(huì)及部門(mén)擔(dān)任人管理一個(gè)職能部門(mén)/主管們Supervisor(Manage a Small Team)主管管理一個(gè)小型團(tuán)隊(duì)General Managers(Manage Property)總經(jīng)理管理酒店 Turn 2 轉(zhuǎn)變 2Turn 3轉(zhuǎn)變 3Turn 1轉(zhuǎn)變 1 IHG Supervis

9、or Competencies洲際酒店集團(tuán)主管級(jí)才干WB 3戰(zhàn)略思索行業(yè)了解鼓勵(lì)協(xié)作指點(diǎn)和開(kāi)展員工注重客戶和市場(chǎng)支持變革效果驅(qū)動(dòng)將愿景轉(zhuǎn)化為行動(dòng)What is your most important responsibility as a supervisor? 作為一名主管，他最重要的職責(zé)是什么？To produce results .創(chuàng)呵斥效but the only way to do this is through the efforts of the people around you但是要實(shí)現(xiàn)這一點(diǎn)，獨(dú)一的途徑是經(jīng)過(guò)他周?chē)鷨T工的努力。Introduction 簡(jiǎn)介Changing R

10、ole of the Supervisor主管的角色變化80% Directing & Maintaining指揮和管理5% Strategy 戰(zhàn)略謀劃15% Coaching, Developing, Supporting, Building輔導(dǎo)、開(kāi)展、支持、培育20% Strategy 戰(zhàn)略謀劃60% Coaching, Developing, Supporting, Building輔導(dǎo)、開(kāi)展、支持、培育20% Directing & Maintaining指揮和管理Traditional過(guò)去21st Century21世紀(jì)Traditional 過(guò)去Main role was to d

11、irect and control the way work was done by the people that reported to them 主要角色是指揮和管理下屬員工的任務(wù)方法Today 如今Successful supervisors are primarily driven by the roles of coach, leader, developer, mentor, and planner勝利的主管以擔(dān)任教練、指點(diǎn)、培育者、導(dǎo)師和方案者的角色為主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.“真正的指點(diǎn)者擁有本人的跟隨者。一個(gè)高效的指點(diǎn)者未必眾人皆愛(ài)。其跟隨者都以正確的方式任務(wù)。受人歡迎并不是指點(diǎn)力。效果才是。Peter Drucker彼得 .德魯克The True Leader 真正的指點(diǎn)者WB 4Activity: Electric Maze 活動(dòng)：電子迷宮What happe

13、ned? What feelings did you experience at the beginning, middle, end?發(fā)生了什么事？在開(kāi)場(chǎng)、中間和最后，他體驗(yàn)到了怎樣的覺(jué)得？2.Was there a leader? Why do you think so?當(dāng)時(shí)有沒(méi)有一個(gè)指點(diǎn)者？為什么？3.What can you learn from this experience?從中他能學(xué)到什么？Activity: Electric Maze 活動(dòng)：電子迷宮WB 5The root of the word management is “manas - meaning hands.英語(yǔ)管

14、理management一詞的詞根是 “mana，本意是雙手。Managing is to accomplish, to be in charge of or responsible for, to conduct.管理是指完成、擔(dān)任、執(zhí)行。It involves the process of setting and achieving the goals through the planning, organizing, directing and controlling.管理包括經(jīng)過(guò)方案、組織、指揮和控制來(lái)設(shè)定和實(shí)現(xiàn)目的的流程。What is Managing 什么是管理WB 6The ro

15、ot of the word leadership is “l(fā)ead - meaning to go, to guide.英語(yǔ)指點(diǎn)力leadership一詞的詞根是 “l(fā)ead，本意是通向、引導(dǎo)。Leading is influencing, guiding in direction, action, or opinion. 指點(diǎn)是指在方向、行動(dòng)或意見(jiàn)上給予影響、指點(diǎn)It involves inspiring others to follow, creating goodwill and supporting others. Leaders achieve things that could

16、not have been done without them.指點(diǎn)包括鼓勵(lì)他人跟隨、建立友好關(guān)系和對(duì)他人提供支持。指點(diǎn)者所完成的事情，短少他們便無(wú)法勝利。What is Leading 什么是指點(diǎn)WB 6Leaders and Managers 指點(diǎn)者和管理者A leader can be a manager, but a manager is not necessarily a leader.指點(diǎn)者可以是一個(gè)管理者，但管理者未必是一個(gè)指點(diǎn)者。Activity: Compare and Contrast活動(dòng)：比較與對(duì)比In your table groups, list some of th

17、e differences in behaviours between managing and leading on a flipchart以每張桌子為一組，在掛板上列舉出管理和指點(diǎn)之間的行為差別WB 6Management Versus Leadership管理與指點(diǎn)Focus on Results注重結(jié)果Embodies mission & vision表達(dá)使命和愿景Concern with effectiveness關(guān)注效果Motivating & inspiring 啟發(fā)和鼓勵(lì)Management 管理Leadership 指點(diǎn)Managers seek COMPLIANCE管理者追

18、求“遵守Leaders seek COMMITMENT指點(diǎn)者追求“承諾Focus on Processes 注重過(guò)程Embodies goals & objectives表達(dá)目的和目的Concern with efficiency關(guān)注效率Controlling & problem-solving控制和處理問(wèn)題WB 6Importance 重要性Individual Contributor 個(gè)人奉獻(xiàn)者Supervisor/ Manager 主管/經(jīng)理Executive 高級(jí)管理者 Managerial Skills管理技巧Leadership Skills指點(diǎn)力技巧Technical Skill

19、s專業(yè)技藝High高Low低WB 6Management Versus Leadership管理與指點(diǎn)Think of 5 pieces of advice to give other supervisors on leadership想出 5 條給其他主管的有關(guān)指點(diǎn)力的建議2.Move around the room and collect 3 pieces of great leadership advice from 3 different people四處走動(dòng)，從 3 個(gè)不同的人那里搜集 3 條有用的指點(diǎn)力建議3.At the end you should have at least

20、9 tips from others最后，他應(yīng)該至少?gòu)乃四抢铽@得了 9 條建議Activity: Scavenger Hunt 活動(dòng)：尋寶游戲Leadership Fundamentals 指點(diǎn)力根底Influencing Personal Performance影響 個(gè)人 績(jī)效Influencing Performance of Others影響 他人 績(jī)效Agenda (Day 1) 議程第1天Welcome & Introduction 歡迎與引見(jiàn)The Manager vs. The Leader 管理者vs指點(diǎn)者LM1: Different Behavioural Styles不同

21、的行為風(fēng)格LM2: Emotions 心情EA1: Increase Self-Awareness 加強(qiáng)自我認(rèn)識(shí)EA2: Build Acceptance of Others 接納他人EA3: Adapt Your Style 調(diào)整本人的風(fēng)格Mastery Demonstration 技巧演練WB 7Agenda (Day 2) 議程第2天Review Day 1 第1天內(nèi)容回想LM3: 3Vs of Communication 溝通中的3VLM4: Situational Leadership 情景指點(diǎn)EA1: Build Positive Bonds 建立積極關(guān)系EA2: Evaluate

22、 Leadership Situation 情景評(píng)價(jià)EA3: Influence the Situation 對(duì)情景施加影響Mastery Demonstration 技巧演練Summary, Review & Evaluation總結(jié)，回想和評(píng)價(jià)WB 7Housekeeping 本卷須知WB 8Self-Assessment 自評(píng)WB 9Self-Assessment 自評(píng)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.一個(gè)指點(diǎn)者清楚知道鼓勵(lì)和影響團(tuán)隊(duì)成員的關(guān)鍵。因此要?jiǎng)倮?，指點(diǎn)者必需學(xué)會(huì)如何與員工溝通，并培育最正確的團(tuán)隊(duì)協(xié)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、認(rèn)識(shí)到他本人偏好的溝通風(fēng)格，以及其他人的溝通風(fēng)格，接納和順應(yīng)他們，這將使他與他們的協(xié)作更有效。LM1: What are the Different Behavioural Styles 有哪些不同的行為風(fēng)格WB 10The worlds first lie detector世界上第一臺(tái)測(cè)謊器2. Wonder Woman What Do These Have in Common?這兩者有什么共同點(diǎn)？DiSC divides behavior into 4 main dimensions: DiSC模型將人的行為分為 4大維度：Dominance 支配型Influencing 影響型Stead

25、iness; and 穩(wěn)定型Compliance. 服從型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個(gè)性特征模型，這對(duì)于更好的了解、接受、順應(yīng)他人的處事風(fēng)格有非常有效的指點(diǎn)作用。William M. Marston 馬斯頓William Marston 馬斯頓博士WB 10DiCSD.i.S.C.PEOPLE-ORIEN

26、TED人際導(dǎo)向型Warm, Relaxed, Feelings, Supporting, Informal, Open, and Expressive熱情、隨和、感性、支持、不拘禮節(jié)、坦率、擅長(zhǎng)表達(dá)TASK-ORIENTED 任務(wù)導(dǎo)向型Cool, Calculating, Guarded, Objective, and Formal冷靜、精明、謹(jǐn)慎、客觀、正式OUTGOING 外向型Tells, Fast-paced, Assertive, Initiates, Competing, Quick, Risk Taker, Direct喜歡講述、快節(jié)拍、自信獨(dú)斷、發(fā)起者、競(jìng)爭(zhēng)、迅速、風(fēng)險(xiǎn)承當(dāng)者、

27、直接RESERVED 內(nèi)向型Asks, Slower-paced, Responds, Avoids Risk, Goes Along, Cooperating, Deliberate, Indirect喜歡提問(wèn)、慢節(jié)拍、呼應(yīng)者、逃避風(fēng)險(xiǎn)、贊同支持、協(xié)作、從容謹(jǐn)慎、間接WB 11DOMINANTS are very straight forward in dealing with challenges and have little patience for details支配者 直面挑戰(zhàn)，對(duì)細(xì)節(jié)沒(méi)有很大耐心INFLUENCERS are outgoing, persuasive and in

28、fluence others through talking. They tend to be emotional影響者 外向，擅長(zhǎng)壓服，經(jīng)過(guò)交談?dòng)绊懰?。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穩(wěn)定者 喜歡掌握內(nèi)部音訊和穩(wěn)定的任務(wù)節(jié)拍。不喜歡忽然變化和模棱兩可COMPLIANT people adhere to rules, regulations and structure. They appreciate q

29、uality and doing things right服從者 嚴(yán)厲遵守規(guī)那么、規(guī)定和組織構(gòu)造。崇尚質(zhì)量和正確的處事方式Different Behavioural Styles 不同的行為風(fēng)格WB 12Activity: Famous Faces 活動(dòng)：名人的風(fēng)格What Do We Know About Style?我們對(duì)風(fēng)格知道多少？We each have a unique style; a blend of the 4 behavioural tendencies我們每個(gè)人的風(fēng)格都是獨(dú)一無(wú)二的；是 4 種行為風(fēng)格的交融Each behavioural style has its st

30、rengths and limitations每種行為風(fēng)格都有其優(yōu)點(diǎn)和局限性There is no “best behavioural style沒(méi)有一種行為風(fēng)格是“最好的Our effectiveness with others depends on our adaptability to meet the needs of others與他人共事的效率取決于我們能否能自我調(diào)整，以滿足他人的需求Activity: Which Style? 活動(dòng)：哪種風(fēng)格？iDCSWB 13All of us experience a wide range of emotions in our lives.我

31、們一切人在生活中都會(huì)有各種心情。Learning to recognize and stay with our feelings is a valuable experience. 學(xué)會(huì)認(rèn)識(shí)和控制我們的心情是一種珍貴的體驗(yàn)。We can learn that just because we feel something, we dont have to act on it.我們會(huì)知道，只是由于有某種心情，我們不用一定要表現(xiàn)出來(lái)。LM2: What are Emotions? 什么是心情？WB 15Why Is It Important? 重要性O(shè)ut of control emotions m

32、ake smart people stupid失控的心情使聰明人變笨- Daniel Goleman丹尼爾戈?duì)柭?WB 15Emotional Intelligence 情感智能WB 15啊! 那個(gè)白癡又在吹口哨了!我要抗議，但我不喜歡正面沖突。和他老板說(shuō)又會(huì)顯得我愛(ài)埋怨。只需一個(gè)方法。Alice，請(qǐng)他有空的時(shí)候到我這來(lái)一下。什么事？等等，我馬上回來(lái)。別吹了!他這個(gè)該死的笨蛋!什么事？沒(méi)關(guān)系，我曾經(jīng)找到處理方法了。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.監(jiān)視本人和他人心情的才干，區(qū)分本人和他人心情的才干，以及運(yùn)用心情信息指點(diǎn)思想和行動(dòng)的才干。- Mayer & SaloveyWB 15Emotional intelligence is NOT 情感智能.Being “nice 不等同于對(duì)人“友好Allowing feelings to run wild 不會(huì)允許心情失控Gender based - women are not necessarily “emotionally smarter t

34、han men 不是由性別決議女性并不一定比男性情商更高Fixed genetically 不是由基因決議Being emotional 不是心情化- Cooper & Sawaf, 1997WB 16Emotional Intelligence Competencies情感智能的五項(xiàng)才干By definition, E.I. consists of 5 competencies:從定義中可以看出，情感智能包括 5 項(xiàng)才干：Self-awareness 自我認(rèn)識(shí)Self-regulation 自我管理Self-motivation 自我鼓勵(lì)Empathy 識(shí)別他人心情Managing rela

35、tionships 關(guān)系管理- Salovey & Mayer, 1985WB 16Activity: Match the Emotion活動(dòng)：心情配對(duì)Uneasy 不安Anger 憤怒Proud 驕傲 Thankful 贊賞Confused 困惑Hurt 受傷Encouraged 振奮Confident 自信WB 17Emotions and Our Brain 心情與大腦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.我們的大腦經(jīng)過(guò)覺(jué)得不斷接納信息，對(duì)信息做出解釋后向身體發(fā)出適當(dāng)?shù)男盘?hào)，然后由身體做出反響。The lizard brain interprets many signals as a “threat. This affects our response to the situation.“蜥蜴腦將許多信號(hào)解釋為“要挾。這會(huì)影響我們對(duì)所面臨情況做出的反響。WB 18Amygdala“Lizard Brain杏仁核構(gòu)造 “蜥蜴腦Cortex“Thinking Brain大腦皮層 “思想腦Stimul

37、us外界刺激Reacts 做出反響Interprets 做出解釋Emotions and Our Brain 心情與大腦WB 18DO:要：pay close attention給予高度關(guān)注2.remain calm & respectful堅(jiān)持冷靜和尊重3.send the message “Im here to work with you傳送這樣的信息“我是在和他一同任務(wù)4.choose your words carefully 小心措詞5.show understanding表示了解let your hot buttons get pushed 被他人控制他的心情Interrupt 打斷

38、對(duì)方react instantly to angry or abusive comments立刻做出生氣的反響或謾罵對(duì)方4.use “But用“但是5.use empathy with VERY angry people對(duì)非常憤怒的人采取了解同情的方法DONT:不要：Responding to Emotional People對(duì)待心情化的人WB 18For each of the situations, answer the 3 questions對(duì)給出的每個(gè)場(chǎng)景，分別回答 3 個(gè)問(wèn)題2.Please be prepared to share your response with the la

39、rger group. 做好預(yù)備，與其他小組交流他的回答。Activity: What Information?活動(dòng)：怎樣的信息？WB 19Increase Self-Awareness提高自我認(rèn)識(shí)Build Acceptance of Others學(xué)會(huì)接納他人Adapt Your Style調(diào)整自我風(fēng)格How to Influence Personal Performance?如何影響個(gè)人績(jī)效？WB 21Leadership starts with an understanding of yourself.指點(diǎn)力從了解自我開(kāi)場(chǎng)。Self-awareness gives us insight

40、into how and why we behave the way we do and adapt our behaviors accordingly. 自我認(rèn)識(shí)使我們可以深化了解本人的行為方式以及其中的緣由，從而可以相應(yīng)的調(diào)整我們的行為。This will allow us to better manage our relationships with others. 這將使我們可以更好的處置與他人的關(guān)系。EA1: Increase Self-Awareness 提高自我認(rèn)識(shí)WB 22Johari Window 喬哈里之窗 Known to Self 自己知道 Unknown to Sel

41、f 自己不知道Known to Others別人知道 Unknown to Others別人不知道 BLINDSPOT自我盲區(qū)HIDDENFAADE隱藏面UNKNOWNPOTENTIAL未知潛力OPENARENA公開(kāi)區(qū)WB 23Recognize your behavioural style preference 了解本人的行為偏好Identify your strengths and limitations確定他的優(yōu)勢(shì)和缺乏Assess how to leverage strengths and overcome limitations評(píng)價(jià)如何發(fā)揚(yáng)優(yōu)勢(shì)和抑制缺乏How Do I Increa

42、se Self-Awareness?怎樣提高自我認(rèn)識(shí)？WB 24Whats my Style? 我屬于哪種風(fēng)格？Tick the boxes that you think best describe you.在他以為最符合對(duì)他的描畫(huà)上打勾。2.Wait for further instructions from facilitator.等候主持人的進(jìn)一步闡明。WB 25Your team has been tasked to plan the hotels Annual Dinner & Dance. The theme is Masquerade Nite. 他的團(tuán)隊(duì)接到義務(wù)擔(dān)任謀劃酒店的年

43、終晚宴和舞會(huì)。主題為假面之夜。2.Create a plan for Masquerade Nite on a flipchart. 在活頁(yè)掛圖上制定一個(gè)假面舞會(huì)的方案。Activity: Masquerade Nite活動(dòng)：假面舞會(huì)WB 26What are my greatest style-related strengths and how do they help me on my job?從我的風(fēng)格來(lái)看，我最大的優(yōu)勢(shì)是什么，對(duì)我的任務(wù)有怎樣的協(xié)助？What are 3 of my style-related limitations and how do they hinder my

44、job effectiveness?從我的風(fēng)格來(lái)看，我有哪 3 項(xiàng)缺乏，對(duì)我的任務(wù)效果有怎樣的妨礙？What are 3 things I could do to be more effective when working with others?在和他人一同任務(wù)時(shí)要獲得更高效果，我可以在哪 3 件事上做出改善？Activity: Strengths and Blindspots活動(dòng)：優(yōu)勢(shì)和盲區(qū)WB 27-28Accepting others means accepting the different styles and developing a positive attitude and

45、 appreciation for their strengths & weaknesses.接納他人意味著接受不同的風(fēng)格，培育積極的態(tài)度，正確評(píng)價(jià)他們的優(yōu)勢(shì)和缺乏。This will lay the foundation for others to trust and have confidence in you, and vice versa. 這將為他人置信和信任他奠定根底，反之亦然。EA2: Build Acceptance of Others學(xué)會(huì)接納他人WB 30Treat everyone as an individual 將每一個(gè)人都視為獨(dú)立的個(gè)人Identify and acc

46、ept the other persons style了解和接受對(duì)方的風(fēng)格Stay flexible堅(jiān)持靈敏變通How Do I Build Acceptance of Others?怎樣學(xué)會(huì)接納他人？WB 31Activity: Who, What, Why, How?活動(dòng)：誰(shuí)，什么，為什么，怎樣？JimJeannieDougSteveDiSCDiSCDiSCDiSCWB 32Stay calm 堅(jiān)持冷靜Dont let your hot buttons be pushed 不要被他人控制他的心情S.T.O.P. 停頓Positive self-talk 積極的自我交談Keep perspe

47、ctive 堅(jiān)持洞察力6 second pause 6秒暫停Disengage 分開(kāi)Stay flexible: Control Emotions堅(jiān)持靈敏變通：控制心情WB 33Stand in 2 rows facing each other 面對(duì)面站成2排Starting with one side, read the complaints to your partner 從一邊開(kāi)場(chǎng)，向他的同伴讀出埋怨的內(nèi)容Repeat step 2 with emotions (make it real) while partner practices staying calm反復(fù)第2步，這次加上心情要

48、有真實(shí)感，此時(shí)他的同伴練習(xí)堅(jiān)持冷靜4.Reverse roles & repeat 交換角色練習(xí)Activity: Complaints! Complaints!活動(dòng)：埋怨！埋怨！WB 34We need to adapt our styles to the other persons so that we can optimize our working relationship. 我們需求調(diào)整本人的風(fēng)格來(lái)順應(yīng)他人，從而最大程度的優(yōu)化我們的任務(wù)關(guān)系。When we adapt our style to theirs, we communicate more effectively, they

49、 understand us more and we build greater rapport with them. 當(dāng)我們調(diào)整風(fēng)格順應(yīng)他人時(shí)，我們的溝通變得更為有效，他們將能更好的了解我們，并且可以與他們建立起更友好的信任關(guān)系。EA3: Adapt Your Style 調(diào)整他的風(fēng)格WB 36What Does It Mean To Be Adaptable?順應(yīng)才干是指什么？We adjust our methods of communicating and behaving. 我們對(duì)本人的溝通和行為方式進(jìn)展調(diào)整。We go beyond our comfort zone so that

50、 others are comfortable. 走出本人的溫馨區(qū)，使他人感到溫馨。We do not imitate other people; we adjust our behaviour to be more in line with the preference of others. 我們不模擬他人；我們調(diào)整本人的行為，從而與他人的偏好更為一致。We maintain our own identity and good sense.我們堅(jiān)持自我認(rèn)同和判別力。WB 37Know the motivators of the different styles 了解不同風(fēng)格人的鼓勵(lì)要素Adj

51、ust communication using the 3Vs根據(jù)3V調(diào)整溝通方式Complete an adaptability strategy for each person為每個(gè)人制定順應(yīng)性戰(zhàn)略How Do I Adapt My Style? 怎樣調(diào)整風(fēng)格順應(yīng)他人？WB 37A D is motivated by the ability to make decisions and act without interference. Also可以不受干涉的決策和行動(dòng)能激發(fā)D型人的任務(wù)動(dòng)力。同時(shí)還包括Challenges and problems to solve 有待處理的挑戰(zhàn)和問(wèn)題Po

52、wer and authority to make decisions 決策的權(quán)益和職權(quán)Changing environment 轉(zhuǎn)換變化的環(huán)境Freedom from routine and mundane tasks對(duì)常規(guī)和普通任務(wù)義務(wù)的自主權(quán)Style Motivators 不同風(fēng)格的鼓勵(lì)要素DWB 38Style Motivators 不同風(fēng)格的鼓勵(lì)要素An i is motivated by a sense of belonging that includes interaction with others. Also歸屬感，包括與他人的交流互動(dòng)，能激發(fā) i 型人的任務(wù)動(dòng)力。同時(shí)還包

53、括Flattery, praise, popularity and acceptance恭維，稱譽(yù)，受人歡迎，被接納Create a friendly environment 發(fā)明友好的環(huán)境Provide freedom from many rules and regulations讓他人不受大量規(guī)那么和規(guī)定的約束Get other people to handle details讓他人處置細(xì)節(jié)問(wèn)題iWB 38Style Motivators 不同風(fēng)格的鼓勵(lì)要素An S is motivated by security and loves status quo. AlsoS 型人的鼓勵(lì)要素是平

54、安感，他們喜歡目前的形狀。同時(shí)還包括Loyalty and dependability 忠實(shí)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?jīng)]有忽然變化Time & activities that can be done from start to finish時(shí)間和活動(dòng)可以有始有終的完成SWB 38Style Motivators 不同風(fēng)格的鼓勵(lì)要素A C is motivated by assurances of quality and accuracy. AlsoC 型人的鼓勵(lì)要

55、素是對(duì)質(zhì)量和準(zhǔn)確性的保證。同時(shí)還包括Standards of high quality 高質(zhì)量規(guī)范Detailed tasks 詳細(xì)的義務(wù)Logical organization of information信息的合理組織Limited social interaction限量的社交活動(dòng)CWB 38Style Communication 不同風(fēng)格的溝通Verbal 語(yǔ)言文字Vocal 語(yǔ)音語(yǔ)調(diào)Visual 肢體語(yǔ)言DDirect speech 直接講述Use words like “Definitely, fast, etc.” 使用“肯定、很快等”詞匯Speaks quickly 語(yǔ)速快Fi

56、rm and loud tones 語(yǔ)氣堅(jiān)定、大聲Unwavering 不可動(dòng)搖Direct eye contact 直接眼神接觸Firm handshake 握手堅(jiān)定有力Bold visual appearance 鮮明的視覺(jué)外形iAsk questions 提問(wèn)Close, personal language 親密、涉及個(gè)人的語(yǔ)言Supportive language 支持性語(yǔ)言Friendly 友好Animated 生動(dòng)Uses a lot of inflection 大量音調(diào)變化Visual reinforcers 視覺(jué)刺激物L(fēng)ots of body movement 大量肢體動(dòng)作Sm

57、iles a lot 經(jīng)常微笑SAsks “how” questions 提“怎樣”的問(wèn)題Generalize 概括歸納Logical flow 邏輯推理Constant 無(wú)變化Patient speech 說(shuō)話耐心Soft tones 語(yǔ)氣柔和Gentle handshake 柔和的握手Little sudden movement很少突然的肢體動(dòng)作Nods when agree 點(diǎn)頭表示同意CFocuses on specific details 關(guān)注具體細(xì)節(jié)Precise language 準(zhǔn)確的語(yǔ)言Avoids emotions 避免情緒影響Little vocal variety 很少

58、語(yǔ)音變化Even delivery 平穩(wěn)的表達(dá)“News reader” style “新聞讀者”型Poker face (unexpressive) 不動(dòng)聲色（無(wú)面部表情）Controlled Movement 控制肢體動(dòng)作Avoids touching 避免肢體接觸WB 39Identify the preferred styles of your staff確定員工的首選風(fēng)格2.For the identified staff, use the Styles template to build a strategy for adapting to them 針對(duì)已確定風(fēng)格的員工，運(yùn)用風(fēng)格

59、模板制定一項(xiàng)戰(zhàn)略，來(lái)順應(yīng)他們Adaptability Strategy 順應(yīng)性戰(zhàn)略DiSCOutgoing外向型Reserved內(nèi)向型Task Oriented任務(wù)導(dǎo)向型People Oriented人際導(dǎo)向型WB 40-44Mastery Demonstration 技巧演練WB 46August 2007Leadership Fundamentals指點(diǎn)力根底課程Accelerated Leadership Development Program (ALDP)強(qiáng)化指點(diǎn)力開(kāi)展課程ALDPActivity: Gang up on them!活動(dòng)：結(jié)合起來(lái)！Why Are We Here? 目的

60、Differentiate Management and Leadership 區(qū)分管理與指點(diǎn)的差別Gain critical knowledge and self-awareness to be a successful leader獲得成為勝利指點(diǎn)者的重要知識(shí)和自我認(rèn)識(shí)Adapt style preferences to be more effective 調(diào)整風(fēng)格偏好，提高效果Apply appropriate leadership behaviours in different situations to be more effective根據(jù)不同情況運(yùn)用適當(dāng)?shù)闹更c(diǎn)行為，提高效果Act