分析案例講稿02 cn ldl kit workshop guide

在您所在的公司中，您是一位者/教師。您已經(jīng)參加過“者發(fā)展者”來研討會，學(xué)習(xí)如何扮演一名教師的角色。這個小冊子提供了您在即將召開的研討會上將要的信息。您可以根實際情況來調(diào)整，以便更符合實際情況地您的所學(xué)。因此，您需要認(rèn)真計劃、三思卓越者的特點之一是愿意積極主動地將自己所學(xué)到的知識傳授于他人。作為一位/教師，您應(yīng)該進一步發(fā)展個人力以及發(fā)展身邊人的能力，使他們得到成長。作為公司的FromTheCycleofLeadership,byNoelTichy,HarperBusiness,Step1:ntheYouareaLeader/Teacherinyour .YouhavebeenthroughtheLeader/TeacherDevelopmenttohelpyouprepareforyourroleasateacher.Thisbookletprovidesyouwithinformationthatyouwillshareduringyourworkshop.Whileyouwillcommunicateinformationyouhavelearned,theworkshopisanopportunitytotailorandalizeyourmessage.Carefulnningandforethoughtarerequired.Oneofthehallmarksofgreatleadersisthattheyactivelyteachwhattheylearntoothers.Byactingasaleader/teacher,youareabletoextendyouralleadershipanddevelopthosearoundyou.Asaleaderinyour youareexpectedtoconvertyourlearningintoteachingatyourlevel,sothatothersmayfurtherbenefitfromtheinvestment.Asyouteach,activelycreateVirtuousTeachingCyclesinwhichyoulearnaswell.Youwillfindthatthepreparationrequiredforteachingwillimproveyourknowledgeandskills,andtheinctioninyourteachingdialoguewillgeneratenewinsightaswell.FromTheCycleofLeadership,byNoelTichy,HarperBusiness, 短片–教學(xué)需要的輔助資– 幻燈–如何講授GRPI追蹤手冊–在研討會結(jié)束之后如何項目進–接下來，確保您有足夠的空間與設(shè)備。下列將能幫助到您。合適的小組人數(shù)–鑒于這是互動交流環(huán)節(jié)，每次會議與會者的數(shù)量應(yīng)為0人。如果參會人數(shù)小于人，您有可能會完成研討會。 – 舒適的座椅 隔音墻 功能(DVD機或與音頻連接的電腦)鋼筆/Beforestarting,ensurethatyouhavethefollowingitemsinyourLeader/TeacherClips– clipstouseasyouMaterials–variousmaterialsforuseduringtheWorkshopandOrientationPresentationParticipantGuide–tobeproducedforeachofyourLeadersDeveloLeaders(LDL)CycleforuseinyourOrientationPreparationandOrientationBooklet–gettingreadytoleadyourteamthroughWorkshop–allyouneedtoknowtorunyourworkshop(thisTeamBuildingBooklet–howtoteachGRPIandfacilitateProcess –howtoteachduringorientationmeetingandtheFollow-Upbooklet–howtomonitorprogressaftertheToolsbooklet–varioustoolsthatyoucanuseinyourworkeveryProcessMapWorkbooks yzethecurrentstateandimproveaworkIfanythingismissing,oryouneedadditionalprocessmapworkbooks,pleaseNext,makesurethatyouhavethenecessaryspaceandequipment.Thechecklistbelowwillhelp.Theappropriategroupsize–asthisisin ctive,thetargetednumberofparticipantsis20-30persession.Withgroupsoflessthan15,youmayfinishearlierthanthestatedendtime.CHECKLISTFORFACILITY/LOGISTICSMEETINGROOM Adequatelighting/temperaturecontrols Size(seatsnumberofparticipantscomfortablyatvarioustables—roundtablesarepreferableto encouragein Wallspaceforpostingflipcharts Comfortablechairs Electricaloutletsforanyaudiovisualequipment walls Teambuildingactivityspace Projector,computer,andscreenforpresentationslidescapability(DVDyerorcomputerwithaudioconnection)DuplicatingMealsfitinagendawithpredetermined Nametags/tents(ifyourparticipantsdon’tknoweachMagic 便利貼 會議材料/講義 團隊建設(shè)資料 資料可以幫助您在研討會上教授與強化重要的信息。請?zhí)崆笆煜み@些確保每個者12.者發(fā)展3456馬丁金從馬丁 Materials/handoutsforyoursession TeambuildingmaterialsStep2:PreparePre-Participantsinyourworkshopwillneedtobringtheirversionoftheprocessmaptotheworkshop.PleaseseethePreparationandOrientationBookletforthispre-work.Step3:SettingtheReviewtheagendaprovidedonthefollowingpages.Timesareapproximateandyouwillneedtoadjustthembaseduponyoursituation(i.e.,numberofparticipants,ordistancetocommunityserviceYouhaveclipstoassistyouwithteachingandreincriticalmessagesduringyourReviewtheseinadvancesothatyoucanmakesmoothtransitionsbeforeandaftereach12TeachablePointofDr.NoelElementsofaTeachablePointofViewandtheimportanceofleadersdevelo3ChairmanVisionChairmanDhaninShareTeachablePointofViewfromChairmanVisiontoalignbusinessstrategy4JourneyChairmanDhaninSharingofleadershipjourney56“IHaveaMartinLutherExampleofavisionfromexcerptofLutherKing’shistoric1845分鐘，這個時間不包括在晚餐中人生曲線的時間。者將要與會者指南以討論力發(fā)展的傳記特性-繪制和人生曲我們的業(yè)務(wù)如何去符合董事長愿為團隊工作教授GRPI3選項：與您的團隊一起來人生曲DETAILEDAGENDA–DAYNote:Timecolumnisrunningtime.Day1willlast8hoursand45minutes,whichdoesnotincludetimetosharejourneylinesatdinner.RUNetheWhywe’reHowwewillworkand Thechallengefromour:LeadershipatAllLeadersas inTeachablePointofViewTM inVirtuousTeaching::JourneyDiscussautobiographicalnatureofleadership–drawandsharejourneylines:Flipchartonwalls,Ideas:From–RelateyourbusinesstoChairmanDhannin’s ideasforHowourbusinessOverview Defineandoperationalizevaluesforyour:EmotionalEnergy–TeamTeachGRPIasmodelforteamComplete3teambuildingTeambuildingEdge–IntroduceEdgeandPerformance/ValuesIndividualPairDinnerwithjourneylinesorOption:BringyourteamtogetheroverdinnertosharejourneylinesNoteonMaterials:Materialsreferstoanyitemsotherthanslidesthatmaybeneededtoteachacomponentoftheworkshop.2路團隊成員各自的愿將您的可傳授觀點組成貫的故事主為做準(zhǔn)給寫–DETAILEDAGENDA–DAYRUNReflectonlearningfromday nationofhowtheteamwillputtheTPOVintoactionthroughyourprojecttodeliverresultsCreatethevisionforyourteam’sSharethevisionfor andTeammemberswrite al:Visioning(TeammemberssharetheirvisionsinProject-CurrentProcess Flipchartpaper,tape,post-itProject- Understandtechnical,politicalandculturalDevelop ProjectmeasurementProject–SuccessAligntheteamaroundsuccess esandntoachievePutyourTPOVtogetherinacoherentDeliveryandSeniorLeaderPreparationforQ&ALettertoStep4:InviteInviteparticipantstoyourWorkshop.Reminder:theoptimalgroupsizeis20.Ifyouhavefewerpeople,thetimeswillbeadjusteddownward.Ifyouhavemorepeople,adjusttimesupward.Theumnumberofparticipantsisapproximay30–ifyougooverthisnumber,thegroupwillbetoolargetomanageeffectively.包括后勤在內(nèi)的研討會各項工作是您（者/教師）的責(zé)任。通常們會委托給他人來做參會者指南，包括在您工作包里，需要給您的每一位參會者。請參閱文檔：CD中的“材料制作說明”在研討會的第二天需要邀請到出席并與您的團隊一起互動。如果您的不能參加，您可能需要聯(lián)絡(luò)其他參加。確保這位了解他/她所扮演的角色，并在會前Step5:DoubleCheckAllaspectsoftheWorkshopareyourresponsibility,includinglogistics.Whileitmaybetemptingtodelegatelogistics,thesearethedetailsthatoftendeterminethesession’ssuccessorfailure.Ensurethatthefollowingelementsarepreparedforyoursession:Roomset-Audio-visualequipment[DVD/monitor(s),computerandprojectorforslides–knowhoweverythingworks]Flipcharts,markersandItisalwaysagoodideatocheckyourequipmentatleast1hourpriortorunningyourStep6:TheParticipantGuide,includedinyourkit,needstobereproducedforeachofyourPleaserefertothefile,“InstructionsforproducingmaterialsfromtheCD”,alsoincludedontheStep7:SeniorLeaderThereistimeonthe2nddayofyourworkshopforyourSeniorLeadertocomeandinctwithyourgroup.InviteyourSeniorLeadertoattend.IfyourSeniorLeaderisunavailableyoumaycontactanotherSeniorLeadertoparticipate.Ensurethattheunderstandshis/herroleandhascontextofyourworkshopbeforeattending.設(shè)備/用于放置電腦，DVD器以及投影儀的子（或者電視柜的設(shè)備午餐（早餐與晚餐為可選項4-5ResponsibilityMatrixforAcquireMeetingChecklistforTableswithchairseachforFlipChartStandsandPads–1pertableand1TableStationforComputer,yback/DVDyerandProjector(orTVTableStationinbackofroomforguests,MaterialsproducedforeachIndividualMaterialsforParticipants–CopyofParticipantGuide,flipchartmarker,penandComputerforPowerPointslides,PresentationslidesfromyourCDDVDfor ConfirmParticipantInvitation&confirmationofTopLeaderforMeals,Snacks&Refreshments–Lunch,(BreakfastandDinneroptional)OrganizeorientationPre-meetingwithfacilityBlankFlipchartSheetsTapedtoWallsJourneyLine4-5blankflipchartstapedtowallsforday2workonprocessmap(perproject)Post-itnotes,maskingTeambuildingmaterialsandfacilitatorsiflarger辯論當(dāng)中。這對您來說是一個新的角色-有別于講一堂課或。下列技巧將能幫助到您：參會者可能會提出各種問題。有時，您可能需要反問團隊，他們是如何想的而不是直–確保所有參會者知道這個研討會是處于一個安全的環(huán)境中。適當(dāng)?shù)目刂颇切┫胍谟懻撝姓局鲗?dǎo)地位與會者，并要求在團隊貢較少的人。請務(wù)必遵循流程！本引導(dǎo)指南是專業(yè)經(jīng)過許多年的經(jīng)驗整理而成。背離流程可能會導(dǎo)致和影學(xué)習(xí)效果。對所有練習(xí)給出明確的指示。每次只給出一個步驟的指示是最合理的。在下一個指令根據(jù)與會者的需求，整個練習(xí)的步伐并做出相應(yīng)的時間調(diào)整。對是否繼續(xù)進行或優(yōu)秀的教師親自體驗所有活動。認(rèn)真活動中結(jié)對伙伴的感受，漫步在房間中聽取幾組交談。選取個有價值的，在最后的評動給大家。教師的工作要求您監(jiān)督研討會的后勤保障，與協(xié)助后勤保障的同事密切配合。請他們再三檢查所有設(shè)備、講義手冊以及其他資料都已經(jīng)準(zhǔn)備完畢。如果在酒店舉辦活動，Yourjobasfacilitatoristointroduceideasandconceptsandthentofacilitateactivities,discussionsanddebateswherelearningoccurs.Thisisanewroleformanyofyou–differentthangivingalectureorspeech.Listedbelowaresometipsthatwillassistyou.Haveyourown“teachablepointofview”onleadershipandbeabletocascadeitUnderstandalloftheprocessandcontentoftheWatchthespriortotheworkshopsothatyouunderstandthecontentandteachingShareyourlifeexperiencesasteachingBeabletoincorporateyourownknowledgeoftheanditsTherewillbequestionsfromtheparticipants.Sometimesyoumayaskthegroupwhattheythink,insteadofanswering.Thiswillstimulatediscussionanddebate.Injectyouralenergyasarolemodelfortheparticipants–theywillgiveyouenergyMaintainrespectandcontroloftheMakesuretheparticipantsknowthatthisworkshopisasafeenvironment.Controlthosewhowanttodominatethediscussions,andcallonthosethathavenotcontributedmuch.Followtheprocess!Thefacilitationguidehasbeenpreparedbyprofessionalswithmanyyearsofexperience.DeviationfromtheprocessmaycauseconfusionandjeopardizeGiveclearinstructionsforexercises.Itissoundpracticetogiveonly1processstepatatime.Allowtheparticipantstocompleteaprocesssteppriortogivinginstructionsforthenextone.MakegoodtransitionsbetweensectionsoftheMonitorthepaceoftheexercisesandadjusttimingaccordingtotheneedsoftheparticipants.MaketheappropriatejudgmentcallstomoveonortoprovideadditionalGoodfacilitatorsarehands-oninallactivities.Listenintoapairastheyareengagedinanactivity.Roamtheroomtolistenintomorethanoneconversation.Youmaypickupsomevaluablecommentsthatcanenhanceyourdebriefoftheactivity.3小時后才到場？如果有人不適當(dāng)?shù)幕蛩枷?0分鐘離開，但實際他離開的更早（2小Yourjobasfacilitatorrequiresyoutooverseethenecessarylogisticsoftheworkshop.Workcloselywithpeopleassignedthetasktohelpyoucoordinatethelogistics.Checkanddoublecheckthatequipment,handouts,andothermaterialsarereadybeforetheyareneeded.Ifataho ,makesureyouhavethecontactinformationforthoseresponsiblefortheworkshopneeds.Bepreparedformany“whatWhatifsomeoneisalwayslatereturningfromWhatifsomeonedisruptstheworkshopbycarryingonsideconversations?Whatifthereisanoddnumberofparticipants,sothatthereisone pairedinsomeoftheactivities?Whatifsomeoneis3hourslateforthestartoftheWhatifsomeoneoffersacommentoranideathatdoesnotmakeWhatifsomeonelsyou20minutesaheadoftimethattheyareleavingearly(say2hoursearly)?WhatiftheTopLeadercannotcomeonday2butcouldcomeonthefirstThisisyourworkshop.Ifyoupreparewell,youwillhavealotoffunand目標(biāo)：一個令人興奮的開幕式以激勵與會者能積極活躍的參與到其中。步驟：回顧整個者發(fā)展者項目的步驟營造氛圍–是一個開放的并使大家覺得舒適的 “者發(fā)展者”是一個關(guān)于文化/加速的項目。這不是個，而是一個過程，它將不斷地促使企業(yè)持續(xù)的。解釋背景 簡單過一遍研討會的內(nèi)容。通過GRPI(目標(biāo)，角色，過程以（議程趣（您可以選擇對或打的人進行罰款處罰，這樣可幻燈片：研討會角色-人際關(guān) 您在參加事業(yè)研討會時所的開幕。（可Intheopening,yousetthestageforwhythegroupistogether,theimportanceoftheireffort,andtheamountofenergyandengagementrequiredbyeveryone.Yourjobistoconveyyourexcitementandalcommitent,andwhattheworkshopisallabout. Excitingopeningthatmotivatespeopletoactivelyparticipatewith ReviewobjectivesfortheProvideoverviewofSetexpectationsanddeliverablesforendofSetclimate–openpeopleupandmakethemfeel Thissampletimechartgivesyouanideaoftiming,SUGGESTEDeWhyWeareThisisaboutculturechange/acceleratingourgrowthandtransformation.Itisnotaone-timeeventbutratheraprocessthatwillcontinuallymovethetowardlastingchange.Exinthebackground–beganwiththeChairman’smeetinginShanghaiinWhattheWorkshop plish–Brieflywalkthroughthecontentoftheslidesprovidedtosetupyourworkshop.TheseslidestakeyouthroughGRPI(Goals,Roles,Process,andInteral),whichisagoodwaytoorganizeanymeetingthatyouSlide:Goals&Slide:ProcessHowWeWillEstablishexpectationsofeveryoneintermsofcandor,respectforothers,beingontime,havingfun,etc.(Youmaychoosetochargepeoplefinesforbeinglate,oronthephone.Itcanhelpyoutomanagethegroup.)Exinthattheyhaveaguidebookletwheretheycanfollowalongandmakenotes.WorkshopTheChallengefromOurSharetheoftheChairmangivinghismessagestoopentheprogramattheShanghaimeetinginMay.Asktheparticipantswhattheyheard.Reinthekeypoints,aswellasaddyourown.:TransitiontoLeadershipatallThereareblankscriptingpagesaftereachteachingsectioninthisbooklet.Theycanbeusedtohelpyouprepareandlocalizeyourmessagetoyourpeople.Scriptyoursessiononthefollowingpage.nyourSUGGESTED 確保了解“理念”–是什么使我們成 回顧公司的理念–公司的未來，業(yè)務(wù)單元以及您所在的領(lǐng)域。讓與會者在組織內(nèi)部定義與成功的理念。 放映TPOV今天的早些時候您繪制了人生曲線–作為一個您是誰。力 –強調(diào)有兩大類。需要著眼于的硬性的問題–財務(wù)，顧客指標(biāo)，運營。也需要關(guān)注軟性的問題–人，參與程度，注意：五月份在舉辦的研討會中，您在“從哪里–到哪里”的2個硬性/圍著桌子走動，從每個人那里都獲取一個硬性方面的問題。將這些問題寫在白板之上）。2面對。如果與會者有錯過了任何一個硬性/軟性的問題，確保您要們，并且告訴與會者為什么他們是重要的。 EnsureunderstandingofIdeas–whatwillmakeusDiscusshowindividualsandtheteamarepartofthe Reviewyour'sideas–thefuturofthe,businssunit,andyourarea.Haveparticipantsidentifyandshareideasforsuccesswithintheirorganization. Thissampletimechartgivesyouanideaoftiming,SUGGESTEDIntroductiontoShowtheTPOVExinthatyouwillfirstfocusonideasaseveryonebuildsaTeachablePointofView.Earlierinthemorningyoudidjourneylines–whatyouareasaleader.Nowyoucanspendtimeonthebusinessissues.Slide:Slide:TheHeartofLeadership–ItStartswithHardandSoftIssuesAskpeopletothinkaboutkeyissuesthattheyarefacinginthebusinessunit.Emphasizethattherearetwobroadcategories.Needtolookathardissues–financials,customermetrics,andoperations.Alsoneedtolookatsoftissues–people,engagement,leadership,Emphasizethatmakingchangerequiresfirstlookingatthingsastheyare,notasyouwishthemtobe.Note:intheShanghaiMayworkshop,youworkedmoreinwiththe“From–To”exercise.Thehardandsoftissuesexerciseisaneasierwaytodiagnosethecurrentstateofthebusiness.Thiswillgiveyouthereasonsforwhyweneedtochange.Slide:HardandSoftIssuesIdentifyAskeveryonetowritedowntop2hard/softPickafacilitatorateachtabletodotheGoaroundthetableandgetahardissuefromeach.Writetheissuesontheflipchart.DothesameforthesoftVoteontoptwoitemsineachFlipchart/markerforeveryReport-outfromthetables.Ifyouhaveaverylargegroup,youmaynothavetimetodothemall.Inthiscase,gethardissuesfromsometablesandsoftissuesfromothers.Acknowledgesthechallenges.Ifyourpeoplehavemissedanyofthehard/softissues,makesurethatyouaddthem,andteachyourpeoplewhytheyareimportant. 的研討會上，董事長了他2015年的愿景，你的接下來，您需要把這個理念植入自己的團隊中。解釋公司中，你所在的領(lǐng)域（你負(fù)責(zé)的地區(qū)）以及符合董事長愿景和戰(zhàn)略方向的目標(biāo)是什么。（如果在研討會中“從哪里來-到哪里去”環(huán)節(jié)與物料可以幫助你解釋，在這個環(huán)節(jié)中用作如何與公司理念相連接”有任何不同的看法–去哪4分鐘反饋工作和回答下列問題要求每對搭檔復(fù)習(xí)各自寫下的問題。如果工作與目標(biāo)不匹配，要求他們?nèi)プ约簩懴碌膯栴}。取而代之的又是什么幻燈片：我的SUGGESTEDOurIdeas/DuringtheShanghaiworkshop,ChairmanDhaninsharedhis2015visionandyourseniorleaderpresentedtheideasforyour.Sharethoseideas,ex iningwherewearetakingtheinthefuture.Next,youwanttobringittothelevelofyourteam.Ex inhowyourarea(whatyoumanage),andyourgoalsfitwiththeChairman’svisionandthestrategicdirectionofyour (IfithelpsyoutousetheFrom-TomaterialsfromtheShanghaiworkshop,dosohere.)Checkforunderstanding–askifanyonehasanyquestionsorhasadifferentonhowyourteam’sworklinkstothestrategicvisionofwherewearegoing.Emphasizethat yanimportantrolehelyourteamachieveitsgoalsthisyear.Remindthethateveryonehasindividualgoals.Exinthatwewillusethisasanopportunitytoalignindividualgoalstothe AligningGoalsGive4minutesforindividualstoreflectontheirworkandanswerthefollowing:WhatareyourHowdotheysupportChairmanDhanin’sHowaretheytiedto ’sideasfortheHavethegroupformAskeachpairtogooverwhateachindividualhaswrittendown.Askthemtochallengewhathasbeenwrittendowniftheworkdoesnotfitwiththebroadervision.Whatworkshouldtheybenginstead?Allow10minutesforthefirstmemberofthepairtopresentandreceivecoaching.Thendothesamewiththesecond.Followingthecoachingdiscussions,answeranyAskanyofyourdirectreportswhoareconcernedthattheirgoalsdonotaligntospeakdirectlywithyoufollowingthissession.Reintheimportanceofeveryonefocusingonthecriticalareasthatwilldrivelong-termbusinessSlide:MyTransitiontoScriptyoursessiononthefollowingnyourSUGGESTED TPOV的第一部分-理念，第二–價值觀指引著人講授 關(guān) 觀用言語和行： Commitmenttothevalues/behaviorsneededtosuccessfullyyourorganization’sgoalsaspartofthe’sIdeas Discussandrefinetheoperationalizationofyourorganization’sUnderstandtheimportanceofvaluestorolemodelleadershipandimplementthebusinessideas/strategy.Haveparticipantsworkwiththevalues–attheir Thissampletimechartgivesyouanideaoftiming,SUGGESTEDIntroducethetopicofTransitionbynotingthatthegroupjustfinishedthefirstpartoftheirTPOV–ideas.Thesecondpartisvalues.Reitethatvaluesguidehowthingsaredoneina.Reitetheneedtoconnectvaluesandideas–valuesguidehowpeoplebehaveastheyattempttoimplementideas.Statethegoal:tointerpretandbetterdefinewhatthevaluesmeaninthecontextofyourorganizationanditsgoals.TeachthevaluesandhowtheyrelatetoyourSharetheonCPGAskthegroupwhattheyheardandreinthekeyNotethattheValueswillbeconsistentacrosseachoftheCPGroupcompaniesbutwillbeoperationalizedlocally.Slide:Values–Speakingwithwordsand:Slide:定義它，說明它的重要性，給出正面的例子，例子以及如何處理任何一個需要處理好的（指的是為了探究一個更次的意圖，持有兩個看似前后的事實–比如，獎勵團隊與個人–兩個都跟您有關(guān)，但仔細(xì)想想似乎不一講授在所學(xué)到的價值觀幻燈片：通用告訴小組成員雖然已經(jīng)定義了的價值觀，但仍有必要為將所有與會者分成6個小組–把六大價值觀方面的作業(yè)5分鐘的時間在工作表單中獨立的寫出他們被分配的–解釋這條價值觀是什么？為什么是重要的？積極與消極行為的表現(xiàn)以及任何需