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    明星经理人培养项目(2天面授+1次辅导)

     文章来源:石顿企管 时间:2020-01-16 17:02
    分享到:
    明星经理人培养项目(2天面授+1次辅导)
    管理者并非天生,你也可以成为STAR!
    课程时间:2020年3月19-21日/苏州
    课程费用:4980元/人(含教材,午餐及茶点)
     
    谁来参加?                                                                                                                                         
    * 刚升任3个月到1年的一线经理和团队领导                                                                                          
    * 没有系统地学习过领导力技巧的有1~3年管理经验的经理或主管                                                              
    * 有意愿系统性学习管理技能的经理和管理者                                                                                          
                                                                                                                                                               
    课程安排                                                                                                                                               
    * 6天(课上)加辅导跟进;总项目时间为6个月                                                                                     
                                                                                                                                                               
    有何收获?                                                                                                                                         
    * 在管理工作中厘清思路,确定角色与职责                                                                                              
    * 建立管理常规来提升自己的管理能力                                                                                                   
    * 组建团队方法、人员的选配、有效激励与下属培育的技巧                                                                       
    * 高效会议                                                                                                                                         
    * 团队文化的建设                                                                                                                              
    * 目标与绩效管理                                                                                                                              
    * 团队业务管理的办法                                                                                                                         
    * 问题分析与解决以及工作流程优化方法                                                                                               
    * 学会持续提升自己与团队的综合能力                                                                                                   
                                                                                                                                                               
    为何参加?                                                                                                                                         
    * 作为管理者,还是亲力亲为,累的要死要活                                                                                          
    * 希望提高自己的管理能力、成为高效管理者                                                                                          
    * 带领团队完成绩效的乘法                                                                                                                  
    * 互动多、练习多                                                                                                                              
    * 贴近业务的案例,还有跟进辅导等着你!                                                                                              
                                                                                                                                                               
    课程大纲                                                                                                                                               
    阶段一:找到感觉                                                                                                                              
    DAY1&2                                                                                                                                               
    第一??椋阂幌呔淼墓芾斫巧攵ㄎ?nbsp;                                                                                                  
    * 公司对一线经理的期望                                                                                                                      
    * 成为一线经理对职业生涯的意义                                                                                                          
    * 小组讨论:高效领导者VS 低效领导者                                                                                                
    * 一线经理的三大职责                                                                                                                         
    * 从个人贡献者转变成管理者的三个核心                                                                                               
    第二??椋阂幌呔淼氖奔涔芾?nbsp;                                                                                                            
    * 一线员工与一线经理的时间管理的区别                                                                                               
    * 漫游挂图:在管理工作中,什么是重要的事?                                                                                       
    * 案例分析:小T的一天                                                                                                                      
    * 学员自检:我的时间都到哪去了?                                                                                                      
    * 时间分析法                                                                                                                                     
    * 四象限法,你真的用对了么?                                                                                                             
    * 聚焦的力量                                                                                                                                     
    * 价值2.5万的时间管理方法                                                                                                                
    * 如何用笔记本提升工作效率?                                                                                                             
    第三??椋汗芾沓9?nbsp;                                                                                                                          
    * 什么是管理常规?                                                                                                                           
    * 小组讨论:认识管理常规                                                                                                                  
    * 管理常规最大的挑战                                                                                                                         
    第四??椋耗勘旯芾?nbsp;                                                                                                                          
    * 学员互动:先有目标还是先有工作?                                                                                                   
    * 团队绩效四维度                                                                                                                              
    * SMART原则                                                                                                                                    
    * 小组讨论:目标分不下去,怎么办?                                                                                                   
    * 案例研讨:为什么要制定清晰的目标?                                                                                               
    * 根据团队目标制定达成策略                                                                                                               
    * 目标分解法                                                                                                                                     
    * 策略筛选法                                                                                                                                     
    * 从策略到个人计划                                                                                                                           
    第五??椋阂幌呔碚腥说募父鑫侍?nbsp;                                                                                                     
    * 问题一:什么使得团队的绩效不同?                                                                                                   
    * 问题二:人不够用,怎么办?                                                                                                             
    * 问题三:我的团队需要什么样的人?                                                                                                   
    * 招人的三大标准                                                                                                                              
    * 问题四:面试是双向选择                                                                                                                  
    * 集体面试法                                                                                                                                     
    * 问题五:千挑万选刚入职怎么又要走?                                                                                               
    * 活动:建立三人小组                                                                                                                         
                                                                                                                                                               
    阶段二:突破难点                                                                                                                              
    DAY3&4                                                                                                                                               
    第一??椋阂陨碜髟?nbsp;                                                                                                                          
    * 名人故事:甘地戒糖                                                                                                                         
    * 案例分析:为什么下属不按章办事?                                                                                                   
    * 怎样做到以身作则?                                                                                                                         
    * 了解自己的行为对他人的影响                                                                                                             
    * 言行一致                                                                                                                                         
    * 行言一致                                                                                                                                         
    * 时间精力分配                                                                                                                                  
    第二??椋毫私庀肿?共同计划                                                                                                             
    * 活动:达成业务目标时,你遇到哪些困难?                                                                                          
    * 小组讨论:从关注圈到影响圈                                                                                                             
    * 管理业务四步法                                                                                                                              
    * 管理从计划开始                                                                                                                              
    * 小组讨论:小明的新工作VS英俊的苦恼                                                                                             
    * 信任方程式                                                                                                                                     
    * 提升信誉度                                                                                                                                     
    * 加强可靠性                                                                                                                                     
    * 增强亲近程度                                                                                                                                  
    * 降低自我取向                                                                                                                                  
                                                                                                                                                               
    第三??椋捍煜率?创造绩效                                                                                                             
    * 业务能力提升对业务管理的影响                                                                                                          
    * 名人故事:终生学习                                                                                                                         
    * 倾听下属的声音:TA希望你做什么从而帮助TA完成业务目标?                                                              
    * 从团队需求:找到瓶颈,扫除障碍                                                                                                      
    * 从公司需求:跟随战略,预先提升                                                                                                      
    * 从市场需求:成功领导者的八项核心能力之业务前瞻性                                                                           
    * 活动:制定个人发展计划                                                                                                                  
    * 带教新人                                                                                                                                         
    * 不会带人,你就自己干到死!                                                                                                             
    * 带教新人四步法                                                                                                                              
    * 情景模拟:你会怎么教?                                                                                                                  
    * 激励员工                                                                                                                                         
    * 人类基本需求2.0                                                                                                                            
    * 学员分享:印象最深刻的激励故事                                                                                                      
    * 案例分析:西南航空的案例给你什么启示?                                                                                          
    * 激励的7种方法                                                                                                                              
    * 绩效面谈                                                                                                                                         
    * 案例研讨:绩效面谈有哪些问题?                                                                                                      
    * 头脑风暴:绩效面谈的步骤                                                                                                               
                                                                                                                                                               
    第四??椋汗刈⒐?确保结果                                                                                                             
    * 案例分析:检查的是过程还是结果?                                                                                                   
    * 根据KPI检查进度,适时调整计划                                                                                                      
    * 提供反馈更好的达成目标                                                                                                                  
    * "情行影"反馈模型                                                                                                                            
    * 正面反馈和建设性反馈                                                                                                                      
    * 学员现场练习:"情行影"反馈                                                                                                              
    * 反馈6个注意要点                                                                                                                           
    第五??椋焊磁套芙?不断提升                                                                                                             
    * 案例分析:联想进步的大秘诀                                                                                                             
    * 为什么要复盘?                                                                                                                              
    * 复盘的好处                                                                                                                                     
    * 案例研讨:提炼复盘四步法                                                                                                               
    第六??椋夯嵋楣芾?nbsp;                                                                                                                          
    * 高效会议之组织会议                                                                                                                         
    * 会前准备                                                                                                                                         
    * 要开会VS不要开会                                                                                                                         
    * 开会的目的和目标                                                                                                                           
    * 谁该参加这次会议-8/18/1800法则                                                                                                     
    * 两个工具:会前策划清单和会议议程                                                                                                   
    * 按部就班                                                                                                                                         
    * 5种会议和5个角色                                                                                                                         
    * 小组讨论:如何开好不同类型的会议?                                                                                               
    * 5个角色及其职责                                                                                                                            
    * 延时的预防及处理                                                                                                                           
    * 大家参与                                                                                                                                         
    * 共识、行动                                                                                                                                     
    * 如何写好会议纪要                                                                                                                           
    * 落实跟进                                                                                                                                         
    * 高效会议之参与会议                                                                                                                         
    * 领导对参与者的期望                                                                                                                         
    * 提前准备 体现价值                                                                                                                           
    * 参与会议的黄金法则                                                                                                                         
    阶段三:共攀高峰                                                                                                                              
    DAY5&6                                                                                                                                               
    第一??椋呵樾鞴芾?nbsp;                                                                                                                          
    * 案例分析:这个篓子有多大?                                                                                                             
    * 你的情绪会产生什么样的影响?                                                                                                          
    * 发现你的情绪按钮                                                                                                                           
    * 穿越情绪按钮--情绪管理的ABCDE法                                                                                                 
    * 小组研讨:下属挑战我时,我是什么样子?                                                                                          
    * 案例分析:从情绪到解决问题                                                                                                             
    * 从被情绪控制到掌控情绪                                                                                                                  
    第二??椋航塘肥礁ǖ?nbsp;                                                                                                                        
    * 回顾"情行影"反馈                                                                                                                           
    * 绩效反馈的八要八不要                                                                                                                      
    * 什么是教练式辅导?                                                                                                                         
    * 辅导≠解决问题                                                                                                                               
    * 教练式辅导有什么好处?                                                                                                                  
    * 什么时候不适合辅导?                                                                                                                      
    * GROW模型                                                                                                                                     
    * 辅导的能力和技巧                                                                                                                           
    * 积极聆听                                                                                                                                         
    * 提问                                                                                                                                                   
    * 适时提建议                                                                                                                                     
    * 鼓励执行                                                                                                                                         
    * 管理辅导的流程                                                                                                                              
    * 大型练习:辅导角色扮演                                                                                                                  
    * 观看视频 分析要点                                                                                                                           
    * 分组练习 辅助工具--观察员的检查清单和纪律表                                                                                  
    * 练习回顾                                                                                                                                         
    第三??椋捍蛟旄呒ㄐ哦游幕?nbsp;                                                                                                            
    * 团队文化的作用                                                                                                                              
    * 心理学案例分享:猴子与团队文化                                                                                                      
    * 团队绩效的影响因素                                                                                                                         
    * 案例:华为文化                                                                                                                              
    * 高绩效团队文化                                                                                                                              
    * 高绩效经理的分享                                                                                                                           
    * 小组讨论:高绩效文化的特征                                                                                                             
    * 练习:规划自己团队的文化                                                                                                               
    * 团队文化的建立                                                                                                                              
    * 用行为将文化落地                                                                                                                           
    * 建立文化的案例分享                                                                                                                         
    第四??椋嚎绮棵判饔牍低?nbsp;                                                                                                              
    * 跨部门协作为什么这么难?                                                                                                               
    * 心智模式                                                                                                                                         
    * 旅鼠效应                                                                                                                                         
    * 角色哈哈镜                                                                                                                                     
    * 部门间难协作的原因分析                                                                                                                  
    * 部门间的沟通与合作                                                                                                                         
    * 发现、确认共同的目标                                                                                                                      
    * 建立相互间的信任                                                                                                                           
    * 提高跨部门沟通效果                                                                                                                         
    * 常见的沟通错误                                                                                                                              
    * 从观察到的事件到沟通                                                                                                                      
    * 认识清楚诱发事件和自己的结论                                                                                                          
    * 如何减小自己的认识偏差                                                                                                                  
    --自我反思,自我批驳,检查自我对话:左半页法则                                                                                  
    * 探询对方的看法                                                                                                                              
    * 分享你的看法                                                                                                                                  
    * 协作会谈                                                                                                                                         
    第五??椋汗ぷ髁鞒逃呕牟椒?nbsp;                                                                                                            
    * 流程是个什么鬼?                                                                                                                           
    * 流程优化的好处                                                                                                                              
    * 什么时候需要流程优化                                                                                                                      
    * 流程优化四步骤                                                                                                                              
    * 分解工作                                                                                                                                         
    * 提问细节5W1H                                                                                                                              
    * 开发新方法                                                                                                                                     
    * 应用新方法                                                                                                                                     
    * 流程优化的四个原则--ECRS                                                                                                              
    * 应用练习                                                                                                                                         
                                                                                                                                                               
                                                                                                                                                               
    跟进辅导流程                                                                                                                                     
    * 课前辅导                                                                                                                                         
    针对学员上级的免费线上课程,集中线上辅导,介绍学习内容和学习过程以及上司的角色和作用,帮助学员上级完成对学员的辅导跟进。                                                                                                                                                
    * 在岗辅导                                                                                                                                         
    1. 学员通过完成每个阶段的课后作业,发现从"知"到"行"的问题                                                                  
    2. 辅导学员上级跟进辅导:                                                                                                                 
    * 知悉阶段学习内容;                                                                                                                         
    * 理解课后作业要求;                                                                                                                         
    * 传授跟进辅导要点                                                                                                                           
    3. 学员上级在工作中对学员进行辅导,实现知识与实践相结合,促使行为改变                                              
    4. 学员上交课后作业,讲师或顾问进行评审和指导。                                                                                 
                                                                                                                                                               
    明星经理人讲师团构成                                                                                                                         
    * 讲师多元构成,优势互补;                                                                                                               
    * 10年以上管理经验,3年以上培训经验                                                                                                
                                                                                                                                                               
    明星经理人部分讲师                                                                                                                             
    李仁根  Ph.D.  专家讲师                                                                                                                          
    曾任职可口可乐公司20年,任全球领导力发展总监,全球供应商多元化经理、创办"可口可乐大学"(中国)等。早年获得最早提出ADDIE模型的美国佛罗里达州立大学哲学博士(教学系统)。                                                          
    蒋芸  心理学硕士,全职讲师                                                                                                                
    曾任世界500强企业知名企业华北区区域经理、大区经理,培训经理、高级内训师等职务,同时具备近十年的企业内训和咨询经验,为华东各行业公司进行过培训和顾问咨询,其中包括零售行业、医药行业、传媒、银行、制造业等。   
    金女士  工学学士,资深讲师                                                                                                                 
    前可口可乐大学学习与发展经理,20年的培训管理、开发、授课的经验。专注于领导力发展,客户涵盖了不同的行业,包括快消业、零售业、制造业等 。早年上海交大毕业后曾任教于高校,后加入可口可乐经过严格的系统训练转型为企业培训从业者。                                                                                                                                                          
    Steven先生 MBA,资深讲师                                                                                                                
    现任某上市公司企业大学副校长,曾任欧姆龙大区经理,西门子销售经理。懂业务懂专业的HR实战专家,近年在学习发展体系建设与学习项目设计上收获颇丰。                                                                                                         
                                                                                                                                                               
                                                                                                                                                               
                                                                                                                                                               
     
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