情境领导力Chinese

Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,Click to edit Master title style, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,欢迎参加,情境领导,II,Ken Blanchard,Patricia Zigarmi,Drea Zigarmi, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item #14363 V022803,San Diego,760 489-5005/800 728-6000 ,London,44 208 540 5404 ,Toronto,905 568-2678/800 665-5023, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,让我们相互认识！, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,我对这次学习的期望？,规则？, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,让我记忆深刻的一次,领导（被领导）经历,PW I-2, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,情境领导,II,的目标,1,.,打开沟通渠道,更加频繁、有效地与同事开展关于工作成效和发展的对话,2.,帮助他人发展工作能力和工作意愿,3.,指导他人如何为自己寻找方向和支持,4.,尊重差异,I2, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,领导,行为自我分析,LBA II,I3, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,情境领导者的核心技能,诊断,分辨四个发展阶段的特点和需求,确定员工需要指导还是支持,14, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,情境领导者的核心技能,灵活性,灵活使用,14,种指导型和支持型领导行为,因人而异地运用,4,种领导型态,在员工能力或意愿变化时适时调整领导型态,被视为既灵活又有效,15, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,情境领导者的核心技能,建立伙伴关系,自如使用情境领导,II,的常用词汇,有能力建立伙伴关系,娴熟运用,“,一对一,”,对话技巧,就员工发展阶段达成共识,用,“,教练,”,方式来实施达标纲要,16, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,领导的环境,小组讨论,16,PW1-2, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,第一节：未来, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,tape,录影带,未 来,PW1-2, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,河流的启示（,1-3,）,PW1-3,总是运动和变化的,明确的目标,有价值观（河堤）的约束,保持灵活性,因势利导,鼓励多样性,是一个系统，要意识到每个人之间的联系,要处理好行动和思考的时间,允许资源的合理流动, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,情境领导实践,谁？,什么？,PW 1-5, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,第二节：,信念与基石, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,领导,领导是一个影响过程。当你担任领导时，你与他人协作，帮助他们实现他们的个人目标和组织目标。,21, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,成功的领导和有效的领导,成功的,行为,绩效,结果,有效的,态度,意愿,情感,22, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,成功的领导,23,影响,成功的,不成功的,+,行为,+,绩效,+,结果,-,行为,-,绩效,-,结果, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,成功的领导和有效的领导,24,影响,成功的,+,行为,+,绩效,+,结果,不成功的,-,行为,-,绩效,-,结果,有效的,+,态度,+,意愿,+,情感,无效的,-,态度,-,意愿,-,情感,成功并有效的领导者终将获得部属积极的行为、态度、工作绩效和结果,最佳的,能干的,有待提高的, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,作为领导，重要的不是你在场时发生了什么；,25,而是你不在场时发生了什么,!, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,领导型态,他人认定你所长期使用的行为模式,。,2-6, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,信念与基石,人们能够并且希望发展,领导是一种伙伴关系,人们渴望参与和沟通,27, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,情境领导,II,不是你,对,员工做什么；而是你,和,员工一起做什么！,28, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,情境领导的三项技能,诊断,评估他人的发展需求,灵活性,自如地运用多种领导型态的能力,建立伙伴关系,与部属就他们所需要的领导型态达成共识,29, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,不同,的人，,不同,的方法,;,同样,的人，目标或任务,不同，,方式也应,不同,。,210, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,情境变量,目标或工作变量,组织变量,领导变量,个人发展阶段,211, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,情境领导,II,的研究,当领导者成为情境领导时，与他们共事的员工和同事,认为他、她的领导办事能力强,认为他、她的领导适应变化并且乐于接受新思想与革新,认为他、她的领导关心他们的成长与发展,觉得企业中压抑感少,感到更有权能,士气高涨,212, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,效果研究结果,更强有力的领导,更好地确定目标、观察并督导工作绩效、提供反馈、协助解决问题并褒奖优秀的领导,提高的员工满意度,降低人员流失,提高顾客满意度,销售增长,利润增长,213, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,第三节：诊断, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,诊断,愿意并有能力根据情境来评估员工的发展需求，进而根据目标或任务决定使用恰当的领导型态,31, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,每个人想象你在这一阶段时的学习经验，不用分享你的故事，只要列出在这一阶段的特征和描述语。,小组讨论：, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,发展阶段,工作能力,工作意愿,32, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,工作能力,指个人在完成某一目标或任务所表现的与任务相关的知识和技能,可转移的知识和技能,“,通用,”,技能，与许多目标和任务相关并可以运用于多种情景,33, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,工作意愿,积极性,个人对目标和任务的兴趣和热情,信心,个人感觉能够在其领导没有提供很多帮助的情况下实现一个目标或任务的自信程度,34, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,四个发展阶段,D1,工作能力弱，工作意愿高,D2,工作能力弱至一般，工作意愿低,D3,工作能力中等至强，工作意愿不定,D4,工作能力强，工作意愿高,35, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,小组讨论,每个人想象你在这一阶段时,的需求是什么？,318, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,发展阶段,1,36, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,关于企业目标或任务的信息,“,在这里办事,”,不成文、约定俗成的规定,按部就班地学习新技能的过程,实际操作培训：看演示、听讲解,他人如何完成目标或任务的具体事例,实践的机会,工作结果时常得到反馈,解决问题的方法,38,D1,的需求, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,D1,的需求,工作热情和可转移的知识和技能需得到肯定,明确的目标和角色,“,做得好的工作,”,是什么样子，其标准是什么,时间界限,优先顺序,知道关于工作绩效的数据是如何收集的并给哪些人看,行动计划,关于,“,如何,”,、,“,何时,”,以及,“,与谁,”,的具体说明,范围和界限,37, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,发展阶段,2,39, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,D2,的需求,明确的目标,远景,频繁的反馈,有进步时得到表扬,有机会讨论关切的事宜并交流感受,帮助分析成功与失败,;,保证允许人犯错误,解释目标或任务为何重要和,“,如何,”,做,310, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,鼓励,给予建议并指出随后的步骤和选择的方案,参与并影响制定决策和解决问题,获得指导，从而取得发展并加强技能,311,D2,的需求, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,憧憬幻灭的原因,这任务比我原来想象的要难,没人赏识我付出的努力,我没得到改进工作所需要的帮助,我学得越多，越意识到我需要学习,这个工作枯燥无味,目标相互冲突，轻重缓急不明确,我本来就不想做这个工作,312, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,发展阶段,3,313, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,D3,的需求,平易近人的良师或教练,尝试新想法的机会,有机会表达顾虑和交流感受,得到支持和鼓励，去发展独立自主解决问题的技能,314, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,帮助客观地评估经验与技能，以建立起信心,表扬和肯定高水平的工作能力和工作绩效,排除实现目标的障碍,协助启动工作，以避免拖延,315,D3,的需求, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,发展阶段,4,316, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,D4,的需求,变化与挑战,一位良师型或同事型的领导者，而不是老板型的领导者,贡献得到认可和表彰,自主权,受尊重和信赖,与他人分享知识与技能的机会,317, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,四种发展阶段中的能力与意愿,D 1,D 2,D 3,D 4,意,愿,能,力,不知,知,会,巧,熟, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,四个发展阶段,D1,热情的初学者,D2,憧憬幻灭的学习者,D3,能干但谨慎的执行者,D4,独立自主的完成者,318, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,发展阶段特点描述,D3,自我责备,谨慎,疑惑,有能力,有所贡献,缺乏安全感,试探性无把握,厌倦冷漠,D4,有理由的自信,工作能力持续强,受到启迪启迪他人,内行,自立自发,富有自信,精通熟练,独立自主自我指导,D2,难以应付,困惑,丧失动力,沮丧,烦恼,憧憬幻灭,气馁,偶见的工作能力,D1,满怀希望,缺乏经验,好奇,新手缺乏技能,乐观,兴奋,渴望,热情,319, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,诊断的五个关键问题,具体的目标或任务是什么,?,该员工可转移的技能如何,?,该员工与目标,/,任务相关的知识和技能如何,?,该员工的积极性、兴趣、热情如何,?,该员工的自信心和对自己能力的把握如何,?,320, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,诊断发展阶段的模型,决策点,决策点,PW 3-15, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,第四节：灵活性, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,灵活性,得心应手地运用不同领导型态的能力,41, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,写出你所想到的领导行为,41, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,指导行为,指导行为就是领导者,设定目标，说明期望,告诉员工要做什么，何时做以及怎么做,密切督导和评估员工的工作绩效,42, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,指导行为,建立结构,组织,教导,督导,评估,43, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,支持行为就是领导者,尽量采取双向沟通,倾听、提供支持和鼓励,让员工参与决策,鼓励并促成员工共独立自主地解决问题,支持行为,44, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,征询（看法）,倾听,促成（解决问题）,解释（为什么）,鼓励,支持行为,PW 4-4, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,领导型态,四种领导型态, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,S1,领导型态,46, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,S1,特点描述,界定,计划排定优先顺序,熟悉环境,教导示范,检查监督,提供反馈, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,47,S2,领导型态, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,S2,特点描述,探索询问,解说阐明,修正,分享反馈,鼓励,赞扬, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,48,S3,领导型态, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,S3,特点描述,询问倾听,消除顾虑,协助独立自主地解决问题,合作,鼓励反馈,感激, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,49,S4,领导型态, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,S4,特点描述,允许信任,确认,授权,肯定,感谢,挑战, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,四种领导型态,410,劝告,教练, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,领导型态特点描述,S3,询问倾听,消除顾虑,协助独立自主地解决问题,合作,鼓励反馈,感激,S4,允许信任,确认,授权,肯定,感谢,挑战,S2,探索询问,解说阐明,修正,分享反馈,鼓励,赞扬,S1,界定,计划排定优先顺序,熟悉环境,教导示范,检查监督,提供反馈,411, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,领导者行为,在四种领导型态中，领导者都要,明确所期望的结果并设定目标,观察和监督绩效,给与反馈,412, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,S2,与,S1,之间的区别,更多的支持，鼓励，双向沟通；让员工有更多的机会参与制定决策和解决问题,更多的解释而不是界定,更多的澄清而不是告知,更多的关注,为什么,要做，而不仅是做,什么,及,怎样,做,PW 4-19, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,S3,与,S2,之间的区别,员工主动规划如何做；更多的自我指导,领导倾听并确认部属明白要做什么,领导倾听并了解员工打算用什么方法去达成目标，以便在需要的时候提供帮助和资源,领导更多的是询问而不是告知,在制定决策和解决问题的过程中，领导更多的像一个同事而不是上司,414, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,S4,与,S3,之间的区别,员工自我指导和自我支持,领导和员工之间互动相对较少,员工有更多的自主权来设定目标、制定行动计划、执行、收集并分享关于业绩的信息,领导较少地关注日常情况，而更多地关注未来发展,415, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,SLII,培训之前,54%,的经理倾向于只使用一种型态,1%,的经理能使用全部四种型态, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,领导者行为灵活性评估, 2000 The Ken Blanchard Companies Do not duplicate Item# 13492 V111000,I,82,Scoring your LBAII,-Self Assessment: Flexibility, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,Style Flexibility,2,3,10,5,3,2,5,0,10,20, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,2,3,10,5,3,2,5,0,10,20,5,10,2,3,Style Flexibility, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,Style Effectiveness,2,5,5,8,2,5,15,32,54, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,Style Diagnosis Matrix,2,5,5,8,2,5,15,32,54,2,4,1,0, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,型态矩阵,PW 4-20, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,第五节：配合, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,SLII,模型,51,劝告,教练, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,领导者行为有效性评估, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,型态效率,52, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,型态诊断矩阵,53, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,家庭作业,第一天结束, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,早上好！, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,SLII,会话开场白, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,领导者有三种选择,督导适当,督导过度,督导不足,54, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,督导过度会给员工的情绪造成什么影响？,对工作会造成什么后果？督导不足会给员工的情绪造成什么影响？对工作会造成什么后果？,PW 5-4, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,tape,录影带,配合, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,督导过度时员工的反应,参与的意愿降低,受挫感,产生怨气,主动性降低,独立工作的意愿低, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,任务无法完成,迷惑不解,产生怨气,没有主动性,能干就干，不能干就走,Fight-or-flight reaction,工作效率低,督导不足时员工的反应, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,如何解决督导过度和督导不足？,-,承认问题,-,和员工交流和讨论对指导和支持的需求,-,与员工就你以后的行为达成共识, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,角色扮演,（,5-75-21,）,1.,四个领导,2.,四个员工,3.,每次三分钟,4.,共扮演四次,D,D,D,D,S,S,S,S, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,S1,用于发展阶段,D1,55, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,S2,用于发展阶段,D2,56, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,S3,用于发展阶段,D3,57, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,S4,用于发展阶段,D4,58, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,360,度,LBAII,分析, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,Lunch!, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,61,发展循环, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,发展员工能力和意愿的,6,个步骤,告诉部属做什么,演示给他,/,她看,给他尝试的机会,密切观察其表现,当有进步时给予表扬，发生错误时重新指导,当员工的工作能力或工作意愿随着时间的推移发生变化时，要调整领导型态,62, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,诊断的五个关键问题,具体的目标或任务是什么,?,该员工可转移的技能如何,?,该员工与目标,/,任务相关的知识和技能如何,?,该员工的积极性、兴趣和热情如何,?,该员工的自信心和对自己能力的把握如何,?,63, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,tape,录影带,鲍勃,PW 6-21, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,Bob Knowlton Story,鲍勃,诺顿的故事,Kathryn Gray,部门经理，鲍博,诺顿的直接领导,Bob Knowlton,项目经理，负责香港项目小组,Elliot Haywood,系统工程师，技术高手,Jim Potter,项目经理，鲍博,诺顿的朋友,Dave Peters, Emiko Karetani, Steve Marsden,Tom Smith,香港项目小组成员,Ed Farell, Dr. Mary Blair,芝加哥总部官员, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,Bob,的故事,哪里出了问题？,作为团队的领导者，,Bob,在,Elliot,来之前处于那个发展阶段？,Elliot,来了之后呢？,Elliot,加入,Bob,小组之后，,Bob,需要从,Kathryn,那里得到何种领导型态？,Bob,对于他的小组使用了何种领导型态？,Elliot,在他的工作岗位上是处于哪个发展阶段？,Bob,对于,Elliot,使用了那种领导型态？,在,Kathryn,、,Bob,和,Elliot,的心中，什么对于他们最重要？, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,退化循环,PW 6-24, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,针对退化循环的四个步骤,1.,先做准备工作。用,S3,来考察发生了什么。,2.,如果需要，用,S2,来重新设定目标并重新,给与指导。,3.,花更多的时间观察和督导员工的工作绩效并,给与反馈。,4.,有必要的话，向员工指出绩效差的后果,65, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,“,一对一,”,的目的,提供一个框架，,以打开沟通渠道和监督工作表现。,“,一对一,”,是关注员工的日常工作，,简短并定期举行的会议。,66, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,“,一对一,”,准则,简短,15-30,分钟,经常,至少每两周一次,重点放在员工想谈的问题,事先约定时间,优先考虑,如果会议因故推迟，必须尽快重新约定时间。,67, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,第六节：建立伙伴关系, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,建立伙伴关系,与他人关于他们达到个人和企业目标而,需要你提供的领导型态达成共识。,71, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,建立伙伴关系的步骤,准备工作,教授,SLII,模型,.,确定总体目标,72, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,建立伙伴关系的步骤,1.,就目标达成一致,73,2.,就发展阶段的诊断达成一致,3,.,就目前和将来的领导型态达成一致,4.,就领导行为达成一致,5,.,就如何保持联系以及联系的频繁程度达成一致, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,发展阶段诊断分支图,74, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,Whats,SMART Goal, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,演练,“,建立伙伴关系,”,SMART,75,设定一个,SMART,目标，和你的员工共同完成,:,S,具体任务是什么,?,每个员工的职责和对应的发展阶段是什么？,M,衡量目标是否达成的标准是什么？,A,为实现目标，还需哪些资源？,R,与我们哪个组织目标相联系？,T,多久能完成？（不要超过三个月,）, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,演练,(30,分钟,):,领导,先向团队成员概述现实的情境,(2,分钟,),分享你建立伙伴关系的步骤,(5,分钟,),观察员,利用,“,会谈清单,”,给出反馈,(3,分钟,),目标是否符合,SMART,原则，为什么？是否遵循了建立伙伴关系的,5,个步骤，如何改进？,角色互换（共三轮）,演练,“,建立伙伴关系,”,76, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,计划行动,思而不学则惘,学而不思则殆, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,思考你的学习,想法、领悟、意图,教材,8-2,一句话分享, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,第七节：行动计划, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,和你的直线经理共同设定一个,SMART,目标。,双方确认后，于,1,月,13,日前交给,Margaret,。,通过与你的员工建立伙伴关系，实现目标。,定期跟踪。（,Follow-up workshop),行动要求, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,跟进、反思、教练（培训后,2,月）,1,、为每一个与你共事的部属订立目标,2,、,“,一对一,”,会谈,3,、征集并分享,SL II,成功故事,4,、分析、解决在使用,SL II,技能过程中出现的问题,5,、颁发结业证书, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,SLII,工具包,教授,SLII,模型,教导他人,资料,彩色模型图,发展阶段特征卡,彩色识别卡, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,SLII,工具包,“,一对一,”,会谈,关系议定表,“,一对一,”,会谈表,会话开场白,达标指导行动计划的说明和样本,发展阶段特征卡,彩色模型图,学员手册附件, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,Next,编写问卷题,阅读相关文章 （,Reena will send to you later ),准备好随后,6,周与,Facilitator,的会谈：,-,wk24, wk26, wk28,review the knowledge,follow up the CASE, 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803,2010,年,10,月？日,9:00,互相分享：,教授他人,SLII,模型的心得体会,现实生活中使用,SLII,的成功经验,分享与他人发展谈话的经历和收获,在实践过程中遇到的障碍和挑战,一分钟经理人,阅读心得,颁发证书,Follow-up Workshop,Direction,Trust,Motivation,Enroll, Enable, Empower,