中层领导力培训 .ppt

孔茨（美国） 过程管理学派 计划组织领导控制 西蒙（美国） 决策管理学派 决策的心理机制 韦伯（德国） 社会管理学派 科层制 * 权利与权威 * Strategy Guide * * 思维导图 * 4－5人为一组 对于非常熟悉的事物，我们的解释和理解却是这样非常的不同，如果将不同的理解转化成行为，也一定是千差万别的。人各自不同，换位思考是教练的核心技术之一。 * HO协议和个人资料讲解重要性 * * 小组练习：完成生活轮 The center of the wheel is 0, and the outer edge of the wheel as 10. Rank your level of satisfaction with each life area by drawing an arc at the number that represents your level of satisfaction. A 0 means you are not satisfied at all with an area right now; A 10 means everything in that area is absolutely perfect for you right now. Write the number that the arc represents. For example, if you are 75% satisfied with your career, draw an arc about 3/4 of the way out from the center of the circle in the Career section of the Wheel, and label it 7.5. * * 帮助他人成功的三个方面，否则与成功之间的鸿沟gaps越来越大 * Game：手指交叉游戏， 行为心理学说：习惯是第二个上帝。行为表现面试法帮助你穿过时空隧道 * 做教材的时候去掉 * 是coach发出的 * 练习:互相夸奖 How to use results in a positive manner when giving feedback? Effective coach provide regular feedback to people with whom they work. They can give both positive and corrective feedback. About 80% of the performance problems that occur in the workplace could be solved with better use of feedback. People do things right at least 80% of time, but rarely is the feedback they get 80% positive. 80/20 Rule Supervisors should try to give 80 % positive feedback to their employees and limit corrective feedback to 20 % if employees are doing thihgs right 80% of the time. Ask : How many of you get positive feedback you deserve? If your employees were here today and we asked them the same question, how many hands do you think we would get? Most of us complain that we don’t get enough positive feedback, but when we have the chance to give it, we don’t give it either. Recognition strengths performance Some supervisors think if they don’t say anything bad, people should assume everything is OKAY. Most people are motivated by the desire to achieve results, as long as someone notices the results. People w