《领导力罗盘——创新型领导力》
《领导力罗盘——创新型领导力》详细内容
《领导力罗盘——创新型领导力》
技巧Skills – specific and practical steps, tools and tips.
方法Practice – coach, get feedback, repeat.
信心Confidence – know-how plus perspective to put coaching to use.
授课方式 Methods:20%理论讲解 30%案例解读 50%实战演练
领导力能力模型Leadership Competence Model
1. 领导力要素Leadership Fundamentals
l 领导自我 Leading Self: Individual contributors, professional staff and emerging leaders
l 领导他人 Leading Others: Leaders of individual contributors
l 领导管理者Leading Managers: Experienced leaders who lead other managers or senior professional staff
l 领导职能部门Leading the Function: Senior leaders of organizational functions or divisions
l 领导组织Leading the Organization: Top executives leading
2. 团队业绩突破Boost Coaching Outcomes
团队的业绩来自于对员工有效的辅导与支持,即教练技术。
Coaching for Greater Effectiveness helps managers learn to coach others to increase productivity and improve performance. It’s personal. We know.
具价值的领导者会有效解决以下问题 :
Valued professionals and emerging leaders face key challenges:
l 非权利的影响力Influencing without authority.
How do I manage up and influence peers?
l 沟通与员工关系Building relationships and networks.
How do I extend my circle of influence and begin to bridge internal boundaries?
l 明确自我发展规划Defining personal leadership and career goals.
What does leadership look like for me? Do I pursue a management track?
l 逐步扩大舒适区Expanding comfort zones.
How can I stretch outside of established comfort zones to solve problems and think creatively?
3. 凝聚力突破Leading Teams for Impact
思维聚焦Awareness: how a leader’s behavior contributes to team performance.
知识聚焦Knowledge: a framework and tools to leverage the team.
技术聚焦Skills: time to practice and apply new ideas and tools.
l 拉动员工参与Engage team members.
Bring together a diverse group of people, often geographically dispersed.
l 非权力领导方式Lead without authority.
Work within the team and across groups, functions and organizations, interacting with various stakeholders.
l 平衡内部矛盾Manage conflicts.
Leverage constructive conflict and minimize destructive conflict.
l 重视信用与承诺Demonstrate commitment to the team.
Seek success beyond individual metrics.
4. 领导者自我突破Leadership Development
It’s complicated. We Know. What are the challenges?
l 从上到下,沟通为王Getting the top and the bottom of the hierarchy to work together.
Leaders effectively manage people and processes up and down the organization.
l 从左到右,谈判为道 Collaborating across the organization.
Leaders think and act across organizational functions and silos – and help others to the same.
l 复杂问题,思路清晰 Mastering greater complexity.
Leaders handle uncertainty, solve multi-dimensional problems and deal with interconnected systems.
l 解决问题,彰显功底Tackling big priorities on all fronts.
Leaders seek success in demanding jobs and in roles outside of work.
郭枫阳老师的其它课程
《网络销售运营和管理》 01.01
篇章主要内容备注一网络销售组织架构1.互联网现象思考1.1估值4亿的“雕爷牛腩”1.2三只松鼠的成功1.3雷军的“七字决”2.网络销售组织架构2.1公司组织架构(管理模式)2.2网络销售核心KPI指标2.3案例分析二互联网营销工具1.微信1.1微信的公众号的申请1.2微信的美工编辑1.3微信营销的应用1.4案例分析2.微博2.1借势“微博”——把每一篇微博当
讲师:郭枫阳详情
- [潘文富] 员工不是被招聘进来的
- [潘文富] 什么是小型门店的底层结构
- [潘文富] 专卖店的年度生意规划包括
- [潘文富] 终端客户就是业务员的兵权
- [潘文富] 厂家赋能经销商,图的是什
- [杨建允] 杨建允:DTC营销模式是传
- [杨建允] 探析传统品牌DTC营销模式
- [杨建允] 杨建允:专家称预制菜是猪狗
- [杨建允] 杨建允:贵州村超、淄博烧烤
- [杨建允] 淄博烧烤现象是否可以复制?
- 1社会保障基础知识(ppt) 21059
- 2安全生产事故案例分析(ppt) 19973
- 3行政专员岗位职责 18961
- 4品管部岗位职责与任职要求 16117
- 5员工守则 15362
- 6软件验收报告 15317
- 7问卷调查表(范例) 15034
- 8工资发放明细表 14435
- 9文件签收单 14096