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1、August 2007,Leadership Fundamentals领导力基础课程Accelerated Leadership Development Program (ALDP)强化领导力发展课程（ALDP）,Activity: Warm It Up!活动：热身一下！,Differentiate Management and Leadership区分管理能力与领导力之间的差异Gain critical knowledge and self-awareness to be a successful leader获得成为一个成功领导者的必备知识和自我认知能力Adapt style prefer
2、ences to be more effective能够适应不同的风格，实现更高效率Apply appropriate leadership behaviours in different situations to be more effective在不同情况下能够采取适合的领导行为，以实现更高效率,Why Are We Here? 目的,WB 2,The Quality of IHGs Leadership IHG的领导力水平,Great HotelsGuests Love出色的酒店客人的最爱,Build the industrys strongest operating system f
3、ocused on the biggest markets and segments where scale really counts打造业内最强的运营系统，集中于由规模决定优势的最大的市场和细分市场,Brand performance品牌绩效Excellent hotel returns出色的酒店回报Market scale/knowledge 市场规模、知识Aligned organisation 组织联盟,Purpose 目标,Strategy 战略,Priorities 优先事项,Quality of IHG LeadershipIHG的领导力水平,Winning Ways 致胜之道
4、,Do the right thing做对的事,Show we care 体现关爱,Aim Higher追求卓越,Celebrate Difference 求同存异,Work Better Together协作共赢, drives our corporate priorities 推动我们的企业优先事项的进程,The Service-Profit Chain 服务利润链,Rucci, et al, 1998,Source: McKinseys War for Talent 2000 survey of 6,500 senior & mid-level managers at 35 large
5、US companies 来源：麦肯锡2000年人才之战调查，对象是35家大型美国公司的6,500名高级和中层经理人,58% of people who have worked with subpar managers are affected as follows:58%曾与不合格经理人工作过的员工表示受到以下影响：,86%,82%,81%,76%,“Made me want to leave the company”“使我想离开这家公司”,“Prevented me from making a larger contribution to the bottom line”“阻碍我为公司的最
6、终收益做出更大贡献”,“Hurt my career development”“损害我的职业发展”,“Prevented me from learning”“阻碍我学习”,The Cost of a Bad Boss 不称职上司的代价,Whats This Got To Do With Me?这与我有什么关系？,我们对员工的期望是什么？,我们对员工的付出是什么？,Developing Leaders at IHG洲际酒店集团的领导者培养,The ALDP is a 10-module leadership development program based on the IHG Compete
7、ncy Model, that is designed to skill Band 6 & 7 supervisors in essential leadership practices.ALDP 领导力发展课程以洲际酒店集团能力模型为基础，由10个板块构成，旨在为6级和7级主管人员提供基础领导力实践的技巧培训。,IHG Supervisor Competencies洲际酒店集团主管级能力,WB 3,战略思考,行业理解,鼓励协作,领导和发展员工,注重客户和市场,支持变革,成效驱动,将愿景转化为行动,What is your most important responsibility as a
8、supervisor? 作为一名主管，你最重要的职责是什么？To produce results .创造成效but the only way to do this is through the efforts of the people around you但是要实现这一点，唯一的途径是通过你周围员工的努力。,Introduction 简介,Changing Role of the Supervisor主管的角色变化,80% Directing & Maintaining指挥和管理,5% Strategy 策略谋划,15% Coaching, Developing, Supporting, B
9、uilding辅导、发展、支持、培养,20% Strategy 策略谋划,60% Coaching, Developing, Supporting, Building辅导、发展、支持、培养,20% Directing & Maintaining指挥和管理,Traditional过去,21st Century21世纪,Traditional 过去Main role was to direct and control the way work was done by the people that reported to them 主要角色是指挥和管理下属员工的工作方法,Today 现在Succe
10、ssful supervisors are primarily driven by the roles of coach, leader, developer, mentor, and planner成功的主管以担任教练、领导、培养者、导师和计划者的角色为主,WB 4,“The only true leader is someone who has followers. An effective leader is not someone who is loved or admired. He or she is someone whose followers do the right thi
11、ng. Popularity is not leadership. Results are.”“真正的领导者拥有自己的追随者。一个高效的领导者未必众人皆爱。其追随者都以正确的方式工作。受人欢迎并不是领导力。成效才是。”Peter Drucker彼得 .德鲁克,The True Leader 真正的领导者,WB 4,Activity: Electric Maze 活动：电子迷宫,What happened? What feelings did you experience at the beginning, middle, end?发生了什么事？在开始、中间和最后，你体验到了怎样的感觉？2.Wa
12、s there a leader? Why do you think so?当时有没有一个领导者？为什么？3.What can you learn from this experience?从中你能学到什么？,Activity: Electric Maze 活动：电子迷宫,WB 5,The root of the word management is “manas” - meaning hands.英语管理（management）一词的词根是 “mana”，本意是双手。Managing is to accomplish, to be in charge of or responsible fo
13、r, to conduct.管理是指完成、负责、执行。It involves the process of setting and achieving the goals through the planning, organizing, directing and controlling.管理包括通过计划、组织、指挥和控制来设定和实现目标的流程。,What is Managing 什么是管理,WB 6,The root of the word leadership is “lead” - meaning to go, to guide.英语领导力（leadership）一词的词根是 “lea
14、d”，本意是通向、引导。Leading is influencing, guiding in direction, action, or opinion. 领导是指在方向、行动或意见上给予影响、指导It involves inspiring others to follow, creating goodwill and supporting others. Leaders achieve things that could not have been done without them.领导包括激励他人追随、建立友好关系和对他人提供支持。领导者所完成的事情，缺少他们便无法成功。,What is
15、 Leading 什么是领导,WB 6,Leaders and Managers 领导者和管理者,A leader can be a manager, but a manager is not necessarily a leader.领导者可以是一个管理者，但管理者未必是一个领导者。,Activity: Compare and Contrast活动：比较与对比,In your table groups, list some of the differences in behaviours between managing and leading on a flipchart以每张桌子为一组，
16、在挂板上列举出管理和领导之间的行为差异,WB 6,Management Versus Leadership管理与领导,Focus on Results注重结果Embodies mission & vision体现使命和愿景Concern with effectiveness关注成效Motivating & inspiring 启发和激励,Management 管理,Leadership 领导,Managers seek COMPLIANCE管理者追求“遵守”,Leaders seek COMMITMENT领导者追求“承诺”,Focus on Processes 注重过程Embodies goa
17、ls & objectives体现目的和目标Concern with efficiency关注效率Controlling & problem-solving控制和解决问题,WB 6,Importance 重要性,Individual Contributor 个人贡献者,Supervisor/ Manager 主管/经理,Executive 高级管理者,Managerial Skills管理技巧,Leadership Skills领导力技巧,Technical Skills专业技能,High高,Low低,WB 6,Management Versus Leadership管理与领导,Think o
18、f 5 pieces of advice to give other supervisors on leadership想出 5 条给其他主管的有关领导力的建议2.Move around the room and collect 3 pieces of great leadership advice from 3 different people四处走动，从 3 个不同的人那里收集 3 条有用的领导力建议3.At the end you should have at least 9 tips from others最后，你应该至少从别人那里获得了 9 条建议,Activity: Scaveng
19、er Hunt 活动：寻宝游戏,Leadership Fundamentals 领导力基础,Influencing Personal Performance影响 个人 绩效,Influencing Performance of Others影响 他人 绩效,Agenda (Day 1) 议程（第1天）,Welcome & Introduction 欢迎与介绍The Manager vs. The Leader 管理者vs领导者LM1: Different Behavioural Styles不同的行为风格LM2: Emotions 情绪EA1: Increase Self-Awareness
20、增强自我意识EA2: Build Acceptance of Others 接纳他人EA3: Adapt Your Style 调整自己的风格Mastery Demonstration 技巧演练,WB 7,Agenda (Day 2) 议程（第2天）,Review Day 1 第1天内容回顾LM3: 3Vs of Communication 沟通中的3VLM4: Situational Leadership 情景领导EA1: Build Positive Bonds 建立积极关系EA2: Evaluate Leadership Situation 情景评估EA3: Influence the
21、Situation 对情景施加影响Mastery Demonstration 技巧演练Summary, Review & Evaluation总结，回顾和评价,WB 7,Housekeeping 注意事项,WB 8,Self-Assessment 自评,WB 9,Self-Assessment 自评,21-30,31-40,41-50,WB 9,A leader knows the keys for inspiring and influencing team members. To be successful then, a leader must learn how to communic
22、ate with coworkers and foster optimum teamwork.一个领导者清楚知道激励和影响团队成员的关键。因此要成功，领导者必须学会如何与员工沟通，并培养最佳的团队合作。Being aware of your preferred style of communication as well as those of others, accepting and adapting to them, will enable you to deal more effectively with them.意识到你自己偏好的沟通风格，以及其他人的沟通风格，接纳和适应他们，这将
23、使你与他们的合作更有效。,LM1: What are the Different Behavioural Styles 有哪些不同的行为风格,WB 10,The worlds first lie detector世界上第一台测谎器,2. Wonder Woman 神奇女郎,What Do These Have in Common?这两者有什么共同点？,DiSC divides behavior into 4 main dimensions: DiSC模型将人的行为分为 4大维度：Dominance 支配型Influencing 影响型Steadiness; and 稳定型Compliance.
24、 服从型,He also originated the DiSC Personality Pro which is a useful guide to becoming more aware, to more readily accept and adapt to others styles.他提出了DiSC个性特征模型，这对于更好的了解、接受、适应他人的处事风格有非常有效的指导作用。,William M. Marston 马斯顿,William Marston 马斯顿博士,WB 10,D,i,C,S,D.i.S.C.,PEOPLE-ORIENTED人际导向型Warm, Relaxed, Fe
25、elings, Supporting, Informal, Open, and Expressive热情、随和、感性、支持、不拘礼节、坦率、善于表达,TASK-ORIENTED 工作导向型Cool, Calculating, Guarded, Objective, and Formal冷静、精明、谨慎、客观、正式,OUTGOING 外向型Tells, Fast-paced, Assertive, Initiates, Competing, Quick, Risk Taker, Direct喜欢讲述、快节奏、自信专断、发起者、竞争、迅速、风险承担者、直接,RESERVED 内向型Asks, Sl
26、ower-paced, Responds, Avoids Risk, Goes Along, Cooperating, Deliberate, Indirect喜欢提问、慢节奏、响应者、回避风险、赞同支持、合作、从容谨慎、间接,WB 11,DOMINANTS are very straight forward in dealing with challenges and have little patience for details支配者 直面挑战，对细节没有很大耐心,INFLUENCERS are outgoing, persuasive and influence others thro
27、ugh talking. They tend to be emotional影响者 外向，善于说服，通过交谈影响他人。容易情绪化,STEADY people like to be in the know and work at a steady pace. They dont like sudden changes or ambiguity稳定者 喜欢掌握内部消息和稳定的工作节奏。不喜欢突然变化和模棱两可,COMPLIANT people adhere to rules, regulations and structure. They appreciate quality and doing
28、things right服从者 严格遵守规则、规定和组织结构。崇尚品质和正确的处事方式,Different Behavioural Styles 不同的行为风格,WB 12,Activity: Famous Faces 活动：名人的风格,What Do We Know About Style?我们对风格知道多少？,We each have a unique style; a blend of the 4 behavioural tendencies我们每个人的风格都是独一无二的；是 4 种行为风格的融合Each behavioural style has its strengths and l
29、imitations每种行为风格都有其长处和局限性There is no “best” behavioural style没有一种行为风格是“最好的”Our effectiveness with others depends on our adaptability to meet the needs of others与他人共事的效率取决于我们是否能自我调整，以满足他人的需要,Activity: Which Style? 活动：哪种风格？,i,D,C,S,WB 13,All of us experience a wide range of emotions in our lives.我们所有人
30、在生活中都会有各种情绪。Learning to recognize and stay with our feelings is a valuable experience. 学会认识和控制我们的情绪是一种宝贵的体验。We can learn that just because we feel something, we dont have to act on it.我们会知道，只是因为有某种情绪，我们不一定要表现出来。,LM2: What are Emotions? 什么是情绪？,WB 15,Why Is It Important? 重要性,Out of control emotions ma
31、ke smart people stupid失控的情绪使聪明人变笨- Daniel Goleman丹尼尔戈尔曼,WB 15,Emotional Intelligence 情感智能,WB 15,啊! 那个白痴又在吹口哨了!,我要抗议，但我不喜欢正面冲突。,和他老板说又会显得我爱抱怨。,只有一个办法。,Alice，请你有空的时候到我这来一下。,什么事？等等，我马上回来。,别吹了!你这个该死的笨蛋!,什么事？没关系，我已经找到解决方法了。,Emotional Intelligence 情感智能,The ability to monitor ones own and others emotions,
32、to discriminate among them, and use the information to guide ones thinking and actions.监督自己和他人情绪的能力，区分自己和他人情绪的能力，以及运用情绪信息指导思维和行动的能力。- Mayer & Salovey,WB 15,Emotional intelligence is NOT 情感智能.,Being “nice” 不等同于对人“友好”Allowing feelings to run wild 不会允许情绪失控Gender based - women are not necessarily “emoti
33、onally smarter” than men 不是由性别决定女性并不一定比男性情商更高Fixed genetically 不是由基因决定Being emotional 不是情绪化,- Cooper & Sawaf, 1997,WB 16,Emotional Intelligence Competencies情感智能的五项能力,By definition, E.I. consists of 5 competencies:从定义中可以看出，情感智能包括 5 项能力：Self-awareness 自我认识Self-regulation 自我管理Self-motivation 自我激励Empath
34、y 识别他人情绪Managing relationships 关系管理,- Salovey & Mayer, 1985,WB 16,Activity: Match the Emotion活动：情绪配对,Uneasy 不安,Anger 愤怒,Proud 骄傲,Thankful 感激,Confused 困惑,Hurt 受伤,Encouraged 振奋,Confident 自信,WB 17,Emotions and Our Brain 情绪与大脑,Our brain is always taking in information though our senses. It interprets th
35、is information and sends the appropriate signals to the body that creates a response.我们的大脑通过感觉不断接收信息，对信息做出解释后向身体发出适当的信号，然后由身体做出反应。The lizard brain interprets many signals as a “threat”. This affects our response to the situation.“蜥蜴脑”将许多信号解释为“威胁”。这会影响我们对所面临情况做出的反应。,WB 18,Amygdala“Lizard Brain”杏仁核结构
36、“蜥蜴脑”,Cortex“Thinking Brain”大脑皮层 “思维脑”,Stimulus外界刺激,Reacts 做出反应,Interprets 做出解释,Emotions and Our Brain 情绪与大脑,WB 18,DO:要：,ay close attention给予高度关注2.remain calm & respectful保持冷静和尊重3.send the message “Im here to work with you”传递这样的信息“我是在和你一起工作”4.choose your words carefully 小心措词5.show understanding表示理解,
37、let your hot buttons get pushed 被别人控制你的情绪Interrupt 打断对方react instantly to angry or abusive comments立即做出生气的反应或谩骂对方4.use “But”用“但是”5.use empathy with VERY angry people对非常愤怒的人采取理解同情的方法,DONT:不要：,Responding to Emotional People对待情绪化的人,WB 18,For each of the situations, answer the 3 questions对给出的每个场景，分别回答 3
38、 个问题2.Please be prepared to share your response with the larger group. 做好准备，与其他小组交流你的回答。,Activity: What Information?活动：怎样的信息？,WB 19,Increase Self-Awareness提高自我认识Build Acceptance of Others学会接纳他人Adapt Your Style调整自我风格,How to Influence Personal Performance?如何影响个人绩效？,WB 21,Leadership starts with an unde
39、rstanding of yourself.领导力从了解自我开始。Self-awareness gives us insight into how and why we behave the way we do and adapt our behaviors accordingly. 自我认识使我们能够深入了解自己的行为方式以及其中的原因，从而能够相应的调整我们的行为。This will allow us to better manage our relationships with others. 这将使我们能够更好的处理与他人的关系。,EA1: Increase Self-Awarenes
40、s 提高自我认识,WB 22,Johari Window 乔哈里之窗,BLINDSPOT自我盲区,HIDDENFAADE隐藏面,UNKNOWNPOTENTIAL未知潜力,OPENARENA公开区,WB 23,Recognize your behavioural style preference 了解自己的行为偏好Identify your strengths and limitations确定你的优势和不足Assess how to leverage strengths and overcome limitations评估如何发挥优势和克服不足,How Do I Increase Self-A
41、wareness?怎样提高自我认识？,WB 24,Whats my Style? 我属于哪种风格？,Tick the boxes that you think best describe you.在你认为最符合对你的描述上打勾。2.Wait for further instructions from facilitator.等候主持人的进一步说明。,WB 25,Your team has been tasked to plan the hotels Annual Dinner & Dance. The theme is Masquerade Nite. 你的团队接到任务负责策划酒店的年终晚宴和
42、舞会。主题为假面之夜。2.Create a plan for Masquerade Nite on a flipchart. 在活页挂图上制定一个假面舞会的计划。,Activity: Masquerade Nite活动：假面舞会,WB 26,What are my greatest style-related strengths and how do they help me on my job?从我的风格来看，我最大的优势是什么，对我的工作有怎样的帮助？What are 3 of my style-related limitations and how do they hinder my j
43、ob effectiveness?从我的风格来看，我有哪 3 项不足，对我的工作成效有怎样的阻碍？What are 3 things I could do to be more effective when working with others?在和他人一起工作时要获得更高成效，我可以在哪 3 件事上做出改善？,Activity: Strengths and Blindspots活动：优势和盲区,WB 27-28,Accepting others means accepting the different styles and developing a positive attitude a
44、nd appreciation for their strengths & weaknesses.接纳别人意味着接受不同的风格，培养积极的态度，正确评价他们的优势和不足。This will lay the foundation for others to trust and have confidence in you, and vice versa. 这将为他人相信和信任你奠定基础，反之亦然。,EA2: Build Acceptance of Others学会接纳他人,WB 30,Treat everyone as an individual 将每一个人都视为独立的个人Identify an
45、d accept the other persons style了解和接受对方的风格Stay flexible保持灵活变通,How Do I Build Acceptance of Others?怎样学会接纳别人？,WB 31,Activity: Who, What, Why, How?活动：谁，什么，为什么，怎样？,Jim,Jeannie,Doug,Steve,D,i,S,C,D,i,S,C,D,i,S,C,D,i,S,C,WB 32,Stay calm 保持冷静Dont let your hot buttons be pushed 不要被别人控制你的情绪S.T.O.P. 停止Positiv
46、e self-talk 积极的自我交谈Keep perspective 保持洞察力6 second pause 6秒暂停Disengage 离开,Stay flexible: Control Emotions保持灵活变通：控制情绪,WB 33,Stand in 2 rows facing each other 面对面站成2排Starting with one side, read the complaints to your partner 从一边开始，向你的伙伴读出抱怨的内容Repeat step 2 with emotions (make it real) while partner pr
47、actices staying calm重复第2步，这次加上情绪（要有真实感），此时你的伙伴练习保持冷静4.Reverse roles & repeat 交换角色练习,Activity: Complaints! Complaints!活动：抱怨！抱怨！,WB 34,We need to adapt our styles to the other persons so that we can optimize our working relationship. 我们需要调整自己的风格来适应他人，从而最大程度的优化我们的工作关系。When we adapt our style to theirs,
48、 we communicate more effectively, they understand us more and we build greater rapport with them. 当我们调整风格适应他人时，我们的沟通变得更为有效，他们将能更好的理解我们，并且能够与他们建立起更友好的信任关系。,EA3: Adapt Your Style 调整你的风格,WB 36,What Does It Mean To Be Adaptable?适应能力是指什么？,We adjust our methods of communicating and behaving. 我们对自己的沟通和行为方式
49、进行调整。We go beyond our comfort zone so that others are comfortable. 走出自己的舒适区，使他人感到舒适。We do not imitate other people; we adjust our behaviour to be more in line with the preference of others. 我们不模仿他人；我们调整自己的行为，从而与他人的偏好更为一致。We maintain our own identity and good sense.我们保持自我认同和判断力。,WB 37,Know the motiva
50、tors of the different styles 了解不同风格人的激励因素Adjust communication using the 3Vs根据3V调整沟通方式Complete an adaptability strategy for each person为每个人制定适应性策略,How Do I Adapt My Style? 怎样调整风格适应他人？,WB 37,A D is motivated by the ability to make decisions and act without interference. Also可以不受干涉的决策和行动能激发D型人的工作动力。同时还
