領導力教練7步法(2天版)

主講老師：方光華

課程詳情：

【培訓特色】情景模擬、演練于樂、鮮活案例，身臨其境、集思廣益、腦力激蕩

【課程背景】
全球化背景下的現代企業，強有力的組織領導力已成為當今企業贏得優勢并充滿活力的關鍵因素，而Coach為塑造組織領導力提供了重要保障，越來越多的企業投入到領導力教練實踐并取得突破。
Starbucks公司作為全球領導力教練實踐典型企業，該公司高度重視員工情感與價值，視團隊為合作伙伴，強大與持久的公司品牌在顧客與合伙人心中建立，Starbucks公司向世人宣告“我們不是以咖啡做人的生意，而是以人做咖啡的生意”。
本尼斯說，領導力是每一個人或組織在任何階段都可以學習并實踐的能力。全球領導力專家約翰?麥斯威爾告誡我們，世上唯一阻止成為優秀領導樣式的人就是你自己！你當剛強壯膽！

【課程定位】
當我們慶祝五谷豐收之際，讓我們回想，如果不是有一粒麥子先死在地里，又怎能結出如此多的子粒來？領導力成長、生命成長歷程也是如些，本課程為一門實踐性極強的課程：
（1）七步法是一套系統的領導力教練實踐方法，不同成長階段的企業，可以選擇相對應的步驟來開發組織領導力；
（2）為了強化組織核心競爭力，幫助企業管理團隊快速并有效地提升其教練及組織能力，從而在較短時間內為企業創造良好業績；
（3）核心教練工具及鮮活企業案例可以幫助企業管理團隊獨立思考并解決問題，啟發管理團隊不斷實踐，不斷行動，不斷激勵，從而創造高效率的工作氛圍；
（4）現代企業急需領導力教練，而越來越多的企業管理者渴望成為領導力教練。

【課程特色】
? 生動、活潑、啟發式教學、案例教學、不斷練習，鼓勵學員利用教學工具解決問題；
? 為了確保培訓質量，對參訓學員提出基本學術要求，每個參訓學員在訓前要按規定完成企業案例研讀，并撰寫出不少于300字的管理文章。
? 課程考核要求
總分（Score）
100分
管理文章（Article）
30分
課堂測試（Test）
50分
課堂參與（Participant）
20分

【課程大綱】

第1步：了解團隊景況
1、我們究竟在管理什么？我們團隊的景況如何？
2、我們的團隊在想什么？他們到底需要什么？
3、我們團隊溝通現狀如何？哪些溝通方式有價值？
4、為什么要定期花時間與團隊深入溝通？
5、如何成為一名積極傾聽者？
6、積極溝通與消極溝通的區別
7、如何成為一名善于提問的教練式管理者？
8、核心教練工具：WWH與RAA

第2步：發掘團隊伙伴的優勢
1、我們好像老是找錯人，為什么？
2、選拔團隊伙伴時，你優先考慮是哪些因素？
3、如何分析團隊伙伴的優勢？
4、缺乏團隊合作精神的成員，將給組織帶來什么？
5、如何熟練使用SHAPE教練工具？
6、業績、能力、態度三者之間有何關聯性？如何把握？
7、如何提升管理者人員甄別能力？

第3步：幫助團隊伙伴認同你
1、為什么管理者需要贏得團隊認可？不認可會有什么樣的后果？
2、團隊經常自省，我們憑什么去相信這位管理者？
3、我們部門的工作重心在哪里？為什么制定這些目標？團隊認可這些目標嗎？
4、如何贏得團隊的信任？
5、奉行何種價值理念，有利于部門發展？
6、SERVE實踐與價值創造
7、你究竟想成為什么樣的管理者？
8、做一個敢于承認過錯且正直管理者，有什么挑戰嗎？

第4步：讓你的“草場”成為可安居之所
1、什么是職場氛圍？如何評估？
2、靠制度，能建立起高效職場氛圍嗎？
3、案例：是什么力量推動Starbucks公司持續發展？
4、如何形成以激勵為主的管理方式？
5、如何積極處理“他家草場更綠”綜合癥？
6、如何賦予每個職位的重要性？
7、如何建立起團隊歸屬感與集體榮譽感？
8、測試：管理者的心理潛能有多大？

第五步：引導的“杖”
1、“杖”的管理核心功能是什么？
2、如何鼓勵團隊不斷前行？
3、如何訓練團隊伙伴？
4、如何積極引導你的團隊？
5、IIT教練工具操練
6、西點軍校BKD教導模式實踐
7、案例：積極引導團隊而非強迫

第六步：糾正的“竿”
1、“竿”的核心管理功能是什么？
2、將“訓誡”轉變為教導而非懲罰
3、僅僅布置任務，從不檢查等于沒有布置
4、案例：警惕四類不妥的糾錯方式
5、關注部屬的工作進度
6、持續改進
7、管教部屬的同時，也要保護好部屬

第7步：牧者的心

【講師介紹】 方光華（Paul） Passion
領導力領域實戰派培訓師（16年行業經驗，為上百家企業提供過企業內訓咨詢服務）
蘭州大學（華東）國際MBA負責人
哈佛大學HBS訪問學者
北京時代光華高級特約講師
上海市企業家協會理事
湖南大學校友總會理事

【曾任工作】
本科畢業于湖南大學機械與汽車學院，研究生畢業于蘭州大學
2008年在德國萊比錫商學院接受進修培訓（學習期間在寶馬、保時捷等公司參觀實踐）
曾在富士康（深圳）集團、新基德（深圳）集團任生產運營部門主管及高級經理等職務
11年蘭州大學MBA（上海）教育管理經驗
曾為上汽集團、ABB公司、凸版印刷等Fortune500強公司提供實戰性咨詢服務

【培訓經歷】
服務上汽集團、東風集團、通用汽車、住友化工、三菱重工、東風本田、中國南車、一汽大眾、中國石油、中國石化、海爾、海信電子、華潤集團、青島雙星、聯想集團、松下電工、SEW（天津）傳動、舍弗勒集團、博世集團、西門子電器、紫江集團、美的電器、瑪吉斯輪胎、神龍汽車、維坊動力、玉柴動力、中國重汽、江鈴汽車、吉利汽車、奇瑞汽車、中國核電集團、中興通訊、羅氏制藥、強生藥業、捷安特（昆山）、施耐德電器、GE低壓電器廠、禾欣股份、揚子空調等上百家企業提供過企業內訓及指導，長期深入各類企業展開調研及指導。專業服務于汽車、汽車零部件、機械制造、新能源、新材料、現代服務等領域企業。

【主講課程】領導力教練7步法

【主要著作】
《九型人格與領導力》（中國財富出版社）
《西點領導力》（北京東方影音公司）
《六維領導力》（北大商業評論）
《中國企業精益5S管理》（東南大學出版社）

英文版
Seven Steps of Leadership Coach
? Background
Under the background of globalization, for a modern enterprise, the forceful organizational leadership has already inspired the enterprise to keep the absolute advantage and lifeful as the critical factor. Leadership Coach will provide the important guarantee to figure the organizational Leadership. Therefore, more and more enterprises have put into the coaching practices of organizational leadership and made great achievement.
As the representative enterprise, which have put into the coaching practices of globalization leadership, STARBUCKS paid more attention on the value and emotion of the staffs. They also look up on the staffs as the cooperative partners, powerful and durable brand has been successfully established between the customers and cooperative partners. STARBUCKS announces to the world ’we’re not coffee maker, but a coffee making business.
‘Leadership’ is the ability of every person or organization could learn and practice at any stage.” Mr. Bennis said. John Maxwell, the global leadership expert, warned us the only person in the world who could stop you becoming an excellent Leader is yourself! You must be strong and courageous!
? Purpose of Course
When celebrating the good harvest, we may recall that if there is not kernel of wheat falls to the ground and dies, how can we get so much wheat? The Leadership development and life growth are both as the same, and this course is a kind of highly practical course:
1. The ‘seven-step method’ is a set of systematic leadership coaching practice. Enterprises at different growth stages can choose the corresponding steps to develop leadership;
2. It aims to strengthen the core competitiveness of organization and help the management team promoting their coaching and organization ability rapidly and efficiently, thus to create good performance for enterprises in a short period of time.
3. Core coaching methods and lively enterprise cases can help the management team think independently and solve problems, inspire them to practice, act and motivate constantly, and create an efficient working atmosphere.
4. Modern enterprises need leadership coach, and more and more executive are aspiring to be a leadership coach.
? Course Features
Lively heuristic teaching cases teaching practice, encourage trainee to use teaching tools to solve problems.
In order to ensure the quality of training, basic academic requirements are put forward for the trainees. Each trainee should complete the enterprise case study and write a management article not less than 300 words before training
? Curriculum Evaluation Mode
Score Article Test Class Participation
100 30 50 20

? Outline
Step l: Research your team
1. What do we manage on earth? How about the situation of our team?
2. What are our team considering? What do we need?
3. How about the communication’s situation of team? What types of communication are valuable?
4. Why should we regularly spend time to deeply communicate with our team?
5. How to become a positive audient?
6. What’s the difference of positive & negative communication?
7. Feedback & Criticization.
8. How to become a coach manager who is good at questioning?
9. Coach tools: WWH & RAA.

Step2: Discover the advantages of your team members
1. We usually find the wrong person, why?
2. What characters do you think of firstly to recruit employees?
3. How to analyze the advantage of our team?
4. What troubles will someone who is not willing to cooperate with others bring up?
5. How to use the “SHAPE” coach tool?
6. What’s relationship among performance, capability, attitude?
7. What’s the attitude? How to assess the attitude of a person?

Step3: Help your team to identify you
1. Why do we need to gain the trust of our team? How to get the trust of team?
2. Why do our team believe in us? What critical factors do our team focus most?
3. What’s your Department’s key objectives? How to figure these objectives? How to let your team to receive these challenges?
4. What values do you make clear for your team?
5. How to practice “SEVER” value?
6. What level managers do you want to become?
7. What will be challenges for managers to admit their mistakes?

Step4: Make your ‘pasture’ a safe and high effective place
1. What’s the high effective working circumstance? How to evaluate it?
2. Could we build up highly effective working atmosphere only based on the
regulations?
3. What’s driving the STARBUCKS highly and constantly?
4. How to form a team primarily managed by motivation?
5. How to actively handle ‘other family’s grass is greener’ syndrome?
6. How to give the importance and value of every position?
7. How to build up the belongs of team spirit and collective honor?
8. Test: How much is the manager’s psychology potential?

Step5: The staff of direction
1. What’s the staff’s main management function?
2. How to inspire your team?
3. How to train your team?
4. How to lead your team?
5. Coach method: IIT coach practice
6. BKD leadership model of West Point Academy
7. Case: Guide your team positively instead of compelling them.

Step6: The rod of correction
1. What’s the rod’s core management function?
2. More encouragement, less punishment.
3. Check the task of your team constantly.
4. Be caution of four typical unfitful criticization steps.
5. Focus the situation of your team working.
6. Continuous improvement.
7. Discipline seems painful rather than pleasant, but some times it is necessary.

Step7: The Heart of the Shepherd

? Profile
Paul Fang
The Enterprise Trainer of Leadership Coach (16 years training experience)
Director of IMBA (Shanghai) Lanzhou University Management School
Council of the Entrepreneur Association of Shanghai
Council of Alumni Association of Hunan University
Director of Corporation Leadership Development Research Centre in Shanghai
[Education and studying]
July 2015 Experienced the short-time Leadership course at Harvard University
August 2008 Experienced the short-time Leadership and Business course at Leipzig Graduate from School of Management (in Germany)
2004—2007 MBA    University of Lanzhou China
1993—1997   Bachelor   University of Hunan   China
[Training Experience]
There are a lot of enterprise training cases and customers such as SAIC Motor, GM, GE, Dongfeng Motor, Mitsubishi Heavy Industries, Sumitomo, CSR Corp., Volkswagen, SIEMENS, BOSCH, SEW, Schaeffer, Panasonic, Lenovo, Petro China, Haier, Maxxis, Giant, Hisense, Midea, Schneider Electric, Roche, Johnson, YAIR etc.
[Publications]
《 Leadership Development and Enneagram 》 China Fotune Publishing House   2011
《 Leadership practice from West Point 》China Audio and Video Publishing House 2012
《Leadership Development and Research in Corporations of China 》 China Peking University
Business Review 2014
《 5S Management and Practice In Manufacturing》Southeast University Publishing House China 2009