領(lǐng)導(dǎo)力教練7步法(2天版)

領(lǐng)導(dǎo)力教練7步法(2天版)(方光華)課程介紹：

【培訓(xùn)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(xiàn)代企業(yè)，強(qiáng)有力的組織領(lǐng)導(dǎo)力已成為當(dāng)今企業(yè)贏得優(yōu)勢(shì)并充滿活力的關(guān)鍵因素，而Coach為塑造組織領(lǐng)導(dǎo)力提供了重要保障，越來越多的企業(yè)投入到領(lǐng)導(dǎo)力教練實(shí)踐并取得突破。
    Starbucks公司作為全球領(lǐng)導(dǎo)力教練實(shí)踐典型企業(yè)，該公司高度重視員工情感與價(jià)值，視團(tuán)隊(duì)為合作伙伴，強(qiáng)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(lǐng)導(dǎo)力是每一個(gè)人或組織在任何階段都可以學(xué)習(xí)并實(shí)踐的能力。全球領(lǐng)導(dǎo)力專家約翰•麥斯威爾告誡我們，世上唯一阻止成為優(yōu)秀領(lǐng)導(dǎo)樣式的人就是你自己！你當(dāng)剛強(qiáng)壯膽！

【課程定位】
    當(dāng)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(jié)出如此多的子粒來？領(lǐng)導(dǎo)力成長、生命成長歷程也是如些，本課程為一門實(shí)踐性極強(qiáng)的課程：
（1）七步法是一套系統(tǒng)的領(lǐng)導(dǎo)力教練實(shí)踐方法，不同成長階段的企業(yè)，可以選擇相對(duì)應(yīng)的步驟來開發(fā)組織領(lǐng)導(dǎo)力；
（2）為了強(qiáng)化組織核心競(jìng)爭力，幫助企業(yè)管理團(tuán)隊(duì)快速并有效地提升其教練及組織能力，從而在較短時(shí)間內(nèi)為企業(yè)創(chuàng)造良好業(yè)績；
（3）核心教練工具及鮮活企業(yè)案例可以幫助企業(yè)管理團(tuán)隊(duì)獨(dú)立思考并解決問題，啟發(fā)管理團(tuán)隊(duì)不斷實(shí)踐，不斷行動(dòng)，不斷激勵(lì)，從而創(chuàng)造高效率的工作氛圍；
（4）現(xiàn)代企業(yè)急需領(lǐng)導(dǎo)力教練，而越來越多的企業(yè)管理者渴望成為領(lǐng)導(dǎo)力教練。

【課程特色】
♦ 生動(dòng)、活潑、啟發(fā)式教學(xué)、案例教學(xué)、不斷練習(xí)，鼓勵(lì)學(xué)員利用教學(xué)工具解決問題；
♦ 為了確保培訓(xùn)質(zhì)量，對(duì)參訓(xùn)學(xué)員提出基本學(xué)術(shù)要求，每個(gè)參訓(xùn)學(xué)員在訓(xùn)前要按規(guī)定完成企業(yè)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(cè)試（Test）
50分
課堂參與（Participant）
20分  

【課程大綱】

第1步：了解團(tuán)隊(duì)景況
1、我們究竟在管理什么？我們團(tuán)隊(duì)的景況如何？
2、我們的團(tuán)隊(duì)在想什么？他們到底需要什么？
3、我們團(tuán)隊(duì)溝通現(xiàn)狀如何？哪些溝通方式有價(jià)值？
4、為什么要定期花時(shí)間與團(tuán)隊(duì)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(qū)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(fā)掘團(tuán)隊(duì)伙伴的優(yōu)勢(shì)
1、我們好像老是找錯(cuò)人，為什么？
2、選拔團(tuán)隊(duì)伙伴時(shí)，你優(yōu)先考慮是哪些因素？
3、如何分析團(tuán)隊(duì)伙伴的優(yōu)勢(shì)？
4、缺乏團(tuán)隊(duì)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(yè)績、能力、態(tài)度三者之間有何關(guān)聯(lián)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(tuán)隊(duì)伙伴認(rèn)同你
1、為什么管理者需要贏得團(tuán)隊(duì)認(rèn)可？不認(rèn)可會(huì)有什么樣的后果？
2、團(tuán)隊(duì)經(jīng)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(biāo)？團(tuán)隊(duì)認(rèn)可這些目標(biāo)嗎？
4、如何贏得團(tuán)隊(duì)的信任？
5、奉行何種價(jià)值理念，有利于部門發(fā)展？
6、SERVE實(shí)踐與價(jià)值創(chuàng)造
7、你究竟想成為什么樣的管理者？
8、做一個(gè)敢于承認(rèn)過錯(cuò)且正直管理者，有什么挑戰(zhàn)嗎？

第4步：讓你的“草場(chǎng)”成為可安居之所
1、什么是職場(chǎng)氛圍？如何評(píng)估？
2、靠制度，能建立起高效職場(chǎng)氛圍嗎？
3、案例：是什么力量推動(dòng)Starbucks公司持續(xù)發(fā)展？
4、如何形成以激勵(lì)為主的管理方式？
5、如何積極處理“他家草場(chǎng)更綠”綜合癥？
6、如何賦予每個(gè)職位的重要性？
7、如何建立起團(tuán)隊(duì)歸屬感與集體榮譽(yù)感？
8、測(cè)試：管理者的心理潛能有多大？

第五步：引導(dǎo)的“杖”
1、“杖”的管理核心功能是什么？
2、如何鼓勵(lì)團(tuán)隊(duì)不斷前行？
3、如何訓(xùn)練團(tuán)隊(duì)伙伴？
4、如何積極引導(dǎo)你的團(tuán)隊(duì)？
5、IIT教練工具操練
6、西點(diǎn)軍校BKD教導(dǎo)模式實(shí)踐
7、案例：積極引導(dǎo)團(tuán)隊(duì)而非強(qiáng)迫

第六步：糾正的“竿”
1、“竿”的核心管理功能是什么？
2、將“訓(xùn)誡”轉(zhuǎn)變?yōu)榻虒?dǎo)而非懲罰
3、僅僅布置任務(wù)，從不檢查等于沒有布置
4、案例：警惕四類不妥的糾錯(cuò)方式
5、關(guān)注部屬的工作進(jìn)度
6、持續(xù)改進(jìn)
7、管教部屬的同時(shí)，也要保護(hù)好部屬

第7步：牧者的心

【講師介紹】 方光華（Paul）  Passion
領(lǐng)導(dǎo)力領(lǐng)域?qū)崙?zhàn)派培訓(xùn)師（16年行業(yè)經(jīng)驗(yàn)，為上百家企業(yè)提供過企業(yè)內(nèi)訓(xùn)咨詢服務(wù)）
蘭州大學(xué)（華東）國際MBA負(fù)責(zé)人
哈佛大學(xué)HBS訪問學(xué)者
北京時(shí)代光華高級(jí)特約講師
上海市企業(yè)家協(xié)會(huì)理事
湖南大學(xué)校友總會(huì)理事

【曾任工作】
本科畢業(yè)于湖南大學(xué)機(jī)械與汽車學(xué)院，研究生畢業(yè)于蘭州大學(xué)
2008年在德國萊比錫商學(xué)院接受進(jìn)修培訓(xùn)（學(xué)習(xí)期間在寶馬、保時(shí)捷等公司參觀實(shí)踐）
曾在富士康（深圳）集團(tuán)、新基德（深圳）集團(tuán)任生產(chǎn)運(yùn)營部門主管及高級(jí)經(jīng)理等職務(wù)
11年蘭州大學(xué)MBA（上海）教育管理經(jīng)驗(yàn)
曾為上汽集團(tuán)、ABB公司、凸版印刷等Fortune500強(qiáng)公司提供實(shí)戰(zhàn)性咨詢服務(wù)

【培訓(xùn)經(jīng)歷】
服務(wù)上汽集團(tuán)、東風(fēng)集團(tuán)、通用汽車、住友化工、三菱重工、東風(fēng)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(tuán)、青島雙星、聯(lián)想集團(tuán)、松下電工、SEW（天津）傳動(dòng)、舍弗勒集團(tuán)、博世集團(tuán)、西門子電器、紫江集團(tuán)、美的電器、瑪吉斯輪胎、神龍汽車、維坊動(dòng)力、玉柴動(dòng)力、中國重汽、江鈴汽車、吉利汽車、奇瑞汽車、中國核電集團(tuán)、中興通訊、羅氏制藥、強(qiáng)生藥業(yè)、捷安特（昆山）、施耐德電器、GE低壓電器廠、禾欣股份、揚(yáng)子空調(diào)等上百家企業(yè)提供過企業(yè)內(nèi)訓(xùn)及指導(dǎo)，長期深入各類企業(yè)展開調(diào)研及指導(dǎo)。專業(yè)服務(wù)于汽車、汽車零部件、機(jī)械制造、新能源、新材料、現(xiàn)代服務(wù)等領(lǐng)域企業(yè)。

【主講課程】 領(lǐng)導(dǎo)力教練7步法

【主要著作】
《九型人格與領(lǐng)導(dǎo)力》（中國財(cái)富出版社）
《西點(diǎn)領(lǐng)導(dǎo)力》（北京東方影音公司）
《六維領(lǐng)導(dǎo)力》（北大商業(yè)評(píng)論）
《中國企業(yè)精益5S管理》（東南大學(xué)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

♦ Grading
Classroom participation (20%), Examination(50%), Home assignment(30%)

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