Trainingchiefandteamleader

ProductionMauroOltramariChiefandteamleaderstrainingProductionMauroOltramariLeadershiptrainingLawsofLeadership领导力法则ProductionMauroOltramariThe21LawsofLeadership领导力的二十一条法则ProductionMauroOltramari4thingstoremember需要铭记的四点Lawscanbelearned法则可被学习Someareeasiertounderstandandapplythanothers,buteveryoneofthemcanbeacquired.Lawscanstandalone法则可以独立Eachlawcomplementsalltheothers,butyoudon'tneedoneinordertolearnanother.ProductionMauroOltramari4thingstoremember需要铭记的四点Lawshaveconsequences法则产生后果Applythelaws,andpeoplewillfollowyou.Violateorignorethem,andyouwillnotbeabletoleadothers.Lawsarethefoundationofleadership法则是领导力的基础Onceyoulearntheprinciples,youhavetopracticethemandapplythemtoyourlife.ProductionMauroOltramariTheLawonCompetence有关于能力的法则LeadershipAbilityDeterminesaPerson'sLevelofEffectiveness领导能力决定了一个人的效率水平ProductionMauroOltramariTHELAWOFINFLUENCE影响力法则TheTrueMeasureofLeadershipIsInfluenceNothingMore,NothingLess领导力的真正衡量标准是影响力——不多也不少Ifyoudon'thaveinfluence,youwillneverbeabletoleadothers.Theveryessenceofallpowertoinfluenceliesingettingtheotherpersontoparticipate.Ifnooneisfollowingyou,you'renotaleader.TheLawofInfluenceisaboutobtainingfollowers,whichmakesitthebasisforleadershipProductionMauroOltramariTHELAWOFPROCESS过程法则LeadershipDevelopsDaily,NotinaDay领导力的提高需要日积月累BecomingaleaderisalotlikeinvestingsuccessfullyinthestockmarketIfyourhopeistomakeafortuneinaday,you'renotgoingtobesuccessful.Therearenosuccessfuldaytradersinleadershipdevelopment.Whatmattersmostiswhatyoudodaybydayoverthelonghaul.ProductionMauroOltramariThe7HabitsofHigh-PerformingLeaders高绩效领导者的七个习惯CreateandConnectwithaVisionandPerformanceGoalforyourselfandforyourTeamFocusonlyonthekeyvalue-addingactivitiesthatgeneratethebiggestreturnonenergyandattentionCommunicatefrequentlywithyourimmediateteam–boththroughscheduledmeetingsandunscheduledcallsanddiscussionsDevelopyourTeamsotheyaresuccessful–focusonselectinggreatpeoplewithgreatattitudesandcomplementaryskills.BeProfessionalandTrustworthy–Beimmaculatelydressed.Walkandtalkwithconfidence(andhumility)DevelopYourself–Soyoukeepexpandingyourself-awarenessandyourabilitytomanageyourownemotionsandreactions.Gettoknowyourownfears,insecurities,thoughtsandbehaviorpatternsandlearnwaysofchangingthem.OptimizeyourSystemandinterveneandchangethingswhenyouneedto.1.只着重于那些可以产生最大能量和注意力回馈的重要增值活动2.经常同你当前的团队沟通——既可以通过既定的会议，又可以通过不定期的电话和讨论3.为你和你的团队创造和连接起新的视野和绩效目标4.开发你的团队所以他们才能成功——着重于挑选态度良好以及具有互补技能的优秀队员5.表现专业及可靠——着装整洁。言行举止自信（而且谦和）6.提升你自己——这样你才能不断提高你的自我意识以及管理自己情绪和行为的能力。了解自己的恐惧，不安全感，想法和行为模式，学习改变它们的方法7.优化你的系统并在需要时加以干预和改变ProductionMauroOltramariTenManagementBehaviorstoAvoid需要避免的十种管理行为TalkingtooMuch,ListeningtooLittleCoachingworksbestthroughtwo-wayconversation.BeingHands-OffInYourStyleAhands-offapproachisoftenreferredtoasalaissez-fairestyleofmanagement.Whilebeinghands-offmeansthatyou'renotamicromanager-andthisisgood-thisstylealsomeansthatyou'reuninvolvedwithyouremployees.HoveringAroundtooMuchThishabitistheoppositeofbeinghands-off.Whenhovering,youdon'tleaveyourstaffalone;instead,younagtheheckoutofthem.NotFollowingThroughandFollowingUpFollowingthroughisdoingwhatyousaidyouwoulddo.Itistakingactiontocarryoutthecommitmentsyoumake.FocusingonMethodsRatherThanResultsWhenmanagersfocusonmethods,theytendtogetintoalotofdiscussionswiththeiremployeesabouthowtasksandassignmentsshouldbedone.Thedebatesgobackandforthoverwhichistherightwaytodothejob.1.讲得太多，听得太少辅导作用通过双向对话才会发挥得最好2.你的风格是放任自流一种放手的方式往往被称为放任自流的管理风格。同时，放手意味着你不是一个微观经理-这是很好的-这种风格也意味着你对雇员放任自流。3.过度干预这种习惯与放任自流截然相反。当你老是徘徊于员工身边时，你没法不干涉他们；相反的，你在不断的烦扰干预他们。4.不坚持不贯彻坚持是指实现之前你允诺的。这是指采取行动来贯彻你的承诺。5.注重方法而非结果当管理人员侧重于方法时，他们往往会就任务和工作如何完成与员工进行大量的讨论。来回的辩论哪些是做事的正确方式。ProductionMauroOltramariTenManagementBehaviorstoAvoid需要避免的十种管理行为6.ManagingEveryonetheSameWayManymanagerssufferfromthishabit.Theyworkwitheveryoneintheirgroupthesameway.7.FailingtoGettoknowYourEmployeesOrBecomingTheirFriendsThesearethetwoextremesofmanagerbehaviorthatdealwiththerelationshipsideofthecoachingrole.8.AttendingtoTasksRatherThanGoalsSomemanagershavethehabitofgettingstuckintheday-to-dayaffairsandtasksathand.Theyaren'tabletolookaheadatwhattrulyneedstogetaccomplished-thegoals.9.FailingtoBringIssuestoClosureManagersdisplaythishabitinafewdifferentways:Theydiscussanddiscussissuesbuttakenoactiontomoveanythingforward.Theyhaveahardtimemakingdecisionsandshowinganysignofdecisiveness.10.DesiringtoDoItAllSomemanagershaveahardtimelettinggo.6.用同样的方式管理每个人很多管理人员受累于此。他们以同样的方式与团队中的每个人共事。7.未能了解你的员工或成为他们的朋友这是经理在担任辅导角色时处理关系的两种极端行为8.注重任务而非目标有些经理习惯纠缠于日常或在手边的事务。他们未能着眼于真正需要完成的——目标。9.未能将事件了解经理们以几个不同的方法显示这个习惯：他们将问题讨论再讨论，但是不采取任何行动以向前发展。他们很难作出决定，并且犹豫不决。10.事必亲恭有些经理很难做到放手。ProductionMauroOltramariTHELAWOFNAVIGATION航海法则AnyoneCanSteertheShip,butItTakesaLeadertoCharttheCourse任何人都可以操控船舶，但需要领袖来制定航线Aleaderisonewhosees:morethanotherssee,whoseesfartherthanotherssee,andwhoseesbeforeothersdo.Inordertobeasuccessfulleader,youmustlearntheimportanceofTheLawofNavigationandbewillingtonavigatethecourseforyourfollowers.ProductionMauroOltramariTheLawofAddition加法法则LeadersAddValuebySe