領(lǐng)導力課程中英文培訓資料ppt課件

1、August 2007Leadership Fundamentals指點力根底課程Accelerated Leadership Development Program (ALDP)強化指點力開展課程ALDPActivity: Warm It Up!活動：熱身一下！Differentiate Management and Leadership區(qū)分管理才干與指點力之間的差別Gain critical knowledge and self-awareness to be a successful leader獲得成為一個勝利指點者的必備知識和自我認知才干Adapt style preferences

2、 to be more effective可以順應不同的風格，實現(xiàn)更高效率Apply appropriate leadership behaviours in different situations to be more effective在不同情況下可以采取適宜的指點行為，以實現(xiàn)更高效率Why Are We Here? 目的WB 2The Quality of IHGs Leadership IHG的指點力程度Great HotelsGuests Love出色的酒店客人的最愛Build the industrys strongest operating system focused on

3、the biggest markets and segments where scale really counts打造業(yè)內(nèi)最強的運營系統(tǒng)，集中于由規(guī)模決議優(yōu)勢的最大的市場和細分市場Brand performance品牌績效Excellent hotel returns出色的酒店報答Market scale/knowledge 市場規(guī)模、知識Aligned organisation 組織聯(lián)盟Purpose 目的Strategy 戰(zhàn)略Priorities 優(yōu)先事項Quality of IHG LeadershipIHG的指點力程度Winning Ways 致勝之道Do the right thi

4、ng做對的事Show we care 表達關(guān)愛Aim Higher追求杰出Celebrate Difference 求同存異Work Better Together協(xié)作共贏 drives our corporate priorities 推進我們的企業(yè)優(yōu)先事項的進程The Service-Profit Chain 效力利潤鏈Return on AssetsOperating MarginRevenue Growth資產(chǎn)收益率營運利潤率收入增長Customer Impressions客戶的印象CustomerReferrals客戶引薦CustomerRetention客戶堅持力Service 效

5、力Helpfulness 協(xié)助性Merchandise 商品Value 價值Employee Behavior員工的行為Attitude about the job對任務的態(tài)度Attitude about the company對公司的看法Rucci, et al, 1998Source: McKinseys War for Talent 2000 survey of 6,500 senior & mid-level managers at 35 large US companies 來源：麥肯錫2000年人才之戰(zhàn)調(diào)查，對象是35家大型美國公司的6,500名高級和中層經(jīng)理人58% of peo

6、ple who have worked with subpar managers are affected as follows:58%曾與不合格經(jīng)理人任務過的員工表示遭到以下影響：86%82%81%76%“Made me want to leave the company“使我想分開這家公司“Prevented me from making a larger contribution to the bottom line“妨礙我為公司的最終收益做出更大奉獻“Hurt my career development“損害我的職業(yè)開展“Prevented me from learning“妨礙我學習

7、The Cost of a Bad Boss 不稱職上司的代價Whats This Got To Do With Me?這與我有什么關(guān)系？我們對員工的期望是什么？我們對員工的付出是什么？ Developing Leaders at IHG洲際酒店集團的指點者培育The ALDP is a 10-module leadership development program based on the IHG Competency Model, that is designed to skill Band 6 & 7 supervisors in essential leadership practi

8、ces.ALDP 指點力開展課程以洲際酒店集團才干模型為根底，由10個板塊構(gòu)成，旨在為6級和7級主管人員提供根底指點力實際的技巧培訓。 Staff(Independent Contributor)員工單獨的奉獻者Excom & Dept Heads(Manage Function/Supervisors)執(zhí)委會及部門擔任人管理一個職能部門/主管們Supervisor(Manage a Small Team)主管管理一個小型團隊General Managers(Manage Property)總經(jīng)理管理酒店 Turn 2 轉(zhuǎn)變 2Turn 3轉(zhuǎn)變 3Turn 1轉(zhuǎn)變 1 IHG Supervis

9、or Competencies洲際酒店集團主管級才干WB 3戰(zhàn)略思索行業(yè)了解鼓勵協(xié)作指點和開展員工注重客戶和市場支持變革效果驅(qū)動將愿景轉(zhuǎn)化為行動What is your most important responsibility as a supervisor? 作為一名主管，他最重要的職責是什么？To produce results .創(chuàng)呵斥效but the only way to do this is through the efforts of the people around you但是要實現(xiàn)這一點，獨一的途徑是經(jīng)過他周圍員工的努力。Introduction 簡介Changing R

10、ole of the Supervisor主管的角色變化80% Directing & Maintaining指揮和管理5% Strategy 戰(zhàn)略謀劃15% Coaching, Developing, Supporting, Building輔導、開展、支持、培育20% Strategy 戰(zhàn)略謀劃60% Coaching, Developing, Supporting, Building輔導、開展、支持、培育20% Directing & Maintaining指揮和管理Traditional過去21st Century21世紀Traditional 過去Main role was to d

11、irect and control the way work was done by the people that reported to them 主要角色是指揮和管理下屬員工的任務方法Today 如今Successful supervisors are primarily driven by the roles of coach, leader, developer, mentor, and planner勝利的主管以擔任教練、指點、培育者、導師和方案者的角色為主WB 4“The only true leader is someone who has followers. An effe

12、ctive leader is not someone who is loved or admired. He or she is someone whose followers do the right thing. Popularity is not leadership. Results are.“真正的指點者擁有本人的跟隨者。一個高效的指點者未必眾人皆愛。其跟隨者都以正確的方式任務。受人歡迎并不是指點力。效果才是。Peter Drucker彼得 .德魯克The True Leader 真正的指點者WB 4Activity: Electric Maze 活動：電子迷宮What happe

13、ned? What feelings did you experience at the beginning, middle, end?發(fā)生了什么事？在開場、中間和最后，他體驗到了怎樣的覺得？2.Was there a leader? Why do you think so?當時有沒有一個指點者？為什么？3.What can you learn from this experience?從中他能學到什么？Activity: Electric Maze 活動：電子迷宮WB 5The root of the word management is “manas - meaning hands.英語管

14、理management一詞的詞根是 “mana，本意是雙手。Managing is to accomplish, to be in charge of or responsible for, to conduct.管理是指完成、擔任、執(zhí)行。It involves the process of setting and achieving the goals through the planning, organizing, directing and controlling.管理包括經(jīng)過方案、組織、指揮和控制來設定和實現(xiàn)目的的流程。What is Managing 什么是管理WB 6The ro

15、ot of the word leadership is “l(fā)ead - meaning to go, to guide.英語指點力leadership一詞的詞根是 “l(fā)ead，本意是通向、引導。Leading is influencing, guiding in direction, action, or opinion. 指點是指在方向、行動或意見上給予影響、指點It involves inspiring others to follow, creating goodwill and supporting others. Leaders achieve things that could

16、not have been done without them.指點包括鼓勵他人跟隨、建立友好關(guān)系和對他人提供支持。指點者所完成的事情，短少他們便無法勝利。What is Leading 什么是指點WB 6Leaders and Managers 指點者和管理者A leader can be a manager, but a manager is not necessarily a leader.指點者可以是一個管理者，但管理者未必是一個指點者。Activity: Compare and Contrast活動：比較與對比In your table groups, list some of th

17、e differences in behaviours between managing and leading on a flipchart以每張桌子為一組，在掛板上列舉出管理和指點之間的行為差別WB 6Management Versus Leadership管理與指點Focus on Results注重結(jié)果Embodies mission & vision表達使命和愿景Concern with effectiveness關(guān)注效果Motivating & inspiring 啟發(fā)和鼓勵Management 管理Leadership 指點Managers seek COMPLIANCE管理者追

18、求“遵守Leaders seek COMMITMENT指點者追求“承諾Focus on Processes 注重過程Embodies goals & objectives表達目的和目的Concern with efficiency關(guān)注效率Controlling & problem-solving控制和處理問題WB 6Importance 重要性Individual Contributor 個人奉獻者Supervisor/ Manager 主管/經(jīng)理Executive 高級管理者 Managerial Skills管理技巧Leadership Skills指點力技巧Technical Skill

19、s專業(yè)技藝High高Low低WB 6Management Versus Leadership管理與指點Think of 5 pieces of advice to give other supervisors on leadership想出 5 條給其他主管的有關(guān)指點力的建議2.Move around the room and collect 3 pieces of great leadership advice from 3 different people四處走動，從 3 個不同的人那里搜集 3 條有用的指點力建議3.At the end you should have at least

20、9 tips from others最后，他應該至少從他人那里獲得了 9 條建議Activity: Scavenger Hunt 活動：尋寶游戲Leadership Fundamentals 指點力根底Influencing Personal Performance影響 個人 績效Influencing Performance of Others影響 他人 績效Agenda (Day 1) 議程第1天Welcome & Introduction 歡迎與引見The Manager vs. The Leader 管理者vs指點者LM1: Different Behavioural Styles不同

21、的行為風格LM2: Emotions 心情EA1: Increase Self-Awareness 加強自我認識EA2: Build Acceptance of Others 接納他人EA3: Adapt Your Style 調(diào)整本人的風格Mastery Demonstration 技巧演練WB 7Agenda (Day 2) 議程第2天Review Day 1 第1天內(nèi)容回想LM3: 3Vs of Communication 溝通中的3VLM4: Situational Leadership 情景指點EA1: Build Positive Bonds 建立積極關(guān)系EA2: Evaluate

22、 Leadership Situation 情景評價EA3: Influence the Situation 對情景施加影響Mastery Demonstration 技巧演練Summary, Review & Evaluation總結(jié)，回想和評價WB 7Housekeeping 本卷須知WB 8Self-Assessment 自評WB 9Self-Assessment 自評21-3031-4041-50WB 9A leader knows the keys for inspiring and influencing team members. To be successful then, a

23、 leader must learn how to communicate with coworkers and foster optimum teamwork.一個指點者清楚知道鼓勵和影響團隊成員的關(guān)鍵。因此要勝利，指點者必需學會如何與員工溝通，并培育最正確的團隊協(xié)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.

24、認識到他本人偏好的溝通風格，以及其他人的溝通風格，接納和順應他們，這將使他與他們的協(xié)作更有效。LM1: What are the Different Behavioural Styles 有哪些不同的行為風格WB 10The worlds first lie detector世界上第一臺測謊器2. Wonder Woman What Do These Have in Common?這兩者有什么共同點？DiSC divides behavior into 4 main dimensions: DiSC模型將人的行為分為 4大維度：Dominance 支配型Influencing 影響型Stead

25、iness; and 穩(wěn)定型Compliance. 服從型He also originated the DiSC Personality Profile Model which is a useful guide to becoming more aware, to more readily accept and adapt to others styles.他提出了DiSC個性特征模型，這對于更好的了解、接受、順應他人的處事風格有非常有效的指點作用。William M. Marston 馬斯頓William Marston 馬斯頓博士WB 10DiCSD.i.S.C.PEOPLE-ORIEN

26、TED人際導向型Warm, Relaxed, Feelings, Supporting, Informal, Open, and Expressive熱情、隨和、感性、支持、不拘禮節(jié)、坦率、擅長表達TASK-ORIENTED 任務導向型Cool, Calculating, Guarded, Objective, and Formal冷靜、精明、謹慎、客觀、正式OUTGOING 外向型Tells, Fast-paced, Assertive, Initiates, Competing, Quick, Risk Taker, Direct喜歡講述、快節(jié)拍、自信獨斷、發(fā)起者、競爭、迅速、風險承當者、

27、直接RESERVED 內(nèi)向型Asks, Slower-paced, Responds, Avoids Risk, Goes Along, Cooperating, Deliberate, Indirect喜歡提問、慢節(jié)拍、呼應者、逃避風險、贊同支持、協(xié)作、從容謹慎、間接WB 11DOMINANTS are very straight forward in dealing with challenges and have little patience for details支配者 直面挑戰(zhàn)，對細節(jié)沒有很大耐心INFLUENCERS are outgoing, persuasive and in

28、fluence others through talking. They tend to be emotional影響者 外向，擅長壓服，經(jīng)過交談影響他人。容易心情化STEADY people like to be in the know and work at a steady pace. They dont like sudden changes or ambiguity穩(wěn)定者 喜歡掌握內(nèi)部音訊和穩(wěn)定的任務節(jié)拍。不喜歡忽然變化和模棱兩可COMPLIANT people adhere to rules, regulations and structure. They appreciate q

29、uality and doing things right服從者 嚴厲遵守規(guī)那么、規(guī)定和組織構(gòu)造。崇尚質(zhì)量和正確的處事方式Different Behavioural Styles 不同的行為風格WB 12Activity: Famous Faces 活動：名人的風格What Do We Know About Style?我們對風格知道多少？We each have a unique style; a blend of the 4 behavioural tendencies我們每個人的風格都是獨一無二的；是 4 種行為風格的交融Each behavioural style has its st

30、rengths and limitations每種行為風格都有其優(yōu)點和局限性There is no “best behavioural style沒有一種行為風格是“最好的Our effectiveness with others depends on our adaptability to meet the needs of others與他人共事的效率取決于我們能否能自我調(diào)整，以滿足他人的需求Activity: Which Style? 活動：哪種風格？iDCSWB 13All of us experience a wide range of emotions in our lives.我

31、們一切人在生活中都會有各種心情。Learning to recognize and stay with our feelings is a valuable experience. 學會認識和控制我們的心情是一種珍貴的體驗。We can learn that just because we feel something, we dont have to act on it.我們會知道，只是由于有某種心情，我們不用一定要表現(xiàn)出來。LM2: What are Emotions? 什么是心情？WB 15Why Is It Important? 重要性Out of control emotions m

32、ake smart people stupid失控的心情使聰明人變笨- Daniel Goleman丹尼爾戈爾曼 WB 15Emotional Intelligence 情感智能WB 15啊! 那個白癡又在吹口哨了!我要抗議，但我不喜歡正面沖突。和他老板說又會顯得我愛埋怨。只需一個方法。Alice，請他有空的時候到我這來一下。什么事？等等，我馬上回來。別吹了!他這個該死的笨蛋!什么事？沒關(guān)系，我曾經(jīng)找到處理方法了。Emotional Intelligence 情感智能The ability to monitor ones own and others emotions, to discrimi

33、nate among them, and use the information to guide ones thinking and actions.監(jiān)視本人和他人心情的才干，區(qū)分本人和他人心情的才干，以及運用心情信息指點思想和行動的才干。- Mayer & SaloveyWB 15Emotional intelligence is NOT 情感智能.Being “nice 不等同于對人“友好Allowing feelings to run wild 不會允許心情失控Gender based - women are not necessarily “emotionally smarter t

34、han men 不是由性別決議女性并不一定比男性情商更高Fixed genetically 不是由基因決議Being emotional 不是心情化- Cooper & Sawaf, 1997WB 16Emotional Intelligence Competencies情感智能的五項才干By definition, E.I. consists of 5 competencies:從定義中可以看出，情感智能包括 5 項才干：Self-awareness 自我認識Self-regulation 自我管理Self-motivation 自我鼓勵Empathy 識別他人心情Managing rela

35、tionships 關(guān)系管理- Salovey & Mayer, 1985WB 16Activity: Match the Emotion活動：心情配對Uneasy 不安Anger 憤怒Proud 驕傲 Thankful 贊賞Confused 困惑Hurt 受傷Encouraged 振奮Confident 自信WB 17Emotions and Our Brain 心情與大腦Our brain is always taking in information though our senses. It interprets this information and sends the appro

36、priate signals to the body that creates a response.我們的大腦經(jīng)過覺得不斷接納信息，對信息做出解釋后向身體發(fā)出適當?shù)男盘?，然后由身體做出反響。The lizard brain interprets many signals as a “threat. This affects our response to the situation.“蜥蜴腦將許多信號解釋為“要挾。這會影響我們對所面臨情況做出的反響。WB 18Amygdala“Lizard Brain杏仁核構(gòu)造 “蜥蜴腦Cortex“Thinking Brain大腦皮層 “思想腦Stimul

37、us外界刺激Reacts 做出反響Interprets 做出解釋Emotions and Our Brain 心情與大腦WB 18DO:要：pay close attention給予高度關(guān)注2.remain calm & respectful堅持冷靜和尊重3.send the message “Im here to work with you傳送這樣的信息“我是在和他一同任務4.choose your words carefully 小心措詞5.show understanding表示了解let your hot buttons get pushed 被他人控制他的心情Interrupt 打斷

38、對方react instantly to angry or abusive comments立刻做出生氣的反響或謾罵對方4.use “But用“但是5.use empathy with VERY angry people對非常憤怒的人采取了解同情的方法DONT:不要：Responding to Emotional People對待心情化的人WB 18For each of the situations, answer the 3 questions對給出的每個場景，分別回答 3 個問題2.Please be prepared to share your response with the la

39、rger group. 做好預備，與其他小組交流他的回答。Activity: What Information?活動：怎樣的信息？WB 19Increase Self-Awareness提高自我認識Build Acceptance of Others學會接納他人Adapt Your Style調(diào)整自我風格How to Influence Personal Performance?如何影響個人績效？WB 21Leadership starts with an understanding of yourself.指點力從了解自我開場。Self-awareness gives us insight

40、into how and why we behave the way we do and adapt our behaviors accordingly. 自我認識使我們可以深化了解本人的行為方式以及其中的緣由，從而可以相應的調(diào)整我們的行為。This will allow us to better manage our relationships with others. 這將使我們可以更好的處置與他人的關(guān)系。EA1: Increase Self-Awareness 提高自我認識WB 22Johari Window 喬哈里之窗 Known to Self 自己知道 Unknown to Sel

41、f 自己不知道Known to Others別人知道 Unknown to Others別人不知道 BLINDSPOT自我盲區(qū)HIDDENFAADE隱藏面UNKNOWNPOTENTIAL未知潛力OPENARENA公開區(qū)WB 23Recognize your behavioural style preference 了解本人的行為偏好Identify your strengths and limitations確定他的優(yōu)勢和缺乏Assess how to leverage strengths and overcome limitations評價如何發(fā)揚優(yōu)勢和抑制缺乏How Do I Increa

42、se Self-Awareness?怎樣提高自我認識？WB 24Whats my Style? 我屬于哪種風格？Tick the boxes that you think best describe you.在他以為最符合對他的描畫上打勾。2.Wait for further instructions from facilitator.等候主持人的進一步闡明。WB 25Your team has been tasked to plan the hotels Annual Dinner & Dance. The theme is Masquerade Nite. 他的團隊接到義務擔任謀劃酒店的年

43、終晚宴和舞會。主題為假面之夜。2.Create a plan for Masquerade Nite on a flipchart. 在活頁掛圖上制定一個假面舞會的方案。Activity: Masquerade Nite活動：假面舞會WB 26What are my greatest style-related strengths and how do they help me on my job?從我的風格來看，我最大的優(yōu)勢是什么，對我的任務有怎樣的協(xié)助？What are 3 of my style-related limitations and how do they hinder my

44、job effectiveness?從我的風格來看，我有哪 3 項缺乏，對我的任務效果有怎樣的妨礙？What are 3 things I could do to be more effective when working with others?在和他人一同任務時要獲得更高效果，我可以在哪 3 件事上做出改善？Activity: Strengths and Blindspots活動：優(yōu)勢和盲區(qū)WB 27-28Accepting others means accepting the different styles and developing a positive attitude and

45、 appreciation for their strengths & weaknesses.接納他人意味著接受不同的風格，培育積極的態(tài)度，正確評價他們的優(yōu)勢和缺乏。This will lay the foundation for others to trust and have confidence in you, and vice versa. 這將為他人置信和信任他奠定根底，反之亦然。EA2: Build Acceptance of Others學會接納他人WB 30Treat everyone as an individual 將每一個人都視為獨立的個人Identify and acc

46、ept the other persons style了解和接受對方的風格Stay flexible堅持靈敏變通How Do I Build Acceptance of Others?怎樣學會接納他人？WB 31Activity: Who, What, Why, How?活動：誰，什么，為什么，怎樣？JimJeannieDougSteveDiSCDiSCDiSCDiSCWB 32Stay calm 堅持冷靜Dont let your hot buttons be pushed 不要被他人控制他的心情S.T.O.P. 停頓Positive self-talk 積極的自我交談Keep perspe

47、ctive 堅持洞察力6 second pause 6秒暫停Disengage 分開Stay flexible: Control Emotions堅持靈敏變通：控制心情WB 33Stand in 2 rows facing each other 面對面站成2排Starting with one side, read the complaints to your partner 從一邊開場，向他的同伴讀出埋怨的內(nèi)容Repeat step 2 with emotions (make it real) while partner practices staying calm反復第2步，這次加上心情要

48、有真實感，此時他的同伴練習堅持冷靜4.Reverse roles & repeat 交換角色練習Activity: Complaints! Complaints!活動：埋怨！埋怨！WB 34We need to adapt our styles to the other persons so that we can optimize our working relationship. 我們需求調(diào)整本人的風格來順應他人，從而最大程度的優(yōu)化我們的任務關(guān)系。When we adapt our style to theirs, we communicate more effectively, they

49、 understand us more and we build greater rapport with them. 當我們調(diào)整風格順應他人時，我們的溝通變得更為有效，他們將能更好的了解我們，并且可以與他們建立起更友好的信任關(guān)系。EA3: Adapt Your Style 調(diào)整他的風格WB 36What Does It Mean To Be Adaptable?順應才干是指什么？We adjust our methods of communicating and behaving. 我們對本人的溝通和行為方式進展調(diào)整。We go beyond our comfort zone so that

50、 others are comfortable. 走出本人的溫馨區(qū)，使他人感到溫馨。We do not imitate other people; we adjust our behaviour to be more in line with the preference of others. 我們不模擬他人；我們調(diào)整本人的行為，從而與他人的偏好更為一致。We maintain our own identity and good sense.我們堅持自我認同和判別力。WB 37Know the motivators of the different styles 了解不同風格人的鼓勵要素Adj

51、ust communication using the 3Vs根據(jù)3V調(diào)整溝通方式Complete an adaptability strategy for each person為每個人制定順應性戰(zhàn)略How Do I Adapt My Style? 怎樣調(diào)整風格順應他人？WB 37A D is motivated by the ability to make decisions and act without interference. Also可以不受干涉的決策和行動能激發(fā)D型人的任務動力。同時還包括Challenges and problems to solve 有待處理的挑戰(zhàn)和問題Po

52、wer and authority to make decisions 決策的權(quán)益和職權(quán)Changing environment 轉(zhuǎn)換變化的環(huán)境Freedom from routine and mundane tasks對常規(guī)和普通任務義務的自主權(quán)Style Motivators 不同風格的鼓勵要素DWB 38Style Motivators 不同風格的鼓勵要素An i is motivated by a sense of belonging that includes interaction with others. Also歸屬感，包括與他人的交流互動，能激發(fā) i 型人的任務動力。同時還包

53、括Flattery, praise, popularity and acceptance恭維，稱譽，受人歡迎，被接納Create a friendly environment 發(fā)明友好的環(huán)境Provide freedom from many rules and regulations讓他人不受大量規(guī)那么和規(guī)定的約束Get other people to handle details讓他人處置細節(jié)問題iWB 38Style Motivators 不同風格的鼓勵要素An S is motivated by security and loves status quo. AlsoS 型人的鼓勵要素是平

54、安感，他們喜歡目前的形狀。同時還包括Loyalty and dependability 忠實和可靠Safety and security 平安和保安No sudden changes in procedures or lifestyle程序或生活方式?jīng)]有忽然變化Time & activities that can be done from start to finish時間和活動可以有始有終的完成SWB 38Style Motivators 不同風格的鼓勵要素A C is motivated by assurances of quality and accuracy. AlsoC 型人的鼓勵要

55、素是對質(zhì)量和準確性的保證。同時還包括Standards of high quality 高質(zhì)量規(guī)范Detailed tasks 詳細的義務Logical organization of information信息的合理組織Limited social interaction限量的社交活動CWB 38Style Communication 不同風格的溝通Verbal 語言文字Vocal 語音語調(diào)Visual 肢體語言DDirect speech 直接講述Use words like “Definitely, fast, etc.” 使用“肯定、很快等”詞匯Speaks quickly 語速快Fi

56、rm and loud tones 語氣堅定、大聲Unwavering 不可動搖Direct eye contact 直接眼神接觸Firm handshake 握手堅定有力Bold visual appearance 鮮明的視覺外形iAsk questions 提問Close, personal language 親密、涉及個人的語言Supportive language 支持性語言Friendly 友好Animated 生動Uses a lot of inflection 大量音調(diào)變化Visual reinforcers 視覺刺激物Lots of body movement 大量肢體動作Sm

57、iles a lot 經(jīng)常微笑SAsks “how” questions 提“怎樣”的問題Generalize 概括歸納Logical flow 邏輯推理Constant 無變化Patient speech 說話耐心Soft tones 語氣柔和Gentle handshake 柔和的握手Little sudden movement很少突然的肢體動作Nods when agree 點頭表示同意CFocuses on specific details 關(guān)注具體細節(jié)Precise language 準確的語言Avoids emotions 避免情緒影響Little vocal variety 很少

58、語音變化Even delivery 平穩(wěn)的表達“News reader” style “新聞讀者”型Poker face (unexpressive) 不動聲色（無面部表情）Controlled Movement 控制肢體動作Avoids touching 避免肢體接觸WB 39Identify the preferred styles of your staff確定員工的首選風格2.For the identified staff, use the Styles template to build a strategy for adapting to them 針對已確定風格的員工，運用風格

59、模板制定一項戰(zhàn)略，來順應他們Adaptability Strategy 順應性戰(zhàn)略DiSCOutgoing外向型Reserved內(nèi)向型Task Oriented任務導向型People Oriented人際導向型WB 40-44Mastery Demonstration 技巧演練WB 46August 2007Leadership Fundamentals指點力根底課程Accelerated Leadership Development Program (ALDP)強化指點力開展課程ALDPActivity: Gang up on them!活動：結(jié)合起來！Why Are We Here? 目的

60、Differentiate Management and Leadership 區(qū)分管理與指點的差別Gain critical knowledge and self-awareness to be a successful leader獲得成為勝利指點者的重要知識和自我認識Adapt style preferences to be more effective 調(diào)整風格偏好，提高效果Apply appropriate leadership behaviours in different situations to be more effective根據(jù)不同情況運用適當?shù)闹更c行為，提高效果Act