★? At present, he is a senior partner of two management consulting companies and director of large-scale management consulting projects.
★? Strong human resource management expert, doctor of management.
★? He used to be the senior vice president of JVK Company and the human resources manager of Lenovo Group.
★? 16 years of senior management experience in well-known enterprises
★? American internationally certified leader's sword and situational leadership lecturer.
★? Many university presidents and EMBA classes in Tsinghua and Peking University are invited lecturers.
★? Perennial consultant of human resource management in a manufacturing enterprise in Beijing.
★? Perennial consultant for project management of a launch vehicle technology research institute in China.
★? American PMP certification, senior expert in the field of enterprise multi-project management
Business experience
In the past ten years, he has been focusing on management consulting and training. The training course lasts about 120 days per year; Successfully presided over human resource management or project management consulting projects in power, manufacturing, dairy, IT, real estate, aerospace and other industries; Responsible for developing human resource management software system (B/S structure); The first "point-to-surface combined progressive assessment method".
He used to be the senior vice president of JVK Technology Group in the United States: in charge of administration department, human resources department, finance department, project management department and other departments to realize the standardization and standardization of human resources management and project management.
I once worked as a human resource manager in Lenovo Group: comprehensively promoting the strategic performance management system and realizing the transformation of human resource management from art to technology.
I worked in the Ministry of Railways in my early years.
u？ Working in a large state-owned manufacturing enterprise.
Training style
Combining Socratic questioning and reflection, student enterprise case analysis, role-playing, on-the-spot problem solving, video sharing, etc., the course has an active atmosphere and pragmatic content, and is good at on-the-spot coaching by coaches.
Part of the customer witness
Power industry: State Grid Corporation (rotation performance management and consulting project), China Southern Power Grid (rotation performance management), Hainan Electric Power (human resources consulting project), Henan Electric Power (rotation project management), North China Power Grid (rotation problem analysis and solution), Guangdong Power Group, State Grid Xinyuan Holding Company, Ningxia Power Construction Group, etc.
Communication industry: Shanxi Mobile (leadership rotation training12); Beijing Mobile ("Six Thinking Hats" Rotation Training Phase 5); Hebei Mobile (non-male and non-sword rotation post), Gansu Mobile (sword rotation post), Hunan Mobile (sword rotation post), Guangdong Mobile (the fifth phase of business hall backbone action learning), Shaanxi Telecom (performance management rotation post), Chengdu Telecom, Heilongjiang Mobile, etc.
Financial industry: China Everbright Bank (project management), Agricultural Bank, Industrial and Commercial Bank of China, Minsheng Bank, China Construction Bank (action learning and the sword of leaders) and Postal Savings Bank (situational leadership and implementation);
Petrochemical industry: PetroChina, Pipeline Bureau (comprehensive management skills), CNOOC (project management and performance management), Xinjiang Petroleum Engineering Construction Company, China Petrochemical Group, China Petrochemical Engineering Construction Company, etc.
Manufacturing: China FAW Group Corporation (trained in problem analysis and solution for more than ten periods), Ford Motor Company (trained in non-humanity) and Changan Suzuki (trained in performance management); CNR Tangshan Bus Factory (multi-phase non-human training), Changchun Bus Factory (rotation leadership training), Ziyang Diesel Locomotive Factory (rotation execution training), Zhuzhou Electric Locomotive Factory and so on.
Medical industry: Harbin Pharmaceutical Group, Shiyao Co., Ltd., Zheng Da Freda, Jingwei Pharmaceutical, Pfizer Pharmaceutical, Jiangsu Haosen Pharmaceutical Group, Kaifeng Traditional Chinese Medicine Hospital, Nanyang Central Hospital, Beijing Peking University People's Hospital, Tangshan People's Hospital, etc.
Some customers in IT and other industries: Digital China, Baidu, Tencent, Ziguang, TCL Group, Zhuhai Ideal Science Company, Contemporary Real Estate, China Resources Land, Huarong Group, Wandashan Dairy, Yili Dairy, Xiamen Chamber of Commerce, Fuyang Cigarette Factory, Chengdu Tobacco Monopoly Bureau (company), hongta group, Baisha Group, Shandong Rising Chemical Group, China Aerospace Science and Technology Group Launch Vehicle Technology Research Institute, etc.
Classic course
1. Strategic Human Resource Management in the Internet Age
2.？ Human resource management of non-human resource managers (non-human resource managers, choose academic qualifications to stay)
3.？ Recruitment interview and talent selection (eight modules of human resources major)
4.？ Strategic goal decomposition and performance management consulting training (for all employees of the company)
5. The sword of a leader-problem analysis and solution (a necessary skill for managers)
6.？ Innovative thinking to achieve business breakthroughs in the Internet age (middle and high level)
7.？ Situational leadership and leadership improvement (for middle and senior managers)
8.？ Project management training, project management training
9.？ How to effectively restore the quotation
10.？ Authorization management
Key areas: human resource management modules such as recruitment, performance, salary, training and career planning; Leadership; General project management; Systematic method to analyze and solve problems; Executive power; General management skills;
? Curriculum outline of situational leadership certification?
Situational leadership?
Course background:
Situational leadership model was put forward by Paul, a world leader and master of organizational behavior. Founded by Dr. Hayes. 1969, Paul? Dr. Hayes comprehensively expounded the theory of situational leadership. According to this theory, the leader's behavior should be compatible with the leader's willingness to achieve effective leadership results. Traditional management theory holds that employees are either capable or not. However, the situational leadership model sublates the old thinking mode of binary epistemology.
Situational leadership is a practical leadership skill, which pays attention to both performance and subordinates. It advocates that according to different situations. By judging the readiness of leaders, leaders can adjust their own styles. This kind of leadership style helps managers to lead their subordinates to achieve the best performance, thus improving their satisfaction and realizing the continuous growth of the team.
After years of practice and development, more than 150 countries in the world1000000 professional managers have accepted and adopted situational leadership training. More than 400 companies in the global top 500 have been trained in this course. Situational leadership has become a compulsory course for senior managers of General Electric, Ericsson, Motorola, IBM, Apple Computer and Microsoft. In Microsoft, employees who have worked for more than five years are eligible to participate in this training, which is one of the compulsory courses for the promotion of Microsoft senior management. The application of situational leadership model in work is of substantial help to develop employees, improve leadership ability and improve team performance.
Training purpose
◆ Personal interests
1、? Enhance students' management ability and improve subordinates' performance ability.
2, make students better understand the leadership style, help to give full play to their advantages, make up for their shortcomings, and form leadership.
3, vigorously improve the ability to influence others, so that students can comprehensively improve the executive ability of subordinates.
◆ Team interests
1、? Reduce employee turnover and improve team performance
2、? It can create a performance-oriented and execution-oriented working atmosphere.
3、? It can achieve high employee satisfaction rate and high goal achievement rate.
◆ Organizational interests
1、? Improve the overall execution of the organization
2、? * * * A common language that helps to form and establish communication performance within the organization.
3、? It is helpful to cultivate high-quality managers.
Training methods: explanation and analysis, role-playing, watching videos, actual combat, simulation drills, case analysis, etc.
Training target: senior leaders of enterprises and institutions, department managers, department heads and other management personnel at all levels.
Training time:? 2 days
training program
The first unit, the meaning of leadership and promotion ideas.
1.？ The difference between generalized leadership and narrow leadership, leadership and management
2.？ Various theories about leadership
Situational leadership
The introduction of various theories such as trait theory.
3.？ Leadership is a process and principle of influence.
ü? Field test: leadership test
4.？ The way and process of implementing the impact
ü? Video appreciation: What's wrong with the leader?
5.？ Role Orientation and Role Consciousness of Leaders
6.？ What does humanity mean? How to understand human nature and motivate subordinates?
ü? Case: How do tall leaders understand human nature?
7.？ What is a good leader, adapting to the crowd and the environment?
8.？ Common mistakes made by leaders and the application of situational leadership model
Unit 2: Determine the working status of subordinates
1.？ What is work readiness?
2.？ Why do managers have to master the preparation of employees?
3.？ How to understand the concepts of motivation, passion and skills, and the misunderstanding of leadership?
4.？ How do ability and willingness interact?
ü? Case Study: Diagnosing Employees' Conditions
ü? Case: Will the employee's identity be fixed?
5.？ The influence of boss's job readiness on subordinates' readiness
6.？ Four States of Subordinate's Work Readiness
7.？ Employees always have problems doing things.
ü? Video sharing: Why is there no passion for assigning work and things always drag on?
Unit 3: Analysis of leadership behavior and leadership style.
1.？ What is leadership style?
2.？ There are two types of leadership behavior: command behavior and relationship behavior.
ü? Video Sharing: Distinguishing between Commanding Behavior and Relational Behavior
3.？ Four different leadership styles and their characteristics
4.？ Diagnosis of leadership style: our leadership style?
ü? Case study: leadership style and role change
5.？ Similarities and differences of four leadership styles
ü? Discussion: Analyze the leadership style of yourself and your boss.
ü? Video Appreciation: How to Improve Our Leadership Style
6.？ Discussion: What's wrong with our leadership style?
The fourth unit, the matching of leadership style and subordinate status.
1.？ The effectiveness of leadership, there is no way to guarantee that it can work under any circumstances.
2.？ Methods of evaluating employees' ability and willingness
3.？ Matching between leadership style and employee needs
ü? Case analysis: how to understand the psychological needs of subordinates
4.？ How to stabilize the relationship between leaders and followers for a long time
ü? Video sharing: Is leadership style appropriate?
5.？ Leadership style evaluation and improvement direction
ü? Situational leadership field test: 360-degree personal leadership evaluation and result analysis
Unit 5, learn the commanding leadership style.
1.？ Characteristics of imperative leadership style
Key words of imperative leadership style
2.？ Importance of workflow and objectives
ü? Video sharing: SOP simplifies work and reduces requirements.
ü? Panel discussion: standardization and solidification of workflow
3.？ Commanding display
ü? Role-playing: solving subordinates' problems with imperative style
Unit 6: Learning the Leadership Style of Coaches
4.？ What is coaching leadership style?
Elements of coach's leadership style
Why is the coaching style suitable for R2?
5.？ Requirements of coaching leadership style
Group discussion: "How to become a leader recognized by subordinates"
6.？ Characteristics of coaching style
ü? Video sharing: coaching leadership style
7.？ Coach style display
ü? Role-playing: How to use coaching style for subordinates' problems
Unit 7: Learning Empowering Leadership Style
1.？ Three-level authorization and its application
2.？ Why are we not good at empowering leadership style?
3.？ Authorization and monitoring, authorization problems and solutions
ü? Solve the knot: employing people without doubt, employing people with doubts.
4.？ Linguistic Features of Authoritative Leadership Style
ü? Role-playing: Linguistic Features of Authoritative Style
5.？ How to realize gradual authorization
ü? Case Study: Four Common Authorization Scenarios
Unit 8, Learning Supporting Leadership Style
1.？ Characteristics and keywords of supportive leadership style
2.？ Words and deeds characteristics of supportive leadership style
ü? Video Sharing: How Leaders Implement Supportive Leadership Style
3.？ The essence of motivation
Need hierarchy theory, motivation theory
ü? Discussion: What are people's needs and how to find them?
4.？ Strategies and the most effective forms of motivating employees
The balance between material incentives and non-material incentives;
ü? Video Appreciation: Motivation of Foreign Business Owners
Unit 9, Shaping the Art of Leadership and Using Power
1.？ Key elements of expanding influence
2.？ Six key behaviors to improve leadership
3.？ General principles of promoting leadership art
ü? Video sharing: the general rule of analytical leadership
5.？ Start from daily work and improve leadership.
ü? Video sharing: impression management
6.？ Seven types of leadership
7.？ How to make good use of position power
ü? Video sharing: the authority and charm of leaders
Summarize the training and make the post-training action plan.