達(dá)成團(tuán)隊(duì)協(xié)作

——從向上協(xié)同到橫向合作，掌握組織內(nèi)共贏的鑰匙

【課程背景】

根據(jù)全球知名測評(píng)機(jī)構(gòu)蓋洛普的調(diào)查，75%的雇員離職，其原因是無法和自己的上司處好關(guān)系、建立可信賴的協(xié)作。上下級(jí)的關(guān)系，已經(jīng)成為團(tuán)隊(duì)績效，組織穩(wěn)定，企業(yè)核心競爭力的重要因素。

在職場中，主動(dòng)且有技巧地全面解讀上司的人并不多，這是極其危險(xiǎn)的。正如德魯克所說:“不解讀和了解上司的職場人就像蒙著眼睛飛行的鳥兒，亂闖亂撞，搞無前途可言”。因此，為了自己有更好的職業(yè)發(fā)展，向上管理是每位下屬的必修課。

【適用對(duì)象】

基層、中層管理干部

【課程收益】

l 提升與上級(jí)的有效溝通能力，深入理解上級(jí)的需求和期望

l 對(duì)應(yīng)上級(jí)布置的重要任務(wù)，懂得如何立項(xiàng)、評(píng)估與規(guī)劃

l 掌握與上級(jí)進(jìn)行工作匯報(bào)的要點(diǎn)，懂得做個(gè)有能力可信賴的下屬并被上級(jí)知道和認(rèn)可

l 正確認(rèn)知橫向協(xié)同，并掌握溝通與協(xié)作的基本技巧

l 學(xué)會(huì)承接協(xié)作性工作時(shí)能夠，理清人、事中的必要關(guān)鍵，有規(guī)劃的進(jìn)行協(xié)作

l 了解溝通中的不同人際風(fēng)格，了解自己的風(fēng)格，并掌握如何判斷、如何揚(yáng)長避短的與對(duì)方順暢溝通

l 掌握協(xié)同中建立雙贏關(guān)系的三大基石：信任、風(fēng)格、情緒，成為被信任的同事

【課程大綱】

導(dǎo)入模塊

1. 塑造學(xué)習(xí)場域:破冰互動(dòng)See &Ask

2. 安排說明：競賽規(guī)則、時(shí)間安排

3. 如何學(xué)習(xí):如何學(xué)習(xí)效果最好

4. 不懂得正確的向上管理，難有長遠(yuǎn)發(fā)展

一、協(xié)同從了解上級(jí)開始

1. 我的上級(jí)人物畫像(練習(xí))

2. 王老師的向上管理實(shí)踐(最佳實(shí)踐)

3. 常見領(lǐng)導(dǎo)的四種類型

4. 我的領(lǐng)導(dǎo)人物畫像進(jìn)階工具(練習(xí))

二、懂的期待，成為可信的下屬

1. 你干的很辛苦，可得不到上級(jí)認(rèn)可

2. 上級(jí)關(guān)心那些事?

3. 信任方程式

4. 你的職場信任銀行儲(chǔ)備怎么樣?

5. 為什么有些人要預(yù)算(支持)更容易?聚焦至關(guān)重要目標(biāo)，用成績建立信任(練習(xí))

三、基于任務(wù)，善用溝通，創(chuàng)造成績

1. 面對(duì)重要任務(wù)如何做才能成功?

(1) 做好上級(jí)和其他利益相關(guān)人共識(shí)(練習(xí))

(2) 如何最好上級(jí)任務(wù)的規(guī)劃(練習(xí))

2. 匯報(bào)途徑是上下級(jí)最好的信任紐帶

(1) 和四種不同類型上級(jí)匯報(bào)的要點(diǎn)

(2) 如何讓上級(jí)心平氣和的聽你匯報(bào)

(3) 日常工作中匯報(bào)的目的與準(zhǔn)備

(4) 匯報(bào)中最忌諱的四個(gè)不

(5) 工作立項(xiàng)、節(jié)點(diǎn)匯報(bào)怎么做更好?

(6) 電子化匯報(bào)怎么做更有效?

四、發(fā)展自我，做個(gè)能抗事，能解決問題的人才

1. 反向領(lǐng)導(dǎo)力，背上的猴子

2. 員工通常由三種類型，你是哪種?

3. 成為關(guān)鍵員工的三個(gè)榜樣

4. 規(guī)劃自己的提升方向(練習(xí))

五、溝通、協(xié)作的障礙與意義

1. 自我認(rèn)知與覺察:模擬活動(dòng)

2. 研討:跨部門溝通協(xié)作的障礙與意義

3. 你知道溝通協(xié)作的三大障礙類型么?(認(rèn)知-任務(wù)-關(guān)系)

4. 要清楚溝通協(xié)作障礙五種程度(不同-誤解-分歧-不和-對(duì)立)

六、解決合作障礙思維認(rèn)知障礙-雙贏關(guān)系

1. 懂得人與人之間的合作心態(tài)(6種合作心態(tài))

2. 成事要具備雙嬴的大局觀

3. 學(xué)會(huì)覺察他人的“嬴"和自己的“嬴”

4. 練習(xí):掌握建立共嬴共識(shí)(練習(xí))

七、突破協(xié)作障礙-任務(wù)障礙

1. 我的客戶是誰?

2. 理清事，RACI矩陣梳理工作流(練習(xí))

3. 找對(duì)人，協(xié)同工作中的主要利益相關(guān)人(練習(xí))

4. 策劃好，協(xié)同工作梳理與風(fēng)險(xiǎn)評(píng)估應(yīng)對(duì)(練習(xí))

5. 跨部門溝通與協(xié)作計(jì)劃表-1

八、突破協(xié)作障礙-關(guān)系障礙(信任、人際風(fēng)格、情緒)

1. 沒有信任的合作不會(huì)成功

(1) 信任的速度價(jià)值

(2) 掌握信任方程式

2. 調(diào)適人際風(fēng)格

(1) 了解協(xié)作溝通中的四種行為風(fēng)格

(2) 通過傾聽理解對(duì)方(含演練)

(3) 以對(duì)方能接受的方式傳遞信息(含演練)

3. 提高情商

(1) 避免協(xié)作中的情緒陷阱(練習(xí))

(2) TFA練習(xí)(工具練習(xí))

(3) 跨部門溝通與協(xié)作計(jì)劃表-4

【課程價(jià)格】

單人：4680元/人

會(huì)員價(jià)：4380元/位

企業(yè)團(tuán)報(bào)價(jià)：18990元/6人

                            王磊

易迪思中國 金牌講師

• Franklin Covey、DDI、Ken Blanchard 認(rèn)證領(lǐng)導(dǎo)力講師

• 美國 COD 組織發(fā)展(OD)專業(yè)咨詢師

• ICF Six Seconds 、埃里克森認(rèn)證職業(yè)教練

• DDI 認(rèn)證 FCP 國際專業(yè)講師

• 國際績效改進(jìn)協(xié)會(huì)(ISPI)敏捷績效提升工作坊專家

• AMA 行動(dòng)學(xué)習(xí)授證引導(dǎo)師、引導(dǎo)師

• Everything DISC?國際認(rèn)證顧問

  【專業(yè)領(lǐng)域】

  曾任多家全球知名企業(yè)(京東、新奧能源、360、藍(lán)色光標(biāo)、Asurion)企業(yè)大學(xué)校長、人才發(fā)展與企業(yè)文化總監(jiān)、咨詢顧問。中歐(中歐商學(xué)院)在線、培訓(xùn)雜志、淘寶大學(xué)、前程無憂特約資深講師;中國企業(yè)人才發(fā)展智庫特聘專家、 HRoot特聘企業(yè)人才發(fā)展專家。香港大學(xué)教育專業(yè)碩士，擁有人力資源、業(yè)務(wù)管理及培訓(xùn)經(jīng)驗(yàn)近 18年;在戰(zhàn)略落地執(zhí)行、企業(yè)文化落地、敏捷績效提升、領(lǐng)導(dǎo)力領(lǐng)域有深入研究。主導(dǎo)項(xiàng)目獲得行業(yè)最權(quán)威論壇 12 項(xiàng)大獎(jiǎng)。

Achieving teamwork

-From Upward Synergy to Horizontal Collaboration, Holding the Key to Win-Win in Your Organization

Background

According to a survey by Gallup, the world's leading measurement organization, 75% of employees leave their jobs because they are unable to get along with their supervisors and establish trustworthy collaboration. Relationships between supervisors and subordinates have become an important factor in team performance, organizational stability, and core competitiveness.

In the workplace, not many people take the initiative and skill to fully interpret the boss, which is extremely dangerous. As Drucker said: "The workplace people who do not read and understand the supervisor is like a bird flying blindfolded, breaking and entering, engaging in no future to speak of". Therefore, in order to have a better career development, upward management is a mandatory course for every subordinate.

 Applicable objects 

Grassroots, middle management cadres

Benefits

• Enhance the ability to communicate effectively with supervisors and gain a deep understanding of their needs and expectations

• Know how to project, evaluate and plan for important tasks assigned by supervisors.

• Master the key points of work reporting with superiors, know how to be a capable and trustworthy subordinate and be known and recognized by superiors.

• Correctly recognize horizontal synergy and master the basic skills of communication and collaboration.

• Learning to take on collaborative work by identifying the necessary keys in people and events and planning for collaboration.

• Understand the different interpersonal styles in communication, know your own style, and master how to judge, how to build on your strengths and avoid your weaknesses and communicate smoothly with the other party.

• Become a trusted colleague by mastering the three cornerstones of building win-win relationships in synergy: trust, style, and emotion

  Outline

  Import module

1. Shaping the Learning Field: See & Ask Icebreaker Interaction

2. Organization note: competition rules, schedule

3. How to study:How to study best

4. Without proper upward management, it's hard to have long-term development

   Ⅰ Collaboration starts with knowing your superiors

5. Portrait of my superiors (exercise)

6. Mr. Wang's Upward Management Practices (Best Practices)

7. Four Types of Common Leaders

8. My Leadership Portrait Advancement Tool (exercise)

   Ⅱ Understand the expectations and become a credible subordinate

9. You work hard, but you don't get recognized by your superiors.

10. What are the superiors concerned about?

11. trust equation

12. How's your workplace trust bank reserve?

13. Why is it easier for some people to budget (support)? Focusing on vital goals and building trust with accomplishments (exercise)

    Ⅲ Mission-based, communication-enabled, achievement-creating

14. What can I do to succeed when faced with an important task?

15. Doing a good job of consensus of superiors and other stakeholders (exercise)

16. How best to plan for superior tasks (exercise)

17. The reporting path is the best bond of trust between top and bottom levels

18. Key points for debriefing with four different types of superiors

19. How to get your superiors to listen to you in a calm manner

20. Purpose and preparation for debriefing in daily work

21. The four most taboo no's in debriefing

22. What can be done better to establish work and node reporting?

23. How can electronic reporting be more effective?

    Ⅳ Develop yourself to be a resilient and problem solving person

24. Reverse Leadership, Monkey on the Back

25. Employees are usually made up of three types, which one are you?

26. Three Role Models for Becoming a Key Employee

27. Planning your own advancement (exercise)

    Ⅴ Barriers and implications of communication, collaboration

28. Self-knowledge and awareness: a simulation activity

29. Seminar: Barriers and Implications of Cross-Departmental Communication and Collaboration

30. Do you know the three main types of barriers to communication and collaboration? (cognitive-task-relational)

31. Be clear about the five levels of communication and collaboration barriers (difference - misunderstanding - disagreement - discord - antagonism)

    Ⅵ Addressing Barriers to Collaboration Thinking Cognitive Barriers - Win-Win      Relationships

32. Understanding the cooperative mindset between people (6 cooperative mindsets)

33. You need to have a big picture view to make things happen.

34. Learning to recognize others' "wins" and one's "wins"

35. Exercise: Mastering Consensus Building (Exercise)

    Ⅶ Breaking through barriers to collaboration - task barriers

36. Who are my clients?

37. Sorting Things Out, RACI Matrix Sorting Workflows (Exercise)

38. Finding the right people, key stakeholders in collaborative work (exercise)

39. Well planned, collaborative work grooming and risk assessment response (exercise)

40. Cross-sectoral Communication and Collaboration Schedule-1

    Ⅷ Breaking through barriers to collaboration-relational barriers (trust, interpersonal styles, emotions)

41. Cooperation without trust will not succeed

42. The Speed Value of Trust

43. Mastering the Trust Equation

44. Adaptation of interpersonal styles

45. Understanding the four behavioral styles in collaborative communication

46. Understanding each other through listening (with exercises)

47. Deliver the message in a way that is acceptable to the other party (with drills)

48. improve emotional quotient (EQ)

49. Avoiding Emotional Pitfalls in Collaboration (Exercise)

50. TFA Exercise (Tools Exercise)

51. Cross-sectoral Communication and Collaboration Schedule - 4

     

    Price

    Single person: RMB 4,680 RMB / person

    Member price: 4,380 RMB / person

    Enterprise group quotation: 18,990 RMB / 6 persons

     

    
    

     

    Wang Lei

    Eddic China Gold Lecturer
    

• Franklin Covey, DDI, Ken Blanchard Certified Leadership Instructor

• COD Organizational Development (OD) Professional Consultant, United States of America

• ICF Six Seconds, Erickson Certified Professional Coach

• DDI Certified FCP International Professional Instructor

• International Society for Performance Improvement (ISPI) Agile Performance Improvement Workshop Specialist

• AMA Action Learning Accredited Facilitator, Facilitator

• Everything DISC? International Certified Consultant

  Area of Expertise

  He has been the president of corporate university, director of talent development and corporate culture, and consultant of many global famous enterprises (Jingdong, Xin'ao Energy, 360, Blue Cursor, Asurion). He is a senior lecturer invited by CEIBS Online, Training Magazine, Taobao University, and MileagePlus; a special expert of China Enterprise Talent Development Think Tank, and a special expert of HRoot on enterprise talent development. With a master's degree in education from the University of Hong Kong, he has nearly 18 years of experience in human resources, business management and training, and has conducted in-depth research in the fields of strategy implementation, corporate culture implementation, agile performance enhancement, and leadership. Leading projects have won 12 awards from the most authoritative forums in the industry.

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