领导能力与沟通管理(ppt37).ppt

1,“LEADERSHIPISANINFLUENCINGPROCESS。ITISABOUTGETTINGTHINGSDONETHROUGHOTHERS”领导是影响的过程，是通过发动其他人来完成工作,,ServiceLeadershipHandout,2,LEADERSANDMANAGERS领导和管理人员的区别,,3,1.COMMUNICATEourvisionofacustomer-focusedworkplace传达我们的服务理念---顾客至上.2.DETERMINEandrespondtointernalcustomerneeds.确定并回应内部顾客的需求3.ESTABLISHaclimateforopencommunication创造一个开放式的沟通环境4.BUILDpositiverelationships建立良好的关系,THEBASICPRINCIPLESOFSERVICELEADERSHIP:领导技能的基本原则,4,Customerfocus以客人为中心Involvement&empowermentofeverymemberofstaff让所有员工参与，并授权他们Communication沟通Innovation改革创新Continuousqualityimprovement不断地提高质量Costeffectiveness/profitability有效的成本/营利,CUSTOMERSCOMEFIRSTVALUES顾客至上理念,5,DETERMINEANDRESPONDTOINTERNALCUSTOMERNEEDS内部顾客的需求是什么？,,培训、认可、支持、激励、尊重、指导,6,THE4P’SOFTEAMBRIEFING班组会4P结构PROGRESS工作进展POLICY/PLANS政策/计划PEOPLE员工POINTSOFACTION行动要点,7,,GOLDENRULESForTeamBriefing班组会的黄金法则FacetoFace面对面InSmallTeams小组模式BytheTeamLeader团队领导主持OnARegularBasis建立在常规的基础上AboutRelevantSubjects涉及相关的主题Asking&AnsweringQuestions采用提问/回答的方式,8,KEYCHARACTERISTICSOFLEADER领导人的主要品质,Honesty诚实Competence有能力Forward-Looking有远见Inspiration鼓舞人心Credibility值得信赖,9,DIRECTINGLEADERSHIP指导型领导,Demonstrates演示Explainshow解释原因Setsgoals设定目标Organizestheworkinadvance提前组织好工作Structures思路清晰,有序安排工作Controls控制Supervisesclosely及时监督Evaluates评估,10,COACHINGLEADERSHIPTheLeader教导型领导,DIRECTS指导•Demonstrates演示•Explainshow解释原因•Setsgoals设定目标•Organisestheworkinadvance预先组织工作•Structures工作规划•Controls控制•Supervisesclosely及时监督•Evaluates评估,ANDSUPPORTS支持•Praises赞扬•Explainswhy解释原因•Asksforopinions征求意见•Listens耐心倾听•Encourages给予鼓励•Reassures使员工获得信心,11,SUPPORTINGLEADERSHIP支持型领导,•Praises赞扬•Reassures使员工得到信心•Encourages鼓励•Asksforideasandopinions征求意见和建议•Listens耐心倾听•Involvesfolloweringoalsetting鼓励员工参与目标的设定•Involvesfollowerinevaluation要求员工参与评估•Involvesfollowerinproblem-solving鼓励员工参与问题的解决•Shareddecisionmaking共同决策,12,DELEGATINGLEADERSHIP授权型领导,•Sharesresponsibilityforgoalsetting每个人都有责任参与目标的设定•Allowsthefollowertoevaluatehis/herperformance允许员工评估他/她自己的表现•Isavailablebutdoesnotinterfere当员工需要帮助时，你就在身边，但绝不干扰员工•Providesinformationandresources提供信息和资源•Providesappropriaterewards提供适当的奖励,13,SITUATIONALLEADERSHIPMODELBehavioursofLeaders情景领导的行为模式,14,弹性运用领导型态,高关系低,鼓励倾听询问解释,工作高结构、组织、教导、督导,15,选择领导方式要考虑,下属的成熟程度他们的经验是否足够？他们是否掌握所需技巧？他们办事是否积极？他们是否渴望独立行事？他们是否愿意承担责任？,环境因素时间紧迫的程度工作复杂的程度工作成败带来后果的严重性组织是否鼓励工作自由发挥,16,,危机,机会,,,,内部——个人因素,外部——环境因素,你的管理目标：,SWOT,17,SUPERVISOR主管,Supervise监督观察，指挥，培训Understanding理解听，帮助Patient耐心不发火Example标兵遵纪，准时，外表精干Respect尊敬相互尊重,Versatile多面手解决难题Initiative主动性自发做Strict严格纪律约束Objective客观不搀杂私人感情Recognize认可表扬，批评,18,讲话人,编码,接受反馈,,传递,听话人,给予反馈,解码,,,,,,,,,有效沟通：发出信息＝接收信息,传送者与接受者的角色不断相互转换。听，说，问,19,,EFFECTIVECOMMUNICATIONACTIONSTEPS有效的沟通的步骤1.OUTCOME效果Identifytheoutcomeyoudesire确定你想要达到的效果2.ACUITY敏锐Analyseyouraudience分析你的听众Tailoryourmessagetoyouraudience根据你听众的情况对内容进行筛选Presentthemainpointofyourmessage陈述重点3.FLEXIBILITY灵活Continuallycheckyouraudience‘sreaction持续检查听众的反应Seekfeedback收集反馈意见,20,Professionalsandmanagersspendupto40%oftheirdaylistening专业人士和管理人员每天在“倾听”上要占用40%的工作时间•Averagelisteningeffectivenessisonly25%平均的倾听有效率只有：25%•Theaveragespeakertalksatarateof125-150wordsaminute,whilemostpeoplecanlistenatarateof500wordsperminute.Thatleavesuswithalotoffreetime!说话的频率在每分钟125-150个字,但听话的频率却是每分钟500个字•Peoplemisinterpret40-60%ofwhattheyhear在表达过程中40%-60%的信息被听话人曲解•Managersmustsendtheirmessagethreetimestobeunderstood管理人员必须重复三次才能使所要表达的意思被正确理解•Tobecomeabetterlistener,practice!要成为好的倾听者,只有不断的练习!,21,38%声音,55%视觉,ELEMENTSOFCOMMUNICAITON沟通的要素,7%语言,,7%你在说什么38%你是怎么说的55%你的身体语言,22,,ACTIVELISTENINGTECHNIQUES有效的倾听技巧ACKNOWLEDGING获取信息RESTATING重述REFLECTING思考QUESTIONING提问SUMMARISING总结,23,,THEMETAMODELLanguagemaybewatereddownbytheprocessof语言会因为以下原因降低说服力:Deletion在表达过程中的删减Generalizations笼统的概括Distortion曲解说话者的意思,24,,HANDLINGEMOTIONALCOMMUNICATION如何进行情感上的沟通,RemainCalm保持冷静Acknowledge认同Restatethoughts重述员工想法Reflectemployeesfeelings考虑员工的感受Showunderstanding表示理解Suspendjudgement不要马上做出判断Probetogainafullunderstandingoftheproblem仔细调查，充分了解问题情况Reachagreementonthedefinitionoftheproblem对问题的定义达成共识Encourageemployeetosuggestsolutions鼓励员工想出其他的解决方案,25,,THEFOURBASICPOSTURALPOSITIONS四种常见的姿势1.APPROACH靠近forward-looking身体前倾Eager渴望Attentive关注2.EXPANSION扩张Straight直接的Erect挺直的3.WITHDRAWAL防御turnedaway拒绝holdsback阻挡Defensive防卫4.CONTRACTION退缩drawnintoselfheadbowed低头,26,Brainstorming头脑风暴法,Everyonemustbeinvolved每个人都必须参与Calloutideastoscribe快速记录每一个点子Buildonideas在提出的点子的基础上进一步发挥Noideaistootrivialorsilly没有微不足道或愚蠢的点子Thereisnocriticismnorjudgmentonanyidea对于提出的点子不做批评或判断Getasmanyideasaspossibleinthetime尽可能在规定的时间内获得更多的点子Objective:solveproblemsandenjoydoingit!目标：解决问题，并且享受整个过程,27,,ACTIONSTEPSTORECOGNISINGCUSTOMERFOCUSEDPERFORMANCE认知关注客人的行为表现之行动步骤,Praisepeopleimmediately及时表扬Tellthemexactlywhattheydidright-bespecific告诉员工哪里做的正确-具体Tellthemhowyoufeelaboutit告诉员工你的感受Pause暂停Encouragemoreofthesame鼓励更多好的行为Ifappropriateshakehandsortouchinawaythatcommunicatessupport可以通过握手及接触等方式来传达你对员工的支持,28,COACHINGTOIMPROVEPERFORMANCEActionSteps提高表现的教导步骤,COACHINGISANON-GOINGPROCESSOFWORKINGWITHEMPLOYEESTOHELPTHEMIMPROVETHEIRPERFORMANCE教导是帮助员工提高他们工作表现的一个持续不断的过程,ORGANISEyourobservationsandplanforthemeeting组织归纳你的观察并计划教导培训STATEthedevelopmentorperformancetopicclearlywhenyoubeginthediscussion在讨论时清楚的表达员工发展或员工表现的议题。ASKfortheemployee‘sideas.Listenactively征求员工意见认真倾听，主动倾听EXPLOREthedevelopmentorperformanceissuejointly共同商讨发展或表现的问题REACHagreementandhaveemployeeconfirmanactionplan与员工达成共识，确定行动计划SETafollow-upmeetingandencouragetheemployee安排一次跟进会议来激励员工,29,CORRECTIVEDISCIPLINEActionSteps纠正性纪律步骤,Determinethefacts了解实情Clearlystateyourcase.Bespecific清楚具体的阐述你的理由。3Askemployeetostatetheirversion让员工阐明情况4.Exploretogetherwhythesituationscannotbeallowedtocontinue一起探讨违纪行为不允许继续的原因5.Asktheemployeetocomeupwiththesolutionandagreeonguidelinesforthesolutions向员工征求解决方案并达成共识6.Ifappropriateissueawarningincludingagreedactionandreviewdate如果合适，给出警告单，包括已达成共识的行动方案及回顾日期7.Expressconfidencethattheywillcorrecttheirperformance表现出对员工的信心，相信他们能够做的更好,30,DELEGATION任务下放,Delegationinvolvesgivingapersonmorethanajobtodo,itmeansgivingthatpersontheresponsibilityfordoingthatjobandtheauthoritytodoit.任务下放不仅仅是给员工分配一项工作，同时敢将责任及权力下放给员工(You,asSupervisors,retaintheaccountabilityorultimateresponsibility-andthereforemustretaintherightofcontrol)你作为主管，仍要承担最后的责任，因此必须保持着控制权。,31,VICIOUSCIRCLE恶性循环,UNTRAINEDSTAFF未经培训的员工,COMPLETIONOFTASKSTAKESLONGER任务完成时间过长,DOITYOURSELF不得不自己动手,LACKOFTIMETOTRAIN缺少培训时间,32,,DELEGATIONACTIONSTEPS任务下放的行动步骤,Decidewhattodelegateandtowhom确定将任务委托给谁？Discusstaskandresultsrequired,seekagreement探讨任务内容和所要求的结果，达成共识。Defineauthorityandresponsibility限定任务下放的权力范围和应履行的责任Provideresourcesandtraining提供资源及培训Agreeontargetdate确定任务完成的具体日期Establishcontrols制定控制措施Monitorprogress,coach,supportandpraise全程监督，教导，给予支持并适时表扬,33,,EMPOWERINGACTIONSTEPS授权的行动步骤,Communicateavisionofservice传达我们的服务理念Askfortheemployee‘sreactionorideas了解员工的反应及想法Listenandberesponsivetoemployeeinput认真听取员工所提供有价值的建议和意见Provideinformation,toolsandtrainingrequiredtopreparetheemployeetoacceptempowerment为授权员工提供信息，工具和培训等帮助Delegate,letgoofcontrol任务下放，但必须能控制Demonstrateconfidenceintheemployeescompetence对员工的能力表现出信心Recognisecustomerfocusedperformance对顾客至上的表现表示认同,34,Standard标准,BrandStandard品牌标准HotelStandard酒店标准OperationStandard运作标准ServiceStandard服务标准ProductStandard产品标准,35,CHARACTERISTICSOFWELL-WRITTENSTANDARDS好标准的特点Easilyunderstood容易理解Describedetailedinterpersonalbehaviours详细描述人际行为Indicatecompleteness描述完整Canbeachievedconsistently随着时间推进，仍然能保持不变。Addresstimelinessasitrelatestocustomerexpectations根据顾客要求制定限期Meetorexceedcustomersexpectations达到或超出客人期望Includeactionverbs(hear,see,feel,tasteetc.)包括行为动词（听，看，感觉，尝等）Answerthequestion,"HowdoIknowwhenIvedoneitcorrectly?“回答此问题，“当我做完的时候如何知道我做的是否正确？”,36,ACTIONSTEPSFORWRITINGSERVICESTANDARDS写服务标准的步骤,StepOne:Identifythedesiredendresult第一步：确认想要达到的效果StepTwo:Brainstormalistofwhatneedstobedonetoachievethedesiredendresult第二步：运用头脑风暴法罗列出能实现这个目标所要做的事情StepThree:Reviewthelisttocrossoutduplicationsandeliminateunwantedorinappropriateitemsandabstractions第三步：删除列表中意思重复，不需要不合适的事项及抽象的部分StepFour:Foreachstep,identifythestandards,i.e.howyouwillknowwhenthestephasbeendonecorrectly第四步：为每一步骤都找到标准，例如：你如何知道这一步做的是否正确？StepFive:Teststatementsforaccuracyandcompleteness第五步：检查一下陈述的是否准确完整StepSix:Checkeachstandardtoseethatitcontainsthecharacteristicsofgoodstandards第六部：检查每项标准，看其是否符合好标准的特点。,37,NONEOFUSAREASGOODASALLOFUS一个人的能力不可能超过集体的能力,TEAMWORK团队建设,,Byinvolvingallofuswithourcustomerswewillrealiseourpotentialandvision-webelieve:,,,TogetherEveryoneAchievesMore,