高长伟中层干部 领导力【心理激励指导】.ppt

* 帮助他人成功的三个方面，否则与成功之间的鸿沟gaps越来越大 * Game：手指交叉游戏， 行为心理学说：习惯是第二个上帝。行为表现面试法帮助你穿过时空隧道 * 做教材的时候去掉 * 是coach发出的 * 练习:互相夸奖 How to use results in a positive manner when giving feedback? Effective coach provide regular feedback to people with whom they work. They can give both positive and corrective feedback. About 80% of the performance problems that occur in the workplace could be solved with better use of feedback. People do things right at least 80% of time, but rarely is the feedback they get 80% positive. 80/20 Rule Supervisors should try to give 80 % positive feedback to their employees and limit corrective feedback to 20 % if employees are doing thihgs right 80% of the time. Ask : How many of you get positive feedback you deserve? If your employees were here today and we asked them the same question, how many hands do you think we would get? Most of us complain that we don’t get enough positive feedback, but when we have the chance to give it, we don’t give it either. Recognition strengths performance Some supervisors think if they don’t say anything bad, people should assume everything is OKAY. Most people are motivated by the desire to achieve results, as long as someone notices the results. People will work hard and long if they know what they do is appreciated and recognized. B = Behaviour, what the employee is doing that is valuable. E = Effect, why the performance is important and how it contributes T = Thank You, Let the employee know you appreciate their work * 希金斯：鸟笼，有电，无电 Explain that despite one’s best efforts there may be times when people don’t meet the expected performance standards. Those are times when you have to be able to provide corrective feedback. Focus on the goal of corrective feedback: eliminate behaviour, but keep the employee The coach must be concerned with helping the employees perform better. Bring the performance problems to the attention of employees is part of being a supervisor. B= Behaviour, what the employee is doing