Wondershare EdrawMind
EdrawMindLeadership training - Team management tips - Practical methods to solve various management problems
MindMap Gallery Leadership training - Team management tips - Practical methods to solve various management problems
- 22
Leadership training - Team management tips - Practical methods to solve various management problems
The content of this brain map is all practical information to solve practical problems in management and improve leadership and leadership qualities. Part of the content is introduced as follows: 1. Emotional intelligence management: four elements of emotional intelligence, five abilities of leaders, and five points that need attention; 2. Relationship management: relationships between employees, relationships between leaders and subordinates (downward management), department relationships (horizontal management), external relationships (outward management); 3. Upward management: subordinate ability, learning ability, expectation management, performance orientation, handing over results, 4. Downward management: How to make the team understand each other well? How to create a following? How to balance authority and brotherhood? How do you make your employees feel that you are thinking about them? What kind of leader are you in the eyes of your subordinates? How to make employees respect and fear you? 5. Management concept: What is the difference between selecting managers and selecting employees? What abilities should managers have? 6. Leadership traits: confident and optimistic, honest and genuine, self-driven, courageous to take responsibility, and general style; 7. Leadership model: hard power leadership, ability leadership, emotional leadership, team leadership, strategic leadership; 8. Self-management: time management, emotion management, impression management; 9. Situation management: What should I do if my subordinates snitch on me? What should I do if my subordinates make small reports about their subordinates? What should I do if employees always come over with questions? What to do if you parachute into a new team? What should we do if we are unsure and unable to persuade others to give up? What should we do if our employees lose motivation? What should you do when faced with a big decision?
Edited at 2023-02-24 17:59:19- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- Project Management Process Template
Project management is the process of applying specialized knowledge, skills, tools, and methods to project activities so that the project can achieve or exceed the set needs and expectations within the constraints of limited resources. This diagram provides a comprehensive overview of the 8 components of the project management process and can be used as a generic template for direct application.
Leadership training - Team management tips - Practical methods to solve various management problems
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- One Hundred Years of Solitude Character Relationship Chart
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
- Project Management Process Template
Project management is the process of applying specialized knowledge, skills, tools, and methods to project activities so that the project can achieve or exceed the set needs and expectations within the constraints of limited resources. This diagram provides a comprehensive overview of the 8 components of the project management process and can be used as a generic template for direct application.
- Recommended to you
- Outline
No relevant template
leadership training
1. Emotional intelligence management
Four elements of emotional intelligence
self conscious
emotional self-awareness
Understand personal emotions and their impact
Follow your own values and use your intuition to guide decisions
accurate self-assessment
Understand personal strengths and weaknesses and have a sense of humor about yourself
Accept constructive criticism and feedback
confidence
Accurately perceive personal value and abilities
Willing to face difficult and challenging tasks
self-management
self control
Control negative emotions and impulses
Stay clear-headed under high pressure and stay calm in times of crisis
transparency
Demonstrate honesty, integrity, and trustworthiness by being open about your emotions, beliefs, and actions
Admit your own mistakes honestly and address the unethical behavior of others head-on
Adaptability
Respond flexibly to changing situations and overcome obstacles
Address multiple needs without losing focus
sense of accomplishment
Drive to improve performance to meet intrinsic standards of excellence
Have predictably high personal standards and drive everyone to perform better
Logo: Continuously learning and teaching methods for excellence
initiative
Always be ready to take action and seize opportunities
self-efficacy
Positive and optimistic
Seeing opportunities in adversity and overcoming strength with softness
Three dimensions of positive psychology explanations: universality, permanence, and personification
Social awareness
Serve
Understand and meet the emotional and material needs of employees and customers
empathy
Feel other people's emotions, understand other people's perspectives, and take the initiative to understand other people's concerns
The words are connected with each other
Keyword skills
Select keywords from the other party’s words to extend
Chunking technique
When responding, do not directly say "Me too/I also like to wait", but tell stories related to the topic.
resonance skills
Dig deep motivations and emotions, use similar stories to express similar emotions
Use the personal pronoun "you" to express the other person's feelings and emotions
organizational awareness
Understand the organization's current situation, decision-making networks, and political forces
Stay politically alert and read key power relationships and unspoken rules
interpersonal relationship management
excitation
Guide and inspire employees with a compelling vision
Influence
Find the power to attract a specific audience
Learn how to get support from key people
How to build support for a proposal
Nurture others
Show genuine interest in others and understand their goals, strengths, and weaknesses
Develop the capabilities of others and empower employees through feedback and coaching
catalyst for change
Set new directions and inspire, manage and lead people
Dare to challenge the status quo and establish a new order, even in the face of opposition
conflict management
Clarify the relationship between all parties, understand different viewpoints, and find common ideals
teamwork
Be a role model of respect, enthusiasm, helpfulness and cooperation
Outside of work, strengthen friendly and close relationships, build team spirit and a sense of identity
Five abilities of a leader
Story power
six stories
"Who am I" story
"Why am I here" story
"Teaching" stories
"Vision" story
The story of “values reflected in action”
"I understand you" story
story scene
proud moment
frustrated moment
mentor
Books, movies, current affairs, etc.
Precautions
twists and turns of details
Strong visual sense
Emphasis on emotion rather than logic
Use story thinking to reconstruct all phenomena
Humor
humor formula
Humor = reasonable and unexpected
Start with "expected"
End with "unexpected" (but the ending should be reasonable)
Humor = foreshadowing and burden
Paving the way to lead your thoughts to A, common sense logic
The baggage leads the train of thought to B, unexpectedly
conjunction
Case: Everyone should love small animals because they are very delicious
Analysis: There are two explanations for loving small animals. In the end, eating something that is not commonly used is used to explain it.
Strengthen misleading
I understand this very well; my mother also felt very angry;
Performance
Having the ability to perform does not mean being insincere
After playing it a hundred times, it will be you
mentorship
Both a mentor and a friend
listening ability
Hear three kinds of words
What you hear employees say
What employees really want to say
With words from employees you understand
listening skills
Learn to ask questions
What/Why/How
Restate what the employee said
Determine emotions and find link points
Five points to note
1||| Don't show off your intelligence
Always want to prove yourself, especially in front of subordinates
2||| Pay attention to emotional communication rather than logical analysis
Won the logical argument, lost the interpersonal relationship
3||| Don’t hesitate to express praise, gratitude and love
Praise = money coming; Gratitude = money coming; Love = money coming
4||| Start from "people" rather than "things"
Get people and get them to do things
5||| Let the other person exist, rather than letting yourself exist
Don’t always ask “me”, ask “you” more
2. Relationship Management
Relationships between employees
partnership
Establish concepts: open-minded, willing to learn, good at sharing
competitive relationship
catfish effect
Use competition to activate teams
Red and blue army PK, personal PK, imaginary enemy
construction contradiction
The relationship between contradiction and performance
normal distribution
Create conditions for constructive conflict
When the number of subordinates reaches a certain number
The two subordinates are far apart or not in the same small team
Contradictions should be appropriate and not excessive
factional issues
negative implicit power
Attempts to influence managerial decisions
Imbalance of interests
resulting in a power imbalance
solution
Discover and satisfy interest demands
Based on interest demands, leverage on strengths
Reconstructing power imbalances
Conflict handling
Draw two dimensions and four quadrants
Identify the nature of the conflict
Interpersonal Conflict and Business Conflict
Identify conflict status
Glasnost and the Cold War State
Looking for key leaders
Cracking the network
Options summary table
Find consensus or common interests
Leader-Subordinate Relationship
Manage down
LMX theory
Let subordinates feel, "I am an insider"
Let subordinates' mentality not be "I want to do it", but "I want to do it"
Dual identity
Both a mentor and a friend
Win people's hearts
Let key members speak for you in front of the team
Understand members' preferences and let subordinates exist instead of letting yourself exist
reverse management
There is no need to change the subordinates’ perceptions immediately. Let them try to take action first.
Hedgehog Law
Intimate, but not seamless
Department Relations-Horizontal Management
Cross-department communication
Focus on solving problems, discuss things as they are, not the people
Put yourself in someone else’s shoes and try not to increase the workload on the other person.
Understanding of departmental relationships
Sources of information now and in the future
future friends
Future career recommendations and cooperation
External relations - outward management
Build external relationships
While working, strive to build more external relationships
People in external relationships mainly include peers, related industries, etc.
understanding of external relationships
Channels for resource exchange and cooperation
Mentors from outside the company
A future boss, agent or colleague
3. Manage upwards
Subordinate power
Send the right to know
Respond to everything, proactively report, and fulfill commitments
reporting method
There are three options ABC, each with its own advantages and disadvantages. A may be more suitable, what do you think?
Help save time
30 seconds rule, the leader only needs to spend 30 seconds to deal with the final issue
Complete on time
No procrastination, get things done on the same day, and submit before the deadline
learning ability
Quick learning ability
Deep learning capabilities
Expectation management
Expectations are the "psychological contract" between managers and subordinates, and between subordinates and the company.
Exceed expectations
performance oriented
digital presentation
absolute numbers
Number of completed, number of unfinished
relative numbers
Year-on-year figures, month-on-month figures
Digital Realization
Convert everything into digital expression
hand over results
Lead model
Listen
Experience
Find methods from your own and other people’s experiences
Analysis
Combined with specific situations
Do
4. Downward management
How to make the team understand each other well?
employee files
Explore topics: birthdays, zodiac signs, emotional states, mottos, current little dreams
Background sharing
The stories of the past are the patterns of the future
transactive memory
Information and cognitive advantages
world cafe
How to create a following?
I can make money by following you
Have fun following you
Grow with you
Can expand interpersonal relationships, career, horizons, cognition, etc.
How to balance authority and brotherhood?
Be open, fair and impartial when working and resolutely implement company policies
In daily life, empathize with employees and take a positive interest in individual employees
Appropriate sharing of personal information will help us get closer
How do you make your employees feel that you are thinking about them?
In the general direction, implement the company's policies
In terms of specific interests, we strive to fight for employees
When subordinates have conflicts of interest with people from other teams, speak up for your own employees
What kind of leader are you in the eyes of your subordinates?
High emotional intelligence and approachable
Fair and impartial, conscientious and positive
Calm and decisive
How to make employees respect and fear you?
Distinguish between occasions
when to be serious
Work issues are serious
when is it easy
Non-work problems are easy
Clear rewards and punishments
Rewards must be in place and punishments must be implemented
Strong execution ability
Policies and work must be resolutely implemented
Professional in place
Tell the truth in one sentence, otherwise don't be verbose
Professional, comprehensive, sharp-sighted, and everything comes naturally
5. Management concepts
What is the difference between selecting managers and selecting employees?
Employees look at the advantages
Managers look at shortcomings
What abilities should managers have?
Five dimensions of management
Manage down
Manage up
Manage outward
horizontal management
self-management
6. Leadership traits
Confident and optimistic
Honest and true
self-driven
Why did you come?
Where are you headed?
Why do you exist?
Have the courage to take responsibility
take responsibility
Responsible for mistakes
Responsibility for evaluation
Recognize the significance of performance evaluation and let subordinates understand the role of evaluation
The evaluator has the obligation to explain the evaluation results
The evaluator should be responsible for the evaluation results
General style
7. Leadership Model
hard power leadership
Applicable scene
As enterprises develop rapidly, they need to seize opportunities quickly
main feature
The leader has the final say
Competence-based leadership
Applicable scene
Leaders are extremely capable and very professional at all levels of the company
main feature
Unwilling to delegate power
emotional leadership
Applicable scene
Just took over, need to consolidate position
main feature
Use your own people
team leadership
Applicable scene
Leaders know very well what they can do and what they cannot do
main feature
Decentralization
strategic leadership
Applicable scene
Prefer high-tech industries
main feature
Use strong strategy and vision to attract top talent
8.Self-management
time management
time behavior
Behind the time utilization process is a set of predictable behavior patterns
Improving time utilization efficiency focuses on changing the underlying concepts that determine behavior
Two-dimensional four-quadrant
Important and urgent matters
Important but not urgent matters
unimportant but urgent things
Things that are not important or urgent
Lead by example
Lead by example, the system starts with yourself
Be good at using the power of the company, team, and others to restrain yourself
Efficiency improvement
Record time
How time was used in the past
Analysis time
Which time creates value and which time is wasted
Optimization time
Better behavior in the future
Emotional management
Positive emotions
negative emotions
impression management
self expression
self action
9. Situation management
What should I do if my subordinates snitch on me?
Identify the nature of the problem
Issues of principle
non-principled issues
Issues of principle
Never do
If you do something wrong, admit it immediately and promise not to do it again
non-principled issues
Listen to employees’ emotions and voices
Reflect appropriately and adjust yourself
It really doesn’t work, just ignore it.
What should I do if my subordinates make small reports about their subordinates?
Identify conflicts
One way or two way
Is it open to the public or is it still a cold war?
Is it transactional conflict or interpersonal conflict?
Solution
Private communication and coordination
If you are in the Cold War, it is not appropriate to disclose it to everyone, otherwise it will only expand the impact.
Important common issues will be addressed publicly without naming them.
What should I do if employees always come over with questions?
monkey theory
What do you think?
Don't let the monkey jump back on your back and throw the problem back
What to do if you parachute into a new team?
eat eat eat
Team meal
eat alone
Key people eat
scene scene scene
More on-site contact can cultivate feelings
Work accompanying and communication
Non-work activities and communications
interests interests interests
The psychology of unqualified employees
The new official has three things to do when he takes office. Will he persuade me to quit?
Psychology of former key employees
I don’t know you, why do you lead me?
I am more senior than you in the company, why are you pointing fingers at me?
The psychology of a watchman
I don’t take anyone’s side, I protect myself
No matter which side wins, I can stay
Solution
The original vested interests are allowed to continue to enjoy
Increase the benefits that people who originally lacked benefits can enjoy
Get the key people
Understand preferences, motivations, background, etc.
WeChat Moments Information
Let him exist, empathize and connect with him
Solve interest demands and provide more benefits
Why should I support you?
material gain
spiritual benefits
growth income
relationship benefits
career benefits
New leaders with backgrounds and stories
stories of success
Team success story
relationship story
Stories about friendly relationships with former team members
future story
Good story to come from us
What should we do if we are unsure and cannot be persuaded to quit?
Determine performance contribution
good performance
Find potential replacements as soon as possible and bring crisis awareness to the other party
Poor performance
Poor performance, little influence, nothing to be afraid of
Poor performance, high influence, special attention should be paid to
Deconstructing team relationships
Observe their network
Defeat them all
An uncontrollable dilemma
The company makes you assume obligations but does not give you power. It is unreasonable.
Find another way out as soon as possible
What should we do if our employees lose motivation?
Analyze the reasons
salary
Have you made any money? Can you increase your income by being more efficient and working harder?
content
Is there room for further exploration in the work, or is it mechanical repetition?
relation
Is there any problem in employee relations, and there is a hidden state of mutual distrust?
promotion
Whether promotion space, salary, company strategy, customer accumulation, etc. have stagnated?
compete
Do team members lack crisis awareness and lack of potential substitutes?
flow
Are there key people who have a negative impact on the team?
Solution
Improve work and let everyone make money; if there is a ceiling in the industry, enhance the meaning of the team
Increase job characteristics and provide jobs that leverage other strengths, such as cross-management
Re-promote team culture, conduct team building, and solve the problem of team disharmony
Add new blood, find potential replacements, and increase employee competition and crisis awareness
Provide new challenge opportunities and obtain different promotions, salaries, rewards, etc.
Eliminate key people; communicate with individuals and provide targeted incentives
What should you do when faced with a big decision?
wheat ear theory
Observation patterns in the first 1/3
1/3 verification rule
Satisfactory decision making in the last 1/3
decision tree
radar chart
Delphi method
Invite experts - independent forecasts - statistics - re-forecasts - analyze results
KT method
situation analysis
The gap between expected results and actual results
problem analysis
3W1E
What,When,Where,Extent
Strategic analysis
Must
Required goal
Want
desired goal
potential problems
Decision Considerations
Make satisfactory decisions now instead of searching for the best solution
SWOT analysis
When there is no information, follow your feelings
Determination, courage, execution ability
Table of contents
1. Emotional intelligence management
Four elements of emotional intelligence
Five abilities of a leader
Five points to note
2. relationship management
Relationships between employees
Relationship between leaders and subordinates (downward management)
Department relations (horizontal management)
External relations (outward management)
3. Manage up
Subordinate power
learning ability
Expectation management
performance oriented
hand over results
4. Manage down
How to make the team understand each other well?
How to create a following?
How to balance authority and brotherhood?
How do you make your employees feel that you are thinking about them?
What kind of leader are you in the eyes of your subordinates?
How to make employees respect and fear you?
5. management concepts
What is the difference between selecting managers and selecting employees?
What abilities should managers have?
6. leadership traits
Confident and optimistic
Honest and true
self-driven
Have the courage to take responsibility
General style
7. leadership model
hard power leadership
Competence-based leadership
emotional leadership
team leadership
strategic leadership
8. self-management
time management
Emotional management
impression management
9. situation management
What should I do if my subordinates snitch on me?
What should I do if my subordinates make small reports about their subordinates?
What should I do if employees always come over with questions?
What to do if you parachute into a new team?
What should we do if we are unsure and cannot be persuaded to quit?
What should we do if our employees lose motivation?
What should you do when faced with a big decision?
10. Follow the studious cat
Give you more methodologies