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MindMap Gallery Team and people
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Team and people
Human resource management has an extraordinary impact on the performance of enterprises. This conclusion is an indisputable fact both within human resource management and enterprise management. The work center of the human resources department is to manage corporate talents. The prerequisite for talent management is first to understand the strategic direction of the company and the direction of the human resources market, secondly to understand the department functions and human resources composition, and finally to understand the company's position analysis and talent status.
Edited at 2024-01-18 09:41:35
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Team and people
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Team and people
Master the essence of team management
Team Organization Canvas
What is the Team Organization Canvas?
The organizational canvas (i.e. business model canvas), team canvas and personal canvas connect the three levels of corporate operations from top to bottom, which can help teams and individuals align with corporate goals and activate team and individual values and activities.
Practical operation
Team up
Locate people
How do we attract the core people we want?
Many times when we recruit people, we rely on subjective preferences and lack standards.
Objective quality requirements
Filter people
three dimensions
Examine past professional abilities and background to see if they meet our job requirements
Examine your learning ability in previous positions to confirm whether you can improve and grow with the organization
Do we have the right values and cultural system that match and fit with us?
attractive
3S
Share what our common values are
Share our vision and mission
Share and we get benefits - incentive system
Build a team
do what
Goal system
What is the target system?
What is the team's goal?
How are goals broken down to everyone on the team?
Core issue - management by objectives
What is the core of the goal system?
management by objectives
What is the focus of management by objectives?
What is a clear goal system?
Transmission of goals horizontally and vertically in the organization
What is vertical transfer?
Each goal from top to bottom is related. When the goal below is achieved, it will automatically help the goal above to achieve its goal.
What is lateral transfer?
Solve our collaborative problems
What are the target systems?
static target system
Digital Era: OKR Goal Management System
Scope of application
Changing environment
Explore the future
Respond to market changes
Need innovation
Organization members need to think together and brainstorm
dynamic target system
Industrial Era: Establishment of BSC/KPI system
Scope of application
strong target
strong enforcement
Strong efficiency
How to do it
Competence system
What is a competency system?
Whether the individual has the ability to do the job well
Whether the organization has designed reasonable mechanisms and processes
Whether the individual has the ability to solve problems
What are the competency systems?
Organizational skills
Organizational Capabilities: Agile Organization
Talent Matching: Team Matrix Model
Situation Model: Skill/Will Method
individual ability
Hard Skills: Thinking Skills Training
Improving Soft Skills: The GROW Model
drive
Are you willing to do it?
Incentive system
What is an incentive system?
Do you have the appropriate culture and value system?
Is there a long-term and short-term incentive mechanism?
Is the incentive mechanism implemented in place?
What are the incentive systems?
Spirit level
cultural values
7 steps to observe landing
team morale
Six leadership styles
material level
long term incentives
three strands and five steps
short term incentives
performance reward system
The nature of the incentive system
Stimulate people's willingness to do things and dare to do things
growing up
Activate team management
team matrix
What is a team matrix?
No member of the organization is omnipotent, and can only be relatively more professional than other members in certain fields. Management is strengthened through the design of the organization, so that relatively professional members in different fields complement each other to fully Leverage each person's different expertise and avoid their respective weaknesses, thereby optimizing the overall operational effectiveness of the organization.
Where is it used?
People based management
When managing employees, how do you manage them differently depending on the individual? At this time, it is necessary to classify employees and use different management methods and methods for different types of employees.
Based on professional considerations
No member of the organization is omnipotent, and can only be relatively more professional than other members in certain fields. Management is strengthened through the design of the organization, so that relatively professional members in different fields complement each other to fully Leverage each person's different expertise and avoid their respective weaknesses, thereby optimizing the overall operational effectiveness of the organization.
Needs based on division of labor
An organization must have many basic functions. If the same supervisor is directly in charge of different functions, time does not allow it. Through matrix management, the effect of professional division of labor can be achieved.
What is the People Management Matrix?
What are the application scenarios of personnel management matrix?
When you want to clearly understand the competency of your organization's employees and the company's future development, and prepare a series of development reserve measures for employees in advance, you can use this model to conduct a talent inventory and then output a talent development plan.
How to classify the personnel management matrix?
Super star
Talent development suggestions
If you have the ability to take on higher-level tasks, you need to give priority to their promotion and development, and focus on ability transformation, incentive tilt, and focus on retention.
Talent classification
high performance
High potential
star of tomorrow
Talent development suggestions
Help them improve their performance, set higher work goals, provide performance coaching, consider promotion, salary increase and personal development, focusing on retention
Talent classification
High potential
Performance qualified
performance star
Talent development suggestions
The business backbone of the company can help them improve their potential, try to take on more advanced tasks, focus on improving their capabilities, consider promotion and salary increases, and focus on retention
Talent classification
High potential
low performance
high potential people
优先倾斜晋升、调薪、培训、人员配置等资源
Those waiting to be developed
Talent development suggestions
Provide guidance on working methods, give employees more opportunities to show off, and provide a period of observation (poor performance may be due to problems with working methods, or the current position affects performance, or lack of motivation)
Talent classification
High potential
low performance
backbone
Talent development suggestions
Focus on developing their potential, improving performance, and cultivating them into business backbones
Talent classification
Qualified potential
Performance qualified
Skilled staff
Talent development suggestions
Let them give full play to their existing roles, recognize their contributions, and create new career opportunities after improving their capabilities through training.
Talent classification
high performance
low potential
Stable people
适当给予一定的支持
gap employee
Talent development suggestions
Clarify improvement requirements, or adjust positions, and conduct strict performance management (new people to be developed)
Talent classification
Basically competent
Talent development suggestions
Ensure stable performance, provide adequate training and development opportunities, and promote ability improvement
Talent classification
Performance qualified
low potential
problem employee
Talent development suggestions
From the perspective of talent development, reduce or abandon resource investment for such employees
Talent classification
low potential
low performance
observer
关注其改进提升，考虑优化或调岗
What are the practical steps?
Plan talent needs based on strategic goals
Job design and adjustment
Determine core key positions
Competency requirements for key positions
employee engagement
Identify key positions
strategic relevance
Organization's contribution
Establish evaluation criteria
Job competency standards
Industry benchmarking method
Competency Card Modeling Method
Behavioral Incident Interviewing
Talent inventory
Clarify the responsibilities of each position
Employee information survey
Organize and analyze
Talent Development Plan/Succession Plan
Talent Nine Palaces
IDP
Inventory dimensions and tools
performance
Data analysis 9-square grid
ability
360 degrees (measuring past to present)
potential
360 degrees (predicting the future), ambition, engagement, 9-square grid, 3DO model
Engagement
Q12
values
360 degrees
Tips for situational management
Skill-Will model
What is the Skill-Will model?
It is a way of classifying people according to two different indicators: willingness (will) and ability (skill) in order to make our communication with colleagues or subordinates more effective. A total of 4 types can be distinguished by multiplying the two indicators.
What are the application scenarios?
After the classification is completed, we can know what attitude we should use to face the colleague or subordinate.
Skill—Will model coordinate diagram
The horizontal coordinate represents ability (skill), from low to high, and the vertical coordinate represents willingness (will), from low to high.
Classification
(high ability) x (high willingness) = delegation (delegate)
(high ability) x (low willingness) = excitement (excite)
(low ability) x (high willingness) = guidance (guide)
(low ability) x (low willingness) = command (direct)
What are the response measures after classification?
For a person with high ability and high willingness, there is no problem even if the work is completely handed over to him. Let him do it because the method we can adopt is "delegation"
For people with high ability but low willingness, in order to improve their work efficiency and motivation, we can give "stimulation" by sometimes praising and sometimes reprimanding.
People with low ability but high willingness have high future development potential, so we can cultivate them through "guidance"
For people with low ability and low willingness, we may have to treat them with "commands". To put it bluntly, it's time to fire them.
think
What is the growth trajectory of employees?
When first joining the team, the member status is low skill and high willingness. What managers need to provide at this time is skills training to help members improve their professional abilities.
As the training process progresses and employees' skills improve, they will also discover the gap between themselves and other colleagues, and even discover more shortcomings. At this time, their will will be hit, so this is also the peak period for resignation.
When members have medium to high skills, managers no longer need to pay so much attention to skill development. At this time, the focus should be on helping the member build beliefs, shape his internal drive, and allow him to have greater autonomy and complete the entire task by himself without the need for external supervision.
If the first three stages are successfully completed, then members should be in the high-skills and high-enthusiasm stage. His skills are sufficient for the job and he has high confidence in himself. He is even in a conceited state of mind, making it difficult to manage.
Basic interview skills for managers
STAR rule
When conducting interviews within a company, how can you truly understand the interviewer's actual situation through effective interviews?
The STAR rule is a tool often used by interviewers to collect specific job-related information and abilities of interviewees.
What is Star's Law?
Situation
Task
Action
Result
How to use it?
During the interview process, the interviewer will ask in-depth questions from the above four perspectives about a specific job you have done in the past.
for example
The company needs to recruit a business representative. The applicant's information states that he was a sales champion in a certain year, and his sales performance exceeded one million in a certain year.
Do we simply rely on this information to assume that the candidate is an excellent business person? Is it definitely suitable for your own business?
Situation
Under what circumstances have you done well in sales before?
How is the atmosphere in the company? How is the product? What is the regional demand for sales?
Learn how much of the performance achieved is related to the individual applicant, and how much is related to market conditions and industry characteristics.
Task
What does each task look like?
Action
What actions have you taken to ensure sales?
Do you often visit customers and organize expert lectures? Do you also sell products at low prices and pass product quality standards? "
Result
What is the result of each task after taking action, is it good or bad, why is it good, and why is it bad.
6-dimensional model of management style
6LS model
The abbreviation of leadership style is the leadership style model. The visionary leadership style creates a common vision for the team, thereby stimulating the inner driving force of employees. A visionary leadership style emphasizes aligning teams toward their ultimate goals.
Why study leadership models?
No one leadership style fits everyone. The leadership style adopted by a leader changes as the situation changes. As a manager, you should gauge which leadership style works best for your team at what time.
As a leader, what should you do if you encounter these problems?
As a leader who has just led a team, you are extremely busy every day, and the final delivery result is not ideal!
As a team leader, your subordinates always fail to implement the arrangements, which is extremely distressing!
As a leader, you cannot fully integrate into the team. Every time others are chatting happily, everyone shuts up when you come!
As a leader, the team will do this today and that tomorrow, but at the end of the month and at the end of the year, there will be no results, and all the hard work will lead to nothing!
What is leadership?
Leadership: accomplishing one’s work goals through others
Competence: the main condition for being able to do a certain job or thing
leadership definition
The ability to accomplish one's work goals through others
speak human language
Ability to lead a team to successfully complete work
What are the daily tasks of managers?
Taking over the goal: taking over the arrangement of the leader
Decompose work: Break things down according to work goals and arrange subordinates
Make plans: After the work is arranged, you need to assist your subordinates and check whether their work plans are consistent with the delivery goals.
Positive incentives: During work execution, hold a meeting with employees to praise those who work hard; in order to achieve performance, boost morale
Authorization standards: During work execution and when traveling, give employees some small powers and tell them when they can make their own decisions;
Empowerment and cooperation: When encountering operational bottlenecks, lead everyone to study how to innovate, etc.
Check: whether the deliverable result is the required result
What is the most taboo thing for managers?
No goal or direction
As a leader, the most important job is to find value points for the team. Through the value points, find the direction of the team's work. Finally, through the team's work direction, slice and divide the work direction for everyone, so that everyone in the team can work. direction, and they are all developing in one direction.
How to be a good manager?
be a navigator
Goal setting
1. What is the big team goal?
2. Find out what the value of your team is in a large team?
3. Set quantifiable goals that support the company’s vision
4. With team goals, how to achieve team goals?
Clarify role positioning
See what level you are at
Upper-level leadership: Senior managers should create more atmosphere and rely on others to achieve goals.
Middle management: needs to be able to both solve problems and create an atmosphere. Middle managers are the "big housekeepers" of the entire team and are responsible for everything in the team. An excellent middle-level manager needs to have "all-round" management skills and a serious and responsible work attitude.
Lower-level execution: If you are a junior manager, your core task is to complete tasks and gain trust. Junior managers focus on execution and must ensure the final result no matter what circumstances they encounter.
With a clear positioning, we need to start making joint work arrangements for our subordinates based on our positioning. It is necessary to make subordinates clear about the leader's intentions, provide human, material and financial support, and provide timely guidance, persuasion, guidance and assistance.
Learn to delegate authority to facilitate the work of subordinates.
Require subordinates to formulate a plan to effectively complete tasks and meet standards;
Review, discuss and modify subordinates' plans and reach consensus;
Point out issues and hidden dangers that need attention,
Suggest prevention and treatment methods.
Clearly point out which things you can make your own decisions on, what situations arise, you need to tell me, and what situations arise that require you to make a decision
Establish and improve the requesting and reporting system to restrain subordinates through the system;
Understand the actual situation and understand the difficulties faced by subordinates at work;
Check objectively and fairly according to standards and avoid too much subjective tendency;
Communicate up and down and work together to perform responsibilities and complete tasks.
Give subordinates enough opportunities for growth
There are also managers who are loved by their employees, but they feel very tired. why? They try to complete all tasks by themselves, without relying on the strength of team members, and are always busy. Employees feel that the work is very boring, they cannot learn knowledge, cannot exercise skills, and feel that their time is wasted, which will also lead to team disunity.
Build a gamified organization
Why Gamified Organizations? There is a book called "Games Change the World". There are many fascinating games in this book.
For example?
Timely feedback system, also called incentive system.
For example, when playing King of Champions, if you choose the wrong time to start the team, you may die immediately. Isn’t it a bad mood? This person's skill points are too high, so try not to face him alone. The positive feedback is even more obvious. After killing 2 people, the sound effect will come out immediately, double kill. What’s even more outrageous is that they also push you weekly summary and monthly summary every week, making you reluctant to leave them.
with a clear purpose
The game gives us clearer tasks.
Clear process
Most primary school students have started to play. Why? Because it will tell you where to go based on different locations, and the system will also help you deploy the situation very considerately, making it a completely brainless operation!
A good atmosphere of collaboration and cooperation is the basis for success.
Process operation
Clarify team goals
Establish clear rules for how the team operates
Establish a timely feedback system
Create a good team culture
Build a united team
Give a chestnut
Everyone is hostile to each other, everyone is snitching on each other behind their backs;
Where does this problem occur?
Appear where the top leader is. Why do you say that? Because the boss likes others to snitch on each other, everyone is staring at others. If someone hurt me today, I must make up for it, right? Otherwise, do you think I am easy to mess with? If things go on like this, everyone is the one holding the knife in the back. In such a team, there is no teamwork at all. Most of the energy is spent thinking about fucking others and not being fucked by others. Does such a team really have combat effectiveness? I doubt it!
solution
Top leaders must reject small reports. If someone comes to make a small report and respond with one sentence, how are you doing? Why are you always staring at other people? What are your job responsibilities? How is your work going so far? I know how to evaluate his work. He will report his work to me and be yourself. Never listen to small reports
Refusing to cooperate, a group of people will look at one person's actions, and a group of people will ridicule him if he fails.
How does this problem arise?
The root of the problem is that the division of labor among the entire team is unclear, or the division of labor is clear, but work boundaries are not well established.
For example: There are teams A, B, C, D, E, and F in the team. The leader of team A will realize his ability in the future, do his job well, and show super strong working ability in the future. B, C, D, E, and F also rushed to finish their work, and they did a great job.
As a company's top leader, what should you do at this time?
Praise A? If A is praised, then the whole team B, C, D, E, F will start to lie down. If you do it, you can do it. From now on, all things will be done by team A, and then everyone will resist you. If they don’t cooperate, they will just watch. If you make a fool of yourself, if you do well, everyone will be relaxed. If you do poorly, B, C, D, E, and F will start to laugh at and attack. Finally, team A will begin to feel marginalized by the entire company, and the leader of team A will be squeezed out. At this time, team B The team looked at it and realized that Tiger was gone and it was my turn to play. I also followed the lead of A and started to do all the work. This was a disgusting cycle and endless internal friction.
solution
This kind of thing is not a compliment, but a severe criticism and a firm stop. If we don't stop it at this time, the internal friction will never end.
Use the progress bar to control people instead of using your power
In Western management, there is a very famous SMART rule in the field of management by objectives. Through this rule, managers can more easily set scientific, reasonable, and achievable goals for team members.
Standardization of management by objectives
The first step is to decompose the existing main goal into several sub-goals.
The second step is to list the factors that hinder the achievement of the goal.
The third step is to list the conditions that can help achieve the goal.
The fourth step is to write down personal characteristics so that you can know people and make good use of them. Personal characteristics refer to outstanding personal qualities, such as intelligence, sociability, and thinking.
The fifth step is to list the things to be done according to the three roles of execution, management and leadership.
Feedback mechanisms must play an effective role
We must constantly provide positive feedback at work to inspire team members to complete their work. Only with positive praise will team members produce dopamine and run on the right path. After the team goals are set, we need to check the work progress. Why check? The first is to be responsible for the ultimate goal, and the second is that team members also need positive motivation from the team leader, so that the team can form a virtuous cycle.
Key points to avoid pitfalls
Team leaders need to understand human nature, that is, the primitive person inside everyone needs recognition from the group. Members who work and live in teams need feedback from their bosses, feedback from colleagues, and feedback from users. However, corporate managers obviously do not do enough in providing feedback to employees.
Managers' timely feedback on the work of team members is not only a great affirmation of employees' past work, but also an affirmation of employees themselves, and can point out the direction for employees' future work. If employees cannot receive timely feedback, they will feel that they are not valued and lose the direction of their efforts. If things go on like this, employees' enthusiasm for work will slowly disappear, and they will just think about "being a monk hitting the clock every day" and treat them negatively. In the end, it is the enterprise itself that will suffer.
What are the types of leaders?
Visionary Leader
A visionary leadership style creates a shared vision for the team, thereby stimulating the inner drive of employees. A visionary leadership style emphasizes aligning teams toward their ultimate goals
Key elements
Encourage innovation, experimentation and action.
When to use
This style is used when employees have lost their goals and need guidance.
importance
Lack of clear direction often leads to a lack of motivation and engagement among employees. A visionary leadership style helps shape teams that have lost sight of their purpose and increase their understanding of where they need to go next.
How to become a visionary leader?
Bold: Not afraid to try new things and various experiments.
Perseverance: Being prepared to face the possibility of failure.
Set an ambitious goal that the entire team wants to contribute to.
Track the tasks that move your team in your direction.
High-frequency communication: inspire the team's vision and set clear team expectations.
Empower: Ask your team for help. Encourage them to share their strengths and express different perspectives
coaching leader
Coaching leaders adopt a coaching mindset to help employees improve their skills and encourage them to realize their potential and leverage their strengths. Being a coaching leader is about helping others feel challenged and supported in their roles.
Key elements
Encourage improvement and confidence.
When to use
In a growing team, as the work becomes more complex, your team will need more than just clear goals. They need your encouragement to improve their skills and abilities so they can feel confident in their performance.
importance
A good leader strives for balance to avoid a micromanaging mentality of doing everything. Give employees the right tools and resources so they feel like they're set up for success. This style also helps managers build cohesive relationships with their teams.
How to become a coaching leader?
Provide thoughtful feedback and encourage employees to build on their strengths. You can try using the classic "McKinsey's GROW model".
Review with each team member to identify what they are doing well so that they can reach their full potential.
relational leader
Team leaders show themselves to be friendly in the company and pay attention to communication with employees, which is relational leadership. Our focus is on creating a harmonious work environment where employees can feel they have achieved team chemistry and have a level of comfort with each other.
Key elements
Relationships, delegation of tasks, trust and collaboration within teams
When to use
If you sense a lack of interaction among your team. This style is extremely important in a remote work environment, where it’s easy to work in information silos and find ourselves disconnected from what’s going on.
importance
Being good at resolving team conflicts is a characteristic of a relational leader. They support the team and develop those who have been struggling alone.
How to become a relational leader?
Build a culture of recognition. When employees feel valued, they are more likely to contribute and make meaningful connections.
Promote relationships among employees. Organize regular team-building activities to highlight individual strengths and communication styles.
Be open to difficult conversations. Make sure you provide a supportive and safe environment that protects vulnerabilities within your team.
Encourage transparency and goodwill as the bottom line.
democratic leader
In democratic leadership, managers know how to collaborate on inclusive next steps and focus on building healthy progress for everyone at all levels.
Key elements
Strong sense of collaboration, problem-solving skills, process management and implementation skills.
When to use
This approach is useful when everyone's input is needed to support decisions and strategic planning that will affect the entire team.
importance
Collective intelligence promotes diverse solutions. This leadership style helps your team work toward a common goal and find proven ways to achieve it
How to become a democratic leader?
Trust employees and fully empower them
Be clear about your communication style and expectations.
Establish clear goals and provide a strong foundation of ideas for team brainstorming.
Use survey tools to observe data-driven results that can help drive decisions.
Consider their ideas equally and have a clear idea of why you should or why not consider it in your next steps.
Leading leader
Leading leaders focus on specific goals for their teams. Front-running leaders have high expectations for their teams and demand a fast pace. They balance high-intensity leadership with strong recognition programs.
Key elements
Decision-making, clear expectations, critical thinking, instability, recognition practices and recognition as part of the team culture.
When to use
This style works best for short-term goals. It would be wise to first address whether this level of pressure is conducive to the team's success.
importance
Can help your team grow quickly and see the value they bring. They will feel motivated to keep up with the team.
How to become a leading leader?
Explain that this is a temporary measure and clearly explain why this measure is being taken.
Be extremely transparent about how things started and let employees know this won’t last forever.
Share results: Highlight what made a positive impact and how they contributed.
Recognize and praise team efforts. Recognizing the individual and the collective team is equally important.
directive leadership
Leadership behavioral styles promote a fear-based mindset. This approach can come across as harsh and often leaves a negative impact on company culture. Frankly, those who lead with fear are considered ineffective.
Suggestions for Improvement
Rather than demanding and ordering your team, try to inspire them and lead with mission, vision, empathy, and collaboration.
Rather than micromanaging your team, create a safe space for effective 1:1 conversations.
Instead of focusing on your team's weaknesses and unfulfilled goals, try focusing on strengths, potential, growth, and progress.
Coaching techniques to enhance employee potential
GROW model
The use of Grow model
The Grow model can be used in many different places in life. Its main purpose is to clarify the current situation, reduce the interference of certain things, and enable the executor to find corresponding solutions from the heart.
What exactly is the Grow model?
Goal: What is the desired goal?
Reality: What is the actual situation now?
Option: What options are available?
Will: What are the action plans and measurement standards for realizing the plan?
It can be understood as a way of thinking that can clarify chaotic thoughts and allow the coachee to deal with problems more logically and orderly.
In what scenarios can the GROW model be applied?
Personal scenario: You can use it on yourself to help you solve certain workplace problems.
Others scenario: Your employee comes to you for help with a problem.
Give a chestnut
For employees born in the 1990s, 1995s and 2000s who desire respect and self-realization.
A friend is having trouble at work, is confused about his future career development, and comes to you for advice, etc.
For management, if you can use the GROW model proficiently, you will form a coaching management style. When coaching employees, you can release employees' potential from the inside out through systematic questioning, so that they can complete their work efficiently and realize their goals. Self-growth and transformation.
Why should management learn the GROW model?
The traditional management style is accustomed to adding, treating employees as containers and constantly adding suggestions. Employees are still in a passive execution position. This kind of counseling often fails to fundamentally solve the problem, and the employee may even complain about you, let alone his growth and transformation.
What is the root cause?
1. Transfer of responsibility
When a problem arises, if you lay out the solution, your employees will have the ball firmly in their hands. Responsibility is successfully transferred to you, now you are the one responsible for solving the problem, and he becomes a bystander or even critical evaluator of the solution.
2.Refuse to change
Passive changes will cause employees to resist and feel unhappy. At this time, employees will often resort to confrontation, overtly or covertly, to protect themselves.
Purpose and Purpose
To allow employees to actively change and take action through positive guidance, they need to take responsibility and be aware of the need to change.
Through the GROW model, superiors will not give direct answers, and the responsibility still lies with employees. Through the question-and-answer process, employees can stay focused and thinking. An inner awareness will naturally occur, and employees will self-correct problems that are usually difficult to detect.
Does the GROW model have other functions?
1. Activate employees
Traditional performance management = potential – interference
Coaching management = developing potential, reducing interference = improving performance
The coaching method and the interdependent corporate performance culture can tap into the inherent potential of existing employees in the company, realize a sense of independent responsibility, and form a sustainable high-performance development path that is a win-win situation for performance, employees, and the company.
2. Improve your own leadership skills
If you can use the GROW model proficiently, you will form a coaching management style. When coaching employees, you can use systematic questions to release employees' potential from the inside out, allowing them to complete their work efficiently and achieve self-growth and transformation.
How to operate the GROW model?
Coaching techniques using the GROW model are another expression of growth mindset. Growth mindset is used to examine oneself and improve oneself, while the coaching technology of the GROW model focuses more on helping others. The essence of both is the same, they both believe that people can develop their potential and grow through independent learning.
Practice is coming
Goal) What is the discussion goal that is expected to be achieved?
a. Goals regarding employees’ future development and performance.
Error demonstration
The superior asked: What are your thoughts on your next personal career development?
Employee answer: I hope to be promoted to marketing manager in the future.
This is a phased goal, and it will have a certain motivating effect because it has a sense of direction. But the problem is that it takes a long time and involves some uncontrollable factors. If an employee puts all his attention on this goal, there will be too many challenges and too many variables that will hinder his action.
Demonstrate correctly
The superior continued to ask: In order to achieve promotion, what do you think you need to achieve most within half a year?
Employee replied: I want to do a good job in recruiting new people, but the previous results were not very satisfactory.
This is a performance goal, which is more actionable, and subsequent conversations can be specifically focused on the performance goal.
b. Help employees solve problems they encounter.
Before in-depth conversations, supervisors and employees need to clarify the purpose of the conversation and the scope of the problem and reach a consensus.
for example
If the conversation is initiated by an employee, the supervisor can ask: It sounds like you have more than one topic you want to discuss. Which one do you want to focus on first?
If the conversation is initiated by a superior, you can first define the scope of the discussion and the specific events involved: I want to talk about the last recruitment activity. What do you want to discuss with me on this matter?
When aiming to help employees solve problems, early discussions should follow employees' concerns and ideas as much as possible to increase employees' motivation.
Among the four steps, the Goal step is the most difficult. Everyone must explain it clearly to the other party skillfully to avoid misunderstandings and affecting subsequent steps.
What are the issues that can be referred to in the (Goal) stage?
Regarding this topic, what is the ideal situation?
What would happen if you could achieve the ideal state you desire?
What would you say to yourself if you could achieve your desired ideal state?
If you could achieve your desired ideal state, based on the above description, how would you feel now?
If you made a wish for a goal, what would it be?
What is the outcome you want from this conversation that you think is worth the time?
What impact does your desired ideal state have on your work and life?
How would you feel if you could achieve your desired ideal state?
If you could achieve the ideal state you desire, what would others think/say?
If you could achieve your desired ideal state, how would your future change as a result?
The second step (Reality) explores the current situation
Sort out the current situation to understand what are the reasons for the current situation. In this step, employees should be guided to describe the current situation in as much detail as possible and to explore the deep-seated reasons for the current situation through continuous questioning.
At the same time, it is necessary to inspire employees to see what benefits can be brought by changing the status quo and what bad consequences will occur if they do not change the status quo. Use these questions to inspire employees to have the courage to change their status quo.
The superior can ask: "If you do something to achieve your goal, what positive impact do you think it will have on you?"
What are the questions that can be referred to in the (Reality) stage?
What efforts have you made to achieve this goal?
What is the current situation?
What would you say to yourself?
How does it feel?
What are other people saying/thinking?
How does this situation affect you?
Are there other relevant factors?
Does anyone else relate to this?
How do they view the current situation?
Also, is there anything else that you are very concerned about?
The third step (Option) plan options
After confirming the goals in the first step and clarifying the current situation in the second step and understanding the reasons for the gaps, it is time to list as many solution options as possible. At this time, we focus on the overall quantity of solutions rather than the quality of a certain solution.
What options are available?
Type One: Eliminate Employees’ Negative Assumptions
“What would you do if we had the power to address all obstacles?”
Second type: Think about the problem from another angle
"If you were the head of the business unit, what decision would you make?" "If you were the market expert who came to communicate with us last time, what decision would you make?"
Type 3: Express your own opinions
"I have some ideas that I don't know if they can help you. Do you want to hear them?"
The focus of this step is to stand as a supporter, and the options proposed do not override any other options, have nothing special, and try to maintain the employees' sense of responsibility.
What are the questions that can be referred to in the (Options) stage?
What solutions can you think of?
What other options are there?
What other possible solutions are there? (Coach, don’t worry about whether the solution he mentioned is feasible, try to broaden your mind)
If you could be given more insight and courage, what would you do?
What do you think others have done in similar situations?
What do you think the most successful people would do in similar situations?
What other methods have you used in similar situations?
If we reversed roles, what would you suggest I do?
What's the craziest thing you can do?
Do you want me to give you advice?
What advice do you think I would give you?
What other options do you have? "Make sure the coaching partner has no new solutions before moving to the next stage)
Step 4 (Will) Strengthen your will
To ensure that employees will take appropriate actions after the conversation is divided into three parts:
Which three?
1) First form an executable action plan.
Clarify the time: "When do you plan to start and when do you plan to finish?"
Consider the resources required:
“In order to accomplish this, whose cooperation is needed and what resources are needed to support it?”
2) After the action plan is determined, it is time to evaluate the willingness to implement it.
"On a scale of 1 to 10, how likely is it that you will take and complete the action plan?"
"Based on past experience, few people can persist with a score of 8. Why not a score of 10?"
"How can I get to 10 points?"
3) Finally, provide follow-up feedback after the action plan is implemented.
If the action plan is executed successfully, you can ask:
“How do you overcome challenges?
What strengths have you discovered? "
If the execution fails, you can also make good use of the failure to guide your subordinates to reflect and become aware. You can ask:
“What do you see that could be improved?
How are you going to do that next time? "
(Will) What are the questions you can refer to to strengthen your will?
What makes you happiest?
What obstacles do you think might be encountered during implementation?
How do you overcome these obstacles?
Who or what resources do you need to help?
How do you get this help?
What are your next steps?
When will you take action?
What obstacles may arise along the way? How will you deal with them?
What are you going to do immediately tomorrow and within the next week?
Let's take a case
One day, Allen's subordinate Xiao Liu walked into his office with a sad face, reported the progress of the project, and talked about the problems encountered in the project. Allen plans to use the GROW model to coach him and help him become aware of the current situation.
Come and get ready
Allen first briefly summarized the problem he described: Based on what you just said, do you think Xiao Li and Xiao Wang have slowed down the progress of the project?
Xiao Liu: Yes, this makes me very worried. They may not be able to deliver the project as scheduled.
Allen then asked: What do you think of their working status and their relationship with other members of this project?
Xiao Liu replied: They are unsociable and difficult to cooperate with. Every time I invite them to a meeting, they always resist or are often late... (some specific details)
Allen continued to ask: Apart from meetings and member discussions, what is the biggest difference between them and other members of the team?
Xiao Liu replied: They are responsible for preparing materials for the delivery process, and are temporarily transferred from other departments. They are the last to join the project team and have less contact with other project members.
Allen asked: Are there any other differences?
Xiao Liu answered: Well, to be honest, I’m not familiar with them, and I don’t really believe that they can get the job done on time, with high quality and quantity. And I heard that the two of them are not very reliable in their work. So I was quite disappointed to know that it was the two of them who were cooperating.
By asking questions step by step, Allen led Xiao Liu to explore the current situation and expose the root of the problem. At the same time, Xiao Liu also realized that the reason for the unsmooth working relationship was probably due to his preconceived prejudices against his colleagues.
GROW model practical precautions
1. Powerful questions
The GROW model has an outstanding feature - it can ask powerful questions to focus attention and create a sense of clarity.
Two question specifications
1) The questions you ask must be able to enhance the coachee’s confidence and self-motivation;
2) Questions help the coachee (subordinate) learn, grow and succeed.
Has the following two characteristics
Ask more open-ended questions
Open-ended questions require descriptive answers that increase awareness, while closed-ended questions require absolutely precise answers, with “yes” and “no” answers closing the door to further exploration of details.
for example
What do you want to accomplish?
What is happening at this moment?
What can help you?
What could possibly go wrong?
Focus on details
The questions will definitely be broad at first and then gradually focus on the details. This attention to detail keeps the coachee focused and interested. You need to delve deeper into the details and make the coachee aware of the more obscure factors
2. Maintain a caring attitude
Pay full attention to the coachee's (subordinate's) answers to questions - including the content expressed and the feelings conveyed.
Although doing this is very labor-intensive, it can achieve great coaching success. If you don't do this, when the trust of the coachee (subordinate) in you disappears, you are likely to lose your way and not know how to continue asking questions.
Is there any reference direction?
A powerful tool for resolving team conflicts
TK conflict model
What is the TK model?
Also known as the Thomas-Kilmann model, it is a thinking model. Can help managers identify the details of conflicts and then find ways to resolve them
1. How to classify conflicts?
1. Relevance to work
(1) Relationship conflict. Focusing on interpersonal relationships and not related to work tasks, it refers to the interpersonal conflicts that exist among members of the group and usually includes emotional components such as tension, hostility, and disgust.
(2) Task conflict. Differences in views and opinions between team members regarding the task, including arguments about facts or opinions (supported by data, evidence).
(3) Process conflict. Disagreements among team members about how to proceed on a task, including arguments about responsibilities and allocation of resources.
2. Press production and changes
(1) Goal conflict. The two parties have different goals or expectations. For example, the company proposed 996 but did not pay overtime pay to employees, which caused dissatisfaction among employees.
(2) Cognitive conflict. Both sides have different views. For example, when an enterprise's organizational structure is optimized, some people express disapproval, thus forming opposition and confrontation.
(3) Conflict of intentions. The attitudes and emotions of both parties are inconsistent. This type of conflict does not lead to intense conflict, but it can make people unhappy and demotivated.
(4) Behavioral conflict. The behavior of both parties is difficult for the other party to accept. If an employee is suspected of touching the company's high-voltage power line, these actions often have serious consequences and can arouse resentment and confrontation from the other party.
3. Classification according to effect
(1) Constructive conflict. Also called active conflict. This kind of conflict brings positive effects or direct benefits to individuals, groups or organizations.
(2) Destructive conflict. Also called negative conflict. For example, because conflicts are not handled well, violence occurs and organizational property is destroyed, or employees are dissatisfied and passive, resulting in heavy losses to the organization.
4. According to the development stage
(1) Implicit conflict. Potential conflicts that have not yet manifested themselves. A wise leader must be aware of the subtleties, take precautions against the slightest, take precautions against potential conflicts, and never take potential conflicts lightly.
(2) Explicit conflict. Manifest perceptible and observable conflict. It means that a conflict has occurred, and we should be vigilant and take timely measures to resolve it. We cannot just sit idly by and ignore it.
2. How to ease emotions
The key to channeling emotions is to listen to the other person and make the other person feel that their thoughts have been heard. The most commonly used problem solving method in this step is the LECSR model.
What is the LECSR model?
1) Listen
The facilitator should encourage everyone not to interrupt when others are speaking, but to listen attentively. For example, you can say:
Well, your idea is quite interesting. Could you please explain it more?
I'm not sure if I really understand what you mean, could you explain it a little more?
2) Empathize
Even if we don’t agree with the other person’s point of view, we can still understand the other person’s feelings, such as:
I wouldn't accuse you of feeling that way, I understand what you mean
I can feel how you feel, if it were me, I would feel the same
3) Clarify (Ciarify)
Check with clearer language to confirm what the other person really means.
"I understand what you want to express is..."
4) Seek Permission
After the other party has vented their emotions, they begin to express their position, for example:
Now, I think I can talk about some ideas that you haven't mentioned before
5) Solve (Reslove)
Once both parties’ ideas have been clearly heard by the other party, you can begin to work together to solve the problem.
3. How to resolve conflicts
5 basic strategies
avoid conflict
Suitable situation
When the situation is urgent and decisive action needs to be taken;
On issues that are of major interest to the company:
on important disciplinary matters;
When the other party can benefit from non-coercive measures
pros and cons
It cannot solve the problem, but it can temporarily shelve the conflict when it is difficult to resolve it.
be patient and accommodating
Suitable situation
When there is a significant bearing on the interests of both parties;
When your goal is to learn from others;
When you need to brainstorm ideas;
When you need to rely on others;
For reasons of emotional relationship
pros and cons
When there is conflict in a team and the leader cannot resolve it, essentially the leader loses. Many leaders cannot accept this situation, so making an offer while giving in is also a technique.
compromise
Suitable situation
Goals are important, but not worth falling out with:
When the other party’s power is opposite to yours:
Put complex issues to rest temporarily:
Due to limited time, expedient measures need to be taken:
When collaboration and competition fail to succeed
pros and cons
A middle ground can be created to avoid having to choose between two extreme situations; the compromise strategy can also be called "compromise", which is an expedient measure.
fight
Suitable situation
In small things, or when faced with more important things;
When you realize you can’t benefit;
When the price paid is greater than the reward obtained;
When conflict can be resolved more effectively by others:
When the question has gone off topic
pros and cons
When conflicts are unavoidable and need to be resolved immediately, leaders should adhere to the principle of "take action when it's time to take action" and adopt a competitive strategy. It should be noted that once this strategy is adopted, one must have the determination to fight to the death and solve the problem with form.
cooperate
Suitable situation
When you find out you are wrong
When the problem is more important to others than yourself, satisfy others and maintain cooperation;
Establish a good reputation
When living in peace is more important
pros and cons
Collaboration is a better strategy that can achieve a win-win situation. Adopting a collaborative strategy can not only turn crises into opportunities, but also lay a solid foundation for subsequent continuous creation of cooperation and collaborative work. Among the five strategies, collaboration is the best.
4. Conflict Management Grid Model
Black and Morton designed a "Conflict Grid" model based on the "Management Grid" model. This model is mainly used to analyze managers' attitudes and styles when dealing with conflicts. When managers face organizational conflict issues, most of them have to consider the human issues and work issues involved in the conflict, so as to seek appropriate conflict resolution methods and strategies.
Send model pictures to see
What are the 5 styles?
avoid
In game theory, there is a concept: zero-sum game. It means that what one party gains is equal to what the other party loses, the sum of the interests of both parties is "zero", and there is no possibility of cooperation.
Using this approach, managers need to maintain a neutral attitude and regard the possibility of escaping or avoiding conflict as an effective way to alleviate conflicts, but the basic root causes of the conflict remain unresolved or actively faced.
ease
Managers adopt this approach because they believe that the differences between the conflicting parties can be achieved by easing tensions or maintaining a superficially harmonious relationship so that the conflicting parties can coexist peacefully. Likewise, the root causes of the conflict on both sides have not yet been fully resolved.
suppress
When managers adopt this approach, most assume that conflict can be used to force compliance on both sides of the conflict. For example, high-level officials decide who wins and who loses, and all conflict actions are suppressed.
compromise
If managers adopt this approach, both parties to the conflict need to compromise or negotiate, and the result is that no one wins and no one loses. In most cases, although this method cannot be said to be the most ideal solution, it can still be regarded as a more practical method.
face
When managers adopt this approach, most believe that conflicts can be resolved through positive confrontation. For example, after objective discussion and analysis, opinions and concepts from all aspects have been deeply analyzed and considered, so as to propose and reach a solution to the problem that is agreed or accepted by both parties in the conflict.
5. Four steps of destructive conflict management
1. Select the conflict to be resolved
Conflicts in organizations do not exist simply and in isolation, but are always diverse and complex. Managers cannot resolve all conflicts and should distinguish between different types of conflicts and their handling value.
2. Assess the parties involved in the conflict
When managers begin to deal with a conflict, they should take the time to carefully understand and study the parties involved. Who is involved in the conflict? What are the interests of both parties to the conflict? What are their respective values, personality characteristics, emotional and resource factors? What is their basic conflict handling style? What actions are most likely to be taken by each party? What kind of conflict handling methods are you used to?
3. Analyze the causes and roots of conflicts
The focus is to analyze the causes of conflicts, not only to understand the public surface causes of conflicts, but also to understand the deep unspoken causes, and even to grasp the causes of conflicts from the perspective of individual and group development. Only by first finding the root cause of the conflict can we find a solution to the conflict.
4. Choose a solution appropriate to the characteristics of the conflict
The behavior of both parties in a conflict may be mutually causal, so any approach will change or even transform as the conflict develops.
(1) Self-service resolution - that is, both parties to the conflict face each other and use methods such as discussion, negotiation, consultation, and communication to resolve the conflict.
(2) Agency-based settlement - that is, face-to-face meetings between the two parties may not be effective, and both parties need to entrust an agent to resolve the dispute.
(3) Third-party mediated settlement - When the two parties to the conflict are unable to resolve the conflict on their own, both parties jointly invite the superiors of the parties concerned or other third parties to mediate and resolve the conflict.
(4) Forced resolution - that is, when the first three methods fail, the authority or law enforcement department forcibly stops and handles the conflict between the two parties.