达成团队协作

——从向上协同到横向合作，掌握组织内共赢的钥匙

【课程背景】

根据全球知名测评机构盖洛普的调查，75%的雇员离职，其原因是无法和自己的上司处好关系、建立可信赖的协作。上下级的关系，已经成为团队绩效，组织稳定，企业核心竞争力的重要因素。

在职场中，主动且有技巧地全面解读上司的人并不多，这是极其危险的。正如德鲁克所说:“不解读和了解上司的职场人就像蒙着眼睛飞行的鸟儿，乱闯乱撞，搞无前途可言”。因此，为了自己有更好的职业发展，向上管理是每位下属的必修课。

【适用对象】

基层、中层管理干部

【课程收益】

l 提升与上级的有效沟通能力，深入理解上级的需求和期望

l 对应上级布置的重要任务，懂得如何立项、评估与规划

l 掌握与上级进行工作汇报的要点，懂得做个有能力可信赖的下属并被上级知道和认可

l 正确认知横向协同，并掌握沟通与协作的基本技巧

l 学会承接协作性工作时能够，理清人、事中的必要关键，有规划的进行协作

l 了解沟通中的不同人际风格，了解自己的风格，并掌握如何判断、如何扬长避短的与对方顺畅沟通

l 掌握协同中建立双赢关系的三大基石：信任、风格、情绪，成为被信任的同事

【课程大纲】

导入模块

1. 塑造学习场域:破冰互动See &Ask

2. 安排说明：竞赛规则、时间安排

3. 如何学习:如何学习效果最好

4. 不懂得正确的向上管理，难有长远发展

一、协同从了解上级开始

1. 我的上级人物画像(练习)

2. 王老师的向上管理实践(最佳实践)

3. 常见领导的四种类型

4. 我的领导人物画像进阶工具(练习)

二、懂的期待，成为可信的下属

1. 你干的很辛苦，可得不到上级认可

2. 上级关心那些事?

3. 信任方程式

4. 你的职场信任银行储备怎么样?

5. 为什么有些人要预算(支持)更容易?聚焦至关重要目标，用成绩建立信任(练习)

三、基于任务，善用沟通，创造成绩

1. 面对重要任务如何做才能成功?

(1) 做好上级和其他利益相关人共识(练习)

(2) 如何最好上级任务的规划(练习)

2. 汇报途径是上下级最好的信任纽带

(1) 和四种不同类型上级汇报的要点

(2) 如何让上级心平气和的听你汇报

(3) 日常工作中汇报的目的与准备

(4) 汇报中最忌讳的四个不

(5) 工作立项、节点汇报怎么做更好?

(6) 电子化汇报怎么做更有效?

四、发展自我，做个能抗事，能解决问题的人才

1. 反向领导力，背上的猴子

2. 员工通常由三种类型，你是哪种?

3. 成为关键员工的三个榜样

4. 规划自己的提升方向(练习)

五、沟通、协作的障碍与意义

1. 自我认知与觉察:模拟活动

2. 研讨:跨部门沟通协作的障碍与意义

3. 你知道沟通协作的三大障碍类型么?(认知-任务-关系)

4. 要清楚沟通协作障碍五种程度(不同-误解-分歧-不和-对立)

六、解决合作障碍思维认知障碍-双赢关系

1. 懂得人与人之间的合作心态(6种合作心态)

2. 成事要具备双嬴的大局观

3. 学会觉察他人的“嬴"和自己的“嬴”

4. 练习:掌握建立共嬴共识(练习)

七、突破协作障碍-任务障碍

1. 我的客户是谁?

2. 理清事，RACI矩阵梳理工作流(练习)

3. 找对人，协同工作中的主要利益相关人(练习)

4. 策划好，协同工作梳理与风险评估应对(练习)

5. 跨部门沟通与协作计划表-1

八、突破协作障碍-关系障碍(信任、人际风格、情绪)

1. 没有信任的合作不会成功

(1) 信任的速度价值

(2) 掌握信任方程式

2. 调适人际风格

(1) 了解协作沟通中的四种行为风格

(2) 通过倾听理解对方(含演练)

(3) 以对方能接受的方式传递信息(含演练)

3. 提高情商

(1) 避免协作中的情绪陷阱(练习)

(2) TFA练习(工具练习)

(3) 跨部门沟通与协作计划表-4

【课程价格】

单人：4680元/人

会员价：4380元/位

企业团报价：18990元/6人

                            王磊

易迪思中国 金牌讲师

• Franklin Covey、DDI、Ken Blanchard 认证领导力讲师

• 美国 COD 组织发展(OD)专业咨询师

• ICF Six Seconds 、埃里克森认证职业教练

• DDI 认证 FCP 国际专业讲师

• 国际绩效改进协会(ISPI)敏捷绩效提升工作坊专家

• AMA 行动学习授证引导师、引导师

• Everything DISC®国际认证顾问

  【专业领域】

  曾任多家全球知名企业(京东、新奥能源、360、蓝色光标、Asurion)企业大学校长、人才发展与企业文化总监、咨询顾问。中欧(中欧商学院)在线、培训杂志、淘宝大学、前程无忧特约资深讲师;中国企业人才发展智库特聘专家、 HRoot特聘企业人才发展专家。香港大学教育专业硕士，拥有人力资源、业务管理及培训经验近 18年;在战略落地执行、企业文化落地、敏捷绩效提升、领导力领域有深入研究。主导项目获得行业最权威论坛 12 项大奖。

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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