Positive energy leadership construction instructor

National CCAA registered consulting trainer

Current position: director of * * Win Century

Distinguished lecturers from Shanghai Jiaotong University, Zhejiang University and Tsinghua University. ※

For two years, he was a special lecturer of Shenzhen Matsushita Group (Fortune 5 00). ※

Zhuhai EPKOS (Top 5 00 in the World) has been a distinguished lecturer for 3 years. ※

Worked in more than 50 large enterprises, and was hired as a special lecturer in management field for many times: China Railway 11th Bureau, State Grid. ※.

China Southern Power Grid, China Mobile, Guangdong Tobacco, Huawei, China Eastern Airlines, Sinopharm Group, Bank of China, Industrial and Commercial Bank of China and Ping An.

Insurance, China Life. ...

Practical experience:

Major: Mr. Wu, who entered the education and training industry in 2004 and engaged in enterprise management consulting and training, has been focusing on this since then.

He once worked in Lipton No.3 Middle School in Dongguan, engaged in research in the fields of team execution, improvement of middle and senior management ability and positive energy leadership.

Hundreds of companies, such as Star (China), Gree, SF, Panasonic, Foxconn and Huawei, have taken measures to solve the management problems of enterprises.

Taking out customized solutions to help enterprises effectively solve management problems and guide enterprises to grow healthily and rapidly is the real integration of knowledge and action.

Practical management expert.

The executive power of middle and high levels has improved.

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Course background:

The executive power of managers determines the executive power of enterprises, and individual executive power is the key to personal success. Paying attention to execution means paying attention to the success of enterprises and individuals! Jack Welch

In the next 10 year, the challenge we face is execution. Bill gates

As the middle and senior managers of an enterprise, it is the most critical management in the enterprise. It is necessary to complete the tasks assigned by the leaders and supervise and guide the subordinates. Therefore, middle and senior managers are not reflected in strategy, but in organization, management and implementation.

Do you have the following questions:

You really want to improve the execution of the team, but you can't?

You have a lot of ideas in your head, but you can't translate them into execution?

You have a lot of experience and skills, but you still have no better way to pass them on to others.

You really want to find someone with strong execution to use for you, but you don't have the standard of picking people, so you can't start?

You really want to improve your execution and management ability as soon as possible, but there is no systematic method?

Sometimes you are so busy that your subordinates are idle, but you don't know how to delegate.

If you feel the same way about the above questions, you can find your answers in this course, which will help you and make you feel at home in the management process. "Improving the Executive Power of Middle and High Level" is an indispensable classic course for you!

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Course advantages:

●? Understand the hierarchy and division of labor of enterprise execution system

● Grasp three factors that make it difficult for enterprises to implement.

● Master the methods and tools for implementing the system.

●? Learn how to effectively empower subordinates.

● Master five magic weapons to improve subordinates' execution.

●? Master and apply the tools and methods of landing, tracking and evaluation.

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Course duration: 2 days, 6 hours/day.

Course objectives: middle and senior managers

Course mode: classroom teaching+field practice+case sharing+video sharing+group discussion+role playing.

course syllabus

The first lecture: three factors that are difficult for enterprises to implement.

Factor 1: people's execution-four reasons

Reason one: attitude

Reason 2: Ability

Reason three: motivation

Reason four: the environment.

Tool: Executive Evaluation Form

Factor 2: System-Two Major Problems

Question 1: System design

1) rationality

2) operability

3) recognition

Question 2: Implementation of the system

1) will

2) Obey

3) Give full play to privileges

Factor three: corporate culture-four manifestations

Question: What is corporate culture?

Question: The influence of corporate culture on implementation.

1.？ delegation

2.？ sight

3.？ Behavior and norms

4.？ Hopes and dreams

Lecture 2: Seven systems to improve the executive power of departments.

Discussion: How to improve the execution of the department

System 1: Positioning-Set and lock your execution target.

Discussion: Why have a goal?

1.？ Three elements of the goal

2.？ Conditions for achieving the goal

System 2: Lock-find the person who carries out the target.

Case study: Who will hang the bell?

1.？ Find the target with strong execution-new people, old people, old people.

2.？ Three big moves-inspire strength

Test tools: new people, old people, old people

System 3: Action-Develop implementation standards and plans.

Discussion: If there is no corresponding standard, scheme, system and workflow, how to improve execution?

System 4: Inspection-find inspectors and supervisors.

1.？ Check and implement

2.？ Supervision and control

System 5: Summary-phased summary

1.？ sum up the main points

2.？ Subsequent improvement

System 6: Results-Motivation for Implementation and Acceptance of Results

1.？ Power: the source of power

2.？ Result: Accept the result.

System 7: Prevention-Preventive measures to be considered in implementation.

Case Study: Opening Ceremony of Beijing Olympic Games

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Lecture 3: implementation-result-oriented

First, the cognition of the results

1.？ Three misunderstandings about the result

1) attitude ≠ result

Case analysis: a practical case of a hospital

2) Responsibilities ≠ Results

Case Study: Traffic Police Command

3) Task ≠ Result

Case Study: Long-term Workers Digging Wells

2 .？ Three elements of result management and control

1) Do you have a minute?

2) valuable

3) It can be evaluated

Case Study: Long-term Workers Digging Wells

Second, the three fundamental reasons why employees don't make achievements

1.？ Know the problem (don't know what the result is)

2.？ Attitude problem (unwilling to do results)

3.？ Capacity issues (unable to produce results)

Case study: the salary difference between Xiao Wang and Xiao Liu in the workplace

Case study: Mo Yan, a teacher who didn't win the Nobel Prize, and Mo Yan, a teacher who won the Nobel Prize.

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Lecture 4: Authorization-the art of improving the core of execution.

First of all, five factors that managers do not authorize.

Thinking: Why can't department leaders be liberated?

Factor one: distrust, disbelief.

Factor 2: fear that others will surpass themselves (seize power)

Factor 3: No authorized person can be found.

Factor 4: Unauthorized methods and skills.

Factor 5: I don't want to authorize, and I like to do it myself (I feel that others are not as good as myself).

Second, the manager accepts the anti-authorization.

Discussion: what is anti-authorization;

Discussion: How to solve the phenomenon of accepting anti-authorization?

3.？ How to put an end to the phenomenon of anti-authorization in enterprises

Third, the manager's intervention was authorized.

Discussion: what is authorized intervention;

Discussion: Why should managers interfere with authorization?

Four, the five steps of efficient authorization

Step one: analysis

Two steps: specify

Trilogy: Authorization

Four steps: control

Five steps: evaluation

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Fifth lecture: magic weapon-improving the execution of subordinates

Magic weapon one: "Stare at what you have said"-the management is staring.

Magic weapon 2: "I can't" and "practice"-ability is practiced.

Magic weapon 3: "Impossible" is "forced out"-potential is forced out.

Magic weapon 4: "think" when there is no other choice-the way is to think out.

Magic weapon five: "making excuses" means "not making excuses"-shirking responsibility is an excuse and solving problems is a reason.

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Sixth lecture: communication-make the implementation more in place.

Discussion: What are the obstacles in communication?

First, the three types of communication barriers

1.？ Disagreement-disagreement, fragmentation, lack of cooperation and unclear interests.

Case study: communication differences between AB departments

Solution steps: sincere attitude, active communication, * * * wins thinking and reaches * * * knowledge.

2.？ Avoid-avoid being invisible, having nothing to do with yourself, and making excuses.

Case study: Xiao Wang asked his colleagues for help.

Solution steps: find the problem, come up with a plan, take the initiative and be modest.

3.？ Contradictory-conflict of interest, which is complicated and involves too much and is difficult to solve.

Case Study: Bonuses

Solution steps: find the conflict, do your duty and find the balance.

Analysis: Find out the types of cross-departmental communication barriers in our company and analyze the causes of the barriers.

1) personal level

2) Organizational level

3) Consciousness level

4) Behavior level

Brainstorming: What is the biggest obstacle when listing daily situations?

Second, three common problems in cross-departmental communication

Question 1: Repeated communication has no result.

Question 2: Say one thing and do another.

Question 3: Parallel departments do not cooperate.

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Lecture 7: Winning lies in execution-execution landing.

Thinking: How much is repetitive in daily work?

First, inspection-three judgments of work contact

1.？ Routine: cohesion judgment in daily work

2.？ Comprehensive: comprehensive integration

3.？ Standards: written, standardized and documented.

Second, evaluation-efficient implementation

Tool: Evaluate the tracking table regularly.

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Lecture 8: Five aspects of winning beyond execution

Thinking: How can we win?

1.？ Win when others are healthy.

2.？ Win while others are studying.

3.？ Win when others are resting.

4.？ You win when others are connected.

5.？ Others win when they have a chance.

Brief introduction of Shenzhen huashi brothers education technology co., ltd?

Founded in May, 20 1 1, Huashi Brothers is a comprehensive third-party training industry service platform integrating lecturer brokerage, training products and research and development of copyright products. ?

Chinese teachers and brothers took the lead in establishing a new model of lecturer brokerage in the training industry. From the initial five lecturer assistants to more than 330 lecturer agents now. At present, the company has nearly 600 contracted lecturers, more than17,000 stable cooperative institutions, established connections with 65,438+million+training peers, and served more than 240,000 enterprises. Since the establishment of 10, the annual performance has increased by 60%, and the annual curriculum has been arranged for more than 40,000 days. The company strives to cooperate with national training companies, focuses on serving training institutions, and resolutely refuses to be a terminal!

Enterprise mission

Achieve lecturers, help enterprises, and rejuvenate the country through education.

Enterprise values

Altruism, knowledge and diligence

corporate vision

Become a world-class training product service platform.

President class: Zang Qichao, Lan, Wu Yuezhou, Wu, Deng, Zheng Xiubao, Huang Shengtao, Yang, Qi Zhen Hong, Liao Wei, Wang Ruowen, Zhang Zhang, Su Jing, Wen Bin, Wang Shenghui, Huang Yusheng, Ma Xudong, Sun Jing, Ai Jun, etc.

TTT Series: Bai Ying, Lou Jian, Yang Suzhen, Li Shenghua, Zhang Yidan, Zhou Xu, Huang Junmin, Xu Longli, Dai Huiping, Guo Baojian, Haitian, Ye Hong, Xing Lishuang, Yu Fengran, Lei Zhu, Zhang Kun, Zhang Zhenyuan, Liu Yihong, Zhao Jia, Wu Jun, Xia Jinyan, Feng Yaqiong and Zhan Lichong.

Production management: Tang Yinze, Yang, Li, Shen Mingjiang, Li Fengjie, Tao Jianke, He Youzhi, Li Ke, Li Kathy, Wu Shengfu, Li Jianbo, Lu Weihua, Yu Feng, Yuan Hang, Song Xi, Tao Wei, Liu Gang, Zhang Tianpeng, Wu Donghan and Li Guang 'an.

Project management: Xú Zhēng, Xiao Zhenfeng, Zhang Guoyin, Li Qi, Wang Aiping, Zou Liang, Jiang Shen, Li Haoming and Li Wei.

Bank training:,, Bao Liang, Liu,, Ma Yi, Zhang, Luo Shuzhong, Yin Guohui, Liu Qingyang, Chen Nan, Gwan Chin, Luo Shu, Dong Xiaohong, Wang Zhenzhu, Peng Zhisheng, Maya, Yang Yang, Mary, Yao Jingjie and Cai Bing. Jiang Xianglin, Li Yang, Yuan Churan, Guo Jiayi, Liu Yuanyuan, Xiao Xiang, Yu Yingguang, Zhou Bo, Pan, Xie, Hua Lijun, Zhu Qi, Yan Jinxing, Jin Youshi, Sun Xiangshan, Chen An, Fang Hantu, Zhao Shiyu, Dai Hanyong and Xiu Ziyu.

Tutors of bank outlets: Yin, James Zhu, Yuan Wenbing, Liang, Xu, An Jie, Jiang Tao, Liu Quanjie, Fan, Luo Xuzhan, Wang Menglei, Peng Yanlong, Li Qianyuan, Lin Liyuan, Lu Xing, Zheng Chaoyi, Zhou Jiajia, Zhang Boxin and Jiang Dan.

Banking consulting projects (part): building thousands of outlets, building five-star outlets, building 6S benchmark outlets, "one point, one policy" business orientation, vertical and horizontal banking+,credit card performance multiplication project, outreach marketing, outreach training of corporate business marketing, off-season marketing of 20 19 outlets, agency retention-government and enterprise salary retention project, V promotion plan-deep activation project of existing customers, 30.

Insurance training: Zhang Yi, Chen Nan, Huang Guoliang, Yu Liping, Xu Zhou, Yin Shuqiong, Liu Zhigang, Guo Hongwei, Li Jingcheng, Zou Yanbo, Huang Langyi, Bo Yi, Li Jiaci, Dai Huiping, Ke Hailian, Xie, Li Yan, Yan Li, Shen Jie, Zhang Luoqun and Bian Honglan.

Communication/Medical: Tong Xiaoli, Huang Xinliang, Wen Yin, Chen Jianbo, Sun Yan, Li Fang, He Chunfang, Susan Wang, Yuan Feng, Wu Pengde, Yang Jun, Shan Yuntao, Gao Fei and Chen Ge.

Investment and financing: Yang, Lan, Zhang Zhang, Wu, Li Zhen, Guan Yonghong.

Thinking skills:, Wu,,, Mo Yongbo, Haitian, Wei Lun, Cui Jiahe, Vicky, Yi, Cao, He Yuliang, Chen Yongsheng, Wenbao Zhang, Chen Desheng, Li Bozhao, Yang Shangze, Fang Yu, Liu Jianghong, Cai Baiyu.

Macroeconomics: Qi, Li Zhen, Guo Wei, Sun Jing, Guo Yingdong and Song Yizhi.

Major: Rebecca, He Pingkun, Yan Hongyan, Wu, Luo Shu, Zhuang Weiming, Dong Yuchuan, Huang, Zou Hailong, Luo Shu, Zhang Cien, Zhang Qiumin, Song Yunxiao, Yu Wenxian, Wu E, liujing and Shang Ling.

Financial management: Huang Daoxiong, He, Hu, Chang Jianjun, Ma Changyao,,, Niu Xinyu,,, Sun, Wen Huiling, Ma Yuhao, Qing Liu, Zhang Dan and Yu Shiyong.

Family/Health: Ge Jingru, Liu, Zhang Cien, Zhuang Weiming.

Sinology: Andy, Luo Shuzhong, Yang Zhixiong, Zhou Jean, Li Shiyuan, Yukai Cao and Yan He.

Business etiquette: Jenni Liu, Duke Xueye, Tang Xiaowan, Xiao Ke, Kitty Lai Mei Han, Wang Xiaolong, Li Fang, Liu Juan, Liu Xiaoyan, Zhang Yao, Sun Yaxiao, Zhang Feiya, Zhang Mingfang, Zhang Yun, Guo Xuanting, Chen Yanxi, Zhang Qirun, Sudan, Xu Can, Tan Xianying and Zhang Kun.

Human resources: Deng, sakyo, Xiao Lin, Dang, Yan Jindai, Hu Ruyi, Gu Ling, Liu Fang, Wei Junni, Chen Shican, Zhao Da, Wang Jianhua, Chen Siqi, Fu Yuanquan, Han Dong, Wei Xu, Gao Ge and Huang Liujiang.

Comprehensive management: He, Qi, Wang, Xiao Zhenfeng, Xia, Zheng Xiubao, Qin Haoyang, Chen Xijun, Tamia Liu, Lin Guangliang, Yin Shugang, Charlene Marilynn Dangelo, Shi Hui, Zhang Shang, Gu Heming, Long Fei, Xing Lishuang, Wei Junni, Xu Yanying and Zhang Chengwei. Gan Wanlong,,, Chen Mingkun, He Feng, Su,,,, Xie Ruibao, Peng Yuanjun, Yan Ting, Wang Jia, Tian Ye, Han Peng, Zhao Haiyun, Shi Zhenjun, Zhang Shijun, Liu Zhixiang, Huang Liujiang, Hu Bibai, Liu Liming, Li Yuanliang. Xu Jun, Wang Guiguo, Li, Zhao Zhikui,,, Hu, Zhang Chupei, Zhang Taiwei, Hou Xiru, Song, Bao, Yu Dong, Qin Yinfeng, Shi Quanrun, Chen Zhuyou, Yu Ping and Zhang Weiming.

Marketing: Huang Xinliang, Hui Liang, Yong Zhiqun, Wu Yuezhou, Li Honghua, He Ye, Zhang, Han Tiancheng, Mo Dou, Bao Xianzong, Xu Yi, Huang Yusheng, Fu Qiang, Wen Bin, Ma Ling, translators: Melanie, Yang Hong, Zhang Xi, Li Zhongmei, Deng Bo, Tan Hongchuan, Lu Zhanka and Huang Fei.

Terminal chain: Geng Mao, Susan Wang, Xie Hanyuan, Lu, Chen Qisheng, Rainbow, Ceng Jun, Su Shan, He Ye, Zhang, Liu Ying, Zou Hailong, Tian, Cha Yuhong,,,, Wen Ming, Wang Jiansi, Zeng Fanchong, etc.

Tender Office:, Ge Ce, Wang,,, Sun, Wang Xiaolong,, Zhao Zhongxiang, Liu Pingli, He Shuo.

Copyright training programs: grid precision marketing, clear theme bank, three-volume gold digger, 5A outstanding president, post experience internalization project, double-cut marketing, making the best use of the situation, left circle and right gang? Enterprise innovation landing, mobile efficiency TM project, store manager growth series course version 3.0, interim payment, microfinance fission, experience refining

Main business: core business lecturer brokerage, with nearly 600 exclusive lecturers nationwide, covering more than 40 curriculum fields in 23 provinces; Business lecturer training, overseas study tour, president class of training institutions, marketing management software and other business sectors. , always insist on only cooperating with training institutions, and resolutely do not provide enterprise terminal services!

China teacher agent, a well-known third-party brand in the training industry.