有效领导推动变革管理

有效领导推动变革管理TL/GL实战训练课程引领变革V=制定消除存在障碍的计划PS=实施变革的资源C=承诺R=管理变革及应对变革的技能=目标，给人以奋斗的方向关键因素愿景现状世界级方法期待的位置目标承诺资源技能计划明确你今天所处的位置建立一个共同的愿景承诺（言语上）EverybodySingthesametune所有人步伐一致承诺（行动上）承诺（榜样）Learn学习Measure衡量Ananlysis分析Plan计划Result结果CurrentPositionDesiredPositionWorldClassMethodsVCRSPCurrentPositionDesiredPositionWorldClassMethodsVCRSPIMPLEMENTATIONREASONAREASONBREASONCREASONDREASONEREASONFREASONGHOURSMeasureAnalysePlanResultsLearnIMPLEMENTATIONREASONAREASONBREASONCREASONDREASONEREASONFREASONGHOURSMeasureAnalysePlanResultsLearnREASONAREASONBREASONCREASONDREASONEREASONFREASONGHOURSREASONAREASONBREASONCREASONDREASONEREASONFREASONGHOURSMeasureAnalysePlanResultsLearn资源资源使用班长技术员工程师作业员NAMETotalTotalTotalPlanned/Actual(P/A)PAPAPAPAPAPAPAPAPAPAPAPAPA%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%AgainstPlan49%18%63%61%53%19%11%8%0%17%19%0%29%Level008013000101013014016018014014000370%Level10001090808000000000000000250%Level2010200000303040100000000070%Level3030000000000000000040200050%Level4186182189189186182180181180180182001983417%Total1818181818181818181818181818181818181818181800%AchievementofPlanbyLevel34STANDARDWORKCREATIVEPROBLEMSOLVING5s/7WASTESINSIGHTSTARCOMMCELLANDONFIFOLAYOUTQUICKCHANGEOVERTEAMWORKVISUALMANAGEMENTKANBAN0%20%40%60%80%100%120%1234技能（及能力）训练矩阵图中所反映的技能指导与实战培训引领变革在变革项目中为什么要管理这些关键要素？VPSCR=Vision目标=Commitment承诺=Resources资源=Skills技能=Plan计划员工才是真正的资产这些改变对他们带来什么？唯尊重人才，方能运筹帷幄员工需要知道要实施哪些改变需要了解并掌握企业经营目标及目的需要知道这些和他们在组织中的关系需要明白这项工作所需掌握的新技能个人经历转变的历程THETRANSITIONCURVEACycleofChangeBeginningofTransitionPerceivedCompetence1.SHOCKsurprise,inextremecasespanicand“Immobilisation”Mismatchbetweenexpectationsandreality.2.DENIALthatchangeisnecessary.Retreat/withdrawal‘False’competence“BLOCKING”.3.AWARENESSthatchangeisnecessary.Understandingownincompetence.4.ACCEPTANCEofreality.“Lettinggo”ofpastcomfortableattitudes.5.EXPERIMENTATIONandtestingofnewapproachesandskills.Practicephase,tryingtodothingsdifferently.Feedbackofresults.Successandfailure.6.SEARCHformeaning.Understandingreasonsforsuccessandfailure.Newmodels/personaltheoriescreated.7.INTEGRATIONofnewskillsandbehaviour.TIMETHETRANSITIONCURVEACycleofChangeBeginningofTransitionPerceivedCompetence1.SHOCK2.DENIAL3.AWARENESS4.ACCEPTANCE5.EXPERIMENTATION6.SEARCH7.INTEGRATIONTIMETHETRANSITIONCURVEACycleofChangeBeginningofTransitionPerceivedCompetence1.SHOCKsurprise,inextremecasespanicand“Immobilisation”Mismatchbetweenexpectationsandreality.2.DENIALthatchangeisnecessary.Retreat/withdrawal‘False’competence“BLOCKING”.3.AWARENESSthatchangeisnecessary.Understandingownincompetence.4.ACCEPTANCEofreality.“Lettinggo”ofpastcomfortableattitudes.5.EXPERIMENTATIONandtestingofnewapproachesandskills.Practicephase,tryingtodothingsdifferently.Feedbackofresults.Successandfailure.6.SEARCHformeaning.Understandingreasonsforsuccessandfailure.Newmodels/personaltheoriescreated.7.INTEGRATIONofnewskillsandbehaviour.TIMETHETRANSITIONCURVEACycleofChangeBeginningofTransitionPerceivedCompetence1.SHOCK2.DENIAL3.AWARENESS4.ACCEPTANCE5.EXPERIMENTATION6.SEARCH7.INTEGRATIONTIME变化曲线能力变化周期震惊否定觉悟认可融合探求尝试转变开始时间成功的关键V目标P计划S技能C承诺=变革R资源++++取得成功的关键要求有效领导力领导需确保变革计划的成功运行，且确保所有利益相关方的需求得到解决。这就要求领导管理以下方面变革计划的管理对利益相关者的管理对个体及团队表现的管理有效领导–行为模式LeadershipStyle领导风格Empowerment&Motivation授权和激励Communication交流Recognition赞赏PerformanceFeedback绩效回馈RoleModelExample模范榜样EffectiveMeetings有效会议有效领导的风格发号施令支持指导分权授权和激励成就自我实现职业提升工作兴趣经济奖励赞赏CommunicationNHM/NLM沟通交流参与交流，你将会获取动力通过会议、活动板、通讯等方式公司信息部门信息作业小组信息作业小组自己改进计划交流需多种方式，上下级及同级之间都需交流各级别间交流时，多听对方的提问/评论，并鼓励参与赞赏赞赏是通过认可个人及小组的成绩鼓励的一种方式NextHigherLeaderPeerCustomerLeaderNextHigherLeader反馈是支持改进流程的重要机制反馈榜样领导“言行一致”——言出必行有效的会议管理有效会议的结构明确的目标认可的规则确认的日程安排正确的行为行动导向简要记录充分的准备角色定位关键出席者有效利用时间有效的变革ResourceSkillsPlanningVisionCommitmentEffectiveLeadership构建有效变革管理目标承诺有效的领导技能计划有效的变革TraditionalLeadershipParadigm传统领导范式LeanLeadershipParadigm精益领导范式Short-termresultsfocus关注短期结果Long-termfocusonpurpose关注长期目的Gettheproductout(push)产出导向（推动）Market-in(flow&pull)市场导向（流动&拉动）Localoptimization(speedthingsup)局部优化（加快节奏）Overalloptimization(reducewaste)总体优化（减少浪费）Standardslimitcreativity标准限制创造力Standardsenablecontinuousimprovement标准促进持续改善Hidetheproblem掩盖问题Maketheproblemvisible暴露问题Wecan’taffordtostoptheprocess我们不能停产Stopandfixtheproblem停线并解决问题Peopleascost员工是负债Peopleasassets员工是资产Aleaderisaboss领导是老板Aleaderisateacher领导是老师Gototheonlinedashboard看报告决定Goseeforyourselfonthegemba亲自到现场查看Who’s