【Practical training project 4】

【Task object】

Help students to use theoretical knowledge to lead the team to success training.

【Task content】

(1) Each group forms a circle.

(2) According to the characteristics of each group member, the team conducted the training of leading the team to success by using the theoretical knowledge learned.

【Task requirement】

(1)  The group leader presided over the discussion.

(2)  Analyze the characteristics of team members.

(3)  According to the characteristics of each group member, the group uses the theoretical knowledge to lead the team to success training.

(4)  Assign one student for each group to record and summarize.

(5)  After the activity, each group was asked to select a representative to share the joy of leading the team to success in class.

(6)  The preparation time is 10 minutes.

【Task organization】

Table4-7   Lead the team to successful training task organization chart

【Task evaluation】

Table4-8    Lead the team to successful training task evaluation form

GE

GE's logical hierarchy focuses on companies, customers, and communities, and connects them to the world.We need to be able to see and join the real promising industries, and be number one and number two in every industry we enter -- whether it's lean and efficient, cost control, global operations.Identity GE is a place where people are free to be creative and get the best out of everyone.Values/Beliefs Integrity, focus on performance, desire for change.Belief: The less control, the better.The ability to face reality;The ability to pursue excellence;The ability to set and communicate goals.Behavior in the organizational structure, the implementation of flat reform;Activity curves of A, B and C;Closing some businesses;Buy some businesses.Environment pool intelligence;In soft environment, introduce the concept of no boundaries.Croton Village. 

Classic application of GE enterprise

GE got its start on nuclear power in the 1960s, when it was one of its top three ventures, along with aircraft engines and computers.The aircraft engine business grew and the computer business was sold. 

The nuclear project seemed promising at the time.Located in the city of SAN Jose, it was a concentration of the best and brightest of the era, who had invested all their lives and hopes in the promising business of nuclear power, undeterred by the 1979 accident at Three Mile Island in Pennsylvania. 

At the start of his tenure in 1981, Welch toured the multibillion-dollar business unit. 

On the trip, the nuclear sector presented Welch with its optimistic and promising plans.They expect to get three new orders for nuclear reactors a year, and while they are gushing optimistic descriptions of this exciting goal to Welch, he respects their enthusiasm but cuts them short. 

"What's the status now?" 

Mr Welch's question brought the business manager back from blind optimism. 

In fact, it lost $1.3 million in 1980, $27 million in 1981, and the Three Mile Island disaster of 1979 wiped out what little support for atomic energy remained in the public mind.The safety of nuclear power is a top priority for utilities and the government, and with GE already operating 72 reactors, keeping those projects alive and running safely is a top priority. 

Based on the above understanding of the objective situation, the business department has made a new plan. 

By the fall of 1981, they had reduced the number of employees in the reactor business from 2,410 in 1980 to 160 in 1985, removed most of the infrastructure needed to build the reactors, and concentrated on advanced reactor research in anticipation of a possible change in world attitudes toward nuclear energy.As a result of the success of the services business, the nuclear division's net income increased from us $14 million in 1981 to US $78 million in 1982 and to US $116 million in 1983. 

Successful team fosun Group

On July 16, 2007, Fosun Group was successfully listed on the Hong Kong Stock Exchange, raising HK $12.8 billion, becoming the third largest IPO on the Hong Kong Stock Exchange that year and the sixth largest IPO in Hong Kong history.China Weekly has a report called "Guo Guangchang's Business Empire", which describes the successful trajectory of Fosun Group chairman Guo Guangchang, whose business empire was built by the "Five Tigers of Fudan University".

Guo guangchang's core team consists of five members: Guo Guangchang, Liang Xinjun, Wang Qunbin, Fan Wei and Tan Jian.The five graduates of Fudan University are known as the Five Tigers of Fudan.To sum up, their team has these characteristics: mutual trust.Like-minded, complementary abilities.Each made the best of his talent, and his personal advantage was maximized.

First: mutual trust.In 1992, the "Five Tigers of Fudan university" at the age of 24 and five pieced together 38,000 yuan to start a business, and the first hundred million yuan of early harvest was obtained in the field of medicine and biology.Guo guangchang had no professional foundation in medical biology, but when he knew that bioengineering and medicine had a promising future, he fully trusted Liang Xinjun, Wang Qunbin and others who had professional foundation, and made a fortune in this field under their organization.Mutual trust keeps them achieving results.

Second: like-minded, complementary ability.The "Five Tigers of Fudan" all graduated from Fudan University, and they hold important positions in Fosun.Guo Guangchang, chairman of Fosun group, is a Fudan philosophy graduate;Fosun group, vice chairman of the board of directors is the liang graduated from the department of genetics, school of fudan, CEO is Wang Qunbin, graduated from department of fudan genetic, co-president, forte group, chairman of fosun group's corporate dilettantes, genetic engineering, graduated from fudan about sword, graduated from fudan computer major, current fosun group chairman of the supervisory board, software, general manager of the sports industry. "We have a lot of similarities and complementarities," the core team concluded.Like-minded people bring them together, complementary abilities help them grow their businesses.

Third: each to their ability, personal ability to get the best play.Liang xinjun commented on this "five-member team" : "Guo guangchang is not conservative and never feels that he can only think and do anything. He is a qualified chairman with strong systematic thinking ability and fair dealing.Besides him, the most suitable general manager is Wang Qunbin. He is a leader entrepreneur with keen strategic awareness of the industry, strong ability of action, business, learning and business operation, and both EQ and IQ.Fan Wei is similar to the two of them in their advantages. The difference is that he does not like to talk much and is slow in speech and quick in action. However, in terms of brand planning, he is beyond others.Tan Jian has a strong learning ability. When she was in charge of our administration for a period of time, she did a very professional job in finance, and the general chief financial officer could not do better than her.She is also good at both interpersonal and business cooperation."

Disney's Innovation Strategy

Disney has been hailed as a creative genius who has been able to create cartoon characters with his rich imagination and develop a multi-billion dollar business, including his Own Disneyland in many countries around the world, which is no mean feat.Disney's remarkable success is due to an unusual use of its mind.This is the strategy that offers the greatest possibility for developing dreams and making them a reality. 

Whenever the Disney team comes up with an idea, WaltDisney plays three different roles: Dreamer, Realist and Critic. 

RobertDilts, an NLP advocate, modeled and developed this strategy as an NLP coaching tool, calling it the Disney strategy.Feedback from around the world on this strategy has been very helpful to many entrepreneurs.Coaching leaders can use this strategy to give themselves a path to innovation that is not only creative but also practical and truly productive. 

One can be a Dreamer, a Realist, a Critic. One can be creative. The sky is the limit.Carry out the dreamer's ideas and work against all odds to make a difference.Taking into account realistic conditions and concerns from all sides, control things to avoid mistakes.Body position Head and eyes up to the right, body relaxed.Look forward with your head and eyes and lean forward slightly.Head and eyes down, chin on hand.What do I want? 

1. What options do I have? 

2. What's the best case scenario? 

3. Any breakthrough ideas?How to implement it in detail? 

4. How do you know to achieve your goals? 

5. Who executes it? 

6. When will it be finished?Under what circumstances do I not want to execute this idea? 

7. If the idea fails, what happens? 

8. Who would object? 

9. What would prevent this idea from being executed?

VisualConstruction: imagining a dream picture for the future.Kinesthetic: Imagining oneself as having achieved success, simulating the steps involved in experiencing success.AuditoryDigital: analysis, judgment, speculation. 

(I) What is the effect of Disney's innovation strategy

The strategy identifies three important roles: Dreamer, Realist and Critic, all of whom are involved in the process of turning ideas into reality and are explored with maximum clarity and effect. 

(b) Everyday examples of Disney's innovative strategies

For the most part, people like one or the other of these characters:

1. "He is not a practical man" (critic)

2. "He's a very creative person" (dreamer)

3. "He's good at execution" (doer)

Diltz developed Disney's original use of these three characters into a strategy of consciously cultivating teams of people with different roles, each of whom "specializes" in these different roles. 

In practice, this strategy is often applied to corporate consultants and coaches.It is useful not only in business environments and enterprise applications, but also in guiding individual applications. 

You can play all three roles, intentionally switching between them, or letting other people play different roles. 

Such as:

1. "Can you take a look at this idea and figure out what doesn't work?"(Invite the person to assume the role of a critic.) 

2. "Can you add a few more ideas to my list?"(Invite them to take on the role of dreamers.) 

3. "What do you think I can do to turn this idea into reality?"(Invite the other person to act like a doer.) 

Sometimes we can find in the enterprise, some executives are very good at dreaming, is a dreamer, his creativity and ideas often make us very excited;Some executives are typical critics, often calling the dreamers "fantastical" and demanding "something practical."If one of you is a dreamer and the other is always criticizing and criticizing, it's easy to get frustrated.Not least is the lack of a man of action.Doers see things that can be put into practice and create value. 

(iii) When to apply Disney's innovation strategy

1. When you have a new creative plan that you want to make a reality. 

2. When you have a new project or action to take. 

3. When you want to push your own or a team's creativity. 

4. When you feel in conflict between your "dreams" and your "reality." 

5. When you want to test how an idea, dream, or goal can be realized. 

6. When you or someone else says something like "That's never going to happen" and stops exploring. 

Remind yourself: too often people rush into critical positions before their real dreams have even been realized.Before making a decision, it is important to look at things from three perspectives. This is actually an application of coaching principles: teaching you to look at the same thing from different perspectives, and expanding your vision and perspective by changing roles.These three positions are very important for both the development of practical career and the realization of long-term dreams. 

(4) Disney's innovative coaching strategy

Draw three large circles on the ground. The first circle reads "Dreamer", the second "practitioner", and the third "critic". 

2. For each circle, place a chair (preferably of a different shape) and something special that represents the circle. For example, a cartoon mask for the Dreamer circle, a flag for the Doer circle, a mirror for the critic circle, etc. 

3. When entering the circle of "dreamers", put on a mask, pretend to be "dreamers", use brainstorming and other methods to generate as many different concepts as possible, remember not to criticize; 

4. Then step into the "critic" circle and feel the above new concepts. Use the role of "critic" to analyze the pros and cons of each concept. 

5. Then walk into the circle of "practitioners" and plan feasible plans according to the above analysis from a practical perspective; 

6. You can loop in and out of each circle, changing roles and ways of thinking in each circle, until you think you have come up with a plan that is innovative, feasible, and can withstand criticism. 

7. You have to commit to all three roles; 

8. If the group idea, you can also use this method to enter and exit the three circles together, or divide into three groups, each group stands one circle, each group plays the designated role of the circle, after a period of time, each group shifts position.It is important to note that each member must play a different role. 

After exploring all the stages, you will have a treasure trove of information before you reach a conclusion. 

Everbright Bank's goal: to become a leader in the middle market

A limited capital strength of the bank, is it in business development in full bloom?

Everbright said no to both questions.

To do something, do not do something, this is guo You to these two questions to give the answer.In July 2004, Guo moved from chief executive of China Everbright Holdings to become president of China Everbright Bank. Setting a new growth model should have been one of his most important tasks in the past year.

And everbright Bank such "vision" behind, is the intention of far-reaching comprehensive adjustment and business transformation.

All this transformation is aimed at boosting everbright's value in preparation for its next restructuring.Helping Everbright bank complete its financial restructuring has long been under consideration by the central bank's Financial Stability Bureau, which will be done through huijin's capital injection into everbright Bank, the sources said.Everbright's introduction of Standard Chartered as a strategic investor will also begin after Huijin's capital injection.On September 12, Everbright Bank vice president Li Ziqing publicly said that everbright Bank on the capital injection and investment work are optimistic.Industry insiders expect Huijin's capital injection into Everbright to be completed by the end of the year.

Something to do and something not to do

For joint-stock banks, the usual development pattern is: rapid expansion of scale -- insufficient capital -- replenishment of capital -- continued expansion of scale.Once capital replenishment runs into problems, the whole chain will go wrong.

But this is clearly an imperfect model.

Since taking office, Guo has been thinking about how to avoid this development model.After more than a year of polishing, Everbright Bank's development ideas become more and more clear: first, the development should be matched with their own development ability, resources;Second, we need to pursue development in a focused and selective way, with actions and omissions.

Based on this idea, Everbright Bank finally identified the target market as the middle market, the goal is to become the leader of the middle market.

"The mid-market is a broad term.Including some of our existing large quality customers, but also actively research some medium-sized enterprises and customers.Because in terms of resource matching, banks can only find some customers that match us.In this way, the group of high-quality customers is gradually established.In terms of long-term development, no matter which business, credit business or investment banking business, all need a stable, lasting and high-quality customer group.This customer base, whether corporate or private, needs to be in the mid-range."Everbright Bank a manager for the middle - end market and middle - end customers so explained.

Centralized management mode

Everbright bank has also realized that as a medium-sized commercial Banks, due to the limitation of resources, manpower, etc, on the customer marketing cannot be comprehensive, comprehensive, must focus on the limited resources, aiming at the key target customers use, to reduce marketing costs through intensive management, control operational risks, improve marketing efficiency.

For the joint-stock Banks, the general situation is "a little head office, branch," branch has a lot of resources and authority, the decentralized management model in promoting the rapid development of business at the same time, its disadvantages also nots allow to ignore, scattered resources use is not only unfavorable to intensive management, often left behind the production of large Numbers of bad loans of the hidden dangers.

It is understood that the Everbright Bank is further strengthening intensive management, promote the construction of "large head office, small branches", the implementation of centralized credit approval, strengthen the total, branch linkage marketing, focus on the battle of marketing annihilation.

In fact, Everbright Bank in the promotion of "large head office, small branches" strategy, has achieved remarkable results.

On August 31, 2004, everbright Bank's three regional credit examination and approval centers were officially listed, thus realizing the "separation of examination and loan".

At the beginning of 2005, everbright officially launched the audit system reform, each branch set up the audit branch, management under the head office, to strengthen the independence and comprehensiveness of the audit.

In the first half of 2005, Everbright Bank set up an independent risk control department in the head office to strengthen the coverage of risk management, incorporating several pieces of risk management into the risk management department, and extending risk management to branches.

"Adjusting the management mode and strengthening centralized management are mainly for two purposes. One is to concentrate limited resources, improve the efficiency of resource use and enhance the overall core competitiveness.The second is to strengthen risk management and control, and strive to comprehensively control operational risks and achieve healthy and stable development."Guo You said.

Ladies'

The idiom "South driving South and North driving North" comes from Wei Ce iv, Strategies of the Warring States.The shaft is the bar;A rut is a mark made by wheels on a road.The shaft to the south rut to the north, metaphor action and the purpose of the opposite, the result is farther and farther from the target. 

In the late Warring States Period, the state of Wei, once the king of the world, was gradually declining in strength. However, its king Wei An-li still wanted to send troops to attack zhao. 

Ji Liang, one of his advisors, had already been sent on a diplomatic mission to a neighboring state. When he heard the news, he immediately turned back and came to see King Anli to dissuade zhao from attacking zhao. 

Ji Liang had a talk with King Anli and said, "Today ON the Taihang Road, I met a man driving northward. But he told me to go to the state of Chu.Chu is in the south. I asked him why he was going to the south but heading north."Never mind," the man said. "My horse is a good one and runs fast.'I reminded him that a good horse was of no use and that going north was not the right direction to go to chu.The man pointed to the big bag and said, "Never mind, I have a lot of expenses.'I also pointed out to him that it would not be easy to get to the State of Chu if the journey cost was too much.The man said, 'Never mind, my groom is the best driver.His direction is not right. Even if the horse runs very fast, the money is paid very well, and the coachman drives very well, the better the conditions, the farther he will be from his destination." 

Here Ji Liang came back to the question: "Now, if you want to succeed as ruler, you must win the trust of the whole world in every move you make. Only then can you establish your authority and win the trust of the people.If you attack others at every turn because of the size of your country and the strength of your troops, you will not be able to build up your prestige. Just like the man who wants to go to the south but turns north, you will only be further and further away from the goal of achieving hegemony!" 

After listening to these words, King Wei an-Li felt that Ji Liang had given him an important lesson, so he decided to stop attacking Zhao.

With just

"History of The Ming Dynasty" records that once Emperor Zhu Houzhao of the Ming Dynasty made a tour of the south, and jiang Bin accompanied him to escort him.Jiang Bin always had the heart of rebellion, he led the soldiers, are the northwest area of the strong man, tall, tiger waist, strong as an ox.The department of Arms shang Qiao Yu saw that he conspired, from the Jiangnan selected more than one hundred short and lean wulin master accompanying. 

Qiao Yu and Jiang Bin meet, let this group of jiangnan boxing division and the northwest nationality strong man contest.Jiang Bin from Kyoto south, originally arrogant, arrogant.But because of under hand and jiangnan boxing division contest, repeated repeated defeats, immediately cut down, look very depressed, the attempt to usurp the throne also hit discount.Qiao Yu is using the "soft to overcome the tough" strategy. 

[inspired]

In business management, this trick is also very useful.There are all kinds of people in this world. If you are a manager, and you happen to have some people in your team who are not easy to manage. What should you do?In fact, soft is a very good way to overcome the rigid. 

Everyone has a reason for being uncooperative, either because of low pay, or unfair, or uneven distribution of workload, or misunderstanding of employee policies, and these are all related to you as the manager making decisions.Perhaps you are not the decision-maker, but the executor. How do you deal with the dissatisfaction of your subordinates?Perhaps some people will say, do not listen to the command I quit him!Is this really the best way? 

You know a company to dismiss an employee is very easy, if not bad companies recruit into a staff also is not difficult, but to find a suitable staff is really very difficult, if lost some good people for this reason, is quite a big loss to the enterprise, and will directly affect the whole collective. 

At this time, the need for leadership to play with soft skills, first admit mistakes in their own, let his gas have a place to spread, and then impose delay, investigate the cause of things, and then aim at the target, is not very good? 

The soft can overcome the strong, the weak can overcome the strong.(Sun Tzu's Art of War)