【培训特色】情景模拟、演练于乐、鲜活案例，身临其境、集思广益、脑力激荡

【课程背景】
全球化背景下的现代企业，强有力的组织领导力已成为当今企业赢得优势并充满活力的关键因素，而Coach为塑造组织领导力提供了重要保障，越来越多的企业投入到领导力教练实践并取得突破。
Starbucks公司作为全球领导力教练实践典型企业，该公司高度重视员工情感与价值，视团队为合作伙伴，强大与持久的公司品牌在顾客与合伙人心中建立，Starbucks公司向世人宣告“我们不是以咖啡做人的生意，而是以人做咖啡的生意”。
本尼斯说，领导力是每一个人或组织在任何阶段都可以学习并实践的能力。全球领导力专家约翰?麦斯威尔告诫我们，世上唯一阻止成为优秀领导样式的人就是你自己！你当刚强壮胆！

【课程定位】
当我们庆祝五谷丰收之际，让我们回想，如果不是有一粒麦子先死在地里，又怎能结出如此多的子粒来？领导力成长、生命成长历程也是如些，本课程为一门实践性极强的课程：
（1）七步法是一套系统的领导力教练实践方法，不同成长阶段的企业，可以选择相对应的步骤来开发组织领导力；
（2）为了强化组织核心竞争力，帮助企业管理团队快速并有效地提升其教练及组织能力，从而在较短时间内为企业创造良好业绩；
（3）核心教练工具及鲜活企业案例可以帮助企业管理团队独立思考并解决问题，启发管理团队不断实践，不断行动，不断激励，从而创造高效率的工作氛围；
（4）现代企业急需领导力教练，而越来越多的企业管理者渴望成为领导力教练。

【课程特色】
? 生动、活泼、启发式教学、案例教学、不断练习，鼓励学员利用教学工具解决问题；
? 为了确保培训质量，对参训学员提出基本学术要求，每个参训学员在训前要按规定完成企业案例研读，并撰写出不少于300字的管理文章。
? 课程考核要求
总分（Score）管理文章（Article） 课堂测试（Test）课堂参与（Participant）
100分　　　　　30分　　　　　　　 50分　　　　　　 20分

【课程大纲】
第1步：了解团队景况
1、我们究竟在管理什么？我们团队的景况如何？
2、我们的团队在想什么？他们到底需要什么？
3、我们团队沟通现状如何？哪些沟通方式有价值？
4、为什么要定期花时间与团队深入沟通？
5、如何成为一名积极倾听者？
6、积极沟通与消极沟通的区别
7、如何成为一名善于提问的教练式管理者？
8、核心教练工具：WWH与RAA

第2步：发掘团队伙伴的优势
1、我们好像老是找错人，为什么？
2、选拔团队伙伴时，你优先考虑是哪些因素？
3、如何分析团队伙伴的优势？
4、缺乏团队合作精神的成员，将给组织带来什么？
5、如何熟练使用SHAPE教练工具？
6、业绩、能力、态度三者之间有何关联性？如何把握？
7、如何提升管理者人员甄别能力？

第3步：帮助团队伙伴认同你
1、为什么管理者需要赢得团队认可？不认可会有什么样的后果？
2、团队经常自省，我们凭什么去相信这位管理者？
3、我们部门的工作重心在哪里？为什么制定这些目标？团队认可这些目标吗？
4、如何赢得团队的信任？
5、奉行何种价值理念，有利于部门发展？
6、SERVE实践与价值创造
7、你究竟想成为什么样的管理者？
8、做一个敢于承认过错且正直管理者，有什么挑战吗？

第4步：让你的“草场”成为可安居之所
1、什么是职场氛围？如何评估？
2、靠制度，能建立起高效职场氛围吗？
3、案例：是什么力量推动Starbucks公司持续发展？
4、如何形成以激励为主的管理方式？
5、如何积极处理“他家草场更绿”综合症？
6、如何赋予每个职位的重要性？
7、如何建立起团队归属感与集体荣誉感？
8、测试：管理者的心理潜能有多大？

第五步：引导的“杖”
1、“杖”的管理核心功能是什么？
2、如何鼓励团队不断前行？
3、如何训练团队伙伴？
4、如何积极引导你的团队？
5、IIT教练工具操练
6、西点军校BKD教导模式实践
7、案例：积极引导团队而非强迫

第六步：纠正的“竿”
1、“竿”的核心管理功能是什么？
2、将“训诫”转变为教导而非惩罚
3、仅仅布置任务，从不检查等于没有布置
4、案例：警惕四类不妥的纠错方式
5、关注部属的工作进度
6、持续改进
7、管教部属的同时，也要保护好部属

第7步：牧者的心

【讲师介绍】 方光华（Paul）　Passion
领导力领域实战派培训师（16年行业经验，为上百家企业提供过企业内训咨询服务）
兰州大学（华东）国际MBA负责人
哈佛大学HBS访问学者
上海市企业家协会理事
湖南大学校友总会理事

【曾任工作】
本科毕业于湖南大学机械与汽车学院，研究生毕业于兰州大学
2008年在德国莱比锡商学院接受进修培训（学习期间在宝马、保时捷等公司参观实践）
曾在富士康（深圳）集团、新基德（深圳）集团任生产运营部门主管及高级经理等职务
11年兰州大学MBA（上海）教育管理经验
曾为上汽集团、ABB公司、凸版印刷等Fortune500强公司提供实战性咨询服务

【培训经历】
服务上汽集团、东风集团、通用汽车、住友化工、三菱重工、东风本田、中国南车、一汽大众、中国石油、中国石化、海尔、海信电子、华润集团、青岛双星、联想集团、松下电工、SEW（天津）传动、舍弗勒集团、博世集团、西门子电器、紫江集团、美的电器、玛吉斯轮胎、神龙汽车、维坊动力、玉柴动力、中国重汽、江铃汽车、吉利汽车、奇瑞汽车、中国核电集团、中兴通讯、罗氏制药、强生药业、捷安特（昆山）、施耐德电器、GE低压电器厂、禾欣股份、扬子空调等上百家企业提供过企业内训及指导，长期深入各类企业展开调研及指导。专业服务于汽车、汽车零部件、机械制造、新能源、新材料、现代服务等领域企业。

【主讲课程】 领导力教练7步法

【主要著作】
《九型人格与领导力》（中国财富出版社）
《西点领导力》（北京东方影音公司）
《六维领导力》（北大商业评论）
《中国企业精益5S管理》（东南大学出版社）

英文版
Seven Steps of Leadership Coach
? Background
Under the background of globalization, for a modern enterprise, the forceful organizational leadership has already inspired the enterprise to keep the absolute advantage and lifeful as the critical factor. Leadership Coach will provide the important guarantee to figure the organizational Leadership. Therefore, more and more enterprises have put into the coaching practices of organizational leadership and made great achievement.
As the representative enterprise, which have put into the coaching practices of globalization leadership, STARBUCKS paid more attention on the value and emotion of the staffs.　They also look up on the staffs as the cooperative partners, powerful and durable brand has been successfully established between the customers and cooperative partners. STARBUCKS announces to the world ’we’re not coffee maker, but a coffee making business.
‘Leadership’ is the ability of every person or organization could learn and practice at any stage.” Mr. Bennis said.　John Maxwell, the global leadership expert, warned us the only person in the world who could stop you becoming an excellent Leader is yourself! You must be strong and courageous!
? Purpose of Course
When celebrating the good harvest, we may recall that if there is not kernel of wheat falls to the ground and dies, how can we get so much wheat? The Leadership development and life growth are both as the same, and this course is a kind of highly practical course:
1. The ‘seven-step method’ is a set of systematic leadership coaching practice. Enterprises at different growth stages can choose the corresponding steps to develop leadership;
2. It aims to strengthen the core competitiveness of organization and help the management team promoting their coaching and organization ability rapidly and efficiently, thus to create good performance for enterprises in a short period of time.
3. Core coaching methods and lively enterprise cases can help the management team think independently and solve problems, inspire them to practice, act and motivate constantly, and create an efficient working atmosphere.
4. Modern enterprises need leadership coach, and more and more executive are aspiring to be a leadership coach.
? Course Features
Lively heuristic teaching cases teaching practice, encourage trainee to use teaching tools to solve problems.
In order to ensure the quality of training, basic academic requirements are put forward for the trainees. Each trainee should complete the enterprise case study and write a management article not less than 300 words before training
? Curriculum Evaluation Mode
ScoreArticleTestClass Participation
100305020

? Outline
Step l:　Research your team
1. What do we manage on earth? How about the situation of our team?
2. What are our team considering?　What do we need?
3. How about the communication’s situation of team? What types of communication are valuable?
4. Why should we regularly spend time to deeply communicate with our team?
5. How to become a positive audient?
6. What’s the difference of positive & negative communication?
7. Feedback & Criticization.
8. How to become a coach manager who is good at questioning?
9. Coach tools: WWH & RAA.

Step2: Discover the advantages of your team members
1. We usually find the wrong person, why?
2. What characters do you think of firstly to recruit employees?
3. How to analyze the advantage of our team?
4. What troubles will someone who is not willing to cooperate with others bring up?
5. How to use the “SHAPE” coach tool?
6. What’s relationship among performance, capability, attitude?
7. What’s the attitude? How to assess the attitude of a person?

Step3: Help your team to identify you
1. Why do we need to gain the trust of our team? How to get the trust of team?
2. Why do our team believe in us? What critical factors do our team focus most?
3. What’s your Department’s key objectives? How to figure these objectives?　How to let your team to receive these challenges?
4. What values do you make clear for your team?
5. How to practice “SEVER” value?
6. What level managers do you want to become?
7. What will be challenges for managers to admit their mistakes?

Step4:　Make your ‘pasture’ a safe and high effective place
1. What’s the high effective working circumstance? How to evaluate it?
2. Could we build up highly effective working atmosphere only based on the
regulations?
3. What’s driving the STARBUCKS highly and constantly?
4. How to form a team primarily managed by motivation?
5. How to actively handle ‘other family’s grass is greener’ syndrome?
6. How to give the importance and value of every position?
7. How to build up the belongs of team spirit and collective honor?
8. Test: How much is the manager’s psychology potential?

Step5: The staff of direction
1. What’s the staff’s main management function?
2. How to inspire your team?
3. How to train your team?
4. How to lead your team?
5. Coach method: IIT coach practice
6. BKD leadership model of West Point Academy
7. Case: Guide your team positively instead of compelling them.

Step6: The rod of correction
1. What’s the rod’s core management function?
2. More encouragement, less punishment.
3. Check the task of your team constantly.
4. Be caution of four typical unfitful criticization steps.
5. Focus the situation of your team working.
6. Continuous improvement.
7. Discipline seems painful rather than pleasant, but some times it is necessary.

Step7: The Heart of the Shepherd

? Profile
Paul Fang
The Enterprise Trainer of Leadership Coach (16 years training experience)
Director of IMBA (Shanghai) Lanzhou University Management School
Council of the Entrepreneur Association of Shanghai
Council of Alumni Association of Hunan University
Director of Corporation Leadership Development Research Centre in Shanghai
[Education and studying]
July 2015 Experienced the short-time Leadership course at Harvard University
August 2008 Experienced the short-time Leadership and Business course at Leipzig Graduate from School of Management (in Germany)
2004—2007MBA　　University of Lanzhou　China
1993—1997　 Bachelor　 University of Hunan　 China
[Training Experience]
There are a lot of enterprise training cases and customers such as SAIC Motor, GM, GE, Dongfeng Motor, Mitsubishi Heavy Industries, Sumitomo, CSR Corp., Volkswagen, SIEMENS, BOSCH, SEW, Schaeffer, Panasonic, Lenovo, Petro China, Haier, Maxxis, Giant, Hisense, Midea, Schneider Electric, Roche, Johnson, YAIR etc.
[Publications]
《 Leadership Development　and Enneagram 》　China Fotune Publishing House　 2011
《 Leadership practice from West Point 》China Audio and Video Publishing House　2012
《Leadership Development and Research in Corporations of China 》 China　Peking University
Business Review　2014
《 5S Management and Practice In Manufacturing》Southeast University Publishing House China　2009

? Grading
Classroom participation (20%), Examination(50%), Home assignment(30%)
? Schedule