I divide the theme of this micro-lesson into three parts:
1、? [endif] What are the six intervention modes corresponding to the questionnaire and their application characteristics?
2、? [endif] These six models combine two management styles for situational leadership.
3、? [endif] My experience in applying for landing.
The first part: What are the six intervention modes and their application characteristics.
The first item in the vertical column on the last page of the evaluation questionnaire.
1) PR: prescribing-informing (asking questions): giving suggestions and instructions by asking questions and giving direct directions. Its corresponding questionnaire topic, namely 10 management behavior is as follows:
What should we talk about in enterprise management? It tells us the goal of the action. The characteristics of "questioning" management style are simple, direct and effective. Managers with the highest scores tend to bring out weaker subordinates. It is difficult for subordinates to grow up because they have little room for thinking.
(2) in: informing-informative: giving knowledge, meaning and information; Provide information simply and clearly. Its corresponding questionnaire topic, namely 10 management behavior is as follows:
What's the message? But what is the value and significance of achieving the goal? That's why we did it. Who is it valuable to? Value and significance to him. Features of "information-based" management mode: advantages: large amount of information. Disadvantages: easy to impose, verbose (often seen when educating children). Managers with the highest score of "information" usually prefer to talk about "why", that is, they like to do cause analysis and have strong analysis and persuasion skills. However, excessive exertion can easily interfere with the normal thinking and decision-making of others.
(3) Co: confrontation-questioning: describing the observed behavior and giving feedback; Stop each other's inertial thinking and challenge each other's assumptions. Its corresponding questionnaire topic, namely 10 management behavior is as follows:
What's the problem? The question is about the status quo. "Questioning", management characteristics: This kind of vision is different from others, and it has higher requirements and standards than others. Advantages: unique perspective. Managers with the highest score of "questioning" usually have strong ability to find problems, pay attention to details, and like to ask others "why" to verify problems and guide others to find their own problems. So the difference with information is that I tell you why, and the question type is that you tell me why to verify the other party's mistakes and let the other party point out their own mistakes. Disadvantages: monkey training, picky. Too much force is more likely to destroy interpersonal relationships and make others feel that they are too picky.
(4) CT: catharsis-catharsis: identifying each other's thoughts and emotions; Invite the other person to review the experience and reflect. Its corresponding questionnaire topic, namely 10 management behavior is as follows:
The first three items add up to a high score, representing a management style:
What is catharsis? What is vented is the emotion of the status quo. Characteristics of "catharsis" management: this score is relatively low. This score is also about the EQ index. Advantages: Very sensitive to other people's emotions and will recognize other people's feelings. Managers with the highest scores are good at "empathy" and have strong emotional awareness. However, if you play too much, you may not be able to heal other people's wounds. At the same time, your emotional burden is also very heavy. Therefore, it is necessary to have scientific catharsis ability. There is a special "in-depth talk" tool in the five-dimensional tool, which is about how to use this ability.
(5)Cl:catalyst-catalyst: promote the formation of an open dialogue, seek new directions, and encourage new thinking, new ideas and new actions. Its corresponding questionnaire topic, namely 10 management behavior is as follows:
When the negative emotions are drained, according to the three-brain principle, people's wisdom begins to emerge, and catalysis is used to catalyze the process of achieving goals. The characteristics of "catalytic" management: rarely tell others the method, and guide others to think independently by persuasion. The manager with the highest score can help create new independent thinking and consciousness from a new angle, promote new actions, and greatly help the improvement of employees' ability. But not in all cases. Not applicable in the case of 0- 1 What I don't know is that it was obtained through training, and the coach solved the problem of 1- 10. It is not applicable in the case of urgent time and high risk. It should be used according to the work content and scene.
(6) Sue: supportive-supportive: give the other party attention, recognition and affirmation, and enhance their confidence. Its corresponding questionnaire topic, namely 10 management behavior is as follows:
What do you support? What's the next move? Characteristics of "supportive" management: Managers with the highest score (possibly inflated) often show strong willingness to support in the process of communicating with subordinates, but there is an illusion in "support": support is divided into "active support" (active encouragement and active feedback) and "passive support". If the score of "support" is high, it is necessary to distinguish between active and passive. If it is passive support, it may lead to others. Support the following situations
1, feedback, feedback shortcomings, advantages and correct parts. But many people only gave some feedback.
2、 ? Support to give each other an answer. Subordinates often ask some powerful questions and want answers. So be a person who learns to ask questions and regain the right to ask questions.
The second part, how to flexibly use six intervention modes in combination with situational leadership.
We see that in the table, the scores of the first three items are higher than those of the last three items. This is the style of control and authority. Its advantages are high efficiency, clear direction and more attention to the result of things. The disadvantage is that it is easy to ignore people's feelings.
Similarly, the high score of the last three items is a guiding management style, which is characterized by paying more attention to people's feelings, needing a higher sense of purpose and challenging performance and action.
The first three items pay more attention to enterprise performance, while the last three items pay more attention to employee satisfaction.
When and which style is more suitable? It depends.
Knowing your own management style is only the first step of leadership training. Combined with the results of "intervention style evaluation", almost every manager has room to further adjust and optimize his management style. Especially for the management style with a score below 20 points, to some extent, it means that the management state of managers is not good. Therefore, when conducting leadership training, managers can choose the one with the lowest score from the six interactive ways and give priority to adjusting their corresponding management behaviors. When one behavior changes, it will drive other behaviors to change.
The essence of the application of "intervention mode" lies in "different from person to person" and in changing with the situation.
There is no absolute difference between the two management styles of "intervention mode". The six ways of interaction need to flexibly choose the most appropriate and appropriate way for different management situations and different types of employees. Specifically, the application of the six interactive modes is as follows:
According to the two dimensions of "ability" and "willingness", employees are divided into four types, as shown in the figure.
Based on the distinction of situational leadership, people are divided into four different types according to the two dimensions of "skills" and "willingness":
(1) People with strong working ability and strong will are called "human wealth" or "the best", and they create wealth and value for the organization. You can't tell "people and money" because they have the ability and willingness to make their own decisions. Once you say it, you will feel that the other person is not trusted. Therefore, in the face of human and financial resources, the best intervention method is the coaching method of "catalysis" and "support". ?
(2) People with high will but insufficient ability are called "talents" or "semi-finished products". Because they really don't know what to do, they need to solve the problem from ignorance to knowledge. The best intervention methods are "informing" and "information". However, we must be sensitive to the changes of such people. If we don't realize the change of their ability, we still use the method of informing and adding information, which will lead to the decrease of their will. At this time, it is necessary to change to the intervention mode of catalytic support in time. "Human resources" and "talents" are called high-potential talents.
(3) People with strong working ability but insufficient willingness are called "talents" or "drugs". Most of the reasons for the formation of "talents" are that the expectations of enterprises have not been met for a long time, resulting in a lot of negative emotions. Therefore, we should first use "catharsis" to deal with our negative emotions, and then dare to intervene in "inquiry". Once questioned, they will have negative emotions. At this time, we should use "catharsis" again, that is, the best intervention method is "catharsis" plus "inquiry" plus "catharsis" When the intervention is effective and the wishes of the other party change, it is necessary to change the intervention mode in time and push them to the position where they can be counseled.
(4) People who have neither the ability nor the will are called "layoffs" or "waste", also known as "shock people". In the face of such people, the best intervention methods are "informing" and "questioning".
As shown in the figure:
In combination with different working situations, managers can combine intervention methods in pairs.
Combination 1: notification+information. In real management scenarios, such as assigning work tasks, you should learn to use "notice", but remember not to use "notice" alone, but to cooperate with "information", that is, tell the other party what to do and why to do it;
Combination 2: Question+Drainage. When you see the deviation of the other person's behavior and thinking, you need to "question" and challenge him, but as long as people are questioned, they will have emotions. Therefore, we should cooperate with "venting" to deal with each other's emotions and let him accept your inquiry;
Combination 3: catalysis+support. If you want the other person to think independently, you need to use "catalysis" to guide the other person to look at the problem from a new perspective. In this process, the other party needs "support" in particular. There are two aspects of support, one is resource support, and the other is spiritual encouragement. We must really find each other's advantages, let each other's creation open, and let the solution and process of the problem really be thought by ourselves.
Part III: My own experience in practical training.
I am a trainer of experiential training, and I often appear in the training site of team building and leadership quality. In the five-dimensional coaching course, I reviewed the previous training courses and found a very interesting phenomenon, that is, the whole six intervention methods were actually used in the training process, but they never rose to the height of theory and evaluation to look at the whole training. For example, in the three-stage course of experiential leadership that I often do, the first thing is to tell the students what transformational training is and what training content there is. Secondly, "informatization" training involves a lot of information, the value it brings, and why it should be trained like this. And start the operation of the actual training content. Start asking questions in the process, so that the other party can see the progress of things, the status quo of the team, the gap between knowledge and practice, etc. Then vent, discover and tap new learning value in the process, thus re-stimulating the motivation of learning and action and catalyzing their plans and actions. The coach constantly supports the follow-up, so that the action results fall to the ground.
Through this research, including the evaluation questionnaire, I found that my scores of questioning and venting were relatively low, and I found that I did not handle emotions thoroughly. I didn't vent completely twice, and sometimes I only vented after doing things without venting in the past, so people's wisdom and actions are not so thorough. Through six intervention evaluations, I can strengthen my weaknesses in a targeted manner, use this intervention model more completely, achieve better training results and better support people around me!
Intervention mode is an increasingly useful "influence" tool. Every use and practice is the opening of wisdom, which can bring more new perspectives and values to families or children and more people, so that we can go into battle lightly on the journey of life and become more and more comfortable! Finally, end today's sharing with a five-dimensional sentence: allow the "cracks" in life, that is where the light comes in!