从技术到管理：演好新角色

* 即将被任命，或是刚上任不到半年的公司基层管理者

本课程包含了为你首次进入管理角色做准备，从设立团队目标到解决棘手冲突的全部内容。

通过练习、讲师点评和演练，你将自信满满地返回工作岗位，使用掌握的工具得心应手地承担起新的职业任务。

1.适应改变，克服新岗位带来的各种困难
* 主管这一角色的定位特点
* 同上级一起明晰岗位的责任和任务
* 找出并理解团队表现出的抵触，加以应对
* 了解团队成员的想法

2.进入主管角色
* 初来乍到，认识团队
* 以新的职务身份与团队接触
* 收集员工的信息
* 制定并实施新规则
* 循序渐进：观察、倾听、调整、介入
* 通过面谈来接触员工

3.根据团队实际情况来调整自己的管理风格
* 诊断自身管理风格
* 识别下属之间的差异
* 适合管理方式的选择标准
* 下达指令还是自己参与，要把握度
* 辨认自己的强项及弱项
* 正面鼓励大家的积极性

4.应对一些敏感局面
* 管理前平级同事
* 矫正员工行为
* 管理有尖端技能的员工
* 管理年长员工
* 管理员工特点多样化的团队

5.打造成功的计划
* 定义未来六个月业绩的成功标准及自己的目标
* 确定公司、上司及下属各方的期待
1. Integrating changes and overcoming the difficulties related to new role
* Specificities of supervisor’s role
* Clarifying the role and missions together with your boss
* Locating, understanding and handling resistance from your team
* Identifying the logic of your team members

2. Settling in the role of supervisor
* Arrival and presentation of your team
* Making contact with your team by assuming your new role
* Collecting information of your team members
* Implementing new ground rules
* Respecting these stages: observing, listening, adjusting, involvement
* Understanding team members via interviews

3. Adjusting your management style to your team
* Analyzing your management style
* Recognizing differences among team members
* Criteria to consider when adjusting your management style
* Balancing authority and participation
* Understanding your own strengths and areas for improvement
* Working on team members’ motivation positively

4. Handling delicate situations
* Managing former colleagues
* Correcting actions of a team member
* Managing skilled team members
* Managing elder team members
* Managing a heterogeneous team

5. Constructing successful plan
* Defining your successful performance criteria as well as ive for the next six months
* Clarifying expectations from company, your superiors and your team members