How to Transform Technical Professionals into Highly Effective Leaders

如何将技术人才转换成高效领导

One of the key things that many engineers don't (consciously) realise is that: dealing with people is actually quite different from dealing with machines.

技术专家一般没意识一个关键问题是：与人打交道和与机器打交道是不同的。

When you deal with a machine or an equipment, if you have the same inputs and the same processes, you will get the same output every single time. If you don't, then there's something wrong with the machine.

当你跟机器或设备打交道时，如果你的输入和过程每次都是一样的，那么输出也会次次都一样。如果你没能得到一样的结果，那就是机器出了问题。

However, when you deal with people, having the same input and processes is unlikely to give you the same response every time. This unpredictability is the nature of human beings , and is somewhat contrary to the expectations of many technical people.

然而，当你同人打交道时，同样的输入和过程恐怕无法每次都得到同样的回应。这种不确定性是人类的天性，但是却与很多技术人员的期望相反。

By the end of the training programme, you shall be able to:

在本课程结束后，学员将能够：

1）Improve team performance by being able to motivate and communicate with team members effectively

通过正确的激励、沟通方式以提升团队绩效

2）Optimise team performance by leveraging on each others' strengths

通过利用团队成员的各自优势来最优化团队绩效

3）Find ways to work around the weaknesses of each team member, including yourself

找寻解决团队成员劣势的方法，包括你自己

Technical managers, HR managers, General Manager

技术型经理、人力资源经理、总经理

1. Changing Mindset: from Individual Contributor to Leader | 思维转变：从个体贡献者到领导的思维转变

• Understanding the difference between getting things done, and managing or leading people | 了解完成任务与管理、领导团队的重要区别
• Creating self-awareness on your key strengths being an individual contributor vs. a manager or a leader | 如何针对个体贡献者与经理或领导的区别进行自我评估

2. Are You a Manager or a Leader | 你是管理者还是领导者

• The differences between a manager and a leader | 管理者和领导者的区别
• How top leaders and talented managers failed and lessons you can learn | 从一流领导者及经理的失败案例中汲取经验教训

3. Using Word Pictures® to define what are some of the desired behaviours as great managers and leaders |如何使用 Word Pictures®拟定优秀经理与领导所该具备的行为

• What are some of the critical situations that managers and leaders need to deal with? | 经理和领导需要处理哪些关键的事项？
• Activity: for each situation, what are some examples of the possible bad, good and great behaviors? | 活动：在处理各关键事项时，经理或领导有可能体现哪些 不好、良好和卓越的行为？
• What behaviors are desirable for the organisation, and what behaviors are not? | 哪些行为是应该受到公司的推崇，而哪些则该被抵制?

4. Essentials of Team Communication Success | 如何使用提高团队沟通效率

• Understanding the possible conflicts between different communication styles | 了解不同沟通风格所会导致的矛盾与冲突
• Style-switching exercise: how to adapt to your team communication styles | 风格转变活动：如何适应其他队员的沟通风格

5. Understanding Your Team Profile | 了解你的团队类型

• Case studies: understanding the dynamics of team profiles | 案例分析：了解团队角色动态
• Understand whether a team may or may not be performing to your expectations | 判断该的团队是否达到了你的预期
• How you can optimise the performance of your team | 如何最优化团队绩效

6. Improving Trust for Your Team | 如何增进你的团队的互信度 

• Trustbuilding game | 游戏：如何建立信任感
• Why some people are trusted and others are not | 为什么有些人被信任有些人却不能
• 5 key steps (in order of importance) to build trust with your team members beyond honesty and truthfulness | 与你的队员建立超越忠诚和诚实的信任感地5大关键步骤（以重要性排序）

7. Motivating Your Staff to Great Performance without Using Money | 如何不用金钱激励你的员工以达致卓越绩效

• Motivate and harness the untapped potential of your workforce | 激励员工尚未开发的潜力
• Identify reasons why conventional motivation tactics (e.g. increasing salary) don't work, and what might be better motivators, esp. for millenials | 了解为何一般激励措施（如 增加薪酬）都效果不佳，而什么能够更加激励员工，尤其新生代员工
• Motivation equation: Probability of success x Pay-Off/ Effort | 激励公式：成功概率 乘以 回报 除以 所需付出

8. Listening skills for coaching | 教练的聆听能力

• Level 1 listening: listening to your own thoughts and feelings | 第一层聆听：聆听你自身的思路与感觉
• Level 2 listening: asking clarifying questions and summarising their key points | 第二层聆听：向对方提问做澄清并总结对方的重点
• Level 3 listening: listening for their thoughts and feelings | 第三层聆听：聆听对方的思路与感觉
• Role plays | 演练
• Debrief | 点评

9. Coaching for Performance | 教练技巧

• When to coach and when not to coach? | 什么时候该进行教练，什么时候则不该？
• Evaluative vs. Development Feedback | 考核性 及 辅导性 的反馈
• GROW coaching model | GROW 教练辅导模式
• Questioning skills in coaching | 简练的提问技巧
• Activity: make a list of questions you can use in coaching your team | 活动：起草一些你可以为团队做教练的提问

10. Setting CLEAR Goals and Action Plans | 设置CLEAR目标与行动计划

• Making yourself and your team accountable without micro-managing | 如何不过度管理而又能让自己及团队为绩效负责
• Breaking down team work into manageable parts | 将团队工作分解至更容易管理的
• Setting and achieving CLEAR goals for your team (Challenges, Limited by Time, End Objectives, Agreed-Upon with Team, and Required) | 如何让团队设置并取得CLEAR目标
• Action planning using CLEAR goals | 使用CLEAR目标制定行动计划

This training includes a series of vivid participatory explanations, description and interpretation of user-friendly methods, training and case studies. The participants will receive lecture material for a future reference. During the lectures there will be a reasonable period of time arranged for panel discussions. This course enables you to immediately use the gained knowledge at work.

这个课程包涵了一系列对益于用户方法、训练以及案例学习的生动的解释、描述和诠释。参训者将获得课程资料以供其进一步参考。在讲课中将安排合理时间的小组讨论。这个课程将使您能够立即将所学知识运用于工作。

Belbin Self-Perception Index and Observer Assessments will be administered prior to this workshop.

课程前会使用Belbin自我认知指数和观察员评估。