technical people to effective leaders v3

如何将技术专家转换成高效领导 Transforming Technical People into Highly Effective Leaders

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What are some of the challWhat are some of the challenges enges aa TechnicalTechnical PersonPerson willwill face,face, IFIF askedasked toto bebe aa Leader?Leader?一般技术人员被任命为经理或一般技术人员被任命为经理或领导时，将遇到哪些主要挑战领导时，将遇到哪些主要挑战及困惑？及困惑？

©The Belbin Team Role model is the copyright of Belbin UKSlides provided by LearnMart Management Advisory Co., Ltd.

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Agenda议程• Difference between dealing

with machines and dealing with people跟设备打交道与跟人打交道的区别

• Delegating Tasks vs Managing Responsibilities 授权差事 vs. 落实职责

• Managing conflicts and ambiguity 如何处理冲突及模糊信息 3



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Case 1情景 1• You are having frequent

requests to borrow your expertise and resources by other departments to complete their projects. This has caused some disruption to your work and is bothering you. What would you do?

• 你经常受到其他部门跟你借用你的专长及资源。这难免会对你的工作造成干扰，并且让你觉得不适。你会怎么做？

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What is the key difference between dealing with machines and dealing with people?跟机器设备打交道，与跟人打交道有哪些区别 ?

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Compare and Contrast相互比较• What are the Characteristics o

f a Technical Person?技术人员一般有哪些特征 ?

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Compare and Contrast相互比较• What are the requirements

of a manager/ leader?合适的经理、领导有哪些必备特质 ?

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Job Role Requirements for a Deputy General Manager 副总经理的岗位分析

• The job as it is specified requires someone who can use exploratory skills to advantage.

• The best candidate is one who gets out and about, meets others and opens up new opportunities and possibilities.

9©The Belbin Team Role model is the copyright of Belbin UKSlides provided by LearnMart Management Advisory Co., Ltd.


• The job also demands someone who possesses outstanding analytical views plus a capacity for planning and careful judgement.

• A thoughtful approach is likely to be the main contribution of the best candidate for this position.

• The work entails a fair degree of well-organised planning combined with systematic, efficient practices.

• This job description would fit someone who is sociable and inquisitive without being necessarily bright. 10©The Belbin Team Role model is the copyright of Belbin UKSlides provided by LearnMart Management Advisory Co., Ltd.


• This job calls for flair in the ability to conduct investigations.

• An outgoing nature and an enquiring mind would be valuable assets.

• It is important therefore to get out and about, but at the same time keep a cool head.

• You will need to display both enthusiasm and sober judgement.

• The capacity to generate or to find good ideas is a major requirement in this position.

• You will be expected to find your own way forward and introduce new concepts and approaches.


Style-Switching 行为风格切换

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可协商

核心

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Style-Switching 行为风格切换 • Describe - what you see is going on

形容 —— 你观察到什么了？• Analyze -what may be going on

分析 —— 你觉得可能发生了什么事？• Evaluate - what you feel is going on, and what should

be your next steps评估 —— 你该如何判断发生了什么了，冰盖采取什么措施？

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Exercise: Style-Switching Scenario Analysis 练习：行为风格切换情景分析• Instructions: 指示：• In a small group, review the scenario assigned to your

group. Please identify the following: 在一个小组中，回顾分配给你的小组的情景。请确定以下信息：

• How the individual would approach the situation based on his/her behavioural style. What is the likely effect of doing so in this way? 个人将如何基于其行为导向来处理这种情况？以这种方式这样做可能会产生什么结果？

• How the individual may want to change his/her approach to improve the outcome 个人可能需要如何改变其方法才能改善该结果

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Case 2情景 2• You are now attached to the

business development department to assist with the commercialisation of new products. Every time you make a technical presentation to customers, your team leader tends to interrupt and cut short your presentation. Why does he do that? How can you help improve the situation?

• 你目前被委派到市场部协助新品市场化。而每当你在给客户做技术演示的时候，你们队长总是介入并且将你的演示砍短。他为何这么做？你又该如何改善这种局面？

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Case 3情景 3• You had delegated some work to

a co-worker. Whenever you asked him if he understood, he said yes. However, the work is almost always done wrongly. What would you do?

• 你经常授权给你一位同事完成某些工作。你每每问他手否明白你的要求，他都说“是”，但做出来却是差强人意。你会怎么做？

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How to Delegate如何授权

What is to be delegated?那些工作需要授权 ?

To an individual or a team?给个体还是团队 ?

Task orResponsibility?差事还是职责 ?


Improving delegation practicesusing the Belbin®® Work Role model

• The mix of tasks and responsibilities undertaken by an individual or within a team

What is Work Role?

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运用贝尔宾 ® 工作角色模型来提高授权能力

个人或团队所承担的工作目标和工作职责

什么是“工作角色” ?

Empowering the Right People with the Right Kind of Work

BLUE denoteswork that has tobe undertakenin a prescribed

way

YELLOW isused to define

individualresponsibility

for achieving anobjective

GREEN is usedto denote workthat involvesresponding tothe needs of

others

ORANGE is thecolour used toindicate teamresponsibility

for achieving anobjective

Tasks Responsibilities

Individual

Interactive

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Using the Work Role colourcoding to avoid mis-understandings使用工作角色的不同色别

蓝色代表需要严格按照规定的工作

黄色代表需要个人达到某目标或结果的职责

绿色代表需要支持、支援、协助他人的工作

橙色代表需要团队达到某目标或结果的职责

Tasks 差事 Responsibilities 职责

Individual个人

Interactive互动


Task or responsibility?

Re-occurringtasks whereprocedures

exist

Someone willprovide

guidance anddirection

No relevantprocedures orinstructions

exist

Task

Responsibility

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Task or responsibility?差事还是职责 ?

重复性的，有现有流程的差事

有人会提供指导与支持的工作

目前没有相关的流程或指导

Task差事

Responsibility职责


Quiz 提问

In most of your cross-department/ cross-regional collaboration, do

you deal more with Tasks or Responsibilities?

在你大部分的跨部门合作中，你涉及的时差事较多，还是职责多一些？

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Case 4情景 4• You are falling behind your production sched

ules你的产量目前不达标

• You have asked your line leaders to find out what are the causes, and implement rectifications你让你的生产组长来找寻问题根源，并且实施相应措施

• What kind of work role are you delegating to the line leader?你在授权怎样的工作给生产组长 ?

• How would you monitor the work progress? 你该如何监督工作进展？

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Case 5情景 5• You are in the process to develop a new product

你目前需要研发新产品• The feedback and results from previous new product l

aunches have not been good, and you need a good result this time过去几个新品的反馈和业绩都不理想，因此你现在需要获得更好的业绩

• You are assembling a cross-functional team to make sure you succeed this time你即将整合一支跨部门团队以确保你这次能够成功

• What kind of work role are you delegating to the your team?你在授权怎样的工作给这支团队 ?

• How would you monitor work progress?你该如何监督工作进度？

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• Managing conflicts and ambiguity 如何处理冲突及模糊信息 29

What is a Team?什么是团队？

And how is a Team different from a Work Group?

而团队与工作小组有什么区别？

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No One is Perfect, But a Team Can Be

没有十全的个人，只有完美的团队

31Source: Dr. Meredith Belbin

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怎样才是高效团队？队员

了解彼此

的优势

与

弱点

团队

成员

能扮

演不

同团

队

角色

能够让团队扬长避短的队员关系

Why Some Teams Succeed While Others Fail?为何有些团队能成功，而其他的则失败呢 ?

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Why Some Teams Succeed While Others Fail?

为何有些团队能成功，而其他的则失败呢 ?

• Teams being too homogenous团队过于单一

• Team members unable to leverge the strengths of one another队员之间无法互补

• Team members getting bogged down by each other's weaknesses 队员们过度专注于揭对方的短处

• Team members not having the right profile to do the right job 队员们的工作岗位、性质与自己的团队角色不匹配

• Other reasons... ...? 其他原因 ... ...?34

The 5 Dysfunctions of a Team团队协作的 5 大障碍

• Absence of trust 毫无互信– unwilling to be vulnerable within the team

不愿与队员之间透露自己的弱点• Fear of conflict 惧怕冲突

– seeking artificial harmony over constructive passionate debate 经常“被和谐”而不积极讨论不同观点

• Lack of commitment 缺乏承诺– feigning buy-in for group decisions creates ambiguity th

roughout the organization 阴奉阳违、模棱两可• Avoidance of accountability 逃避责任

– ducking the responsibility to call peers on counterproductive behavior which sets low standards当队员的行为不达标时，没有及时提醒队员

• Inattention to results 忽视团队结果– focusing on personal success, status and ego before te

am success 过度在乎私利，而忽略团队目标

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Source: The Table Group

Basic Principle:基本原则 :

The effectiveness of a team will depend on the extent to which members correctly recognize and adjust themselves to the

relative strengths within the team一个团队的效率取之于队员们如何正确地意识及调整自己，以发挥自身所长

©The Belbin Team Role model is the copyright of Belbin UKSlides provided by LearnMart Management Advisory Co., Ltd.36

How is a Leader Different from a Manager?领导与经理有哪些主要的区别？

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Case 6:案例 6 ：

• You have an urgent assignment that you need to share resources with other departments to complete. As the other department also has a tight deadline, they are unwilling to share resources with you. What would you do?

• 你有一项紧急任务，需要其他部门的合作才可完成。由于那个部门也有他们自己的紧急项目，因此不是特别想跟你分享资源。你会怎么做？

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Using the Seven Dimensional Thinking in Resolving Conflicts用 7 维度思维解决争端1. Establish a common objective or goal

设立共同目标2. Present the facts呈现事实

3. Look for the positives看到对方的优点

4. Address mutual concerns致力于共同关心的问题

5. Seek innovative, win-win solutions找出创新的、双赢的解决方法

6. Empathise each other’s feelings理解彼此的感受

7. Mapping the next steps筹划下一步

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Establish a common objective or goal设立共同目标• Defines common purposes and

objectives 拟定共同目标• Seek for common ground找寻共识

• Sets the agenda 拟定议程

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Present the facts呈现事实

• Information we know 已知信息• Information we would like to kno

w or missing 未知并想知的信息

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Look for the benefits看到对方的优点

• Give recoginition when it's due给于对方肯定

• Show gratitude 表示感激• Look to the future 展望未来

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Address mutual concerns致力于共同关心的问题

• Raise and address negative consequences, potential risks and downsides提出负面后果、潜在风险以及缺点

• Seek to resolve problems, rather than to just state the problems保持积极向解决问题的心态，而非仅仅提出问题

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Seek innovative, win-win solutions找出创新的、双赢的解决方法• Seeks alternatives and possibilitie

s 探索不同的可能性• Can be creative 可以是富有创意的• Be bold 可以大胆尝试

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Empathise each other’s feelings理解彼此的感受

• Permission to express feelings允许表达感受

• Represents feelings right now提出你目前的感受

• Keep it short 简短• A key ingredient to moving forward

做下一步推行的重要元素

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Mapping the next steps筹划下一步

• Summarizes and concludes 作总结

• Deciding the next steps 拟定下一步

• Ensures that the commitments are observed 确保双方遵守承诺

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Case 7:案例 7 ：

• Your boss gives you an assignment which you don’t have the required skills and resources to complete. What will you do?

• 你老板给你一项任务，而你觉得自己还没足够的能力、技能以及所需资源来完成。你会怎么做？

行千里而不劳者，行于无人之地也

If You can March 1,000 Miles and NOT Feel Tired, You are

Undefeatable

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Q&A

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