Yu Ping's "Agile Management - Expectation and Target Management" internal training recommendation

Course background

In the process of establishing a performance management system, it is very important to let the strategy of the enterprise truly land, decompose the strategic goals into each department, and quantify the performance goals of employees; but in actual work, there is often a "lack of unity of thought" in target management between superiors and subordinates, and it is impossible to reach a consensus, which not only affects the performance results of the team and individuals, but also affects the operation efficiency of the entire performance management system to varying degrees.

The root of the problem lies in the fact that managers' expectations of coordinated work are not done well. Sun Tzu said, "The Taoist, who makes the people and the Lord agree, can die with it, can live with it, and does not fear danger." Sun Wu stressed the importance of coordination of will between leaders and subordinates, which is particularly important in today's fast-changing VUCA era. If the goal is divorced from the subject, from the role, from human nature, then it is impossible to be clear and cannot be unified.

This course aims to help managers understand the importance of expected synergy to goal unification, master the "6-step method of expectation collaboration and goal unification" to rapidly improve management efficiency, and through the "leadership balance compass", find the inherent obstacles to their own leadership development, improve self-perception from the inside out, find the real focus of leadership development, and achieve a comprehensive breakthrough in influence and synergy.

Course objectives

• Understand the importance of desired synergies and their relevance to the goal of unity;

● Learn the STARS model and master the important situational principles of desired synergy;

● Master the THEory of SCARF model and can be applied to the execution process of desired synergy;

● Master the 6-step method of expectation synergy and goal unification, effectively unify goals and reach consensus;

● Apply the "Leadership Balance Compass" to eliminate the inner obstacles in the process of expected collaboration and achieve self-breakthrough.

Course outline

1. Story sharing: The "surprise" brought to Xiao Liu by the mid-year evaluation leader - (all of which are the disasters caused by the lack of unity of goals)

Lecture 1: [The Tao] Has a unified goal and is of great significance

First, the concept and development process of target management

1. The concept of goal management - to achieve management through goals

2. The origin of the idea of goal management - MBO

3. Key Performance Indicators - The Birth of KPIs

4. Goals and Key Outcomes - Emergence of OKR

Second, the importance of unity of purpose

1. Manage important actions that produce benefits

2. A key part of a performance management system

1) Goal unification 3-step song

a Supervisor sets goals and measures for subordinates

b Subordinates plan goals and measures for themselves

Consensus was reached from top to bottom c

2) Key points and difficulties in performance management

a strategy landing

b Unity of purpose

Interactive Discussion: What are the consequences of inconsistent goals? What are the main reasons why it is difficult to unify goals?

Lecture 2: [Law] If you want to unify your goals, you must first coordinate your expectations

First, the difference between goals and expectations

Case Study: David's Troubles, Why Do Departments Have Completely Different Understandings of David's Work Goals?

1. Goal vs Expectation

1) Objectives - Objective criteria (e.g. KPIs, job descriptions)

2) Expectation-subjective requirements (influenced by culture, role, situation, personal preferences)

3) The consequences of confusing goals with expectations

a communication barrier

b Contradictions and conflicts

c Objectives are not uniform

Live Walkthrough: Subjective Requirements VS Objective Criteria

2. Expect the value of synergy

1) The psychological mechanism of the desired synergy on the effects of emotions - decryption of the dopamine system

2) The impact of desired collaboration on team management - team combat effectiveness

3) The impact of desired synergy on the landing of the strategy - strategic execution

4) The impact of desired synergy on organizational capacity building - working together

Interactive Discussion: How to Do a Good Job of Desired Collaboration?

Second, the expectation of synergy - the upper and lower reach a consensus 8 tips

1. Type of situation in which the task is located - STARS model analysis

2. Comprehensive focus on short-, medium- and long-term goals

3. Measure success criteria and time nodes

4. Next course of action

5. Preferred communication style and frequency

6. Consistency of communication styles

7. Micro vs Macro, Process VS Results

8． The principle of untouchability

Role-play: Set goals for next year with your leaders

Lecture 3: [Technique] Two models, so that the synergy is reasonable and controlled

1. STARS scenario management model

1. According to the business situation, anticipate the expectations of the leader for you in advance

1) S Start-up: Business from 0 to 1 - Expect a breakthrough

2) T rectification turn: business from prosperity to decline - expectation to turn the tide

3) A Accelerated Growth: Explosive Growth Business - Expect Standardized Management

4) R Regroup: Organize the acquisition of post-merger business - look forward to adjusting the mindset

5) S Remains Successful: Business continues to grow – looking forward to redoubling efforts

Case Study: Leaders' expectations are very different

On-site customization: According to the context of the work task, develop a goal consensus communication plan with the leader

2. The STARS model determines the context

1) Understand leadership communication preferences and important principles

2) Formulate short, medium and long goals and programs

3) Develop measurement standards

Second, SCARF demand and expectation model

1. SCARF model combat technology decryption

1) S status - let employees feel respected and have a sense of identity

2) C certainty - let employees have a definitive answer and a sense of security

3) A Autonomy - Let employees have more freedom and choice

4) R Relevance - Let employees always be connected to the team and have a sense of belonging

5) F Fairness - Let employees have a sense of fairness in the system and management

Case Sharing: Haidilao's success story

2. Apply scarf model to analyze the success of Haidilao

1) S status status: 2 salaries, dormitory with nanny

2) C certainty: The employee development path is clear from the first day

3) A Autonomy: Employees have the right to be exempt from orders

4) R relevance: red, yellow and blue list, encourage innovation

5) F Fairness: All managers start from the bottom

Video case study: Change management at a consulting firm

Interactive Discussion: Applying the SCARF model to optimize the expectations of employees to work collaboratively

Lecture 4: [Instrument] The six-step method of unifying goals and objectives establishes a system for the unification of expectations and goals

Step 1: Clarify direction – align direction with the leader using the STARS model

Practical experience: Integrate the procurement business of various branches in Asia to form a new Strategic Procurement Department in Asia Pacific, as the third global procurement center, participate in the global strategic procurement planning and execution of headquarters.

Step 2: Initial Goal Setting - Set Goals according to smart principles

Practical experience: Before the end of June 2019, the procurement business of each branch in Asia will be reorganized, and the process design, staffing, system setting and other aspects will be completed to ensure the formal operation of the strategic procurement department in the Asia-Pacific region from July 1.

Step 3: Focus on atmosphere - Use the SCARF model to analyze the factors that affect the atmosphere of the team

Practical experience:

S – Respect the rights and interests of all members and communicate about the significance of the project and the possible impact on everyone before the official launch (formal and informal)

C - There is a clear time plan and milestones; (even if some parts cannot be clarified for the time being, you must inform everyone of the parts that can be determined)

A – Members of each department plan staffing and process design in advance according to the actual situation

R-Each department is involved in the overall program design from the early stages, making suggestions around the overall goal

F-Plan is transparent and tries to achieve policy consistency.

Step 4: Help & Hinder - Find all the relevant factors that can help or hinder the achievement of your goals

People, time, processes, budgets, technologies, policies, laws, etc

Step 5: Self-analysis - strengths and weaknesses, good and bad

Step 6: Role Tasks - The roles and tasks that "I" need to take on in order to achieve the goal

Practical experience: Role – Training and development

Mission - To provide the new team with the necessary training and coaching, including professional skills, knowledge, relevant regulations and policies and leadership, so that they can get to work as soon as possible and meet new challenges.

On-site drills: Drill with actual cases of trainees

Lecture 5: [Province] Enhance leadership from the inside out

First, the leadership balance compass

1. Evaluate the underlying logical solution

Course cases