The performance jump map, starting to look at it in May, every day after lunch at noon, sitting at the workstation, and replacing the time spent watching mobile phone, watching videos and gossip with reading time, until June 15th when I finished reading a book Book. I found that I can actually read a lot of books by making good use of the fragmented time.
The book "Performance Leap Map" uses cases to explain how to coach from the aspects of performance, leadership, and teamwork. The theoretical knowledge points are summarized at the forefront. It uses 28 classic cases to explain how to combine tools and theories for team coaching and personal coaching. Through the three-stage improvement of the performance jump map, the core is to realize the growth of people through 4H, so as to achieve the company's performance growth.
Realize the growth of core value people through 4H
The real value of coaching is to realize a change from the outside to the inside of the coached person through 4H. 4H: change the mentality (Heart), change the thinking (Head), motivate the action (Hand), the three Hs are continuously cyclically integrated, and finally contribute to the growth of the real core value of the human (Human), that is, the 4H power model
In terms of changing the mentality, the coach's work points:
- Results Oriented Instead of Complaining
- Looking to the future instead of being stuck in the past
- Think Positively Instead of Blaming
- Do it yourself instead of asking others to do it
- Good at focusing and reflecting rather than being unproductively busy
In terms of changing thinking, coaches can do a lot of work:
- Oriented to the overall situation and the system, rather than "one thing"
- Learn to think in terms of frameworks and processes
- Create unknown solutions instead of following known answers
- Let go of past success and face future changes
- From "no resources" to "create resources"
In terms of motivating actions, the coach's work points:
- Commitment to long-term action, not short-term action
- Focus on one point, not everything
- "I'll do it" instead of "I'll do it"
- "My own actions" rather than "depending on others' actions"
- Create resources, support each other, seek teamwork
Regarding human growth, the key points of coaching work:
- our meta-program
- habit and habitual thinking
- Breaking down of limiting beliefs
- find self drive
- Picture the limits of the self
- Excitation potential
The most important core of coaching is the growth of "people", that is, "cultivating people through troubles". The enthusiasm of people is mobilized, the spirit of cooperation is stimulated, the goals of people are the same, everyone works together to create a business, and finally achieve the performance that the company wants, that is, "borrowing people to get things done".
Performance Leap Map PLTOC
Enterprise performance improvement follows certain rules, which are called "PLTOC performance jump map".
Performance
LeadershipLeadership
Team team
Organization
CultureCulture
The first stage: performance, the dominant part on the iceberg, is also the most likely problem for enterprises to manifest. The problem is at the level of "things", because performance problems are caused by human problems. Therefore, the second, third, and fourth stages are all about "people", and the part about "people" is the hidden part under the iceberg. At the beginning, enterprises focused on "performance" (at the level of "things"), but soon discovered that leadership, teams, and organizations (at the level of "people") are the key points. The relationship between these four stages is cyclical, starting from the first stage "focus on performance", to the second stage "leadership development", to the third stage "team building", to the fourth stage "organizational transformation". ", and finally returned to the first stage of "focusing on performance", but this is no longer the original starting point of performance, but a jump to a new stage. These four stages develop cyclically and spiral upward, and the process constantly triggers "cultural" changes. The transformation of "culture" has become the engine of enterprise development, and culture has formed the long-term core competitiveness of enterprises, and further triggered four stages of cyclical leaps, which is PLTOC.
Phase 1 focuses on performance
There are many ways, basically at the level of "things", mainly including the following four aspects, which revolve around the "performance" of entrepreneurs
1) Strategic direction
Strategic intent, track adjustment, short, medium and long-term vision planning
2) Business model
Customer-centric (accurate positioning), profit model, building core competitiveness, value ecological chain
3) Profit and investment
Customer service improvement, existing customers and incremental customers, how to achieve geometric growth in the number of customers, technological innovation, product design and R&D
4) Operation and management
Sales method and sales improvement, effective marketing path, process optimization, cost reduction and efficiency increase
What are the performance problems that companies are troubled by?
1) Performance problems, including turnover stagflation, no profit or profit decline, decrease in the number of customers, increased difficulty in acquiring customers, and the number of incremental customers and existing customers does not constitute a healthy support, etc.
2) Strategic issues, including the company's own positioning, track selection, insight into the direction, and whether the company is focused and good at making choices. The most difficult thing to answer in strategy is how to do subtraction, and what is the thing that can be reduced to the point where it cannot be reduced. This is usually closely related to the company's vision, mission, and values.
3) Business model issues, enterprises must face their own profit model, consider the choice of customers of the enterprise, the value proposition of the enterprise itself, the unique core competitiveness of the enterprise, how the enterprise divides labor and cooperates with partners, etc.
4) Operational issues, that is, the efficiency of the enterprise itself, including insights into the company's revenue, cash flow, and costs from various perspectives. Often hidden behind operational problems are problems with the company's teamwork and organizational effectiveness.
5) Management issues are the most basic issues of an enterprise, designing the company's systems, rules, structures, and operating mechanisms. Often hidden behind management issues are leadership issues.
The second phase focuses on leadership
Mainly four aspects, the core of these four aspects is "change"
1) Create self-awareness
Leadership Styles, Systems Thinking, Self-Limiting Beliefs, and Inner Exploration
2) Self-motivation
Self-motivation, coping after setbacks, who I am, my vision
3) Self-management
Time management, emotional management, exit conversation, career planning
4) Influence others
Efficient communication, motivation and authorization, upward management (influence superiors)
What is leadership? What is the difference between leadership and management
Leadership is the ability to initiate change. It is not the same as management: leadership can belong to everyone.
Management ability refers to the ability to efficiently deal with daily complex things, which belongs to the management and the people who lead the team.
Why is it said that leadership belongs to everyone? Because anyone in the company, even a secretary at the front desk of the company or a cleaner in the company, can trigger changes, and the power of each individual to trigger changes is leadership.
Enterprises need leadership, in fact, they need each individual to be seen and recognized, so as to stimulate personal potential and create extraordinary performance.
Case description:
The working principle of the brain, the brain likes positive encouragement, and hates being hit, once it is hit, it will activate the dinosaur brain and enter three low-efficiency modes: escape, fight, and daze.
The third stage focuses on team building
Improve the team atmosphere and promote team collaboration, mainly in four aspects, the core is "vision"
1) Team goals
Seeking common ground while reserving differences, team trust
2) Resolving conflicts
Breaking down department walls, from robbing resources to creating resources and cooperation
3) Team motivation
The dream of the team, the motivation that the team likes, the authorization that the team likes
4) Team co-creation
Efficient meetings, team innovation, and efficient execution of the team
The fourth phase focuses on the organization
To help organizations make changes, four aspects may be involved in the change, the core "talent"
1) Organizational strategy
Talent reserve, leadership echelon, organizational strategy to support business strategy
2) Organizational structure
Matching of organizational structure and organizational strategy, realization of resource sharing among organizations, organizational hierarchy
3) Organizational effectiveness
Organizational system (management system, information system, operation system, etc.), organizational mechanism (talent training mechanism, incentive and authorization mechanism, etc.)
4) Organizational culture
Create a future-oriented organizational culture and organizational atmosphere
Coaching Tools and Methods
1. Cartesian strategy
Renowned mathematician, Cartesian Strategies is a coaching tool developed from his mathematical theory "Cartesian Coordinates." The familiar time management tool "important/urgent" quadrant is also a Cartesian coordinate
2. Disney strategy
Disney's strategy is based on the creative methodology of Walt Disney, the founder of Disney. It means that when an idea emerges in the team, team members can improve the success rate and feasibility of the idea through different position changes and overall thinking. The three positions of Disney's strategy are: dreamer, doer, and wise critic
The first position: dreamer, the enterprise imagines its future blueprint and looks forward to the strategy in this position
The second position: Doer, the enterprise takes inventory of its own human, financial, material and other resources in this position, and makes a solid implementation plan for the realization of dreams
The third position: a wise critic. In this position, the enterprise can look at the risks in its plan from the perspective of risk management; if these risks occur, what is its backup plan?
The order of the three positions is usually from the first position to the second position, then to the third position, then back to the second position, and then back to the first position, a total of five positions have been switched.
3. Metaphor stories
like a bear
4. Logical level of values
The logic level of values is a coaching tool created by Robert Dilts. There are 6 levels in total. From top to bottom, they are "Vision", "Identity", "Values", "Ability", "Behavior", and "Environment"
