Teacher Wu Xianghong? ? Expert in improving the effectiveness of middle and senior management

Positive leadership building instructor

National CCAA registered consulting trainer

Current: Director of ***Ying Century

※ Distinguished lecturer at Shanghai Jiao Tong University, Zhejiang University, and Tsinghua University

※ Distinguished lecturer at Shenzhen Panasonic Group (Fortune 500) for 2 consecutive years

※ Served as a distinguished lecturer for Zhuhai EPCOS (Fortune 500) for 3 years

※ Served more than 50 large enterprises and was re-employed many times as a distinguished lecturer in the management field : China Railway 11th Bureau, State Grid,

China Southern Power Grid, China Mobile, Guangdong Tobacco, Huawei, China Eastern Airlines, Sinopharm, Bank of China, Industrial and Commercial Bank of China, Ping An

Insurance, China Life...

Practical experience:

Major: Mr. Wu Xianghong entered the education and training industry in 2004 and has been engaged in corporate management consulting and training until now, focusing on the team

Research on courses in the field of execution, improvement of middle and senior management capabilities, and positive energy leadership, has served hundreds of companies including Dongguan Lipton Star (China), Gree, SF Express, Panasonic, Foxconn, Huawei, etc. , for the management problems of enterprises, come up with customized solutions to help enterprises effectively solve management confusion and guide enterprises to grow healthily and rapidly. This is the practical experience of a person who truly unites knowledge and action

Management expert.

Improving the executive ability of middle and high-level executives

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Course background:

The executive ability of managers determines the executive ability of enterprises, and personal Execution is the key to personal success. Focusing on execution means focusing on corporate and personal success! ——Jack Welch

In the next 10 years, the challenge we face is execution. ——Bill Gates

As the middle and senior managers of an enterprise, they are the most critical management level in the enterprise. They not only need to complete the leadership's assignments, but also need to supervise and guide their subordinates. Therefore, middle and senior managers are not reflected more in strategy, but in organization, management and execution.

Do you have the following problems:

Do you really want to improve the execution ability of your team, but you are unable to do so?

Do you have a lot of ideas in your mind, but can’t turn them into execution?

You have a lot of experience and skills, but you still don’t have a better way to pass them on to others?

You really want to find people with strong execution ability to work for you, but you don’t have the criteria to select people, so you can’t start?

You want to improve your own execution and management capabilities as quickly as possible, but you don’t have a systematic method?

Sometimes you are overwhelmed with help and your subordinates are free, but you don’t know how to delegate authority?

If you feel the same way about the above questions, you can find your answers in this course, which will help you to be at ease in the management process.

"Improving the Executive Power of Middle and Senior Management" is an indispensable classic course for you!

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Benefits of the course:

● Understand the levels and division of labor of the enterprise execution system

● Master the three difficult aspects of enterprise execution Factors

● Master the methods and tools for executing the system

●?Learn how to effectively authorize subordinates

● Master the 5 magic weapons to improve the execution ability of subordinates

●? Be proficient in and apply the tools and methods of execution, tracking and assessment

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Course time: 2 days, 6 hours/day

Course target: middle and senior managers

Course method: Classroom lectures, on-site exercises, case sharing, video sharing, group discussions, role-playing

Course outline

Lecture 1: Three factors that make it difficult for companies to execute

Factor one: Personnel execution - four major reasons

Reason one: Attitude

Reason two: Ability

Reason Three: Motivation

Reason Four: Environment

Tool: Executive Evaluation Form

Factor Two: System - Two Big question

Question 1: System design

1) Rationality

2) Operability

3) Recognition

Question 2: Implementation of the system

1) Willing

2) Obedience

3) Playing with privileges

Factor 3: Corporate culture - four major manifestations

Question: What is corporate culture?

Question: The impact of corporate culture on execution

1. Mission

2. Vision

3. Behavior and norms

4. Hopes and Dreams

Lecture 2: Seven Systems to Improve Department Execution

Discussion: How to Improve Department Execution

System 1: Positioning - setting and locking your execution goals

Discussion: Why have goals

1.? Three elements of goals

2.?Conditions for achieving the goal

System 2: Lock--find the person who executes the goal

Case analysis: Who will hang the bell

1.? Find targets with strong execution capabilities—newcomers, seniors, old seniors

2. Three big tricks—exciting motivation

Testing tools: newcomers, seniors, senior seniors

System 3: Action - Develop implementation standards and plans

Discussion: If there are no corresponding standards, plans, systems, and work processes, how can execution be improved?

System 4: Audit - Find the inspector and supervisor

1. Inspection and implementation

2. Supervision and control

System Five: Summary - staged summary

1.? Key points of summary

2.? Subsequent improvements

System 6: Results - motivation for execution and result acceptance

1. Motivation: the source of motivation

2. Result: acceptance of results

System 7: Prevention - should be considered in implementation Preventive measures

Case study: Beijing Olympics Opening Ceremony

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Lecture 3: Execution - Result-oriented

1. Perception of results

1.? Three major misunderstandings about results

1) Attitude ≠ results

Case analysis: Actual case of a certain hospital

2) Responsibilities ≠ Results

Case analysis: Traffic police command

3) Task ≠ result

Case analysis: Changgong digs a well

2.? Three elements of result management and control

1) Yes Time

2) Valuable

3) Assessable

Case study: Changgong digs a well

2. Employees do not produce results Three major causes

1.?Perception problem (not knowing what the result is)

2.?Attitude problem (unwilling to do the result)

3.? Ability issues (cannot produce results)

Case analysis: The salary difference between Xiao Wang and Xiao Liu in the workplace

Case analysis: Teacher Mo Yan who did not win the Nobel Prize and Mr. Mo Yan who won the Nobel Prize Teacher Mo Yan

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Lecture 4: Delegation - the art of improving core execution capabilities

1. Five major reasons why managers do not delegate authority

Thinking: Why can’t department heads be liberated?

Factor 1: Not trusting, disbelief

Factor 2: Afraid of others surpassing oneself (taking power)

Factor 3: Unable to find the authorizer

Factor 4: No methods and techniques for delegation

Factor 5: Don’t want to delegate, like to do things yourself (think others are inferior to yourself)

2. Managers accept counter-delegation

Discussion: What is counter-authorization;

Discussion: How to solve the problem of accepting counter-authorization?

3. How can enterprises prevent anti-authorization?

3. Managers have authorized intervention

Discussion: What is authorized intervention?

Discussion: Why should managers intervene in authorized activities

IV. Five steps to efficient authorization

Step one: analysis

Step two: designation

Three Steps: Delegation

Four Steps: Control

Five Steps: Evaluate

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Chapter Five Lectures: Magic Weapon - Improving the Executive Ability of Subordinates

Magic Weapon One: "Start" after "talking" - Management is revealed

Magic Weapon Two: "I don't know how to do it" "Just "practice" - ability is cultivated

Magic weapon three: "Force" if it is "impossible" - potential is created by forcing

Magic weapon four: "There is no way" "Just "think" - the solution is figured out

Magic weapon five: "There is no excuse" when "making excuses" - shirking responsibility is an excuse, solving problems is the reason

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Lecture 6: Communication - Better execution

Discussion: What are the obstacles in communication

1. Three major types of communication obstacles

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1. Disagreement type - inconsistent opinions, separate policies, lack of collaboration, unclear interests

Case analysis: Disagreement in AB department communication

Solution steps: Sincere attitude, proactive communication, independent thinking, and achieving optimal awareness

2. Avoidance type - avoidance, ignoring the matter, looking for excuses

Case Analysis: Xiao Wang asked colleagues for help

Solution steps: Find the problem, come up with a plan, take the initiative, and have a humble attitude

3. Conflict type - conflict of interests, complicated matters, There are too many involved and it is difficult to solve

Case analysis: Bonus award

Solution steps: Find conflicts, perform their respective responsibilities, and find balance

Analysis: Find out the problem Types of cross-departmental communication barriers in the company and analyze the causes of the barriers.

1) Personal level

2) Organizational level

3) Consciousness level

4) Behavioral level

Brainstorm: List the biggest obstacles you face every day?

2. Three common problems in cross-department communication

Problem 1: Repeated communication has no results

Problem 2: Say one thing and do another

Problem 3: Parallel departments, no cooperation

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Lecture 7: Winning through execution - implementation of execution

Thoughts: Every day How much of the work is repetitive?

1. Audit - three major judgments on work connection

1. Routineness: judgment on daily work connection

2. Comprehensiveness: Comprehensiveness Connection

3. Standardization: Written, standardized and documented

2. Assessment - efficient execution

Tools: Regular assessment tracking Table

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Lecture 8: Winning in five aspects other than execution

Thinking: How should we win?

1. Win when others are healthy

2. Win when others are learning

3. Win when others are resting

4. Win when others have connections

5. Win when others have opportunities

Introduction to Shenzhen Huashi Brothers Education Technology Co., Ltd.

Huashi Brothers Founded in May 2011, it is a comprehensive third-party training industry service platform that integrates instructor brokerage, training products, and copyrighted product development and operations. ?

Huashi Brothers is the first to create a new model of lecturer brokerage in the training industry. It has grown from 5 lecturer assistants to more than 330 lecturers and brokers. Currently, the company has nearly 600 contracted lecturers, and the cooperation is stable. It has more than 17,000 institutions and has established connections with 100,000 training colleagues, serving more than 240,000 companies in total.

Since its establishment 10 years ago, the annual performance has achieved 60% growth, and the annual course schedule is more than 40,000 days. The company strives to cooperate with training companies across the country, focusing on serving training institutions, and is determined not to be a terminal!

Corporate Mission

To become a lecturer, to help enterprises, to rejuvenate the country through education

Corporate Values

To be altruistic, knowledgeable and diligent

Corporate Vision

Become a world-class training product and service platform

President Class: Zang Qichao, Liu Xiangping, Lan Feiteng, Wang Xueming, Wu Yuezhou, Wu Zijing, Deng Yuwei, Zheng Xiubao, Huang Shengtao , Huang Shuo, Yang Minghao, Qi Zhenhong, Liao Wei, Wang Ruowen, Zhang Zhang, Su Jing, Wen Bin, Wang Shenghui, Huang Yusheng, Ma Xudong, Sun Jing, Ai Jun, Guo Yingdong, Zhou Guohua, Wu Jiang, Li Zejiang, Yan He, Song Jiawei, Guan Yonghong , Ruihang, Zhang Yong, Ma Hongzhong, Huang Wulin, Song Yizhi, Li Shurong, Qi Huoran, Zhang Weiqi, Shi Hongju, He Xinjie, Yuan Hongwei, Li Danni, Yang Liping, Sun Chenglong

TTT series: Bai Ying, Lou Jian, Yang Suzhen, Li Shenghua, Zhang Yidan, Xu Zhou, Huang Junmin, Xu Longli, Dai Huiping, Guo Baojian, Haitian, Ye Hong, Xing Lishuang, Yu Fenran, Zhu Lei, Zhang Kun, Zhang Zhenyuan, Liu Yihong, Zhao Jia, Wu Jun, Xia Jinyan, Feng Yaqiong , Zhan Lichong, Liu Che, Lu Haijiao, Dai Guoqiang, Xin Jiang, Zhang Bin, Lu Hongtao, Ma Bin, Liu Haiyan, Wang Sheng, Zhao Lisa, Zhu Ningchuan, Wang Xuebing, Dai Yao, Cui Yanping, Liu Chang, Sima, Muzi , Yuntan, Zhang Fan, Chen Xiangjun

Production management: Tang Yinze, Yang Xuejun, Zou Jun, An Min, Li Mingfang, Shen Mingjiang, Li Fengjie, Tao Jianke, Zhou Jianhua, Zhu Jun, He Youzhi, Li Ke, Li Kaixi, Wu Shengfu, Li Jianbo, Lu Weihua, Yu Feng, Yuan Hang, Song Xi, Tao Wei, Liu Gang, Zhang Tianpeng, Wu Donghan, Li Guangan, Wang Kehua, Dong Daojun, Xu Xingtao

Project management: Xu Zheng, Xiao Zhenfeng, Zhang Guoyin, Li Qi, Wang Aiping, Zou Liang, Jiang Shen, Li Haoming, Li Wei

Bank training: Li Xiaoguang, Tang Hong, Bao Liang, Liu Huanyi, Huang Guoliang, Liu Dong, Ma Yi, Du Jingjing, Zhang Muzhi, Luo Shuzhong, Yin Guohui, Liu Qingyang, Chen Nan, Qian Jun, Luo Shu, Dong Xiaohong, Wang Zhenzhu, Peng Zhisheng, Ma Ya, Yang Yang, Ma Li, Yao Jingjie, Cai Bing, Gao Jin, Li Guixian, Sun Sudan, Dong Xiaofeng, Huang Dequan, Li Yanping, Liu Junwen, Xiao Guang , Wan Li, Wang Wanjuan, Ma Jun, Zhu Xiaoqing, Qiu Ming, Wang Keni, Wang Nanmo, Liu Jiahe, Zhang Yi, Jiang Xianglin, Li Yang, Yuan Churan, Liu Zhigang, Guo Jing, Liu Yuanyuan, Zhou Yunfei, Ni Li, Xiao Xiang, Wu Zhe, Yu Yingguang, Zhou Bo, Su Li, Pan Yuliang, Xie Linfeng, Hua Junli, Zhu Qi, Yan Jinxing, Jin Youshi, Sun Xiangshan, Chen An, Fang Hantu, Zhao Shiyu, Dai Hanyong, Xiu Ziyu, Shang Yajun, Bian Honglan, Zhang Xi, Cui Haifang, Song Yiwen, Zhou Wen, Wang Jiaqi, Chen Ji, Wu Yanwen, Lin Shikai, Xie Guangchao, Lai Yanfen

Bank branch tutors: Yin Guohui, Zhu Jian, Yuan Wenbing, Liang Qingwei, Zhang Feng, Xu Dongxu, An Jie, Jiang Tao, Liu Quanjie, Fan Chunwang, Wang Kang, Luo Xuzhan, Wang Menglei, Peng Yanlong, Li Qianyuan, Lin Liyuan, Lu Xing, Zheng Chaoyi, Zhou Jiajia, Zhang Boxin, Jiang Dan

Bank consulting project (part): Qianbaijia branch creation, Building five-star outlets, building 6S benchmark outlets, "one point, one policy" business orientation, vertical and horizontal banks, credit card performance doubling project, external expansion marketing, corporate business marketing external expansion practical training, 2019 branch opening season marketing, agency distribution and retention -Government and enterprise salary payment retention project, V upgrade plan -Existing customer in-depth activation project, 360° outlet layout and site selection course, whole village credit, corporate transformation

Insurance training: Zhang Yi, Chen Nan , Huang Guoliang, Yu Liping, Xu Zhou, Yin Shuqiong, Liu Zhigang, Guo Hongwei, Li Jingcheng, Zou Yanbo, Huang Langyi, Boyi, Li Jiasi, Dai Huiping, Ke Hailian, Xie Linfeng, Xia Fei, Li Yan, Yan Li, Shen Jie, Zhang Luoqun, Bian Honglan, Liu Rensheng, Zhou Danqiu, Liu Haitao, Yan Yali, Zhan Wei, Wang Qing, Du Hu, Zhao Bo, Sun Pengcheng, Zhang Yichen

Communications/Medical: Tong Xiaoli, Huang Xinliang, Wen Yin, Chen Jianbo, Sun Yan , Li Fang, He Chunfang, Wang Shan, Yuan Feng, Wu Pengde, Yang Jun, Shan Yuntao, Gao Fei, Chen Ge

Investment and financing: Yang Minghao, Lan

Feiteng, Zhang Zhang, Wu Zijing, Li Zhen, Zhang Jiayi, Guan Yonghong

Thinking technology: Huang Junmin, Wu Zhengfan, Zhong Tao, Mo Yongbo, Zhang Yidan, Haitian, Yuan Ye, Cao Zhiwei, Cui Jiahe, Ren Jie, Yi Zhiqin, Cao Qisong, He Yuliang, Chen Yongsheng, Zhang Wenbao, Chen Desheng, Li Bozhao, Yang Shangze, Fang Yu, Liu Jianghong, Cai Baiyu

Macroeconomics: Qi Zhenhong, Huang Shuo, Li Zhen, Guo Wei, Sun Jing, Guo Yingdong, Song Yizhi

Professional quality: Wang Yan, Liu Xiangping, Ping Kun, Yan Hongyan, Wang Xiying, Wu Xianghong, Luo Shu, Zhuang Weiming, Dong Yuchuan, Cao Zhiwei, Huang Xinhong, Sun Yan, Zou Hailong, Luo Shu , Zhang Ci'en, Zhang Qiumin, Song Yunxiao, Yu Wenxian, Wu E, Liu Jing, Shang Ling, Zeng Shisi, Jiang Nan, Wang Dongyan

Financial management: Huang Daoxiong, He Fangyi, Hu Wenxia, ??Chang Jianjun , Ma Changyao, Lin Yibin, Wang Zimo, Niu Xinyu, Liu Jianping, Xu Bai, Sun Meijie, Wen Huiling, Ma Yuhao, Liu Qing, Zhang Dan, Yu Shiyong

Family/health: Wei Na, Ge Jingru, Liu Huanyi, Zhang Ci En, Zhuang Weiming

Traditional Chinese Studies: Yang Zi, Luo Shuzhong, Yang Zhixiong, Zhou Rang, Li Shiyuan, Cao Yukai, Yan He

Business Etiquette: Liu Xiangping, Li Quan, Tang Xiaowan, Xiao Ke, Li Meixian , Wang Xiaolong, Li Fang, Liu Juan, Liu Xiaoyan, Zhang Yao, Sun Yaxiao, Zhang Feiya, Zhang Mingfang, Zhang Yun, Guo Xuanting, Chen Yanxi, Zhang Qirun, Sudan, Xu Can, Tan Xianying, Zhang Kun

Human resources: Deng Yuwei, Yang Dong, Zuo Jing, Xiao Lin, Dang Xiaocheng, Yang Wenhao, Yan Jindai, Xiong Wei, Liao Wei, Hu Ruyi, Wang Hongli, Gu Ling, Liu Fang, Wei Junni, Chen Shican, Zhao Da, Wang Jianhua, Chen Siqi, Fu Yuanquan, Han Dong, Xu Wei, Gao Ge, Huang Liujiang, Pan Zhen, Zhao Chengsong, Zou Wenbo, He Jizheng, Li Feng, Liu Chang, Li Caiyu, Cui Jiasheng, Wang Chenhao, Liang Ruobing, Yang Zhi, Hu Xiaoli, Liao Ying

Comprehensive management: He Junhong, Qi Zhenhong, Xu Zheng, Wang Ruowen, Xiao Zhenfeng, Xia Xiongwu, Zheng Xiubao, Qin Haoyang, Chen Xijun, Zhang Guoyin, Hu Jianhua, Liu Tao, Lin Guangliang, Yin Shugang, Xia Lin, Shi Hui, Zhang Shang, Gu Heming, Long Fei, Xing Lishuang, Wei Junni, Xu Yanying, Zhang Chengwei, Zhou Lihui, Hu Ruyi, Zeng Qiuxiang, Ma Yiming, Ren Wenjian, Zhu Lei, Xiong Wei, Zhou Wenbin, Fang Ming, Ge Hong, Deng Fei, Huang Zibo, Li Qian, Yu Chen, Luan Guangyu, Liu Zhaohua, Gan Wanlong, Zhang Lei, Yong You, Chen Mingkun, Wen Ming, He Feng, Su Wenjie, Zhao Shaobin, Zhao Xiaoxia, Yiran, Xie Ruibao, Peng Yuanjun, Mao Ting, Wang Jia, Tian Ye, Han Peng, Zhao Haiyun, Shi Zhenjun, Zhang Shijun, Liu Zhixiang, Huang Liujiang, Hu Jibai , Liu Liming, Li Yuanliang, Huang Wulin, Pan Zhen, Lian Faqiang, Hou Shuhan, Miao Dongli, Xu Lixia, Sun Yuanzhe, Tan Yongdao, Cheng Pingan, Jiang Lei, Wang Lizhong, Wang Chuanqing, Chen Haiying, He Chenghan, Long Yaocheng, Li Haoming, Xu Jun, Wang Guiguo, Li Xiuping, Zhao Zhikui, Zhang Lei, Wang Wenhua, Hu Junling, Li Zhiyong, Zhang Chupei, Zhang Taiwei, Hou Xiru, Song Guozheng, Zhang Chengzhong, Bao Jianyong, Yu Dong, Qin Yinfeng, Shi Quanrun, Chen Zhuyou, Yu Ping, Zhang Weiming

Marketing: Huang Xinliang, Liang Hui, Jia Zhiqun, Wu Yuezhou, Li Honghua, He Ye, Zhang Fangjin, Han Tiancheng, Mo Dou, Bao Xianzong, Xu Yi, Huang Yusheng, Fu Qiang, Wen Bin, Ma Ling, Zhang Xinyi, Yang Hong, Zhang Yang, Li Zhongmei, Deng Bo, Tan Hongchuan, Lu Zhanka, Huang Fei, Wang Xiaoru, Li Zhaohui, Wang Xiang, Chang Qinjiao, Lin Hai, Zhu Jinghua, Gao Fei, Cheng Long, Cao Yong , Chen Ge, Liu Liang, Lin Roujun, Li Bo, Wu Xiao, Zhu Wenhu, Zhang Luzhe, Yang Sanshi

Terminal chain: Geng Bin, Wang Shan, Xie Hanyuan, Lu Yongmei, Chen Qisheng, Caihong, Zeng Jun , Su Shan, He Ye, Zhang Fangjin, Gao Jie, Liu Ying, Xu Yi, Zou Hailong, Tian Leming, Zha Yuhong, Yang Liu, Deng Bo, Wen Ming, Wang Jiansi, Zeng Fanchong, Zhao Nan

Recruit Bidding administrative office: Zhao Yuan, Ge Ce, Wang Guiyou, Liu Lingfeng, Yin Hang, Sun Weizhi, Wang Xiaolong, Wang Xiaowei, Zhao Zhongxiang, Liu Pingli, He Shuo

Copyright training projects: "Grid Precision Marketing" "Qing Theme" Bank" "Three Quantitative Nuggets" "5A Excellent President" "Job Experience Internalization Project" "Double-cut Marketing" "Teaching the Situation" "Left Circle Right Square? Enterprise Innovation Implementation" "Mobile Efficiency Enhancement TM Project" "Store Long Growth Series Courses" Version 3.0 "Final Finals-

"Millions of Regular Payments" "Micro Loan Fission" "Experience Extraction"

Main business: core business lecturer brokerage, with nearly 600 exclusive lecturers nationwide, covering more than 40 course areas in 23 provinces; business lecturers In business sectors such as training, overseas study tours, training institution president classes, and marketing management software, we always insist on only cooperating with training institutions and resolutely not providing enterprise terminal services!

China Normal University Brokerage, a well-known third-party brand in the training industry