如何充分激发员工的潜能由刀豆文库小编整理，希望给你工作、学习、生活带来方便，猜你可能喜欢“激发员工的潜能”。
如何充分激发员工的潜能
督导过度或督导不足——即给予员工过多或过少的指导——都将对员工发展造成不良影响。因此非常重要的一点就是要根据员工的发展阶段，运用匹配、恰当的领导力。这种匹配领导力策略就是情境领导®模型的核心内容。该模型是由肯•布兰佳和保罗•荷塞于1968年在美国俄亥俄州大学开发的。情境领导®II作为该模型的改良版本，主要关注如何有效地管理和激励员工，它开启了领导者与其所支持和管理的员工之间的沟通，让他们建立起伙伴关系。
情境领导®II模型
情境领导®II（SLII®）模型的基础信念是领导者应该根据员工的不同发展阶段来调整自己的领导型态。情境领导®II模型中有四种员工发展阶段：热情的初学者、憧憬幻灭的学习者、能干但谨慎的表现者、独立自主的完成者。
你还记得第一次学骑自行车的情形吗？你很兴奋，晚上都睡不着觉，而其实你却一点也不清楚该怎么骑自行车。那时，你是一名热情的初学者，需要指导。
还记得第一次从自行车上摔下来的情形吗？当你从地上爬起来时，你也许在想自己为什么当初会想要学骑自行车，你也许开始疑惑自己究竟能不能学会。这时你成为憧憬幻灭的学习者，需要教练。
在父亲的指导和鼓励下，你慢慢地学会骑自行车了。然而第一次父亲不在你身边加油支持，你独自骑车出去转转的时候，还是会感到害怕，没有信心。这时，你是能干但谨慎的表现者，需要支持。
最终，自行车成为你的一部分，你能够驾轻就熟。这时，你是独立自主的完成者，你的父母就可以放手（授权）让你自己驾骑自行车了。
根据员工发展阶段使用恰当领导型态
假设你最近聘用了一名22岁的销售员。除了销售以外，一名有效的销售员还应具备三项关键职责：服务、行政和团队贡献。
这名新人因为曾经从事过酒店业，所以服务经验是足够的。他曾经是兄弟互助会的管帐人，还是大学足球队的队长，因此看上去他在行政管理和团队贡献方面也是有一定经验的。于是，你对他进行的培训重点将落在销售业务方面，而他在该方面可谓一名热情的初学者。
在销售这个领域，他很热情地渴望学习，却不具备足够的能力。因为他对于成为一名成功的销售人员的意愿很强烈，他既好奇又期待，既乐观又兴奋，所以在这个阶段，应该采取指令式的领导型态。你应该传授给这名新人详细的销售流程，从打客户电话到与客户签单。你要手把手地教他怎样打电话给客户，让他知道销售工作应该进行，怎样才是成功地完成工作。然后，你要为他制定一份发展计划，指导
他一步一步地成长为一名销售人员。
换句话讲，你不仅要出题，而且要帮助他寻找答案。你要对他进行详尽地指导，时刻关注他的销售表现，计划并为他列出实现工作目标的优先任务。传授并展示给他看有经验的销售人员是怎样做的——让他在低风险的销售情境中进行练习——这才是适合于热情初学者的恰当的领导型态。
憧憬幻灭的学习者需要教练式领导型态
现在，假设这名新人已经经过几周的销售培训了。他懂得基本的销售技巧，但是却发现这份工作比自己原先想象的要难得多。你观察到他情绪开始低落，时常唉声叹气。虽然比起先前初学的状态，现在的他掌握更多的销售技巧，能力有所上升，但是他却变得消极低落，工作意愿下降。这时的他是一名憧憬幻灭的学习者。
现在所需要是教练式的领导型态，高指导和高支持。你继续指导和关注他的销售表现，同时你要跟他进行双向对话，不断对他提出建议，不断听取他的问题和建议。你还要给他很多表扬和支持，因为你需要帮他建立起自信心，帮他重拾工作意愿，鼓励他的工作动力。虽然你听取他的建议，但是最终的决定还是应由你来做，因为现在他的工作面对着真实的客户。
能干但谨慎的表现者需要支持式的领导型态
几个月飞逝而过。现在这名年轻人已经掌握了销售人员的日常工作职责，而且具备了销售技巧。然而，他依旧对能否在缺少你或其他同事帮助的条件下，独立自主地完成销售任务感到信心不足。虽然你知道他已经具备了足够的能力，但是他自己却不肯定。他掌握了销售流程，和客户的合作也令人满意，可是他对于自己独立完成任务依旧犹犹豫豫。他不太相信自己的能力。这个阶段，他已经成为能干却谨慎的表现者，销售工作意愿时高时低。
这时需要采用支持式的领导型态。由于你的这名下属已经了解足够的销售技巧，所以你不要对他进行太多的指导，他所需要的是你的支持，鼓励他，帮他树立足够的信心。现在的你应该站在他的背后，倾听他的想法和建议，支持他与客户及其他员工进行交流。你要多鼓励和多表扬，而要少指导。这种支持式领导型态讲究是双向合作，反馈对于你们两人之间的沟通很重要。你应该通过提问，帮他拓宽思路，鼓励他勇敢向前走，帮他实现销售目标。
独立自主的完成者需要授权式的领导型态
随着时间的流逝，曾经的新人变成了团队中的骨干成员。他不仅掌握了销售技巧，而且也成功挑战了高难度客户。他能预见问题并解决。他在自己的销售领域内因成功而充满信心。他不但自己工作出色，而且能够激励到团队的其他成员。到这个阶段，他已经在销售工作领域成为独立自主的完成者。你能够依靠他完成销售目标。
当员工处在这个发展阶段时，应该采取授权式的领导型态。你应该将日常决策
制定及解决问题的职责交给他自己负责，让他自主掌控自己的工作。你作为领导的职责就是授予他足够的权利，允许并信任他独立自主地完成工作。你所要做的是认可他的出色表现，当他需要时给予适当资源支持来帮他实现销售目标。在这个阶段上，很重要的一点是激励这名优秀的销售人员，让他继续强化销售能力，不断挑战更高的目标。
现在开始
领导者若要与下属进行开放的沟通，发展自尊，那么依据情境进行领导是一种全面且实用的方法。现在开始，在整个组织内，教经理们如何诊断员工或团队的发展阶段，如何使用恰当的领导型态要适应员工和情境的需要。这将迅速发展员工的工作能力，增强工作意愿，并且留住优秀的员工。
Bringing out the best in others
Over-supervising or under-supervising —that is, giving people too much or too little
direction—has a negative impact on people's development.That's why it's so important to match leadership style to development level.This matching strategy is the eence of
Situational Leadership®, a leadership model originally created by Ken Blanchard and Paul Hersey at Ohio University in 1968.The
revised model, Situational Leadership® II, has endured as an effective approach to managing and motivating people because it opens up communication and fosters a partnership between the leader and the
people that the leader supports and depends upon.expected.You notice that his step has lost a little of its spring, and he's looking a bit
discouraged at times.While he knows more about sales than he did as a beginner and has flashes of real competence, he's sometimes overwhelmed and frustrated, which has put a damper on his commitment.A person at this stage is a Disillusioned Learner.What's needed now is a Coaching leadership style, which is high on direction and support.You continue to direct and closely monitor his sales efforts, but you now engage in more two-way conversations, going back and forth between your advice and his questions and suggestions.You also provide a lot of praise and support at this stage, because you want to build his confidence, restore his commitment, and encourage his initiative.While you
consider your salesperson's input, you are the one who makes the final decisions, since he is learning on actual clients.The Situational Leadership®II Model
Situational Leadership®II(SLII®)is based on the beliefs that you should tailor
leadership style to the situation.There are four basic development levels in the Situational Leadership®II Model:
Enthusiastic Beginner, Disillusioned Learner, Capable but Cautious Performer, and Self-Reliant Achiever.Can you remember when you first started to learn to ride a bicycle? You were so excited sometimes that you couldn't even sleep at night, even though you didn't have a clue how to actually ride a bike.You were a claic Enthusiastic Beginner who needed
Capable but Cautious Performers Need a Supporting Style
Fast forward a couple of months.Now the young man you hired knows the day-to-day responsibilities of his sales position and has acquired some good sales skills.Yet he still has some self-doubt and questions whether he can sell well on his own, without your help or the support of other colleagues.While you say he's competent and knows what he's doing, he is not so sure.He has a good grasp of the sales proce and is working well with clients,direction.Remember the first time you took a fall on your bike? As you were picking yourself up off the pavement, you might have wondered why you decided to learn to ride in the first place and whether you would ever really master it.Now you had reached the
Disillusioned Learner stage, and you needed coaching.Once you were able to ride your bike with your dad cheering you on, that confidence probably became shaky the first time you decided to take your bike out for a spin without your cheerleader and supporter close at hand.At this point, you were a Capable but Cautious Performer in need of support.Finally, you reached the stage where your bicycle seemed to be a part of you.You could ride it without even thinking about it.You were truly a Self-Reliant Achiever, and your parents could delegate to you the job of having fun on your bike.but he's hesitant to be out there completely on his own.He may become self-critical or even reluctant to trust his own instincts.At this
stage, he is a Capable but Cautious Performer whose commitment to selling fluctuates from excitement to insecurity.This is when a Supporting leadership style is called for.Since your direct report has learned his selling skills well, he needs little direction but lots of support from you to encourage his wavering confidence.Now is the time to stand behind his efforts, listen to his concerns and suggestions, and be there to support his
interactions not only with clients, but also with others on your staff.You encourage and
praise, but rarely do you direct his efforts.The supporting style is more collaborative;feedback is now a give-and-take proce between the two of you.You help him reach his own sales solutions by asking questions that expand his thinking and encourage risk taking.Self-Reliant Achievers Need a Delegating Style
As time paes, your former new salesperson becomes a key player on your team.Not only has he mastered sales tasks and skills, but he's also taken on challenging clients and has been succeful with them.He anticipates problems and is ready with solutions.He is justifiably confident because of his succe in managing his own sales area.Not only is he able to work on his own, but he is also able to inspire others.At this stage, he is a Self-Reliant Achiever in the sales part of his job.You can count on him to hit his sales goals.For a person at this level of development, a Delegating leadership style is best.In this situation, it is appropriate to turn over
responsibility for day-to-day decision making and problem solving to him by letting him run his own territory.Your job now is to empower him by allowing and trusting him to act independently.What you need to do is
acknowledge his excellent performance and provide the appropriate resources he requires to carry out his sales duties.It's important at this stage to challenge your high performing salesperson to continue to grow in his sales ability and cheer him on to even higher levels
Matching Leadership Style to Development Level
Suppose you have recently hired a 22-year-old salesperson.There are three key responsibilities required of an effective salesperson besides selling: service, administration, and team contribution.Having worked in the hotel industry during the summer, your new salesperson seems to have good experience in service.Since he was the treasurer of his fraternity and
captain of his college soccer team, it looks like he also has some experience in
administration and team contribution.As a result, your initial training focus with him will be in the sales part of his job, where he is an Enthusiastic Beginner.In this area, he is enthusiastic and ready to learn, despite his lack of skills.Because of his high commitment to becoming a good salesperson, he is curious, hopeful,optimistic, and excited.In this area of his job, a Directing leadership style is
appropriate.You teach your new hire everything about the sales proce, from making a sales call to closing the sale.You take him on sales calls with you so that you can show him how the sales proce works and what a good job looks like.Then, you lay out a step-by-step plan for his self-development as a salesperson.In other words, you not only pa out the test, but you also are involved in teaching him the answers.You provide specific direction and closely supervise his sales performance, planning and prioritizing what has to be accomplished for him to be
succeful.Teaching and showing him what experienced salespeople do—and letting him practice in low-risk sales situations—is the appropriate approach for this Enthusiastic Beginner.Disillusioned Learners Need a Coaching Style
Now, suppose that your new hire has a few weeks of sales training under his belt.He understands the basics of selling but is finding it harder to master than he
of sales.Getting Started as an Organization
Leaders looking for a comprehensive and practical method of creating open
communication and developing self-reliance among managers and direct reports should strongly consider adopting a situational
approach.Get your organization started on this path by teaching the managers in your company how to diagnose the needs of an individual or a team and then how to use the appropriate leadership style to respond to the needs of the person and the situation.The result is an organization where employee competence is developed, commitment is
gained, and talented individuals are retained.
