What Does a Principal Lecturer Do?

Mr. Yang Junfeng graduated from the University of Science and Technology of China with a bachelor's degree in management and law, a master's degree in psychology from Peking University, an NLP executive, a formally certified MBTI mentor from the North American Psychological Type Society (APT), and an APT member.

Yang Junfeng

(Chief Lecturer in Management Consulting)

China

Mr. Yang Junfeng has rich experience in teaching, rigorous thinking, clear lines, and through the expressions and the expression of the image, with his passionate and inspiring voice, won the trainees. He is good at combining the daily experience of daily life with the curriculum, and integrating the knowledge of management theory, psychology theory and service theory, which makes the profound theories shallow, easy to understand and master, and inspires the listener's thinking. Listening to Mr. Yang Junfeng's lecture is not only a study, but also an enjoyment.

• Efficient team management ^[2]

  Self-cultivation of managers:

  Starting from the practice of internal skills, to achieve changes from the inside out

  Key tasks of managers (middle management cadres):

  Changing roles and stepping out of the psychological blind zone of inefficient management

  Managerial management skills training:

  Effective management skills, help management actions in place, strong management execution

  Based on three core courses, a number of management quality and management skills courses have been derived. These courses have the same basic concepts. They are all based on psychology as a knowledge background. In addition, improve yourself from concept to skills.

  Based on the standard courses, combined with the actual problems encountered by personnel at all levels of the enterprise, corresponding courses have been designed according to different topics, different industries, different ranks, and different times, hoping to solve the problems faced by the enterprise more comprehensively and with more individuality. .

  The first stage: self-cultivation of outstanding managers

  Starting from internal practice and realizing change from the inside out

  Enterprises need managers with good quality and effective "organizational skills". Not only can they perform their own duties, fulfill their work goals independently, but also have good interpersonal skills and lead the team to complete tasks together.

  Human behavior is often restricted by the habit of influencing the inherent way of thinking. Managers often cause obstacles to interpersonal relationships due to their inadequate cultivation. Therefore, to become an efficient manager, you must consciously modify your behavior. Learn to self-manage, self-restraint, and self-improvement in order to effectively inspire others, influence others, and win the trust of team members.

  This course enables managers to significantly improve their self-management and interpersonal relationship management by changing the inherent thinking and working habits of managers. In terms of self-management, make managers more mature, reduce complaints, cultivate a proactive spirit, be more courageous to face challenges and take responsibility, and change focus to work, focus on goals, and take responsibility for results into working habits; in interpersonal relationships In terms of training managers, they can build a strong sense of customer, be able to stand in the perspective of others, build a lasting and healthy interpersonal relationship, improve work efficiency in an all-round way, and penetrate good work habits into all levels of the team and the entire organization. .

  The second stage: key tasks for managers

  Go out of the blind area of inefficient management and realize the real change of management role

  Managers need to do the right things in their posts-correct behavior is a prerequisite for good results.

  But the reality is that managers are often burdened with trivial matters, making it difficult to do what they should do. Just ask a manager "What are your job responsibilities?" The answer given after thinking is often "planning, motivating, coordinating, organizing, controlling, etc." will always be inseparable, but this is just "knowledge"! In actual work, a large amount of information comes in, resources are limited, and quite challenging tasks are required to be completed in a short period of time, and the subordinates seem to be out of control. Therefore, the managers are too busy to take care of what is really important and should The work done by the!

  In addition, many managers do not have a management background, but have been promoted to management positions by outstanding professional backbones (marketing, research and development, etc.). Often they cannot successfully achieve the change of management role, trapped in specific affairs, and cannot manage in management. Actively and consciously fulfill the core responsibilities and key tasks of managers, leading to inefficient management.

  Through a large number of management games, movie case studies, and management scenario simulations, the trainees can experience and understand the performance of managers not only by what they do, but also by busy and not busy, but by the leaders The level of team performance. To effectively run a team, managers need to complete many tasks, but the most important thing is to complete three key tasks that are closely related to performance: Guide, Enabler, and Housekeeper, and put the The three key tasks of managers are to develop conscious management behaviors and habits, and to get rid of the misunderstanding of inefficient management.

  The third stage: from professional talents to management masters management skills training for middle - level cadres

  Effective management skills, help management actions in place, strong management execution

  Why am I overwhelmed by specific issues every day?

  Why does my subordinate always fail to do his job?

  Why do I always play the role of a firefighter, fighting fires everywhere, and lacking skills?

  Why did I invest so much time and still not achieve the expected performance goals?

  why

  Today's middle-level cadres are under unprecedented pressure. Their superiors want to carry out their tasks in place, their subordinates want to command them properly, and their peers want to cooperate more. When referring to the status quo, many people use "busy, chaotic, tired, and annoying" to describe.

  Many middle-level cadres do not have a management background, but because of their outstanding work, they have been promoted by management backbones to management positions, so they often follow the past work and behavior patterns. For management, they often rely on scattered experiences and feelings, and do not really form a systematic, scientific, practical management skills.

  This course provides a panoramic view of the management of middle-level cadres. It helps middle-level cadres to fully understand the connotation of management, improve their management knowledge and management skills from the inside out, train the correct management actions, emphasize the implementation of management, and thus comprehensively improve their own Management performance

  The companies Mr. Yang Junfeng has trained include China Telecom, China Mobile, China Unicom, China Netcom, Huawei Technologies, ZTE, Shanghai Bell, Fiberhome Communications, Guoren Communications, Guoxin Lucent, Powerway Technology, Henkel Warwick, EMERSON, MICHELIN, PHILIPS , Coca-Cola, OWENS-CORNING, Great Wall Computer, Digital China, Tongzhou Electronics, Superior Digital Technology, Xiefa Medical Technology, Xinyi Technology, Geely Digital, Tencent Technology, Nandi Electronics, Jinlantian Electronics, INVT, A8 Music Group, Shanghai Hitachi, Shenzhen Financial Union, China Merchants Bank, CITIC Bank, Dalian Commodity Exchange, Yongan Futures, Dongfeng Motor Group, Shanghai General Motors, Dongfeng Nissan, SAIC-GM-Wuling, BYD Group, Neptune Group, Jungle Group, Chong Hing Clothing Group, New Oriental Education Group, Daya Bay Nuclear Power, Yangjiang Nuclear Power, Hongyanhe Nuclear Power, Tianhuangping Hydropower, Fuchunjiang Hydropower, Sinopec Guangzhou, CNOOC Research Center, Dapeng LPG, AVIC Real Estate, Fantasia Real Estate, Youdi Real Estate, Shenzhen Hongji Group, Shenzhen Industrial Group, Yan Tiangang Group, Shenzhen Post, Shenzhen Metro, China Merchants Logistics, Debang Logistics, Fengshen Logistics, Zhujiang Logistics, Hangzhou Zhongcui, Jiuxing Printing, Taikang Life Insurance, Yiwu Industrial and Commercial Bureau, etc.

  The content of Baidu Encyclopedia is edited by netizens. If you find your entry is inaccurate or incomplete, you are welcome to use my entry editing service (free of charge) to participate in the correction. Go Now >>