How to Provide Performance Feedback that Rocks!

1. 1
Performance FeedbackPerformance Feedback
and Goal Setting for Salesand Goal Setting for Sales
TeamsTeams
销售团队的绩效反馈及目销售团队的绩效反馈及目
标设定标设定

2. 2
What are your key
challenges in giving
performance feedback and
setting goals for your
team?
你在为团队进行绩效反馈及
目标设定的时候遇到哪些主
要挑战？

3. 3
Elements of Sales Supervisors’
Competencies 销售主管的核心技能
• Overview of Sales Supervisors’ Competencies
回顾销售主管的核心能力
• How to conduct performance reviews and Feedback
如何进行绩效评估与反馈
• Using the seven dimensional thinking to conduct
performance reviews and feedback 使用七维度思考
进行绩效评估与反馈
• Empowering Your Team Using CLEAR Goals 设定
CLEAR 目标以授权于团队
• Goal Setting Exercise 目标设定练习

4. 4
Elements of Sales Supervisors’
Competencies 销售主管的核心技能
• Overview of Sales Supervisors’
Competencies
回顾销售主管的核心能力

5. 5
Competencies of Sales Supervisors
销售主管的核心技能
• Teaching in a structured setting
有系统地教导销售人员
• Joint Calls 陪访客户
• Structured, results oriented management
系统性地管理绩效
• Coordinates sales support process with other
departments 与其他部门协调工作
• Cost Conscious 成本意识
• Take initiative, new ideas 积极主动、创新思维
• Actively seek customer feedback
积极索取客户反馈

6. 6
How would you rate yourself as a Sales
Leader? 如何评估你的销售领导能力？
• Rank the above factors from most to least
important to your job
按照你的工作性质，给以上论点按照重要性顺序
排列
• Choose the most important 3-4 competencies
for the next exercise
选择其中 3-4 项作为下一个活动的要点

7. 7
Competencies of Sales Reps
销售人员的核心技能
• Identifies target customers / qualified prospects
认定目标客户、合格的潜在客户
• Develops comprehensive product knowledge & application
process
能够充分了解产品知识及运用流程
• Closes through passion for the products / services / brand
充满激情地完成销售
• Joint sales calls with customers staff
与客户的员工进行终端客户陪访、演示
• Presentation / Training for customers staff
为客户的员工进行演示或培训
• Structured customer development plan
系统性地开拓客户
• Promotes customers relations by soliciting feedback
积极获取客户反馈以促进客户关系
• Problem solving / solution provider 为客户解决问题
• Communicating effectively internally 有效进行内部沟通
• Focus on quantitive customer / project results and reports
actively 专注于可量化的绩效及报告

8. 8
Elements of Sales Supervisors’
Competencies 销售主管的核心技能
• Competencies of Sales Supervisors
销售主管的核心技能
• How to conduct performance reviews
and Feedback
如何进行绩效评估与反馈

9. 9
Process Issues- 流程问题
1. Should conversation include Money?
“ ”谈话是否应当包括 金钱 ？
2. Should conversation include Goals?
“ ”谈话是否应当包括 目标 ？
3. Should we conduct Self-Appraisals?
“ ”我们是否应当进行 自我评价 ？
4. In what order should we conduct our
conversations?
我们进行谈话时应当依据什么顺序？

10. 10
Talking About Money & Goals
有关金钱和目标的对话
• Your organization‘s process drives the correct
answer 你的公司流程可以促成正确答案
• Ideally, money conversations & goal conversations
are separate from performance appraisal
conversations
理想情况是，金钱谈话和目标谈话与绩效考核谈话是
分开进行的
‒ Yes, that means 3 separate conversations
所以， 意味着这 3 次 独单 谈话

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• Get money out of the way before you discuss
performance
在你谈论绩效之前，请把金钱撇到一边
• Save goal-setting until the end of the conversation
• 讨论结束后再进行目标设定
• Remember: Performance is totally within the
employee’s control. Money and goals can both be
impacted by the outside world.
请记住：绩效完全是由员工控制的。金钱和目标均
可能受到外部因素的影响。
Talking About Money & Goals
有关金钱和目标的对话

12. 12
What About Self-Appraisals?
自我评价如何？
• Your company determines the
correct approach
你 的 公 司 确 立 正 确 策 略
• Self-appraisals do work
自我评价发挥作用

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• “Proudest Moments” List-“ 最自豪时刻”清单
— Ask for list of their proudest moments from the
past year (do not ask for biggest failures)
向他们征询过去一年“最自豪时刻”清单（不询问最
大的失败）
— Avoids embarrassing omissions by Manager
避免谈及经理令人尴尬的疏忽行为
— Signals the likely “emotional tone” of the meeting
传达会议可能的“基调”
What About Self-Appraisals?
自我评价如何？

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How to Count Self-Appraisals
如何看待自我评价
• Write your evaluation first…
首 先 撰 写 你 的 评 价 …
… then look at the employee’s self-appraisal
… 然后看相关员工的自我评价
• Make sure you have your own information with
which to evaluate the employee’s performance
确保你自己掌握可用来评估员工绩效的相关信息
• Use their self-appraisal to fill-in holes, but not to
replace your review
利用员工的自我评价来查漏补缺，但不能替代你的
总结

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What’s the Correct Order?
正确顺序是怎样的？
• Start with high performers…
首 先 从 绩 效 优 秀 的 人 员 开 始 …
… then middle performers
… 然 后 是 绩 效 中 等 的 人 员
… then low performers.
再者是绩效不佳的人员
• Builds your momentum
建立势头

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• Protects your high and middle performers
from “toxicity” emanating from low performers
保护绩效优秀和良好的人免遭绩效不佳人员的
“攻击”
• “Soften-up” and prepare low performers
before you have your conversation
在谈话之前，“软化”和准备面对绩效不佳人员
What’s the Correct Order?
正 序是怎 的？确顺 样

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Core Content: Objectivity
核心内容：客观性
• Objective means: Verifiable & Observable
It does NOT mean just Quantifiable
客 观 性 意 味 着 ： 可 以 验 证 和 观 察
它不意味着仅可量化
• Attitude can measured by verifying and
observing behaviors (verbal language,
body language, etc.)
态度的评测可以通过验证和观察行为（口头
语言、体态语言等）

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• Great organizations like Southwest, Ritz-
Carlton, Commerce Bank regularly assess
attitudinal issues
像 Southwest 、 Ritz-Carlton 、 Commerce
Bank 等大机构定期评估态度问题
• Too many managers mistakenly avoid tackling
attitudinal issues because their definition of
objective is distorted
很多经理会错误地避免考虑“态度”问题，这是因
为他们曲解了“客观”这一定义。
Core Content: Objectivity
核心内容：客 性观

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Core Content: Specificity
核心内容：特异性
• Have details ready to use when giving
feedback
当 提 供 意 见 时 ， 应 当 准 备 好 详 细 信 息
• Avoid the use of absolutes
避免使用绝对化措辞
‒ Never, Always, etc.
‒ 从不、总是等

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• Managers are at extra risk of using “absolutes”
when…
经理在如下情况下，使用“绝对化措辞”是极其危险的
…
• Using boilerplate comments (or phrase books, etc.)
使用标准化评语（或惯用语等）
• Managers get angry during conversations with low
performers and difficult personalities
经理与绩效不佳的人以及“有个性”的人谈话时发怒
Core Content: Specificity
核心内容：特 性异

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Core Content: Candor
核心内容：坦诚
• The truth is the truth…
真 理 就 是 真 理 …
Don’t fudge or inflate the scores and
commentary
不 要 捏 造 或 夸 大 得 分 和 评 价
• You only control Your Message…
你 仅 能 控 制 你 的 信 息 …
… you cannot control Their Reaction
… 你不能控制他们的反应

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Core Content: Emotions
核心内容：情绪
• Conduct meetings when your emotional
reserves are sufficient
当 你 情 绪 饱 满 时 ， 召 开 会 议
• H.A.L.T. Approach H.A.L.T. 策 略
— — Hungry 饥 饿
— — Angry 愤 怒
— — Lonely 孤 独
—— Tired 疲劳

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High & Middle Conversations
优秀和中等业绩谈话
• This should be a motivating conversation
这应当是一次激励性谈话
• The risk is turning this into a conversation
to be dreaded and feared
风险就是使谈话变得令人恐惧和害怕
• Step 1: Common Courtesy
步骤 1 ：普通的礼貌
• Offer a drink 提供饮料
• Thank them for coming in
感谢他们的到来
• Etc. 等等

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• Step 2: Acknowledge the Awkwardness
步骤 2 ：承认尴尬
• Disarms them 使他们放松情绪
• Acknowledges the obvious 承认显而易见的事实
High & Middle Conversations
秀和中等优 业绩谈话
Sample Script( 参考例句 ):
“I know these conversations can be awkward, and that
can make us rush through them. But this is an important
conversation. So let’s take our time, set the awkwardness
aside and really give this conversation its due.”
“ 我知道 类 可能令人 ，同 也使我 感到 促。这 谈话 尴尬 时 们 仓
但 是一次重要 。那我 抓 ，消除 ， 入这 谈话 们 紧时间 尴尬 进 谈话
正 。”题

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• Step 3: Describe the Purpose
步骤 3 ：阐明目标
‒ Use your company’s purpose. If you don’t have
one…
使用你公司的目标。如果没有的话…
‒ Sample Script （ 参 考 例 句 ） :
“The purpose of our meeting is to Review
where we’ve been, Make any course
corrections and Work together to best leverage
your talents.”
“ 我们会面的宗旨是总结我们的过往工作，修
正工作方向，齐心协力，充分发挥你的聪明才
”智。
High & Middle Conversations
秀和中等优 业绩谈话

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• Step 4: Say “Thank You”
步骤 4 ：致谢
‒ Lowers their guard and opens them up
消除其戒备心理，使他们敞开心扉
‒ Sample Script （ 参 考 例 句 ） :
“Before we progress too much further, I just want
to say thank you for the job you do. I probably
don’t say it often enough, but thank you.”
“ 在我们深入交谈之前，我首先要感谢你的工作。
虽然我也许没有经常表达我的谢意，但我还是要真
”诚表示感谢。
High & Middle Conversations
秀和中等优 业绩谈话

27. 27
• Step 5: Get Specific
步骤 5 ：具体化
‒ Pull 1-3 items from your performance appraisal
specifics and add that to your “thank you”
从你的绩效考核具体细节中选取 1-3 条，加深你
的“谢意”
‒ Sample Script （ 参 考 例 句 ） :
“Specifically, thank you for…“
“ 具 体 说 来 ， 感 谢 你 … ”
Specific #1 具 体 细 节 1
Specific #2 具体细节 2
‒ Effective praise consists of thanking the recipient
for the specific behaviors you want to see
repeated
富有成效的赞美包括感谢对方不断做出你希望看
到的具体行为
High & Middle Conversations
秀和中等优 业绩谈话

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Positive Reinforcement
正面强化
“Great job on that report” “ 报告做的很棒”
vs.
“The way you got that report done ahead of
schedule means a lot to me and the customer
and the extra data analyses were really
creative.”
“ 你提前完成报告对我意义重大，客户及附加
数据分析确实颇具新意。

29. “Thanks for the feedback” “ 谢谢你的意见”
vs.
“When you pointed out how the client would like those extra
data analyses, that really turned the presentation. And the fact
that you offered that insight a full week before the presentation
made sure we could do justice to it. Thank you again.”
“ 当你指出客户要求这些附加数据分析时，它
们实际上改变了报告内容。你提前整整一周向
我们提出该意见确保我们可以对报告做出适当
处理。再次深表感谢。”
Positive Reinforcement
正面 化强

30. 30
• They will repay your “thanks” and
compliments with increased critical self-
awareness and lowered defensiveness
他们将通过增强重要的自我意识和降低
“ ”防御心理，来回报你的 感谢 和赞赏。
High & Middle Conversations
秀和中等优 业绩谈话

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• Step 6: Turn the Conversation Over to Them
步骤 6 ：将谈话主导权转给他们
– Put the onus back on them and encourage their
responsibility
把球 他 ，鼓励他踢给 们 们讲话
– Help them evaluate their performance more honestly
帮助他 更加坦 地 价其 效们 诚 评 绩
– Sample Script （参考例句） :
“Before I get too far along, I’d like to hear from you. Why
don’t you tell me how you thought this year went…”
“ 在我侃侃而 之前，我希望 听你 一 。你何不 你谈 倾 讲 讲 谈谈
一年的情况如何…认为这 ”
High & Middle Conversations
秀和中等优 业绩谈话

32. 32
What about constructive feedback?
建设性意见如何？
I.D.E.A.L.S.
•Step 1: Invite them to partner
邀请他们携手合作
•Step 2: Disarm yourself 缓和你的个人情绪
•Step 3: Eliminate blame 消除责备
•Step 4: Affirm their choices 肯定他们的选择
•Step 5: List corrective feedback 列述正确意见
•Step 6: Synchronize your understanding
使你的认识同步

33. 33
Invite them to partner
邀请他们携手合作
• Would you be willing to have a conversation
with me about _______________________
你是否愿意和我谈 _________________ 的相关事宜
‒ Keep third-person 保持第三人称
‒ Avoid the word “you” 避免使用“你”
‒ Avoid any attacks or judgments
避免任何攻击性或判断性措辞
‒ Would you be willing to have a conversation with
me about why you’re such an idiot?
你是否愿意和我谈谈你为什么这么傻啊？

34. 34
Disarm yourself
缓和个人情绪
• I’d like to just review the situation to make sure
I’m on the same page as you.
我希望回顾一下相关情况，以确保你我观点相同。
‒ You’re taking responsibility for getting on the
same page as them and truly understanding
their perspective
– 你有责任和他们的观点达成一致并真正理解他们的
观点
‒ You’re not blaming them for not being on the
same page as you
– 你不会因其与你的观点相左而责备他们

35. 35
Eliminate blame
消除责备
• And if we have different perspectives, we can
discuss those and develop a plan for moving
forward.
如果我们的观点不同，我们可以对其探讨并制定携手同
行的计划。
‒ You’re not presuming there's a fight coming
你没有主观臆测将发生争执
‒ You’re not presuming that they’re going to be
wrong
你没有主观臆测他们将犯错误
‒ You’re telling them that you’re not going to attack
them for being wrong
你告诉他们你不会因其错误而攻击他们
‒ It’s a blame-free way of saying “we see things
differently”
“ ”零责备的说话方式就是 我们对事物的看法不同

36. 36
Affirm their choices
肯定他们的选择
• Does that sound ok?
这是否听来不错？
‒ You’re testing to make sure they’re feeling
ok and that their walls are still down
你进尝试确保他们感觉不错且无戒备
‒ You’re giving them some control and thus
easing their anxiety
你给他们少许控制，从而缓解其焦虑

37. 37
List corrective feedback
列述正确意见
• In last week’s client meeting you made 2 comments
to which the client reacted anxiously and 1 to which
he reacted angrily. Specifically, the comments were
“XXXXX”.
在上周的客户会面中，你的 2 条评价令客户感到很焦
虑， 1 条评价令客户感到很生气。具体说来，这些评
“价包括 XXXXX” 。
‒ You’re keeping the facts Candid, Objective, Specific,
Timely, Unemotional, Independent, Blame-free
你陈述的事实公正、客观、具体、及时、冷静、独立且无
责备
• Here’s why I think he reacted that way…
下面是我认为他为何做出如此反应的原因…

38. 38
Synchronize your understanding
使你的认知同步
• Tell me how you think we can work
together to build on this and make
things even more effective next time
请告诉我你认为我们如何在下次在此基础上
携手合作使结果更富成效。

39. 39
I.D.E.A.L.S.
• Step 1: Invite them to partner
步骤 1 ：邀请他们携手合作
‒ Would you be willing to have a conversation with me
about ______
– 你是否愿意和我谈谈 _______________________ 的相
关事宜
• Step 2: Disarm yourself
步骤 2 ：缓和个人情绪
‒ I’d like to just review the situation to make sure I’m on
the same page as you.
– 我希望回顾一下相关情况，以确保你我观点相同。
• Step 3: Eliminate blame
步骤 3 ：消除责备
‒ And if we have different perspectives, we can discuss
those and develop a plan for moving forward.
如果我们的观点不同，我们可以对其探讨并制定携手同行
的计划。

40. 40
I.D.E.A.L.S.
• Step 4: Affirm their choices
步骤 4 ：肯定他 的们 选择
‒ Does that sound ok? I can talk now or if necessary I have
time later today?
是否听来不 ？我可以 在探 ，或者如果必要，我今天这 错 现 讨
稍晚找 是否可以？时间
• Step 5: List corrective feedback
步骤 5 ：列述正 意确 见
‒ In last week’s client meeting you made 2 comments to
which the client reacted anxiously and 1 to which he
reacted angrily. Specifically…
在上周的客 会面中，你的户 2 条 价令客 感到很焦 ，评 户 虑 1
条 价令客 感到很生气。具体 来评 户 说 ...
• Step 6: Synchronize your understanding
步骤 6 ：使你的 同步认识
‒ Tell me how you think we can work together to build on
this and make things even more effective next time”
告 我你 我 下次如何在此基 上携手合作使 果更请 诉 认为 们 础 结
富成效。

41. 41
Low Performer Conversations
与 不佳人 的业绩 员 谈话
0% ATTITUDE 态度 100%
0%SKILLS技能100%
Talented
Terror
有才 的华
之人讨厌
Low
Performer
Bless Their
Hearts
Middle
Performer
High
Performer
秀 人优 业绩 员
效不佳人绩 员 由衷地祝福

42. 42
5 Conversations to Avoid
需要避免的 5 种谈话
1. Attacking 攻击
2. Disintegrating 分裂
3. Shirking 卸责
4. Soft-Pedaling 淡化
5. Compliment Sandwich
三明治式的恭维

43. 43
• Skip small talk and jump right in…
跳过寒暄，直接切题…
‒ Sample Script （参考例句） :
• “We need to discuss your performance and
the news isn’t good.”
”我们需要讨论下你的绩效，消息不太妙。
• “Right now your performance is unacceptably
low”
“ 你目前的绩效不佳，令人难以接受”
Low Performer Conversations
与 不佳人 的业绩 员 谈话

44. 44
• Sample Script （参考例句） :
• 3. “I believe you can elevate your
performance, IF you’re willing to make the
choice to do so.”
“ 我相信你可以改善你的业绩，条件 是你愿意这样做”
• 4. “Let’s now talk about some of the
specifics…”
“ 我们现在谈谈一些具体细节…”
Low Performer Conversations
与 不佳人 的业绩 员 谈话

45. 45
When Low Performers Disagree
Say “Tell me more about that…”
Listen to their response
Repeat their words: “Let me make sure
I got this. I heard you say… Is that
right?”
Say “ I appreciate your honesty. I
actually see things differently. Let me
give you some examples…”
Listen to their response
Got it
right?
YES
“Let me try again…
I heard you say… Is
that right?”
Listen to their
response
NO

46. 46
当业绩不佳的人员不同意时
说 “ …我愿闻其详 ”
倾听他们的反应
重复他们的话：“让我确保我明白其
意思。我听到你说 ... ”对吗？
说“ 我欣赏你的诚实。我实际上有不
…同意见。让我给你举些例子 ”
倾听他们的反应
明白了
吗？
是的
“ …让我再说一遍
…我听到你说 对
”吗？
倾听他们的反应
不是

47. 47
• Scenario 1( 情景 1) ：
• “It seems like you’re having a tough time
dealing with this. This is a tough topic. Would
you like 5 minutes to compose yourself?”
“ 看起来你在该方面困难重重。这是一个棘手话
题。你是否愿意花 5 分钟时间使自己冷静下
”来？
• Scenario 2:End the meeting.
情景 2 ：结束会面
• “It’s clear to me you can’t continue. We’ll
continue this meeting at another time. And I’ll
be asking a member from HR to join us.”
“ 我明白你不能继续谈话了。我们另择时间再继
续会面吧。我将邀请人力资源部成员加入我们
”的会面。
Low Performer Conversations
与 不佳人 的业绩 员 谈话

48. 48
Low Performer Conversations
与业绩不佳人员的谈话
• What about extenuating circumstances?
情有可原的情况是？
• The score is pure and must be kept truthful
得分不能掺假，必须保持真实
• Commentary can be used to context specific
situations and/or extenuating circumstances
评论可以用作特定情形和 / 或情有可原情况的
背景
• If it’s consistent with your policies, let
employees add commentary
如果它符合你的政策规定，让员工添加评论

49. 49
Elements of Sales Supervisors’
Competencies 销售主管的核心技能
• Overview of Sales Supervisors’ Competencies
回顾销售主管的核心能力
• How to conduct performance reviews and Feedback
如何进行绩效评估与反馈
• Using the seven dimensional thinking to conduct
performance reviews and feedback 使用七维度思考
进行绩效评估与反馈

50. 50
Using the Seven Dimensional Thinking in
Sales Coaching
用 7 维度思维做销售辅导
1. Establish a common objective or goal
设立共同目标
2. Present the facts
呈现事实
3. Look for the positives
看到对方的优点
4. Address mutual concerns
致力于共同关心的问题
5. Seek innovative, win-win solutions
找出创新的、双赢的解决方法
6. Empathise each other’s feelings
理解彼此的感受
7. Mapping the next steps
筹划下一步

51. 51
Establish a common objective or goal
设立共同目标
• Defines common purpose and
objectives 拟定共同目标
• Seek for common ground
找寻共识
• Sets the agenda 拟定议程

52. 52
Present the facts
呈现事实
• Information we know 已知信息
• Information we would like to know
or missing 未知并想知的信息

53. 53
Look for the positives
看到对方的优点
• Give recoginition when it's due
给于对方肯定
• Show gratitude 表示感激
• Look to the future 展望未来

54. 54
Address mutual concerns
致力于共同关心的问题
• Raise and address negative
consequences, potential risks and
downsides
提出负面后果、潜在风险以及缺点
• Seek to resolve problems, rather
than to just state the problems
保持积极向解决问题的心态，而非
仅仅提出问题

55. 55
Seek innovative, win-win solutions
找出创新的、双赢的解决方法
• Seeks alternatives and possibilities
探索不同的可能性
• Can be creative
可以是富有创意的
• Be bold 可以大胆尝试

56. 56
Empathise each other’s feelings
理解彼此的感受
• Permission to express feelings
允许表达感受
• Represents feelings right now
提出你目前的感受
• Keep it short 简短
• A key ingredient to moving forward
做下一步推行的重要元素

57. 57
Mapping the next steps
筹划下一步
• Summarizes and concludes
作总结
• Deciding the next steps
拟定下一步
• Ensures that the commitments are
observed 确保双方遵守承诺

58. 58
Role Play with Real Performance
Reports
真实绩效评估演练

59. 59
Interpreting Your Performance
Reports 译释你的绩效报告
• What are the facts?
有哪些事实？
• What are the specific positives? 有哪方
面具体是利好的？
• What are the specific negatives? 有哪
方面具体是不利的？
• What is our next course of action?
我们下一步该怎么做？

60. 60
Elements of Sales Supervisors’
Competencies 销售主管的核心技能
• Overview of Sales Supervisors’ Competencies
回顾销售主管的核心能力
• How to conduct performance reviews and Feedback
如何进行绩效评估与反馈
• Using the seven dimensional thinking to conduct
performance reviews and feedback 使用七维度思考
进行绩效评估与反馈
• Empowering Your Team Using CLEAR Goals 设定
CLEAR 目标以授权于团队

61. 61
CLEAR Goals
CLEAR 目标
• Challenging 有挑战的
• Limited by Time 有时限的
• End Objective
最终目标、预期结果
• Agreed Upon/ Animated 得共获 识
、 同认 / 性的戏剧
• Required 必须的
61

62. 62
As Projects progress different Team Roles are
required 项目进程中，团队角色的不同需求
Ideas 点子
Plans
计划
Contacts
联系
Organization
组织
Follow through
跟进完成
Identify goals
确定目标
Shaper 鞭策
者
Co-ordinator
协调者
Plant 智多星
Resource
Investigator
外交家
Monitor Evaluator
审议员
Specialist
专业师
Resource
Investigator
外交家
Teamworker
凝聚者
Implementer
执行者
Co-ordinator
协调者
Completer
Finisher
完成者
Implementer
执行者

63. 63
Elements of Sales Supervisors’
Competencies 销售主管的核心技能
• Overview of Sales Supervisors’ Competencies
回顾销售主管的核心能力
• How to conduct performance reviews and Feedback
如何进行绩效评估与反馈
• Using the seven dimensional thinking to conduct
performance reviews and feedback 使用七维度思考
进行绩效评估与反馈
• Empowering Your Team Using CLEAR Goals 设定
CLEAR 目标以授权于团队
• Goal Setting Exercise 目标设定练习

64. Goal Setting Exercise 目标设定练习
• Think of a Goal that you would like to achieve
with your team
设想一个你要跟自己团队共同取得的目标
– What is the End Objective?
最终目的是什么？
– Why is it Required?
为什么我们必须达到？
– How to make it Challenging
如何增加其挑战性？
– When must you achieve it?
什么时候必须完成？
– How can you get buy in to Agree-Upon
如何获得共识？
– What are the Animated Steps to achieve it?
需要什么生动的步骤？ 64

65. 65
Action Planning 行动计划

66. 66
What Next?
下一步该怎么做？
• What should I do more of?
我 方面 多做一些？们哪 应该
• What should I do less of?
我 方面 少做一些？们哪 应该
• What should I start doing?
我 始做什么？们该开
• What should I stop doing?
我 停止什么？们该
• What shall be my action steps now?
我的行 将是什么？动计划

67. 67
Q&A
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