麦肯锡团队管理法 McKinsey Team Management Method
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麦肯锡团队管理法 McKinsey Team Management Method
Description
"新时代的管理者要细致甚至细腻地跟踪各个工作环节和细节，本书与众不同的地方在于，可以马上应用于实践，效果立竿见影。
赤羽先生分享了自己从麦肯锡学到并使用多年的10个管理工具，比如输出设想法、零基础思考法、假定思考法、A4纸记录法、矩阵模型、逻辑树等。这些工具有的你可能早就知道，但关键在活学活用。为此赤羽先生从自己多年的咨询经验中总结出"带团队"的40个关键点。
员工工作中存在的问题：受挫时、消极抵抗时、成果不佳时、不能领会意图时、反复指导无法改观时......你会怎么办？赤羽先生认为：管理者不能坐等员工克服困难，而是要告诉员工自己遇到问题时该如何处理，目的是让员工尽快成长，独当一面，最终提升团队战斗力。
只有成功的体验才能提升员工自信心和工作的干劲。从失败教训中总结经验是鬼扯。不让员工有挫败感，带领和陪伴员工达成目标正是领导的责任。让员工越干越有劲，越干越投入是领导的魅力和智慧。
本书适合管理者和以管理者为目标的员工，也可作为公司内部培训用书。
内容简介
在职场中，作为领导，想必诸位时常苦恼于自己团队成员的职场战斗力。不能紧随自己的步伐、不能创造佳绩、工作迟到懈怠、同样的事务几番提点后仍不能修正、情绪消极抵抗等，领导往往在如何与自己的职员相处这一点上一筹莫展。在真实的职场生活中，很多时候传统的管理方法并不适用。强调领导权威、让员工独立思考解决方法、偶尔对职员进行严厉的斥责等，这些管理方法显然已经无法应对如今的职场生态。在全体员工都做同样的工作以创成功的时代，上述管理方法或许有所助益，但在如今这样一个需要每一位员工都最大限度地发挥自身能力与特点从而以团队的方式推动企业不断向前发展的时代，领导不可欠缺的管理方法是细致甚至细腻地跟踪各个工作环节和细节。
正如本书中所介绍的，当员工在制作资料的过程中受挫时，领导不应坐等员工独自克服困难，而是应该用实际的行动告诉员工如果自己遇到同样的问题会如何去处理。一边为员工做好正确处理问题的示范，一边推进工作，才能让员工早日在工作中独当一面，实现个人的成长。
本书围绕如何以提高部门的业绩为中心，同时让员工最快速、高效地提升职场战斗力的主题展开论述，并辅以生动的图示进行深入解析。领导要创造佳绩的最佳方式，就是恰如其分地让每一名员工都创造出业绩。要一步步实现这一目标并不困难，本书详细介绍了马上即可实践的具体方法。
被誉为"世界第一"的麦肯锡咨询公司善于解决问题。该公司汇聚了10000多名来自全世界的优秀人才，赤羽先生就是其中卓越的代表。他认为：新时代的管理者要细致甚至细腻地跟踪各个工作环节和细节，带领和陪伴员工实现目标，进而创造佳绩。
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