Mckinsey engagement;insider secret麦肯锡参与；内幕秘密 下载 网盘 txt 地址 rtf kindle docx pdf

The third volume in the internationally bestselling McKinsey Trilogy, The McKinsey Engagement is an action guide to realizing the consistently high level of business solutions achieved by the experts at the world’s most respected consulting firms.

Former consultant Dr. Paul Friga distills the guiding principles first presented in the bestselling The McKinsey Way and the tested-in-the-trenches methodologies outlined in The McKinsey Mind, and combines them with many of the principles and procedures implemented by the military and other organizations. The result is nothing less than the business equivalent of a Special Forces Field Manual.

True to its stated goal of arming consultants and corporate problem solvers with a blueprint for achieving consistently phenomenal results, The McKinsey Engagement is short on theory and long on action. Each chapter focuses on one element in the celebrated TEAM FOCUS problem-solving model and features a concise discussion of a key concept or principle, followed by:

Clear rules of engagement

A set of operating tactics

Sophisticated problem solving tools

Easy-to-follow action steps

Exercises, checklists, and training tips

War stories and best practices case studies

A toolkit for bringing clarity, discipline, and purpose to all your problem-solving and change management initiatives, The McKinsey Engagement is an indispensable guide for consultants, as well as for executives, managers, students, and corporate trainers.

Acknowledgments

Preface

Introduction

PART 1 TEAM

CHAPTER 1：Talk

Concept

Rules of Engagement

　　 Rule 1：Communicate Constantly

　 Rule 2：Listen Attentively

　 Rule 3：Separate Issues from People

Operating Tactics

　 Stories from the Field

　 Case Study

　CHAPTER 2：Evaluate

　 Concept

　 Rules of Engagement

　　Rule 1：Discuss Team Dynamics

　　　Rule 2：Set Expectations and Monitor Results

　　　Rule 3：Develop and Reevaluate a Personal Plan

Operating Tactics

Stories from the Field

Case Study

CHAPTER 3：Assist

Concept

Rules of Engagement

　　Rule 1：Leverage Expertise

　　 Rule 2：Keep Teammates Accountable

　　 Rule 3：Provide Timely Feedback

Operating Tactics

Stories from the Field

Case Study

CHAPTER 4：Motivate

Concept

Rules of Engagement

　　 Rule 1：Identify Unique Motivators

　　 Rule 2：Positively Reinforce Teammates

　　 Rule 3：Celebrate Achievements

Operating Tactics

Stories from the Field

Case Study

PART 2 FOCUS

CHAPTER 5：Frame

Concept

Rules of Engagement

　　Rule 1：Identify the Key Question

　　 Rule 2：Develop the Issue Tree

　　 Rule 3：Formulate Hypotheses

Operating Tactics

Stories from the Field

Case Study

　……

Afterword

The TEAM FOCUS Rules of Engagement

Index of Stories from the Field

List of Illustrations

Index

Paul N. Friga, Ph.D., worked with McKinsey & Co. at its Pittsburgh office as an associate consultant. He holds an MBA and a Ph.D. in strategy from the Kenan-Flagler Business School at the University of North Carolina and has conducted numerous consulting

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一、概念

经验和研究都表明，在有待团队协作解决的项目中，与能否提供充分协助有关的问题通常出现在三大领域。　

1.角色混乱：最常见的问题是，团队组建后任务就被迅速分配，团队成员的个人能力和兴趣并没有得到充分考虑。这样，赶紧分配任务、开始工作就成了共同的心态。　

2.缺乏反馈或反馈不到位：如果我们真的想得到发展和成长，那么必须获得反馈意见。然而问题是，我们实际上并不真心希望听到有关自己缺点的反馈意见（现在我们更愿意称之为“改善的机会”）。更糟糕的是，反馈的传递方式缺乏技巧或个人色彩过浓，从而让人难以接受。　

3.过度关注自己的任务：为了使自身的利益最大化，我们都倾向于优先完成自己的任务。这样，大家往往不关心队友是否需要帮助。

二、执行规则

规则一：充分利用专长

A.

即使你所在的团队没有任何对知识结构的要求，仍然需要调查团队成员在技能和意愿方面的情况。

B.

一般地，团队成员担负的角色（特别是在商学院）可归结为两类：流程类和内容类。

a)

流程类角色包括：　

1.

把握全局者—负责项目的整体运作和成果展示。　

2.

计划监督者—跟踪计划的时间进度和完成动态。　

3.

沟通者—负责与客户的联系。　

4.

吹毛求疵者—确保各种意见都得到考虑。　

5.

情绪试探者—不断检查团队的士气。

b)

内容类角色包括：　

1.

职能专家—负责策略、营销、财务、运营等职能。　

2.

关系大师—负责与外部机构的联系。　

3.

经验之谈—过去从事过类似项目的成员。

C.

要记住的是，项目组里有可能缺乏能承担重大内容责任的成员。当遇到这种情况时，团队成员会更多依靠资料调研而不是专家经验。我的建议是抛开实战性的调研计划，先向他人咨询所知的情况，然后再通过第三方资料调研来弥补不足。作为每个项目的必要内容，团队确实需要了解一些基本事实。这样，与专家的商讨才更为有效。最后要考虑的是，因项目组规模大小不等，一...

开诚布公：所有的团队成员都必须乐意获得关于他们表现的反馈信息。

明晰性：评价总是有益的，但对评价意图和方法必须进行明晰的沟通，这样才会更有效。一致性：在进行评价前，评价双方必须就评价的目的和评价方法达成一致。

攻略6：明确团队成员及客户的个性类型

攻略7：在项目实施前，举行一个简短轻松的会议，交流一下各自的个性和工作方式偏好。在项目实施过程中，保持这样的交流。

攻略8：了解自己的本性，同时在与不同性格类型的成员相处时保持良好的心态。

攻略9：每位团队成员应明确并记录项目中自己的一两个主要发展目标。

攻略10：公开讨论并协调成员间的个人发展目标

攻略11：制动处理分歧、给予和接受反馈的程序

攻略12：定期举行反馈会议以便安排改进所需的时间。

你是否与那些智商极高但缺乏团队意识的人合作过？根据我的发现，那些自以为完美无缺的成员往往是最难相处的。他们不仅不能正确对待负面反馈，而且会使对方觉得自己贡献始终有限。

你是否与那些深知自己的不足且不怕提及，同时能付出很多的人合作过？他们是不是更容易些？在我看来，他们展现了决定团队和谐的非常重要的因素—谦逊。的确，仅仅承认每个人的工作就会极大地影像团队合作。

许多项目团队的准则是努力工作，整个项目过程都保持冲刺状态，直到给出最好的结论。不过，这样一来，当项目结束、进行团队聚餐时，每个人都已精疲力竭。之后，又得投入到下一项目。真是莫大的讽刺！

在组织观点时，必须牢记以下三条引子芭芭拉明托的规则：

任何层级的观点都应该是对其下层观点的总结。

同一层级的观点总结的高度必须一致。

同一层级的观点必须按逻辑顺序排列

书籍介绍

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The third volume in the internationally bestselling McKinsey Trilogy, The McKinsey Engagement is an action guide to realizing the consistently high level of business solutions achieved by the experts at the world’s most respected consulting firms. Former consultant Dr. Paul Friga distills the guiding principles first presented in the bestselling The McKinsey Way and the tested-in-the-trenches methodologies outlined in The McKinsey Mind , and combines them with many of the principles and procedures implemented by the military and other organizations. The result is nothing less than the business equivalent of a Special Forces Field Manual . True to its stated goal of arming consultants and corporate problem solvers with a blueprint for achieving consistently phenomenal results, The McKinsey Engagement is short on theory and long on action. Each chapter focuses on one element in the celebrated TEAM FOCUS problem-solving model and features a concise discussion of a key concept or principle, followed by: Clear rules of engagement A set of operating tactics Sophisticated problem solving tools Easy-to-follow action steps Exercises, checklists, and training tips War stories and best practices case studies A toolkit for bringing clarity, discipline, and purpose to all your problem-solving and change management initiatives, The McKinsey Engagement is an indispensable guide for consultants, as well as for executives, managers, students, and corporate trainers.