5E-model-Leadership领导力的5E模型-课件

1、15E Leadership Model (excerpt - as presented at GM College for High Performing OrganizationsJune 10-15, 2007115E Leadership Model June 10-1A.G. LafleyPresident and CEOThe Procter & Gamble CompanyJanuary 23, 2002“The scarcest resource in the world today is leadership leadership capable of continuousl

2、y transforming organizations to win in tomorrows fast changing and increasingly more competitive world.”Why Leadership?2A.G. Lafley“The scarcest resouA P&G leader is one who is courageous, inspiring, and collaborative, who helps everyone around them take risks, fails occasionally, learns continuousl

3、y, and ultimately delivers sustainable breakthrough results that help P&G grow NOS and TSRat or above the levels required to meetour goalsP&G Definition of Leadership3A P&G leader is one who is cou5 ELeadershipModel45 ELeadershipModel4ENVISION Create the FutureENGAGE Build Relationships & Collaborat

4、ionENERGIZE Inspire OthersENABLE Build CapabilityEXECUTE Deliver Outstanding Results5E Roles Of Leadership5ENVISION Create the Future5E “A clear constancy of purposeto guide an organization forthe future is the first principle.Without this, nothing else matters.”Dr. DemingEnvision: Create the Future

5、6“A clear constancy of purposeOn August 28, 1963, Martin Luther King stood on the steps at the Lincoln Memorial in Washington, D.C., and said, Envision: Create the FutureMartin Luther King“I have a Dream that my four little children will one day live in a nation where they will not be judged by the

6、color of their skin but by the content of their character. I have a dream today.”7On August 28, 1963, Martin LuEnvision: Create the FutureWhat is it?In touch and externally focused on always meeting consumer and customer needsSees reality clearly fosters genuine inquiry gets to root causesDevelops a

7、nd leads a vision and strategies that change the gameChange agent that champions connect and develop, balanced innovation, creativity, benchmarking and reapplicationIntegrates diverse perspectives in developing the vision and strategies8Envision: Create the FutureWhEnvision: Create the FutureHow do

8、you do it?Understand and articulate current and future needs of consumers/customersLead the process to develop the vision to create internal passion & external inspirationFoster innovation through connect & develop and benchmark internal/external to reapplyUtilize total system thinking and strategy

9、deployment to crystallize business & organization future needsUse real life tough calls to reinforce the vision/strategies/principles to prevent drift9Envision: Create the FutureHoEnvision: Create the FutureWhat signals a need for more?Influx of new peopleNo discussion/debate/questions on current ve

10、rsus future visionLack of strong consumer/customer understanding or focusDecline or absence in principle-based decisions or strategic alignmentPeople not in touch with reality and competition.Emerging new business needs(Discussion: Sister Act II, Gandhi)10Envision: Create the FutureWhEngage: Build R

11、elationships& Collaboration“In 1985, I visited all 750 stores that WalMart owned. People often ask me why I feel the CEO should do this. My answer is simple. Do our Associates in our stores know I am interested in them and their contribution? YOU BET! Do they believe I would wear a hula skirt on Wal

12、l Street to celebrate with them? YOU BET!”Sam Walton11Engage: Build RelationshipsEngage: Build Relationships& Collaboration“I employ 3 different types of communications as a coach. Off the court, I am a confidante & substitute mother. In that role, I listen, advise, & comfort. In practice, I am a te

13、acher who sometimes employs severe methods to maintain the attention of my students. In a game, I issue blunt commands& motivate our players in pressure situations.It is a competitive situation with no time for misunderstanding. I would not have won a Gold Medal or 6 National Championships as a coac

14、h without being a great communicator.”Pat SummitUniversity of Tennessee Womens Basketball Coach12Engage: Build RelationshipsEngage: Build Relationships& CollaborationWhat is it?Builds strong working relationships that create trust and intense candorValues and proactively involves key stakeholders to

15、 deliver common objectivesActively listens and communicates in a transparent wayAccepts and values others to constructively resolve conflictLeverages cross-organization collaboration (internal and external) to achieve best solutions13Engage: Build RelationshipsEngage: Build Relationships& Collaborat

16、ion“My view of Americas soldiers was solidified early in my second Pentagon tour when, as Under Secretary,I set out to visit every division in the active Armyand a number of units in the Reserve components wherever in the world they might be all within my first 100 days in office. At the end of that

17、 tour,I returned to the Pentagon filled with evengreater pride in Americas soldiers for their professionalism, courage, sacrifice, selflessness, and, above all, their devotion to country.”Norm Augustine Executive Committee Chairman Lockheed MartinDirector of P&G14Engage: Build RelationshipsHow do yo

18、u do it?Deliberately build your personal relationships in your organization and across organizationsBe known as meeting commitments to othersLead the process to identify common objectives forming alliances built on win-winPut in place cross organization work processes and flow resources to the workC

19、onstantly monitor if people feel you sincerely value themPersonally monitor/sense whether collaboration is strong internal and externalEngage: Build Relationships& Collaboration15How do you do it?Engage: BuilEngage: Build Relationships& CollaborationWhat signals a needs for more?There is conflict th

20、at does not get resolved and negatively impacts teamworkPeople focus on their function goals versus the bigger business needsThere is resistance or artificial barriers to flow people to the work People quit because of not feeling valued by their immediate boss and team Cross organization work proces

21、ses are broken, ineffective, or poorly definedYou miss commitments to others (Discussion: Pay It Forward, October Sky)16Engage: Build RelationshipsEnergize: Inspire Others“We must be the change we wish to see”.Ghandi17Energize: Inspire OthersGhandDuring his Inauguration, President Kennedy challenged

22、 the American people to ask not what your country can do for you, but ask what can you do for your country. Energize: Inspire OthersJohn F. Kennedy Jr.18During his Inauguration, PresiEnergize: Inspire OthersWhat is it?Personally role models the vision PVPs what they stand forDemonstrates genuine ent

23、husiasm for the business and peopleEnrolls the organization in pursuit of the visionAcknowledges mistakes. Learns, adapts, and moves onPersonally knows and supports people enabling them to be treated the way they want to be treated19Energize: Inspire OthersWhat Energize: Inspire OthersHow do you do

24、it?Personally embodying the future state and principles in your daily action and decisionsBeing internally passionate and externally inspirational about the business and peopleConstantly learn in front of the organization from success and failureKnock down barriers to effectively show support in a w

25、ay that enables people to be successfulCreatively enroll the entire organization in the vision recognize and celebrate progress20Energize: Inspire OthersHow dEnergize: Inspire OthersWhat signals a need for more?Principles being ignored, rule based decisions, lack of ownership in the vision and strat

26、egiesPeople place blame versus working ina positive way to fix problemsYour sensing indicates the “pulse” (energy) of the organization slows or weakensYou realize there are a lot of people you do not know or could not support effectivelyYour visibility in the organization is low(Discussion: Apollo 1

27、3)21Energize: Inspire OthersWhat Enable: Build CapabilityMartin Luther King“Our success can be measured by how well we shape, grow, and assure the success of the next generation.”22Enable: Build CapabilityMartiEnable: Build CapabilityWhat is it?Develops organization capability to deliver innovation

28、to win at two moments of truthCreates an inclusive entrepreneurial culture with strong business ownershipEnables others and oneself to do what they do best through effective career development & assignment planningDevelops themselves and others by passionately seeking to learn, coach,and teachLevera

29、ges different approaches of all types to get desired business results23Enable: Build CapabilityWhat Enable: Build CapabilityHow do you do it?Foster creativity and new approaches to win with the consumerDeliberately encourage appropriate risk takingHelp people identify their strengths and get them in

30、to roles that leverage those strengthsEstablish a learning and training plan to give the organization needed skillsBeing absolutely trust worthy and role model learn-do-teach providing coaching/wisdom.Personally build and value diversity allowing people to do things their way versus your way24Enable

31、: Build CapabilityHow dEnable: Build CapabilityWhat signals a need for more?You do not have regular contact with consumers and customersYou have not been to a learning event in the last year and your coaching time for people is inadequateThere are issues/barriers/capability gaps that are apparent bu

32、t not removedLack of diversity, lack of mastery or skills only in a few peopleTeams are not diverse, little risk taking or differing points of views are not surfaced (Discussion: Anna and the King, Hoosiers)25Enable: Build CapabilityWhat Execute: Deliver Outstanding ResultsLarry BossidyChairman & CE

33、O Honeywell(Retired) “Execution is the great unaddressed issue in the business world today. Its absence is the single biggest obstacle to success Many business leaders spend vast amounts of time learning the latest management techniques but their failure to understand and practice execution negates

34、the value of almost all they learn. Such leaders are building houses without foundations.”26Execute: Deliver Outstanding Execute: Deliver Outstanding ResultsWhat is it?Develops executable plans to deliver the strategyInsures individual work plans are aligned to the plan and establishes clear expecta

35、tionsHolds themselves and others accountable and inspires the organization by confronting issues and celebrating successRoutinely reviews progress, surfaces issues, removes barriers, and makes clear andtough callsBias for action. Personally leads and does critical work to role model execution with e

36、xcellence27Execute: Deliver Outstanding How do you do it?Develop clear priorities, measures and plans to implement strategies.Staff for excellence and have clear accountability both expectations, deliverables and action plans for each personUtilize formal business reviews, scorecards, and informal t

37、ime to provide coachingCreate sense of urgency on delivering results and implement effective work processes to sustainHave a personal action plan for critical work you own and be personally accountable Celebrate and recognize progressExecute: Deliver Outstanding Results28How do you do it?Execute: De

38、liExecute: Deliver Outstanding ResultsWhat signals a need for more?Results are off track and plans are insufficient to get back on trackBusiness reviews and team meetings are not productiveThere is lack of accountability and decision making is slow or unclearPeople become complacent or feel like the

39、y are already best in classLack of applying the best work tools (IWS, HPO) in the action plans When you let up on learning and reapplying (Discussion: Remember the Titans)29Execute: Deliver Outstanding The Leaders Compassby Ed Ruggero and Dennis HaleyLeading With The Heart by Mike KrzyzewskiMatsushi

40、ta Leadershipby John KotterLeader to Leader Enduring Insightsby Frances Hesselbein and Paul CohenThe Leadership Engineby Noel TichyThe Leadership Momentby Michael UseemThe 7 Habits of Highly Effective People by Stephen CoveyLeading Changeby John KotterThe Leaders Companion by J. Thomas WrenThe Way o

41、f the Leader by Donald KrauseLincoln on Leadershipby Donald PhilipsLeadership and the New Scienceby Margret WheatleyLeaders Strategies for Taking Charge by Warren Bennis and Burt NanusLeadership Is An Artby Max Du PreeThe West Point Way of Leadershipby Larry DonnithorneGood to Great by Jim CollinsMa

42、naging By Values by Ken Blanchard and Michael OConnorThe Fifth Disciplineby Peter SergePeak Performance by Clive Gibson, Mike Pratt, Kevin Roberts, Ed WeynesServant Leadershipby Robert GreenleafOn Leadership by John GardnerBeyond the Charismatic Leader by David Nadler and Michael TushmanLeadership a

43、nd the One Minute Managerby Kenneth BlanchardInspire What Great Leaders Doby Lance SecretanExecution: The Discipline of Getting Things Doneby Larry Bossidy and Ram CharanThe 21 Indispensable Qualities of a Leaderby John MaxwellAuthentic Leadershipby Bill GeorgeThe Cycle of Leadrshipby Noel TichyMana

44、ging Across Bordersby Christopher Bartlett and Sumantra GhoshalLeadership Bibliography30The Leaders Compassby Ed RugP&G Leaders Embody the Companys Purpose, Values and Principles:They have strongly and clearly defined personal values and characterThey choose whats right for the business and total or

45、ganization over personal gainThey are honest, of high integrity, and have deep respect for othersThey are committed to the dream of greatness for the organization and unwavering in its pursuit31P&G Leaders Embody the CompanyP&G Leaders Embody the Companys Purpose, Values and Principles:They are cons

46、tantly learning and seeking to be the best. They are confident yet humbleThey are change agents and incite passion and inspiration in othersThey are caring and demanding creating a sense of family and ownership by always doing the right32P&G Leaders Embody the CompanyHumility is a critical quality i

47、n the consumer goods business and in a high performance organizationLeadership and ownership are values at P&G. We want every employee to leadWe are “a democracy of ideas” which leads to greater innovation. Leadership shifts depending upon the situationWe serve consumers. We serve employees and cust

48、omers who serve consumersEvery P&Ger has a passion to win.Our Company is dedicated to growth. Growth is changeP&Gers are loyal to the institution of P&G, not only one leader. Value of integrity is controllingConsumers and CustomersThe Leader is hereServant Leadership at P&G33Humility is a critical q

49、ualityLevel 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company Its not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious but their ambition is first and foremost for the institution, not themselvesJim Col

50、lins in Good to GreatHumility + Will = Level 5 Ownership34Level 5 leaders channel their Days later, that lesson was driven home in an unexpected way when we reached a monastery that is home to the spiritual leader for the regions largely Buddhist population. By arrangement, we were able to receive a

51、 private audience with the high monk, the reincarnate lama. With the aid of interpreters, we engaged in a freewheeling discussion of Buddhist concepts of leadership. The high monk left us with two indelible affirmations. First, leadership is built by serving. Second, when leaders truly serve and sub

52、ordinate their private welfare to that of all others, their authority often becomes unquestionable.“Leadership Lessons of Mount Everest”Harvard Business Review - October 200135Days later, that lesson was dThey (West Point cadets) spend every waking moment learning the toughest lesson of all: character. They are taught how to liv