鲍威尔的领导学经典.ppt

GeneralColinPowellChairman Ret JointChiefsofStaffALeadershipPrimer LESSON1 Beingresponsiblesometimesmeanspissingpeopleoff Goodleadershipinvolvesresponsibilitytothewelfareofthegroup whichmeansthatsomepeoplewillgetangryatyouractionsanddecisions It sinevitable ifyou rehonorable Tryingtogeteveryonetolikeyouisasignofmediocrity you llavoidthetoughdecisions you llavoidconfrontingthepeoplewhoneedtobeconfronted andyou llavoidofferingdifferentialrewardsbasedondifferentialperformancebecausesomepeoplemightgetupset Ironically byprocrastinatingonthedifficultchoices bytryingnottogetanyonemad andbytreatingeveryoneequally nicely regardlessoftheircontributions you llsimplyensurethattheonlypeopleyou llwindupangeringarethemostcreativeandproductivepeopleintheorganization LESSON2 Thedaysoldiersstopbringingyoutheirproblemsisthedayyouhavestoppedleadingthem Theyhaveeitherlostconfidencethatyoucanhelpthemorconcludedthatyoudonotcare Eithercaseisafailureofleadership Ifthiswerealitmustest themajorityofCEOswouldfail One theybuildsomanybarrierstoupwardcommunicationthattheveryideaofsomeonelowerinthehierarchylookinguptotheleaderforhelpisludicrous Two thecorporateculturetheyfosteroftendefinesaskingforhelpasweaknessorfailure sopeoplecoveruptheirgaps andtheorganizationsuffersaccordingly Realleadersmakethemselvesaccessibleandavailable Theyshowconcernfortheeffortsandchallengesfacedbyunderlings evenastheydemandhighstandards Accordingly theyaremorelikelytocreateanenvironmentwhereproblemanalysisreplacesblame LESSON3 Don tbebuffaloedbyexpertsandelites Expertsoftenpossessmoredatathanjudgment Elitescanbecomesoinbredthattheyproducehemophiliacswhobleedtodeathassoonastheyarenickedbytherealworld Smallcompaniesandstart upsdon thavethetimeforanalyticallydetachedexperts Theydon thavethemoneytosubsidizeloftyelites either Thepresidentanswersthephoneanddrivesthetruckwhennecessary everyoneonthepayrollvisiblyproducesandcontributestobottom lineresultsorthey rehistory Butascompaniesgetbigger theyoftenforgetwho broughtthemtothedance thingslikeall handsinvolvement egalitarianism informality marketintimacy daring risk speed agility Policiesthatemanatefromivorytowersoftenhaveanadverseimpactonthepeopleoutinthefieldwhoarefightingthewarsorbringingintherevenues Realleadersarevigilant andcombative inthefaceofthesetrends LESSON4 Don tbeafraidtochallengethepros evenintheirownbackyard Learnfromthepros observethem seekthemoutasmentorsandpartners Butrememberthateventheprosmayhaveleveledoutintermsoftheirlearningandskills Sometimeseventheproscanbecomecomplacentandlazy Leadershipdoesnotemergefromblindobediencetoanyone Xerox sBarryRandwasrightontargetwhenhewarnedhispeoplethatifyouhaveayes manworkingforyou oneofyouisredundant Goodleadershipencourageseveryone sevolution LESSON5 Neverneglectdetails Wheneveryone smindisdulledordistractedtheleadermustbedoublyvigilant Strategyequalsexecution Allthegreatideasandvisionsintheworldareworthlessiftheycan tbeimplementedrapidlyandefficiently Goodleadersdelegateandempowerothersliberally buttheypayattentiontodetails everyday ThinkaboutsupremeathleticcoacheslikeJimmyJohnson PatRileyandTonyLaRussa Badones eventhosewhofancythemselvesasprogressive visionaries thinkthey resomehow above operationaldetails Paradoxically goodleadersunderstandsomethingelse anobsessiveroutineincarryingoutthedetailsbegetsconformityandcomplacency whichinturndullseveryone smind Thatiswhyevenastheypayattentiontodetails theycontinuallyencouragepeopletochallengetheprocess TheyimplicitlyunderstandthesentimentofCEOleaderslikeQuadGraphic sHarryQuadracchi Oticon sLarsKolindandthelateBillMcGowanofMCI whoallindependentlyassertedthattheJobofaleaderisnottobethechieforganizer butthechiefdis organizer LESSON6 Youdon tknowwhatyoucangetawaywithuntilyoutry Youknowtheexpression it seasiertogetforgivenessthanpermission Well it strue Goodleadersdon twaitforofficialblessingtotrythingsout They reprudent notreckless Buttheyalsorealizeafactoflifeinmostorganizations ifyouaskenoughpeopleforpermission you llinevitablycomeupagainstsomeonewhobelieveshisjobistosay no Sothemoralis don task Lesseffectivemiddlemanagersendorsedthesentiment IfIhaven texplicitlybeentold yes Ican tdoit whereasthegoodonesbelieved IfIhaven texplicitlybeentold no Ican There saworldofdifferencebetweenthesetwopointsofview LESSON7 Keeplookingbelowsurfaceappearances Don tshrinkfromdoingso just becauseyoumightnotlikewhatyoufind Ifitain tbroke don tfixit isthesloganofthecomplacent thearrogantorthescared It sanexcuseforinaction acalltonon arms It samind setthatassumes orhopes thattoday srealitieswillcontinuetomorrowinatidy linearandpredictablefashion Purefantasy Inthissortofculture youwon tfindpeoplewhopro activelytakestepstosolveproblemsastheyemerge Here salittletip don tinvestinthesecompanies LESSON8 Organizationdoesn treallyaccomplishanything Plansdon taccomplishanything either Theoriesofmanagementdon tmuchmatter Endeavorssucceedorfailbecauseofthepeopleinvolved Onlybyattractingthebestpeoplewillyouaccomplishgreatdeeds Inabrain basedeconomy yourbestassetsarepeople We veheardthisexpressionsooftenthatit sbecometrite Buthowmanyleadersreally walkthetalk withthisstuff Toooften peopleareassumedtobeemptychesspiecestobemovedaroundbygrandviziers whichmayexplainwhysomanytopmanagersimmersetheircalendartimeindealmaking restructuringandthelatestmanagementfad Howmanyimmersethemselvesinthegoalofcreatinganenvironmentwherethebest thebrightest themostcreativeareattracted retainedand mostimportantly unleashed LESSON9 Organizationchartsandfancytitlescountfornexttonothing Organizationchartsarefrozen anachronisticphotosinaworkplacethatoughttobeasdynamicastheexternalenvironmentaroundyou Ifpeoplereallyfollowedorganizationcharts companieswouldcollapse Inwell runorganizations titlesarealsoprettymeaningless Atbest theyadvertisesomeauthority anofficialstatusconferringtheabilitytogiveordersandinduceobedience Buttitlesmeanlittleintermsofrealpower whichisthecapacitytoinfluenceandinspire Haveyouevernoticedthatpeoplewillpersonallycommittocertainindividualswhoonpaper orontheorganizationchart possesslittleauthority butinsteadpossesspizzazz drive expertise andgenuinecaringforteammatesandproducts Ontheflipside non leadersinmanagementmaybeformallyanointedwithalltheperksandfrillsassociatedwithhighpositions buttheyhavelittleinfluenceonothers apartfromtheirabilitytoextractminimalcompliancetominimalstandards LESSON10 Neverletyouregogetsoclosetoyourpositionthatwhenyourpositiongoes youregogoeswithit Toooften changeisstifledbypeoplewhoclingtofamiliarturfsandjobdescriptions Onereasonthatevenlargeorganizationswitheristhatmanagerswon tchallengeold comfortablewaysofdoingthings Butrealleadersunderstandthat nowadays everyoneofourjobsisbecomingobsolete Theproperresponseistoobsoleteouractivitiesbeforesomeoneelsedoes Effectiveleaderscreateaclimatewherepeople sworthisdeterminedbytheirwillingnesstolearnnewskillsandgrabnewresponsibilities thusperpetuallyreinventingtheirjobs Themostimportantquestioninperformanceevaluationbecomesnot Howwelldidyouperformyourjobsincethelasttimewemet but Howmuchdidyouchangeit LESSON11 Fitnostereotypes Don tchasethelatestmanagementfads Thesituationdictateswhichapproachbestaccomplishestheteam smission Flittingfromfadtofadcreatesteamconfusion reducestheleader scredibility anddrainsorganizationalcoffers Blindlyfollowingaparticularfadgeneratesrigidityinthoughtandaction Sometimesspeedtomarketismoreimportantthantotalquality Sometimesanunapologeticdirectiveismoreappropriatethanparticipatorydiscussion Somesituationsrequiretheleadertohoverclosely othersrequirelong looseleashes Leadershonortheircorevalues buttheyareflexibleinhowtheyexecutethem Theyunderstandthatmanagementtechniquesarenotmagicmantrasbutsimplytoolstobereachedforattherighttimes LESSON12 Perpetualoptimismisaforcemultiplier Therippleeffectofaleader senthusiasmandoptimismisawesome Soistheimpactofcynicismandpessimism Leaderswhowhineandblameengenderthosesamebehaviorsamongtheircolleagues Iamnottalkingaboutstoicallyacceptingorganizationalstupidityandperformanceincompetencewitha what meworry smile Iamtalkingaboutagung hoattitudethatsays wecanchangethingshere wecanachieveawesomegoals wecanbethebest Sparemethegrimlitanyofthe realist givemetheunrealisticaspirationsoftheoptimistanyday LESSON13 Powell sRulesforPickingPeople Lookforintelligenceandjudgment andmostcritically acapacitytoanticipate toseearoundcorners Alsolookforloyalty integrity ahighenergydrive abalancedego andthedrivetogetthingsdone Howoftendoourrecruitmentandhiringprocessestapintotheseattributes Moreoftenthannot weignoretheminfavoroflengthofresume degreesandpriortitles Astringofjobdescriptionsarecruitheldyesterdayseemtobemoreimportantthanwhooneistoday whattheycancontributetomorrow orhowwelltheirvaluesmeshwiththoseoftheorganization Youcantrainabright willingnoviceinthefundamentalsofyourbusinessfairlyreadily butit salothardertotrainsomeonetohaveintegrity judgment energy balance andthedrivetogetthingsdone Goodleadersstackthedeckintheirfavorrightintherecruitmentphase LESSON14 Greatleadersarealmostalwaysgreatsimplifiers whocancutthroughargument debateanddoubt toofferasolutioneverybodycanunderstand EffectiveleadersunderstandtheKISSprinciple KeepItSimple Stupid Theyarticulatevivid over archinggoalsandvalues whichtheyusetodrivedailybehaviorsandchoicesamongcompetingalternatives Theirvisionsandprioritiesareleanandcompelling notclutteredandbuzzword laden Theirdecisionsarecrispandclear nottentativeandambiguous Theyconveyanunwaveringfirmnessandconsistencyintheiractions alignedwiththepictureofthefuturetheypaint Theresult clarityofpurpose credibilityofleadership andintegrityinorganization LESSON15 PartI UsetheformulaP 40to70 inwhichPstandsfortheprobabilityofsuccessandthenumbersindicatethepercentageofinformationacquired PartII Oncetheinformationisinthe40to70range gowithyourgut Don ttakeactionifyouhaveonlyenoughinformationtogiveyoulessthana40percentchanceofbeingright butdon twaituntilyouhaveenoughfactstobe100percentsure becausebythenitisalmostalwaystoolate Today excessivedelaysinthenameofinformation gatheringbreeds analysisparalysis Procrastinationinthenameofreducingriskactuallyincreasesrisk LESSON16 Thecommanderinthefieldisalwaysrightandtherearecheloniswrong unlessprovedotherwise Toooften thereversedefinescorporateculture ThisisoneofthemainreasonswhyleaderslikeKenIversonofNucorSteel PercyBarnevikofAseaBrownBoveri andRichardBransonofVirginhavekepttheircorporatestaffstoabare bonesminimum howaboutfewerthan100centralcorporatestaffersforglobal 30billion plusABB Oraround25and3formulti billionNucorandVirgin respectively Shiftthepowerandthefinancialaccou