5E model-Leadership领导力的5E模型

1 5ELeadershipModel excerpt aspresentedatGMCollegeforHighPerformingOrganizations June10 15 2007 2 A G LafleyPresidentandCEOTheProcter GambleCompanyJanuary23 2002 Thescarcestresourceintheworldtodayisleadership leadershipcapableofcontinuouslytransformingorganizationstowinintomorrow sfast changingandincreasinglymorecompetitiveworld WhyLeadership 3 AP Gleaderisonewhoiscourageous inspiring andcollaborative whohelpseveryonearoundthemtakerisks failsoccasionally learnscontinuously andultimatelydeliverssustainablebreakthroughresultsthathelpP GgrowNOSandTSRatorabovethelevelsrequiredtomeetourgoals P GDefinitionofLeadership 4 5ELeadershipModel 5 ENVISIONCreatetheFutureENGAGEBuildRelationships CollaborationENERGIZEInspireOthersENABLEBuildCapabilityEXECUTEDeliverOutstandingResults 5ERolesOfLeadership 6 Aclearconstancyofpurposetoguideanorganizationforthefutureisthefirstprinciple Withoutthis nothingelsematters Dr Deming Envision CreatetheFuture 7 OnAugust28 1963 MartinLutherKingstoodonthestepsattheLincolnMemorialinWashington D C andsaid Envision CreatetheFutureMartinLutherKing IhaveaDreamthatmyfourlittlechildrenwillonedayliveinanationwheretheywillnotbejudgedbythecoloroftheirskinbutbythecontentoftheircharacter Ihaveadreamtoday 8 Envision CreatetheFuture Whatisit IntouchandexternallyfocusedonalwaysmeetingconsumerandcustomerneedsSeesrealityclearly fostersgenuineinquiry getstorootcausesDevelopsandleadsavisionandstrategiesthat changethegame Changeagentthatchampionsconnectanddevelop balancedinnovation creativity benchmarkingandreapplicationIntegratesdiverseperspectivesindevelopingthevisionandstrategies 9 Envision CreatetheFuture Howdoyoudoit Understandandarticulatecurrentandfutureneedsofconsumers customersLeadtheprocesstodevelopthevisiontocreateinternalpassion externalinspirationFosterinnovationthroughconnect developandbenchmarkinternal externaltoreapplyUtilizetotalsystemthinkingandstrategydeploymenttocrystallizebusiness organizationfutureneedsUsereallifetoughcallstoreinforcethevision strategies principlestopreventdrift 10 Envision CreatetheFuture Whatsignalsaneedformore InfluxofnewpeopleNodiscussion debate questionsoncurrentversusfuturevisionLackofstrongconsumer customerunderstandingorfocusDeclineorabsenceinprinciple baseddecisionsorstrategicalignmentPeoplenotintouchwithrealityandcompetition Emergingnewbusinessneeds Discussion SisterActII Gandhi 11 Engage BuildRelationships Collaboration In1985 Ivisitedall750storesthatWalMartowned PeopleoftenaskmewhyIfeeltheCEOshoulddothis Myanswerissimple DoourAssociatesinourstoresknowIaminterestedinthemandtheircontribution YOUBET DotheybelieveIwouldwearahulaskirtonWallStreettocelebratewiththem YOUBET SamWalton 12 Engage BuildRelationships Collaboration Iemploy3differenttypesofcommunicationsasacoach Offthecourt Iamaconfidante substitutemother Inthatrole Ilisten advise comfort Inpractice Iamateacherwhosometimesemploysseveremethodstomaintaintheattentionofmystudents Inagame Iissuebluntcommands motivateourplayersinpressuresituations Itisacompetitivesituationwithnotimeformisunderstanding IwouldnothavewonaGoldMedalor6NationalChampionshipsasacoachwithoutbeingagreatcommunicator PatSummitUniversityofTennesseeWomen sBasketballCoach 13 Engage BuildRelationships Collaboration Whatisit BuildsstrongworkingrelationshipsthatcreatetrustandintensecandorValuesandproactivelyinvolveskeystakeholderstodelivercommonobjectivesActivelylistensandcommunicatesinatransparentwayAcceptsandvaluesotherstoconstructivelyresolveconflictLeveragescross organizationcollaboration internalandexternal toachievebestsolutions 14 Engage BuildRelationships Collaboration MyviewofAmerica ssoldierswassolidifiedearlyinmysecondPentagontourwhen asUnderSecretary IsetouttovisiteverydivisionintheactiveArmyandanumberofunitsintheReservecomponents whereverintheworldtheymightbe allwithinmyfirst100daysinoffice Attheendofthattour IreturnedtothePentagonfilledwithevengreaterprideinAmerica ssoldiers fortheirprofessionalism courage sacrifice selflessness and aboveall theirdevotiontocountry NormAugustineExecutiveCommitteeChairmanLockheedMartinDirectorofP G 15 Howdoyoudoit DeliberatelybuildyourpersonalrelationshipsinyourorganizationandacrossorganizationsBeknownasmeetingcommitmentstoothersLeadtheprocesstoidentifycommonobjectivesformingalliancesbuiltonwin winPutinplacecrossorganizationworkprocessesandflowresourcestotheworkConstantlymonitorifpeoplefeelyousincerelyvaluethemPersonallymonitor sensewhethercollaborationisstronginternalandexternal Engage BuildRelationships Collaboration 16 Engage BuildRelationships Collaboration Whatsignalsaneedsformore ThereisconflictthatdoesnotgetresolvedandnegativelyimpactsteamworkPeoplefocusontheirfunctiongoalsversusthebiggerbusinessneedsThereisresistanceorartificialbarrierstoflowpeopletotheworkPeoplequitbecauseofnotfeelingvaluedbytheirimmediatebossandteamCrossorganizationworkprocessesarebroken ineffective orpoorlydefinedYoumisscommitmentstoothers Discussion PayItForward OctoberSky 17 Energize InspireOthers Wemustbethechangewewishtosee Ghandi 18 DuringhisInauguration PresidentKennedychallengedtheAmericanpeopleto asknotwhatyourcountrycandoforyou butaskwhatcanyoudoforyourcountry Energize InspireOthersJohnF KennedyJr 19 Energize InspireOthers Whatisit PersonallyrolemodelsthevisionPVP s whattheystandforDemonstratesgenuineenthusiasmforthebusinessandpeopleEnrollstheorganizationinpursuitofthevisionAcknowledgesmistakes Learns adapts andmovesonPersonallyknowsandsupportspeople enablingthemtobetreatedthewaytheywanttobetreated 20 Energize InspireOthers Howdoyoudoit PersonallyembodyingthefuturestateandprinciplesinyourdailyactionanddecisionsBeinginternallypassionateandexternallyinspirationalaboutthebusinessandpeopleConstantlylearninfrontoftheorganizationfromsuccessandfailureKnockdownbarrierstoeffectivelyshowsupportinawaythatenablespeopletobesuccessfulCreativelyenrolltheentireorganizationinthevision recognizeandcelebrateprogress 21 Energize InspireOthers Whatsignalsaneedformore Principlesbeingignored rulebaseddecisions lackofownershipinthevisionandstrategiesPeopleplaceblameversusworkinginapositivewaytofixproblemsYoursensingindicatesthe pulse energy oftheorganizationslowsorweakensYourealizetherearealotofpeopleyoudonotknoworcouldnotsupporteffectivelyYourvisibilityintheorganizationislow Discussion Apollo13 22 Enable BuildCapability MartinLutherKing Oursuccesscanbemeasuredbyhowwellweshape grow andassurethesuccessofthenextgeneration 23 Enable BuildCapability Whatisit DevelopsorganizationcapabilitytodeliverinnovationtowinattwomomentsoftruthCreatesaninclusiveentrepreneurialculturewithstrongbusinessownershipEnablesothersandoneselftodowhattheydobestthrougheffectivecareerdevelopment assignmentplanningDevelopsthemselvesandothersbypassionatelyseekingtolearn coach andteachLeveragesdifferentapproachesofalltypestogetdesiredbusinessresults 24 Enable BuildCapability Howdoyoudoit FostercreativityandnewapproachestowinwiththeconsumerDeliberatelyencourageappropriaterisktakingHelppeopleidentifytheirstrengthsandgetthemintorolesthatleveragethosestrengthsEstablishalearningandtrainingplantogivetheorganizationneededskillsBeingabsolutelytrustworthyandrolemodellearn do teachprovidingcoaching wisdom Personallybuildandvaluediversityallowingpeopletodothingstheirwayversusyourway 25 Enable BuildCapability Whatsignalsaneedformore YoudonothaveregularcontactwithconsumersandcustomersYouhavenotbeentoalearningeventinthelastyearandyourcoachingtimeforpeopleisinadequateThereareissues barriers capabilitygapsthatareapparentbutnotremovedLackofdiversity lackofmasteryorskillsonlyinafewpeopleTeamsarenotdiverse littlerisktakingordifferingpointsofviewsarenotsurfaced Discussion AnnaandtheKing Hoosiers 26 Execute DeliverOutstandingResults LarryBossidyChairman CEOHoneywell Retired Executionisthegreatunaddressedissueinthebusinessworldtoday It sabsenceisthesinglebiggestobstacletosuccess Manybusinessleadersspendvastamountsoftimelearningthelatestmanagementtechniquesbuttheirfailuretounderstandandpracticeexecutionnegatesthevalueofalmostalltheylearn Suchleadersarebuildinghouseswithoutfoundations 27 Execute DeliverOutstandingResults Whatisit DevelopsexecutableplanstodeliverthestrategyInsuresindividualworkplansarealignedtotheplanandestablishesclearexpectationsHoldsthemselvesandothersaccountableandinspirestheorganizationbyconfrontingissuesandcelebratingsuccessRoutinelyreviewsprogress surfacesissues removesbarriers andmakesclearandtoughcallsBiasforaction Personallyleadsanddoescriticalworktorolemodelexecutionwithexcellence 28 Howdoyoudoit Developclearpriorities measuresandplanstoimplementstrategies Staffforexcellenceandhaveclearaccountabilitybothexpectations deliverablesandactionplansforeachpersonUtilizeformalbusinessreviews scorecards andinformaltimetoprovidecoachingCreatesenseofurgencyondeliveringresultsandimplementeffectiveworkprocessestosustainHaveapersonalactionplanforcriticalworkyouownandbepersonallyaccountableCelebrateandrecognizeprogress Execute DeliverOutstandingResults 29 Execute DeliverOutstandingResults Whatsignalsaneedformore ResultsareofftrackandplansareinsufficienttogetbackontrackBusinessreviewsandteammeetingsarenotproductiveThereislackofaccountabilityanddecisionmakingissloworunclearPeoplebecomecomplacentorfeelliketheyarealreadybestinclassLackofapplyingthebestworktools IWS HPO intheactionplansWhenyouletuponlearningandreapplying Discussion RemembertheTitans 30 TheLeader sCompassbyEdRuggeroandDennisHaleyLeadingWithTheHeartbyMikeKrzyzewskiMatsushitaLeadershipbyJohnKotterLeadertoLeader EnduringInsightsbyFrancesHesselbeinandPaulCohenTheLeadershipEnginebyNoelTichyTheLeadershipMomentbyMichaelUseemThe7HabitsofHighlyEffectivePeoplebyStephenCoveyLeadingChangebyJohnKotterTheLeader sCompanionbyJ ThomasWrenTheWayoftheLeaderbyDonaldKrauseLincolnonLeadershipbyDonaldPhilipsLeadershipandtheNewSciencebyMargretWheatleyLeaders StrategiesforTakingChargebyWarrenBennisandBurtNanusLeadershipIsAnArtbyMaxDuPreeTheWestPointWayofLeadershipbyLarryDonnithorneGoodtoGreatbyJimCollinsManagingByValuesbyKenBlanchardandMichaelO ConnorTheFifthDisciplinebyPeterSergePeakPerformancebyCliveGibson MikePratt KevinRoberts EdWeynesServantLeadershipbyRobertGreenleafOnLeadershipbyJohnGardnerBeyondtheCharismaticLeaderbyDavidNadlerandMichaelTushmanLeadershipandtheOneMinuteManagerbyKennethBlanchardInspire WhatGreatLeadersDobyLanceSecretanExecution TheDisciplineofGettingThingsDonebyLarryBossidyandRamCharanThe21IndispensableQualitiesofaLeaderbyJohnMaxwellAuthenticLeadershipbyBillGeorgeTheCycleofLeadrshipbyNoelTichyManagingAcrossBordersbyChristopherBartlettandSumantraGhoshal LeadershipBibliography 31 P GLeadersEmbodytheCompany sPurpose ValuesandPrinciples TheyhavestronglyandclearlydefinedpersonalvaluesandcharacterTheychoosewhat srightforthebusinessandtotalorganizationoverpersonalgainTheyarehonest ofhighintegrity andhavedeeprespectforothersTheyarecommittedtothedreamofgreatnessfortheorganization andunwaveringinitspursuit 32 P GLeadersEmbodytheCompany sPurpose ValuesandPrinciples Theyareconstantlylearningandseekingtobethebest TheyareconfidentyethumbleTheyarechangeagents andincitepassionandinspirationinothersTheyarecaringanddemanding creatingasenseoffamilyandownershipbyalwaysdoingtheright 33 HumilityisacriticalqualityintheconsumergoodsbusinessandinahighperformanceorganizationLeadershipandownershiparevaluesatP G WewanteveryemployeetoleadWeare ademocracyofideas whichleadstogreaterinnovation LeadershipshiftsdependinguponthesituationWeserveconsumers WeserveemployeesandcustomerswhoserveconsumersEveryP Gerhasapassiontowin OurCompanyisdedicatedtogrowth GrowthischangeP Ger sareloyaltotheinstitutionofP G notonlyoneleader Valueofintegrityiscontrolling ConsumersandCustomers TheLeaderishere ServantLeadershipatP G 34 Level5leaderschanneltheiregoneedsawayfromthemselvesandintothelargergoalofbuildingagreatcompanyIt snotthatLevel5leadershavenoegoorself interest Indeed theyareincrediblyambitious buttheirambitionisfirstandforemostfortheinstitution notthemselves JimCollinsinGoodtoGreat Humility Will Level5Ownership 35 Dayslater thatlessonwasdrivenhomeinanunexpectedwaywhenwereachedamonasterythatishometothespiritualleaderfortheregion slargelyBuddhistpopulation Byarrangement wewereabletoreceiveaprivateaudiencewiththehighmonk thereincarnatelama Withtheaidofinterpreters weengagedinafreewheelingdiscussionofBuddhistconceptsofleadership Thehighmonkleftuswithtwoindelibleaffirmations First leadershipisbuiltbyserving Second whenleaderstrulyserveandsubordinatetheirprivatewelfaretothatofallothers theirauthorityoftenbecomesunquestionable LeadershipLessonsofMountEverest HarvardBusinessReview October2001 36 They WestPointcadets spendeverywakingmomentlearningthetoughestlessonofall character Theyaretaughthowtolivebytheirword andtheydiscover