Huawei领导力素质模型

-Strategic LeadershipCompetency ModelDictionaryDRAFT战略性领导力素质模型字典草案February, 2005Version 1精选资料DRAFT Huawei Strategic Leadership Model CompetenciesBuilding Customer Capability Cluster构建客户能力的素质群3 Customer Focus 关注客户3 Partnering 建立伙伴关系8Building Huawei Capability Cluster构建华为能力素质群11 Inspiring Leadership鼓舞式领导11 Building Organizational Capability塑造组织能力17 Cross-functional Collaboration跨部门合作24Building Individual Capability Cluster构建个人能力素质群30 Drive for Results结果导向30 Commitment to Huawei献身华为35 Strategy Thinking 战略思维39 Understanding Others理解他人43Baseline Competencies基本素质47 Analytical Thinking分析思考47 Impact and Influence 施加影响51 Information Seeking信息搜集58 Initiative积极主动62Building Customer Capability Cluster构建客户能力的素质群Customer Focus 关注客户Definition:定义The passion to understand and serve the customer, meeting their needs in creative and innovative ways. “Customer” refers to current, potential and internal customers.致力于理解客户需求，并为客户提供创造性解决方案的行为特征。“客户”是指现在的、潜在的、和内部客户。Dimension: 维度 Depth of the customers needs. Complexity of the action. 对客户理解的深度 采取行动的难度Discussion: 讨论Customer Focus is at the heart of Huaweis values and purpose, and it is strongest characteristic in the market. It should inform almost everything Huawei does. At the higher levels Customer Focus involves customer-driven innovation; at lower levels it is responsiveness to customer needs.关注客户是华为价值和目的的中心，也是市场上最重要的特征。它应该反映华为所作的几乎任何事情。从较高的层次上来说，关注客户是指客户驱动创新；从较低的层次上来说，关注客户指满足客户的需求。How it relates to other competencies: 如何与其他素质相联系To be done well, Customer Focus needs to be supported by: Understanding Others, to truly listen to and understand the customers underlying needs, not just what we assume that the customer needs. Strategic Thinking, to shape Huaweis response to the customer Appropriate Building Huawei Capability competencies, to ensure a full departmental or organizational response. 要良好应用，关注客户素质需要以下素质的支持： 理解他人素质：真正地去倾听和理解客户的潜在需求，而不是我们假设客户需求什么。 战略思考素质：来规范华为对客户的反应。 适当的构建华为能力的素质群：确保整个部门或组织的充分反应。Customer Focus should exist in a creative tension with Drive for Results and Strategic Thinking. To some extent the leaders Drive for Results supports Customer Focus, by helping the leader focus on understanding the customers business and on supporting the customers profitability. On the other hand, the leader needs to exercise discretion in choosing which customer needs receive a full response. Considerations of Huaweis own profitability, the commercial potential of the project and its fit to Huaweis strategy should also shape the leaders response to the array of potential customer needs.关注客户应存在于一种创造性地紧迫感当中，这种紧迫感与结果导向素质和战略思维素质相联。在一定程度上，领导的结果导向素质通过帮助领导注重理解客户的业务，并维护客户的利润，支持了关注客户。另一方面，在选择应该充分满足哪些客户的需求上，领导需要慎重决策。考虑华为自身的利润，项目的商业潜力和它与华为战略的匹配性也应该影响领导对潜在的客户需求序列的反应。Level 1: Responds to Clear Customer Needs Based on a clear understanding of the customers needs and Huaweis products and services, obtains needed resources to address customer needs. The customer needs here are quite straightforward and well understood by the customer. Solutions are developed based on previous experiences, cases or available products. Includes taking action to establish relationships with potential customers.层级一: 对于明确的客户需求的反应 在明确理解客户需求和华为的产品和服务的基础上，获得需要的资源来满足客户的需求 这里的客户需求是非常简单的，并且客户自身也能够充分地理解。 基于先前的经验、案例或现有的产品，找到解决途径。 包括采取行动来与潜在客户确立关系Example:Our scheme to resolve the problem for the customer was successful but it was delayed for 3 hours. At 11:30 this system was restored completely. There were many technical decisions involved in it. I learned upon arrival that the engineer was so worried that he cried. He was near about 30 and had too much pressure. When the customer implemented their own scheme, I especially told the person in charge of the information center that nobody should be allowed into the equipment room except the several people on the site and everybody else should go back to his own position and couldnt create more pressure to them. Because so many people gathered around him, his pressure would be much higher. I also asked the responsible supervisor to report on the progress to their internal customer and ask them to wait patiently. I had to comfort them constantly. I believe the customer could also understand us. So finally this problem was solved without causing too much chaos. That was because we handled it very carefully.范例：我们旨在解决客户问题的计划是成功的，但却被延误了三个小时。11点30分，系统完全修复。这其中牵涉到很多技术性决定。我到达后才知道工程师担心得都哭了。他将近30岁承受了很大压力。当客户实施他们自己的计划时，我特意告诉信息中心的负责人说：“除了在场的几个人外，不要允许任何人进入设备间，其他人都应该回到自己的岗位上去，不要给他们制造更大的压力。”由于周围聚集了太多人，他的压力就变得更大。我也要求相关负责人对内部客户汇报进展情况，并请客户耐心等待。我需要不断的安慰他们，我相信客户也理解我们。最后，这个问题得到解决而且没有造成过多混乱，那是因为我们处理地非常小心。Level 2: Reacts to Customer Concerns Understands the customers needs and the rationale of Huaweis products and services and provides solutions. The customers needs are unclear or are presented simply as objectives, but the customer explicitly states a need and asks for help No mature products or services are available as reference. The leader needs to modify what is available to meet customer needs. Decision making involves balance between cost and effect. Responds quickly and decisively to customer service emergencies.层级二：解决客户的担忧 在理解客户的需求以及华为产品/服务背后原理的基础上，为客户提供解决方案。 客户的需求不是非常明确或是以简单的目的显示，但是客户的需要往往相对清晰。 没有现成的产品或服务可以提供可循，需要对已有的方法/方案进行一定的改进或创造。 决策时要权衡风险。 在出现客户服务方面的紧急情况时，可以迅速地果断地进行回应。Example:We were the first to negotiate, in December, and I was not the main negotiator. The main negotiator of the customer was its mobile general manager, and our main negotiator was the chief of the local office. I was listening for future reference. The customer said that Huawei was nice, but our price should be reduced. After the negotiation, I chatted with the mobile general manager to get clearer on the progress, our position and what we should do next. I wanted to master more accurately what was in the customer mind. He was a friendly Arabian and what he thought was disclosed naturally. He told me that their leader was for Huawei, but Huaweis price was on the high side; he also told me how much we should reduce. That was of great help to our later negotiation. I was behind the negotiation from then on. I listened to reports and made analysis with others and reduced the price.范例：十二月份，我们是第一个要谈判的，我并非主要谈判者。客户的主要谈判者是移动总经理，我们的主要谈判者是当地办事处的领导。我在倾听以备将来参考。客户说华为很好，但我们应该降低价格。谈判之后，我与移动总经理聊天以了解谈判的进展、我们的处境以及我们下一步应该怎么做。我希望能更清晰地掌握客户的想法。他是一个友好的阿拉伯人，不善掩饰，想法很自然地表露出来。他告诉我他们的领导很想和华为合作，但是华为的价格很高；并且还告诉我价格应该降多少。那对我们后期的谈判帮助很大。从那时起，我一直做谈判的幕后工作听报告、与其他人做分析和降低价格。Level 3: Uncovers and Meets New Customer Needs Identifies or senses the customer needs, coordinates Huawei resources to come up with solutions. The customers needs sometimes are quite conceptual or difficult to grasp, or the customer may express a need without explicitly asking for a proposal. Can include interaction or cooperation with the customer, working together to design the solution. Or, identifies the potential customers interest and takes action to build up the relationship.层级三：想客户所想，发掘并满足客户新的需求 捕捉或澄清客户的兴趣点，通过协调华为有关资源，找到解决方案。 客户的需求有时是比较抽象或难以把握的，或者，客户可能会表示一个需求但没有明确要求提建议。 可包括与客户的合作和互动，共同设计解决方案。 或明确潜在客户的兴趣并作出行动建立关系Example:During the Beijing Exhibition at the end of Oct. 2002, the vice-president of one potential customer mentioned the idea of using soft switch for transit network. I thought it was a chance, and that I should analyze our plans carefully, and know clearly how to proceed. Moreover, I should make the plans detailed. I organized a team to do it. We had been considering the idea, but had not made them clear. We became clearer about the plans after he said those words. Eventually, I visited the customer in March, 2003 after waiting for a long time. During the visit, I presented the conceptions about what we did in 3G, softswitch technology, and gateway office to the vice-president of the client. What I said was about the construction of the whole 3G network, especially about the application of the mobile soft switch. Next, I also spoke the specific technical differences. The important thing was what the president of the customer told his people. He said he asked them to construct toll telephone networks with soft switch but there was still no result. So he pushed them to cooperate with Huawei make a plan.范例：在2002年十月底举办的北京展览会期间，一位潜在客户的副总裁提到在网络传输中使用软交换。我认为这是一个机会，应该仔细分析我们的计划，搞清楚如何进行。还有，我应该制定详细的计划。我组织了一个小组来做这件事情。我们考虑了这个想法，但却没有弄清楚。他说了那些话之后，我们对计划清楚了很多。最终，在等了很长一段时间之后，我在2003年三月拜访了客户。拜访过程中，我对客户副总裁介绍了有关本公司所做的3G、软交换技术以及办公室网关等概念。我所说的是关于整个3G网络的建设，尤其是移动软交换的应用。紧接着，我也讲了具体的技术区别。重要的是，客户总裁对他的手下讲了什么。他说他要求他们用软交换建设长途电话网但还没有结果。因此他倾向于与华为合作来制定一个计划。Level 4: Innovates to Meet Anticipated Customer Needs Studies customers, clarifies the potential needs of the customers and the capability of Huawei to provide new solutions. Customers might not be aware of their needs, or may not imagine that their problem could be solved by Huawei. Includes providing the strategic suggestions for the customers business model and being the “trusted advisor” to the customer, regarding the customers business.层级四：想客户所不想，创造性的服务客户 研究客户，发掘华为的潜力以及客户的潜在需求，提供全新的解决方案。 客户往往也没有意识到有这样的需求，或者没有想象到他们的问题可以得到华为解决。 包括为客户的业务模式提供战略性的建议，成为客户的长期战略伙伴。Example:I talked about how we can succeed and what are the important things from the customers angle. Huawei was a new comer in this field. If we wanted to enter the market and compete with others, we would need to think for our customers. We would need to be able to tell them why they should use Huawei products. So I tried to demonstrate how the contract would benefit the client and how it would improve their profitability. The carrier chose Huawei because we understood their needs and used this understanding to design a product for them. The customer did not specify the situations in which a solution would be applied when they invited public bidding. After we got the contract, we analyzed how the equipment would be used in these places, in areas where revenue was low. Previously when the carrier constructed the network, they used to build a building, install air conditioners, etc. Then they put a big cabinet into the house no matter how expensive it is, so they can cover the area. The cost was high relative to the revenue because the population of the area was small. If they spent RMB100,000 in total on the building, only RMB30,000 was used to buy the equipment and the other RMB70,000 was for renting the land, building the building, fitting the building up, and installing air conditioners. Considering this situation, we designed a kind of product with a small capacity for 10,000 people. No need to build a building. It is a small box installed outdoors. It has a built-in semiconductor heat dissipation system. It is lightning-proof and dustproof. It saved a lot of costs for the customer.范例：我谈到我们如何取得成功以及站在客户的角度看什么是重要的因素。在这个领域，华为是一个新来者。如果我们想进入市场并与其他公司竞争，我们要考虑客户的利益，要能准确地告诉客户为什么他们应该使用华为的产品。因此我试着证明这个合同将如何使客户获得好处并将如何提高他们的利润。运营商 选择华为是因为我们理解了他们的需求并且运用这种理解为他们设计了产品。客户在公开招标时并没有明确解决方案适用的环境，获得合同之后，我们分析这些设备可能如何在这些收入水平低的地区使用。以前，当运营商 构建网络时，他们通常建造一建筑物，安装空调等。然后，他们把一个大的橱柜放进房间尽管橱柜的成本很高，这样他们就能够覆盖整个地区。因为这些地区的人口很少，所以其成本占收入的比例很高。如果他们花100,000元人民币在整栋建筑物上，将只有30,000元会用来购买设备，剩余的70,000元则用来租赁土地、建造建筑物、布置建筑物和安装空调。考虑到这种情况，我们设计了一种10,000用户的小型产品，这样就不必建造大楼。该产品是一个安装在户外的小盒子，它有一个内置的半导体热分散系统，并且防晒、防尘，为客户节约了大量的成本。Partnering 建立伙伴关系Definition: 定义The desire and ability to find a common ground to build mutually beneficial partnerships with other carefully selected organizations, to better serve Huaweis customers. The other organizations involved may be Huaweis competitors in areas other than the area of partnership. This desire to partner is based partly on the sense of safety in number, of not wanting to be the single, exposed entity, separate from other companies. The partnerships should be based on the desire to serve the customer better and more completely than either company could do separately.愿意并能够找出华为与其他精心选择的企业之间的共同点，与他们建立具有共同利益的伙伴关系，以更好地为华为的客户服务。包含的其他企业可能是华为只在该领域的伙伴，而在其他领域是竞争对手。合作的愿望部分基于数量上的安全感，不想单打独斗、暴露自己以及孤立于其他公司等。双方愿意合作，以便比任何一家公司单独来做都能更好更完全地服务于客户，这是伙伴关系建立的基础。Dimension: 维度 Completeness of action Degree of closeness to the partner 行动的完全性 与伙伴的亲密程度Discussion: 讨论Partnering, especially with competitors, is a complex and sophisticated competency, supported by many other competencies. In addition to the competencies suggested below, the effective builder of partnerships needs exceptional emotional maturity, patience and a flexible and open attitude to deal with all the vicissitudes of negotiating and realizing a partnership with another company, which will inevitably have its own culture, history and interests. 建立伙伴关系尤其是与竞争对手，是一种综合的和复杂的素质，且需要其他多种素质的支持。除了下面提到的素质之外，有效伙伴关系的营造者还需要在情感上特别的成熟，极具耐心，在处理所有谈判成败和实现与另外一家公司（不可避免地该公司有其自身的文化、历史和兴趣。）的伙伴关系时具有灵活开放的态度。How it relates to other competencies: 如何与其他素质相联系The ability to effectively partner with competitors is somewhat like Cross-Functional Collaboration at greater degree of difficulty, because the leader must collaborate with leaders from a different and sometimes competing organization, rather than just with leaders of other functions within Huawei.与竞争对手有效地建立伙伴关系，有些像跨部门合作素质，只是难度更高。这是因为领导必须与来自不同，有时甚至是相互竞争的组织的领导相配合，而不是仅仅与华为内部其他部门的领导合作。Partnering is supported by a combination of virtually all the other competencies: Information Seeking (baseline competency) at the highest levels, to choose a partner and to learn about the partner company and its role, markets, potentials etc. Strategic Thinking at the highest levels to recognize and realize the long-term strategic potential of the partnerships, and to think outside of the normal boundaries. Also to recognize the strategic interests of the partner Customer Focus, to keep the needs of the customer and the reason for partnering always in mind. Drive for Results, to ensure that the partnership makes sound business and economic sense. Understanding Others, to hear others reasons, emotions and interests accurately, even across national and company cultures and potentially competing business interests. Commitment to Huawei to recognize that Huaweis best interests may lie in a good partnership, and to transcend the local loyalty to Huawei against all competitors. Impact and Influence (baseline competency), at the highest levels to convince the partner and to learn about the partner company and its role, markets, potentials etc. Some or all of the building Huawei Capability competencies, to get the necessary parts of Huawei to support and implement the partnership.Partnering directly embodies and supports Huaweis strategy and value for Harmony in the Business Environment. Effective partnerships also support Customer Focus, and customer-driven innovation.建立伙伴关系几乎需要其他所有素质的综合支持： 在最高层级的寻找信息素质（基本素质），选择一个伙伴并且了解该伙伴公司及其角色、市场、潜力等方面的信息。 在最高层级的战略思维素质上，认识并了解伙伴企业的长期战略性潜力，超越常规界限来思考，这样也可以认识到伙伴的战略兴趣。 关注客户，头脑中时刻想着客户的需求和建立伙伴关系的原因。 结果导向，确保合作伙伴做出成熟合理的商业和经济上的判断。 理解他人，准确地听取他人的理由、情感和兴趣，即便是跨越国界、公司文化和潜在竞争性的商业利益。 献身华为，要认识到华为的最佳利益在于一个良好的伙伴关系，要超越那种与竞争者对抗的狭隘的忠诚。 施加影响（基本素质），在最高的层级上说服伙伴、了解伙伴公司及其角色、市场潜力等。 以部分或所有构建华为能力素质群的因素，去获得华为必要的部门，来支持和实现伙伴关系。建立伙伴关系直接包含和支持了华为追求和睦产业环境的战略和价值。有效的伙伴关系也支持客户关注和客户驱动创新。Level 1: Opens the door and makes contact Makes contact or establishes rapport with other thoughtfully selected organizations, with an eye to potential partnerships. May scan the environment to learn about various potential partners, their reputation, their market position, their strengths, size and other characteristics that may make them suitable partners for Huawei. May “market” Huaweis potentials and establish Huaweis reputation to other organizations. May become friendly with executives in the other company, establishing a positive relationship with them (on a personal level).层级一：对外开放，建立联系 与那些精心挑选的企业进行接触或建立友好关系，同时留意潜在的合作伙伴。审视环境以了解各种各样潜在的合作伙伴，他们的名声、市场地位、实力、规模及其他的那些使其成为华为合适的合作伙伴的特征。这些都可能“推销”华为的潜力并确立华为对其他企业的声誉。 可能对其他公司的主管人员变得友好，并与他们确立一种积极的关系（在个人层面上）。Level 2: Has the conversation Listens and exchanges information with potential partner to explore opportunities for cooperation to serve the customers. Communicates Huaweis sincerity and their intention to be part of a team of relatively equal partners. 层级二：有对话 倾听潜在合作伙伴的想法并与其沟通交流，以寻求共同服务客户的合作机会。 表达华为的诚意，以及他们想成为小组一分子的意图。这个小组中的每个成员相对平等。Level 3: Cooperatively develops partnership Develops the shape of the partnership cooperatively together with the partner. May use a strong understanding of the culture, organizational politics and market position of the potential partner, and why they might or might not want to partner with Huawei, in order to develop a mutual understanding and a way forward.层级三：共同确定伙伴关系 与合作伙伴一起确定合作关系的形式。 对于潜在的伙伴，要准确了解他们的文化、组织结构及市场地位，还要知道他们可能想或不想与华为合作的原因，以便确立共同的理解和将来合作的方式。Level 4: Reaches Agreement Negotiates a mutually beneficial partnership, and achieves agreement. At this point many other competencies are needed to enable Huawei and the partner, to adapt their organization, practices and culture to enable the partnership to work effectively.层级四：达成共识 商定一个共同获利的伙伴关系，并达成共识。使华为及其合作伙伴适应他们的组织、经验和文化，以便伙伴关系良好运行。在这一点上，还需要许多其他的素质。Building Huawei Capability Cluster构建华为能力素质群Inspiring Leadership鼓舞式领导Definition:定义The ability to lead teams by focusing them on key issues and empowering them to solve problems and harness their collective wisdom.通过推动团队成员关注要点、鼓舞团队成员解决问题以及运用团队智慧等方法来领导团队的行为特征。Dimensions:纬度 Degree of empowering or inspiring the team. The depth of collective wisdom and/or energy that is tapped . 授权以及鼓舞团队的程度，集思广益的深度和所发掘出的团队能量的大小Discussion:讨论In