winning-with-leadership-以领导力取胜PPT课件

.,1,winningwithleadership!,.,2,aboutthispresentation.,.,3,youllhear:,ThedifferencebetweenmanagementandleadershipHowtogetyourpeopleonboardWaystomaximisepeopleperformanceIdeastocreatethecultureyouwant,.,4,whatsthedifferencebetweenmanagementandleadership?,.,5,managers,maintainthestatusquomonitorsituationallocateresourcescommunicatetargetsmeasuretheresultsfeedbackonthetrends,.,6,leaders,strategicthinkerslookforwardandcreatevisionschallengemotivateinspire,.,7,“aleadersjobistorallypeopletowardabetterfuture”,marcusbuckingham,.,8,whyisleadershipsoimportant?,.,9,“Thesurplussocietyhasasurplusofsimilarcompanies,employingsimilarpeople,withsimilareducationalbackgrounds,workinginsimilarjobs,comingupwithsimilarideas,producingsimilarthings,withsimilarprices,warranties,andqualities.”,JonasRidderstraleandKjelNordstromAuthors,FunkyBusiness,.,10,“whenpeopleleavecompanies,theytendnottoquitthecompany,theyaremorelikelytohavequittheboss.”,KenBlanchard,.,11,“Thetalentedemployeemayjoinacompanybecauseofitscharismaticleaders,itsgenerousbenefits,anditsworld-classtrainingprograms,buthowlongthatemployeestaysandhowproductiveheiswhileheisthereisdeterminedbyhisrelationshipwithhisimmediatesupervisorResearchfromthousandsofemployeesMarcusBuckinghamFirstBreakAllTheRules,.,12,trustinmanagementisdeclining,.,13,“Only36%ofemployeestrustseniormanagementtocommunicateeffectively”“Thisdropstoonly26%ofemployeeswithmorethan15yearsexperience”,Source:mercerhrconsulting,“Only53%felttheirorganisationdidagoodjobofkeepingemployeesinformed”,.,14,ideaone,getthatvisionthing,.,15,gettingthatvisionthing,Creatingaclearpictureofthefuturethatstimulates,excitesandinspiresGettingeveryonetobuyintoitEnsuringthateveryoneunderstandswhatsexpectedofthemTurningitintomeaningfulgoalsandtargetsCommunicatingprogresstowardsitcontinuouslyCelebratingsuccessesWorkingOnitconsistently,.,16,strategic,operational,tactical,on,in,.,17,whatdoesavisionlooklike?,.,18,avision,IsnotsimplyasetoffinancialfiguresIsnotabusinessplanIsnotapieintheskyideaIsmorethanwordsintheMDsannualspeechIsapictureofthefuturethatwewantIncludescustomers,peopleandfinancesTypicallyisa2year/1year/6monththingIsapointofstrategicfocusfortheleadershipofthebusinessIssomethingforeveryonetoworktowards,.,19,peopletellustheyneedtoknow,.,20,Howisthisvisionrelevanttome?,Whatspecificallydoyouwantmetodo?,HowwillIbemeasured?,WhatconsequenceswillIface?,Whattoolsandsupportareavailable?,Whatsinitforme?,Howarewedoing?,.,21,theleadersrole?,.,22,tohelppeopleanswerthesequestions,.,23,valueYourvalues,ideatwo,.,24,itsnotwhatyousay,itswhatyouDO!,.,25,valuescan:,definethefundamentalcharacterofabusinesshelpcreatethecultureyouwantcreateasenseofidentityforthebusinessreducegameplaying,politicsandconfusionprovideguidelinesformanagersandstaffprovideguidanceforacceptableandunacceptablebehaviours,.,26,HarleyDavidsonsValues:TellTheTruthBeFairKeepYourPromisesRespectTheIndividualEncourageIntellectualCuriosityMutuallyBeneficialRelationships,.,27,45%,feelthattheirmanagersbehaveinawaywhichisconsistentwithcompanyvalues,only,Source:mercerhrconsulting,.,28,35%,feelthatwhattheirorganisationsaysitvaluesisconsistentwithwhatitactuallyrewards,only,Source:mercerhrconsulting,.,29,turnyourvaluesintopreferredbehaviours,.,30,TEAMWORK,OfferssupportdoesntwaittobeaskedStrivestounderstandandcontributetodepartmental/teamgoalsRecognisestheimplicationsoftheiractions/inactionsonothersShowsrespecttotheneeds,feelingsandviewsofothersPromotescollectiveownershipacrossthebusinessEncouragescontributionsfromallteammembers,.,31,bearolemodel,.,32,“TheresnoIinTeam,butthereisaMeifyoulookhardenough”DavidBrent,.,33,ideathree,getengaged,.,34,Only17%areactivelyengaged,63%arentengaged,20%areactivelydisengaged,88%wanttoworkhardanddotheirbest,50%workedjusthardenoughtoavoidbeingfired!,75%believetheycouldbesignificantlymoreproductive,Source:Gallup,.,35,thebenefitsofanengagedworkforce,.,36,50%,morelikelytohavelowerstaffturnover,source:gallup,.,37,56%,morelikelytohavehigherthanaveragecustomerloyalty,source:gallup,.,38,38%,morelikelytohaveaboveaverageproductivity,source:gallup,.,39,27%,morelikelytoreporthigherprofitability,source:gallup,.,40,ideafour,giveyourpeopleadamngoodlisteningto,.,41,“Thebestengineerssometimescomeinbodiesthatcanttalk.”,nolanbushnell,founderofatari,.,42,ideasforaction.,.,43,setupfeedbacksystemsthatsuityourteam,notyoubeatthebrainwashingaskyournewcomerstospotyourbusinessstupiditieskillastupidrulecommercebankoffers$50experiencedaysfiverdownthepubfridayspizzasandproblemsresistrecruitingreplicants,.,44,askyourteamwhatdoyouwantfromme?,.,45,StopStartContinue,.,46,beanenemyofthestatusquo,ideafive,.,47,whentwopeopleinbusinessalwaysagree,oneofthemisunnecessary,williamwrigleyjr,.,48,fourcommontraits:,leadershipsystemsandprocessesculturemeasurement,.,49,whatprocessesdoyouhavetoencourageyourpeopletorevolutioniseyourbusiness?,.,50,“findgreatideas,exaggeratethem,andspreadthemlikehellaroundthebusinesswiththespeedoflight”,JanCarlzon,HeadofScandinavianAirlines,.,51,ideasix,createotherleaders,notfollowers,.,52,PEAKPERFORMER,MISMATCH,STAR,PROBLEMPERFORMER,PRODUCTIVITY,UNUSEDPOTENTIAL,HIGH,LOW,LOW,HIGH,.,53,andfinally.,.,54,ideaseven,takeaction,notnotes,.,55,“Visionwithoutactionishal