鲍威尔领导风范-18个格言(ppt 18).ppt

Lesson1,一個好的領導者是必須對群體之共同福利負責任的，這也就是說群體中有些人可能會對於你所採取的行動或決定感到不悅。但如果你是個值得尊敬的人，這將是無法避免的。試著想討好所有的人就只能是個庸才：此時你將失去做重大決定的機會，你將不敢與需要面對的人面對，並且你也將無法論功行賞，就因為怕一些人可能因此而對你爭吵不已。諷刺的是，若將麻煩事拖延不決，試著不讓任何人生氣，並且不顧他們個人表現地同樣優渥的對待每一個人，所得到的結果就是你將只會讓那些團隊中最有創造力和生產力的人越來越氣憤而已。,負責任不怕惹人氣,謝聖鴻譯,Beingresponsiblesometimesmeanspissingpeopleoff.,Goodleadershipinvolvesresponsibilitytothewelfareofthegroup,whichmeansthatsomepeoplewillgetangryatyouractionsanddecisions.Itsinevitable,ifyourehonorable.Tryingtogeteveryonetolikeyouisasignofmediocrity:youllavoidthetoughdecisions,youllavoidconfrontingthepeoplewhoneedtobeconfronted,andyoullavoidofferingdifferentialrewardsbasedondifferentialperformancebecausesomepeoplemightgetupset.Ironically,byprocrastinatingonthedifficultchoices,bytryingnottogetanyonemad,andbytreatingeveryoneequallynicelyregardlessoftheircontributions,youllsimplyensurethattheonlypeopleyoullwindupangeringarethemostcreativeandproductivepeopleintheorganization.,當部屬不再帶著問題前來求援,即代表你不應再領導他們.他們不是對你的幫助失去信心,就是認為你根本不關心成敗.這都代表領導權的失敗,如果做一個實地測驗,大多數的高階管理層(CEO)都會面臨失敗.第一.高階管理層經常設定許多溝通障礙,使得部屬尋求協助的企圖看來可笑第二.高階管理層經常塑造尋求協助即是弱者的企業文化,下屬只有儘量掩飾弱點,當然組織也相同受害真正的領袖應使自己的協助垂手可得,而且即使要求高標準,也應給部屬不斷的挑戰並對部屬努力付出關心,當然,領導者更應塑造一個以協助問題分析代替責難的環境,Lesson2,Thedaysoldiersstopbringingyoutheirproblemsisthedayyouhavestoppedleadingthem.Theyhaveeitherlostconfidencethatyoucanhelpthemorconcludedthatyoudonotcare.Eithercaseisafailureofleadership.,Ifthiswerealitmustest,themajorityofCEOswouldfail.One,theybuildsomanybarrierstoupwardcommunicationthattheveryideaofsomeonelowerinthehierarchylookinguptotheleaderforhelpisludicrous.Two,thecorporateculturetheyfosteroftendefinesaskingforhelpasweaknessorfailure,sopeoplecoveruptheirgaps,andtheorganizationsuffersaccordingly.Realleadersmakethemselvesaccessibleandavailable.Theyshowconcernfortheeffortsandchallengesfacedbyunderlings,evenastheydemandhighstandards.Accordingly,theyaremorelikelytocreateanenvironmentwhereproblemanalysisreplacesblame.,匡勝達譯,小公司和剛開始起步的公司無法好整以暇的找分析專家他們也沒什麼錢可以供奉上國的精英階級.必要時總經理也得親自接電話或者送貨.每個列名帳冊上的員工都會對他公司的盈虧有貢獻.可是當公司變大之後,他們經常忘了是什麼條件讓他們有開始時那般的活力的:像是全面參與,平等,不拘泥形式,貼近市場,大膽,冒險,速度,靈活.從象牙塔出來的政策通常對衝鋒陷陣的人產生反效果.實際的領導人要對這些趨勢有所警惕,Lesson3,別被專家或是上國學者的牛皮給唬了,專家擁有的資料比他們的判斷能力還多.上國學者的想法也會有近親通婚的現象.變得像是白血病患.對現實世界殘酷的變化毫無扺抗力,Dontbebuffaloedbyexpertsandelites.Expertsoftenpossessmoredatathanjudgment.Elitescanbecomesoinbredthattheyproducehemophiliacswhobleedtodeathassoonastheyarenickedbytherealworld.,Smallcompaniesandstart-upsdonthavethetimeforanalyticallydetachedexperts.Theydonthavethemoneytosubsidizeloftyelites,either.Thepresidentanswersthephoneanddrivesthetruckwhennecessary;everyoneonthepayrollvisiblyproducesandcontributestobottom-lineresultsortheyrehistory.Butascompaniesgetbigger,theyoftenforgetwhobroughtthemtothedance:thingslikeallhandsinvolvement,egalitarianism,informality,marketintimacy,daring,risk,speed,agility.Policiesthatemanatefromivorytowersoftenhaveanadverseimpactonthepeopleoutinthefieldwhoarefightingthewarsorbringingintherevenues.Realleadersarevigilant,andcombative,inthefaceofthesetrends.,王南傑譯,從專家身上學習,觀察他們,將專家視為良師與夥伴.但是要記得,即使專家在知識及技巧上也有級別之分.有時即使專家也會變得自滿與怠惰.領導者不會從任何人的盲從產生.全錄公司的巴里一針見血地警告他的屬下,如果請了一個只會說是的人為你工作,那麼你們二者之間,有一個就是冗員.好的領導鼓勵每個人的發展.,Lesson4,“不要懼怕挑戰專家,即使在他們最專長的部分”,江郅豪譯,Dontbeafraidtochallengethepros,evenintheirownbackyard.,Learnfromthepros,observethem,seekthemoutasmentorsandpartners.Butrememberthateventheprosmayhaveleveledoutintermsoftheirlearningandskills.Sometimeseventheproscanbecomecomplacentandlazy.Leadershipdoesnotemergefromblindobediencetoanyone.XeroxsBarryRandwasrightontargetwhenhewarnedhispeoplethatifyouhaveayes-manworkingforyou,oneofyouisredundant.Goodleadershipencourageseveryonesevolution.,策略相當於執行,世界上所有偉大的計劃或願景,如果無法被迅速有效地落實執行,那麼就一點價值也沒有了,好的領導者慷慨地授權於它人,但是每天會專注檢視細節(想想如JimmyJohnson,PatRiley和TonyLaRussa等偉大的運動教練),不好的領導者,即使自認為是革新的遠見卓識者,卻認為他們的工作遠高於檢視操作上的細節,自相矛盾地,好的領導者了解更深入:檢視細節的煩人例行公事會導致盲目遵從與自滿,那是會使每個人腦筋變遲鈍的,這就是為甚麼好的領導者會非常專注於檢視細節,他們不斷地鼓勵人們去挑戰整個過程,他們可以體會到如QuadGraphic公司總裁HarryQuadracchi,Oticon公司總裁LarsKolind及已逝的MCI總裁BillMcGowan他們的心情,他們都不約而同地聲稱領導者的工作不僅是最重要的組織者,更是最重要的破壞組織者,Lesson5,“決不忽略細節當每個人的頭腦都遲鈍或思想不集中時,領導者更需加倍警惕,Strategyequalsexecution.Allthegreatideasandvisionsintheworldareworthlessiftheycantbeimplementedrapidlyandefficiently.Goodleadersdelegateandempowerothersliberally,buttheypayattentiontodetails,everyday.(ThinkaboutsupremeathleticcoacheslikeJimmyJohnson,PatRileyandTonyLaRussa).Badones,eventhosewhofancythemselvesasprogressivevisionaries,thinktheyresomehowaboveoperationaldetails.Paradoxically,goodleadersunderstandsomethingelse:anobsessiveroutineincarryingoutthedetailsbegetsconformityandcomplacency,whichinturndullseveryonesmind.Thatiswhyevenastheypayattentiontodetails,theycontinuallyencouragepeopletochallengetheprocess.TheyimplicitlyunderstandthesentimentofCEOleaderslikeQuadGraphicsHarryQuadracchi,OticonsLarsKolindandthelateBillMcGowanofMCI,whoallindependentlyassertedthattheJobofaleaderisnottobethechieforganizer,butthechiefdis-organizer.,Neverneglectdetails.Wheneveryonesmindisdulledordistractedtheleadermustbedoublyvigilant.,郭坤臟譯,你知道得到寬恕比得到同意來得容易.那是真的,好的領導者不會等到正式的同意之後才去試驗.他們是謹慎而不是魯莽的.但他們也了解在許多組織中嚴酷的生活現實:如果你要足夠的人同意,你將不可避免地碰到相信本身工作的人說no的困難.道德是如此,不是要求.較少有力的中階主管認同這個觀點,如果我沒有明確地被告知yes,我不會做它.,然而好的中階主管相信,如果我沒有明確地被告知no,我可以做.這是這兩個觀點的最大差別.,Lesson6,你不知道你會成功直到你嘗試過後,Youdontknowwhatyoucangetawaywithuntilyoutry.,Youknowtheexpression,itseasiertogetforgivenessthanpermission.Well,itstrue.Goodleadersdontwaitforofficialblessingtotrythingsout.Theyreprudent,notreckless.Buttheyalsorealizeafactoflifeinmostorganizations:ifyouaskenoughpeopleforpermission,youllinevitablycomeupagainstsomeonewhobelieveshisjobistosayno.Sothemoralis,dontask.Lesseffectivemiddlemanagersendorsedthesentiment,IfIhaventexplicitlybeentoldyes,Icantdoit,”whereasthegoodonesbelieved,IfIhaventexplicitlybeentoldno,Ican.Theresaworldofdifferencebetweenthesetwopointsofview.,張世杰譯,如果沒有損壞就不需修理是句自滿,自大與嚇唬人的話.這是怠惰的託辭,稱為沒戰鬥力.它是一種假設今天的事實會以有條不紊與可預料的方式延續至明天的心態.這完全是空想,幻想.你在這樣的文化下將不會找到專業積極的人對出現的問題採取解決的步驟.這兒有個小小的提示:不要加入這種團體.,Lesson7,持續不斷的留意表面狀況以外的事.不要迴避去面對它,因為你可能不喜歡你所知道發現的事,Keeplookingbelowsurfaceappearances.Dontshrinkfromdoingso(just)becauseyoumightnotlikewhatyoufind.,Ifitaintbroke,dontfixitisthesloganofthecomplacent,thearrogantorthescared.Itsanexcuseforinaction,acalltonon-arms.Itsamind-setthatassumes(orhopes)thattodaysrealitieswillcontinuetomorrowinatidy,linearandpredictablefashion.Purefantasy.Inthissortofculture,youwontfindpeoplewhoproactivelytakestepstosolveproblemsastheyemerge.Heresalittletip:dontinvestinthesecompanies.,黃國烜譯,在知識經濟的年代，最佳的資產就是人。我們太常聽到這句話，以致於它變得像是陳腔爛調。但是有多少領導者真正將這句話付諸實現?人們常被高階主官當成(無能力的)小棋子而任意擺佈,這或許說明了為何有這麼多的高階主管終日都忙於交易的完成、組織的再造，或鍾情於一些最新的管理時尚。又有多少主管能真正的以致力創造一個最好、最明亮、最有創造性的環境為目標，來吸引、留住人材，並能真正的釋放出他們的潛力?,Lesson8,組織不能真正地完成任何事情，計畫亦然，空談管理的理論更沒辦法成就任何事。努力付出之後的成功與否，取決於所參與的群體。只有吸引最優秀的人才，方能成就偉大的事業,Organizationdoesntreallyaccomplishanything.Plansdontaccomplishanything,either.Theoriesofmanagementdontmuchmatter.Endeavorssucceedorfailbecauseofthepeopleinvolved.Onlybyattractingthebestpeoplewillyouaccomplishgreatdeeds.,Inabrain-basedeconomy,yourbestassetsarepeople.Weveheardthisexpressionsooftenthatitsbecometrite.Buthowmanyleadersreallywalkthetalkwiththisstuff?Toooften,peopleareassumedtobeemptychesspiecestobemovedaroundbygrandviziers,whichmayexplainwhysomanytopmanagersimmersetheircalendartimeindealmaking,restructuringandthelatestmanagementfad.Howmanyimmersethemselvesinthegoalofcreatinganenvironmentwherethebest,thebrightest,themostcreativeareattracted,retainedand,mostimportantly,unleashed?,蔡育軒譯,在一個動態工作場合，如同環繞你的外部環境，組織圖是一張凝結的陳年相片。如果人們真的只遵照組織圖辦事，公司將會倒掉。然而，而在運作良好的組織中，頭銜照常不算什麼。他們頂多告訴人們你的授權範圍，一個正式授與命令的能力。但就真正能發揮影響力以鼓舞人們的權力來說，頭銜的意義不大。你是否曾注意到，人們會對人表態，這些人形式上沒什麼權力，但有的是活力、驅使能力、專業能力、與對團隊合作與產品的真心認同？另一方面，不具領導魅力的管理者，也許有正式的高職位與閃亮外表，但對其他人卻不具影響力，僅能得到他人極少的認同與工作標準。,Lesson9,組織圖與花俏的頭銜不算什麼,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.,蔡啟明譯,千萬不要依恃你的地位而忘了自省,總有一天你會失去你的職位,也失去自省能力.,變革往往被那些死守著舊地盤和工作職掌定義的人所阻礙。某些大型組織之所以衰亡，原因之一就是管理者安於用原有習慣的方法去處理事情。真正的領導者知道我們現在所做的每一件工作在未來都可能毫無用處。我們應當在別人淘汰我們的工作前自我反省淘汰。有效能的領導者會營造出一種組織氣候，使得部屬的價值來自於學習新技能和主動負起新的職責的意願，並持續不斷地在工作上有創舉。工作表現上，最重要的問題不是“上次開會以來，你原有工作的表現是否更進步了？而是你對你的工作做了多少創新改變？,Lesson10,Neverletyouregogetsoclosetoyourpositionthatwhenyourpositiongoes,youregogoeswithit.,Toooften,changeisstifledbypeoplewhoclingtofamiliarturfsandjobdescriptions.Onereasonthatevenlargeorganizationswitheristhatmanagerswontchallengeold,comfortablewaysofdoingthings.Butrealleadersunderstandthat,nowadays,everyoneofourjobsisbecomingobsolete.Theproperresponseistoobsoleteouractivitiesbeforesomeoneelsedoes.Effectiveleaderscreateaclimatewherepeoplesworthisdeterminedbytheirwillingnesstolearnnewskillsandgrabnewresponsibilities,thusperpetuallyreinventingtheirjobs.Themostimportantquestioninperformanceevaluationbecomesnot,Howwelldidyouperformyourjobsincethelasttimewemet?but,Howmuchdidyouchangeit?,陳盈宏譯,隨波逐流地追隨流行會使領導者的威信盡失並耗廢組織相當的資源;盲目地遵照流行的管理法則來行事將使思考及行動變得僵化.不同狀況下往往要有不同的思考方向.例如:有時掌握產品的市場先機來得比追求品質來得重要;有些狀況下斷然的指令比起開放性的決策過程來得適切;有些時候領導者要緊密的監控情況的發展,然而在適當時候他又必需懂得放手讓下屬去發揮,身為領導者,必需矢志去維護其不變的核心價值,至於達成的手段則是可以因地制宜的,稱職的管理者瞭解管理的技巧並非萬靈單,而只是在試切時後可以加以運用的一項工具.,Lesson11,不可墨守成規,不要只是盲目追隨最時尚的管理法則.確實的認清情境並據此作出判斷才能尋求到達成任務的最佳途徑.,Flittingfromfadtofadcreatesteamconfusion,reducestheleaderscredibility,anddrainsorganizationalcoffers.Blindlyfollowingaparticularfadgeneratesrigidityinthoughtandaction.Sometimesspeedtomarketismoreimportantthantotalquality.Sometimesanunapologeticdirectiveismoreappropriatethanparticipatorydiscussion.Somesituationsrequiretheleadertohoverclosely;othersrequirelong,looseleashes.Leadershonortheircorevalues,buttheyareflexibleinhowtheyexecutethem.Theyunderstandthatmanagementtechniquesarenotmagicmantrasbutsimplytoolstobereachedforattherighttimes.,Fitnostereotypes.Dontchasethelatestmanagementfads.Thesituationdictateswhichapproachbestaccomplishestheteamsmission.,邱紹灝譯,永久的樂觀主義是成長的力量,領導者的熱誠及樂觀所產生的影響是很大的。同樣的譏諷和悲觀也有一樣的效果。領導者的嘀咕和埋怨會引起他的同僚相同行為。我的不是愚昧接受愚笨的組織和無能力的表現，臉上還帶著一副“什麼?我錯了嗎?”的苦笑。我的是一種熱心的態度，大聲的說著“我們可以改變事情，我們可以達成遠大的目標，我們可以做到最好”。捨棄殘酷嚴肅的現實，每天都給我有著不切實際渴望的樂天派。,Lesson12,Perpetualoptimismisaforcemultiplier.,Therippleeffectofaleadersenthusiasmandoptimismisawesome.Soistheimpactofcynicismandpessimism.Leaderswhowhineandblameengenderthosesamebehaviorsamongtheircolleagues.Iamnottalkingaboutstoicallyacceptingorganizationalstupidityandperformanceincompetencewithawhat,meworry?smile.Iamtalkingaboutagung-hoattitudethatsayswecanchangethingshere,wecanachieveawesomegoals,wecanbethebest.Sparemethegrimlitanyoftherealist,givemetheunrealisticaspirationsoftheoptimistanyday.,薛介倫譯,在我們的招募和任用過程中,有多少次是採用這些因素來判斷呢?經常沒有,我們忽略那些因素而偏好簡歷的長度,學歷和頭銜?昨日招幕用的一長串的職位說明書似乎比今天這個人是誰?他們明天能貢獻什麼?或者是他們與組織相互協調有多好的價值?還來的重要?你可以相當輕易地訓練一位聰明有意願的新手有關企業的基本法則,但是要教育他成為一位正直,有判斷力,有活力,有平衡的自我意識和把事情完成的魄力的人才卻是相當艱難的?所以優秀的領導者在招募的階段就能選對新人而奠定良好的基石?,Lesson13,尋找有智慧,有判斷力,相當具有批判性的潛力,能預測未來的險阻.同時,也要選擇有忠誠度,正直,很有活力,有平衡的自我意識,和把事情完成的魄力的人才.,PowellsRulesforPickingPeople:”Lookforintelligenceandjudgment,andmostcritically,acapacitytoanticipate,toseearoundcorners.Alsolookforloyalty,integrity,ahighenergydrive,abalancedego,andthedrivetogetthingsdone.,Howoftendoourrecruitmentandhiringprocessestapintotheseattributes?Moreoftenthannot,weignoretheminfavoroflengthofresume,degreesandpriortitles.Astringofjobdescriptionsarecruitheldyesterdayseemtobemoreimportantthanwhooneistoday,whattheycancontributetomorrow,orhowwelltheirvaluesmeshwiththoseoftheorganization.Youcantrainabright,willingnoviceinthefundamentalsofyourbusinessfairlyreadily,butitsalothardertotrainsomeonetohaveintegrity,judgment,energy,balance,andthedrivetogetthingsdone.Goodleadersstackthedeckintheirfavorrightintherecruitmentphase.,徐智鵬譯,成功的領導者明瞭KISS原則(KeepItSimple,Stupid),亦即簡單化、單純化。他們能夠清楚地表達出強烈而且完整的目標和價值觀,而這些目標和價值觀將驅策、約束他們每天的行為舉止,並藉以在爭執和衝突中做決策。他們的洞察力和處事之輕重緩急簡潔而且是深思熟慮自有定見,不會雜亂而贅言。他們的決策乾脆俐落而且明確,不會猶豫而模糊不清。他們表達出一種毫不動搖的堅定信念和行動上的一貫性,並且與他們所描繪的願景緊密地結合在一起。如此一來的結果將是:明確的目的,可信賴的領導統御,以及完善健全的組織。,Lesson14,成功的領導者皆是卓越的簡化者,他能化解爭執、疑慮進而提供一個眾人皆能明瞭的解決之道,Greatleadersarealmostalwaysgreatsimplifiers,whocancutthroughargument,debateanddoubt,toofferasolutioneverybodycanunderstand.,EffectiveleadersunderstandtheKISSprinciple,KeepItSimple,Stupid.Theyarticulatevivid,over-archinggoalsandvalues,whichtheyusetodrivedailybehaviorsandchoicesamongcompetingalternatives.Theirvisionsandprioritiesareleanandcompelling,notclutteredandbuzzword-laden.Theirdecisionsarecrispandclear,nottentativeandambiguous.Theyconveyanunwaveringfirmnessandconsistencyintheiractions,alignedwiththepictureofthefuturetheypaint.Theresult:clarityofpurpose,credibilityofleadership,andintegrityinorganization.,蕭聖哲譯,如果所得到的資訊只能讓你有不到百分40的把握,則不要輕舉妄動,但也不必等到百分之一百的肯定,因為藉時幾乎都太遲了.在今日,為了收集資訊而造成過度的耽擱會導致分析癱瘓,以降低風險為理由的延遲實際上卻更增加了失敗的風險.,Lesson15,I.“利用式子“P=4070”,其中P代表成功的機率而數字則表示達到該機率所需要的資料量II.“一旦資訊量介於4070,就放手一搏吧,PartI:UsetheformulaP=40to70,inwhichPstandsfortheprobabilityofsuccessandthenumbersindicatethepercentageofinformationacquired.”PartII:Oncetheinformationisinthe40to70range,gowithyourgut.,Donttakeactionifyouhaveonlyenoughinformationtogiveyoulessthana40percentchanceofbeingright,butdontwaituntilyouhaveenoughfactstobe100percentsure,becausebythenitisalmostalwaystoolate.Today,excessivedelaysinthenameofinformation-gatheringbreedsanalysisparalysis.Procrastinationinthenameofreducingriskactuallyincreasesrisk.,梁朝翔譯,在大多數的情況下，這句話的相反意思才能闡釋團隊文化。這也就是為什麼像NUCOR鋼鐵的總裁KENIVERSON、ABB的PERCYBARNEVIK及VIRGIN的RICHARDBRANSON都一直將其核心部屬人數保持在最少。如果再將ABB的核心部屬降低至100人以下來維持其超過300億的營餘？或是個別用約當25及3人的核心部屬來維持NUCOR及VIRGIN數十億的營餘？所以(結論)應將權力與財務權則交付給帶來利益的員工，而非那些數計或分析他們的人。,職場中的指揮官永遠是對的，而基層的階層人員是錯的；除非你有辦法反證之,Lesson16,Thecommanderinthefieldisalwaysrightandtherearecheloniswrong,unlessprovedotherwise.,Toooften,thereversedefinescorporateculture.ThisisoneofthemainreasonswhyleaderslikeKenIversonofNucorSteel,PercyBarnevikofAseaBrownBoveri,andRichardBransonofVirginhavekepttheircorporatestaffstoabare-bonesminimum-howaboutf