创新领导力培训教材

CREATIVELEADERSHIP

创新领导力PRESENTER

主讲人Professor:J.N.Matteis

朱利斯.尼克.马特斯(MaLiKe

马力克)Time:July11WHATISLEADERSHIP?

什么是领导力NARROWVIEW狭义观点APOSITIONOFPOWERANDAUTHORITY(President,GM,CEO)处于权利和权威的地位（总裁，通用电器公司，首席执行官）THEACTIONSOFAPERSONINCHARGEOFACOMPANY公司负责人采取的一系列行动BROADERVIEW广义观点LEADERSHIPISAPROCESSOFINFLUENCING

OTHERSTOREACHORGANIZATIONALGOALS领导力是影响他人达到组织目标的过程GETTINGRESULTSTHROUGHPEOPLE通过人来达到结果POSITIVEINFLUENCE

积极的影响ANINVITATIONTOGREATNESS

走向伟大AROLEWEALLCANPLAY我们都可以当领导FUNDAMENTALSOFLEADERSHIP

领导力的本质

1.POWER

权利2.UNDERSTANDINGPEOPLE

了解他人3.INSPIRINGFOLLOWERS

鼓舞追随者4.ADOPTINGAFLEXIBLESTYLE

采取灵活的风格EFFECTIVELEADERSHIP1

有效领导1DEVELOPINGYOURSELF开发自己BECOMEMORESENSITIVE更加敏锐BECOMEMORECREATIVE更加有创造力REDUCETIMEWASTERSTHROUGHDELEGATION通过委托减少时间浪费DEVELOPORGANIZATIONALSKILLS开发组织技巧DEVELOPEFFECTIVECOMMUNICATIONSKILLS开发有效沟通技巧LEARNMORE,READMORE,LISTENMORE学更多，读更多，听更多EFFECTIVELEADERSHIP1

有效领导1

DEVELOPINGYOURSUBORDINATES

开发你的下属ATWORK工作中THROUGHCOURSES,WORKSHOPS通过课程、研讨会ATHOME在家里ELEMENTSOFLEADERSHIP

领导元素1.TAKINGCHARGE

担负责任2.STRATEGICVISIONING

战略远见3.COMMUNICATIONANDTEAMWORK

沟通和团队协作4.WORKINGWITHINTEGRITY诚信工作TOLEADISTOSERVE领导就是服务LEADERSHIPDEVELOPMENT

领导力的开发READBUSINESSBOOKS(GI=GO)阅读商业书籍LISTENANDOBSERVE倾听和观察KEEPAJOURNALTOREFLECTONYOUREXPERIENCES反思你的经历，用日记记录下来STUDY(ALONE,WORKSHOPS,COURSES)学习（单独，讲习班，培训班）GETHELPFROMAMENTOR(BECOMEONE)从恩师处得到帮助(成为一员)HELPFROMACOACH(BecomeOne)从教练处得到帮助(成为一员)GETFEEDBACK获得反馈DELEGATEROUTINETASKS委托日常任务PRACTICEDIFFERENTSTYLES练习不同风格TAKEONMORECHALLENGINGTASKS(ApprenticeshipModel)承担更多有挑战性的任务（学徒模型）BUTIAMDON’’TWANTTOLEADMYCOMPANY但是我不想想领导公司司ILIKEMYCURRENTJOB!我喜欢现在在的工作YOUDON’TNEEDATITLETOBEALEADER(M.Sanborn)作为领导你你不需要头头衔（M.桑柏恩））THEUNTITLEDLEADERS无名领袖袖LEADERSHIPWITHASMALL领导一个个小“我"CLERKS,ACCOUNTANTS,MANAGERS,SALESPEOPLE,ASSISTANTS,ETC.文员、会会计、经经理、营营销员、、助理等等SMALLTHINGSWECANDOTOPOSITIVELY可以积极极地做小小事情ANYONE,ANYWHERE,EVERYDAY,CANMAKE任何人、、任何地地点、每每一天、、可以做做事LEADERSHIPFOREVERYONE(PeterJ.Dean)做每个人人的领导导（彼得得j.院长）Manyorganizationalstructuresarelean.许多组织织结构是是有偏向向的。Businessesneedself-directed,responsibleworkerswhoarewillingtotakecharge,expressinsights,comeupwithcreativeideas,sharepositiveintentions…企业需要要自我导导向，有有责任的的工人，，他们愿愿意负责责，表达达见解，，产生有有创意的的想法，，分享积积极意向向…Anyonecanbeaninfluencer,arolemodel,amentorregardlessoftitleorposition.不论头衔衔或位置置，任何何人都可可以成为为有影响响力的人人，一个个好榜样样，一个个导师Everyinteractionwithothersisanopportunity与他人的的每一次次互动都都是一个个机会EVERYDAYLEADERS领导人的的每一天天Peoplewhoshowresponsibilityintheirsphereofinfluence人们在其其势力范范围表现现他的责责任Peoplewhobelievethateveryonehasremarkablepotentialthatshouldbetappe每个人都都有巨大大的潜力力可以挖挖掘Peoplewhoseizetheopportunityineveryinteractiontolead,guide,support…领导、指指引、支支持人们们在每一一次互动动中抓住住机遇Peoplewhocareenough给人足够够的关怀怀GOODTOGREAT《从优秀到到卓越》(JIMCOLLINS)（吉姆·柯林斯））LEVEL5LEADER(Humility+Will)第5级领导（（谦逊+意志）LEVEL4-EFFECTIVELEADER第4级–有效领导导LEVEL3–COMPETENTMANAGER第3级–胜任的经经理LEVEL2–CONTRIBUTINGTEAMMEMBER第2级–有贡献的的团队成成员LEVEL1–HIGHLYCAPABLEINDIVIDUAL第1级–很有能力力的个人人WHATMANAGERSDO经理人做什么COMMUNICATE沟通PUTOUTFIRES救火灾GETTHEJOBDONE完美地完完成工作作MANAGEHUMANRESOURCES力资源管管理MANAGETHEDETAILS管理细则则NETWORK网络DIRECT,CONTROL,LEAD,COACH指导，控制，，领导，教练练WHATLEADERSDO领导做什么TAKECHARGEOFTHEORGANIZATION肩负组织的责责任LEADTHROUGHRELATIONSHIPS通过关系领导导PAYCLOSEATTENTIONTOTHEIRPEOPLE密切关注员工工MAKESTRATEGICDECISIONS做出战略决策策BEHAVEETHICALLY遵守道德DEMONSTRATEDIPLOMACY/TACT展现外交/机智GET360DEGREEFEEDBACK获得360度反馈ASSUMERESPONSIBILITY获得360度反馈INFLUENCEOTHERSTOFOLLOW影响他人追随随GUIDEOTHERSTOSUCCESS引导别人成功功CONTRASTS对比MANAGERS经理人FOCUSONTASKS聚焦任务ADMINISTER管理STABILITY稳定RULES/CONTROL规则/控制ASKHOW,WHEN询问如何、何何时SHORT-RANGE近程DOTHINGSRIGHT做正确的事LEADERS领导FOCUSONPEOPLE以人为本DEV.AVISION发展和愿景INNOVATE,CHANGE创新、改变VALUES/TRUST价值/信任ASKWHAT,WHY询问什么、为为什么LONG-RANGE远程DORIGHTTHINGS做正确的事THEGALLUPSURVEY盖勒普调查RESULTSOFA29YEARSURVEYOFSUCCESSFULMANAGERS对成功经理们们进行29年调查的结果果FINDINGSCONDENSEDINTO12QUESTIONS调查结果被浓浓缩为12个问题QUESTIONSAPPLYTOMANAGERS,LEADERSANDTHEIRWORKERS针对经理人、、领导人及其其员工设计问问题PRAISEANDRECOGNITIONAREPOWERFULFORCES赞美和认可是是强大的力量量FINDINGSPOINTTONEEDSANDFEELINGSOFEMPLOYEES调查结果指向向员工的需要要和感受WORKPLACEREVOLUTION工作场所的革革命Nolife-timeemployment没有终生就业业Endofcorporateresponsibility公司责任结束束Beginningofindividualresponsibility个人责任开始始Jobcanchange4-5times工作可以变换换4-5次Needtolearnmore,addvaluetowhatwecanbringtotheNEXTemployer需要了解更多多我们可以带带给未来雇主主的附加值Pressuretore-inventyourself重新设计自己己的压力Needtotappoolofwomen需要开发女性性员工ORGANIZATIONSHAVECHANGED组织已经变化化FEWERLEVELSINORGANIZATIONS组织中的级别别少了LESSBUREAUCRATIC官僚作风减少少MOREDECENTRALIZED权利更加分散EXPECTATIONTHATALLLEVELSWILLLEADANDMANAGE各级期望领导导和管理PERFORMANCEDATAWIDELYAVAILABLE性能数据广泛得到到利用CUSTOMERFOCUSED以客户为中心心TRAININGAVAILABLETOALL对所有员工的的培训NEWWORKFORCE新的劳动力MOREINDEPENDENT更独立立MORESELF-RELIENT自我更加平平和MOREFOCUSONLIFEISSUES更专注注于生生活问问题MORECREATIVE更具创创意EXPECTRECOGNITION期望得得到认认可EXPECTCHANGING期望改改变VERYDEMANDING企图心心强SUCCESSFULCOMPANIESOFTHE21STCENTURY21世纪的的成功功公司司LEARNINGORGANIZATIONS学习习型型组组织织NEWPARTNERSHIPS新的的伙伙伴伴关关系系SEEKSTRATEGICADVANTAGES寻求求战战略略优优势势FOREVERCHANGING永远远改改变变COACHINGNEWLEADERS辅导导新一一届届领领导导人人SEEINGOPPORTUNITIES看到到机机会会FOCUSONSUSTAINABILITY注重重可可持持续续性性FOCUSONQUALITYOFLIFEISSUES注重重生生活活质质量量问问题题LEADERSHIPCHANGES领导导变变革革CommandandControl……..Obsolete命令令和和控控制制———过时时Leadershipfromonhigh……Obsolete从上上至至下下的的领领导导———过时时NewLeadershipneedsnewskillsets新的的领领导导需需要要新新的的技技能能组组合合Improvisation/Inspiration/Cooperation即兴兴/鼓励励/合作作LeadershipattributesofWomenfitwell女性性领领导导特特质质很很适适合合Cultivategreattalentinemployees培养养员员工工巨巨大大才才能能NotjustContinuousImprovement,but……不仅仅是NeedtoInspire,LiberateandAchieve需要鼓舞，释放和完成Playingleadershiprolesatalllevels在所有层级上都有领导角色LEADERSHIPROLES领导者的的角色TheLeaderasVisionary领导者有有远见TheLeaderasProblemSolver领导人是是问题解解决者TheLeaderasTeamBuilder领导是团团队建设设者TheLeaderasManager领导者是是经理人人TheLeaderasCommunicator领导人是是传播者者TheLeadersasPowerDistributor领导人是是有力的的分销商商TheLeaderasLiaison领导者联联络人TheLeaderasPlanner领导者是是规划师师TheLeaderasTeacherorCoach领导者是是教师或或教练FATALFLAWS致命缺点点INABILITYTOLEARNFROMMISTAKES无法从错错误中学学习POORRELATIONSHIPBUILDINGSKILLS(Aloof,Uncooperative)建立关系系的技巧巧贫乏（（超然，，不合作作）LACKOFOPENNESSTONEWIDEAS面对新思思路缺乏乏开放性性LACKOFACCOUNTABILITY缺乏责任任LACKOFINITIATIVE缺乏主动动性BEINGPERCEIVEDASINEFFECTIVE被视为无无效ACTINGIRRESPONSIBLY行动不负负责任COMMUNICATIONMODEL通讯模型型MESSAGE,ENCODED信息编码码SENDER-----RECEIVER寄件人-----接收机FILTERS,DECODED过滤器，，解码NOISE––BARRIERS-INTERFERENCE噪音-屏障-干扰FEEDBACK–(FEED-FORWARD)反馈-（前馈））EFFECTIVECOMMUNICATION有效沟通通TIPS:K.I.S.S.要诀WHATMAKESPEOPLEWANTTOWORK?什么使得得员工想想要工作作？MONEY/BENEFITS金钱或利利益EXPERIENCEHAPPINESS体验幸福福ACHIEVEMENT成就RECOGNITION认可INCREASEINRESPONSIBILITY增加责任任GROWTHATWORK工作中成成长CHALLENGINGWORK有挑战性性的工作作POSSIBILITYOFADVANCEMENT提高的可可能MASLOW马斯洛HIERARCHYOFNEEDS需求层次次SAFETYPHYSIOLOGICALNEEDSBENEFITSOFRECOGNITION识别的好处Attractanddevelopmoretalent吸引和开开发更多多人才Increaseinproductivity提高生产产率Increaseinprofitability增加盈利Reduceturnover(20-30%downto4%)减少周转率（（20-30％下降到4％）Increaseinworkerjobsatisfaction增加工人的工工作满意度Establishestrust建立信任Canfurthertheorganizationalgoals可以推进组织织目标PERSPECTIVE透视THEORY“X”“X””理论Averagepersondislikeswork一般人不喜欢欢工作A.P.haslittleambition,avoidsresponsibility一般人没有多多少野心，逃逃避责任THEORY“Y”"Y"理论Workisasnaturalasplay工作与玩乐一一样自然Manyhavecapacityforcreativity,problemsolving,imagination很多人有创造造力，解决问问题的能力和和想象力KINDSOFPOWER权利的种类REWARD奖赏COERSIVE专制EXPERT专家REFERENT参考PERSUASIVE说服力CHARISMATIC个人魅力EMPOWERMENT赋予权力EMPLOYEESINCHARGEOFACTIONSANDDECISIONS负责雇员的行行动和决定REMOVING清除EFFECTS影响LESSCOMMAND少些指挥MORECOMMUNICATION多些沟通FEELINGOFBEINGINCONTROL觉得被控制MORECONTRIBUTIONENCOURAGED鼓励多些贡献献ABUSEOFPOWER滥用权力HARASSMENTATWORK骚扰工作SEXUALHARASSMENT性骚扰“DICTATORS”ATWORK工作中的"独裁者"THEORIESOFLEADERSHIP领导理论TRAITTHEORIES特质理论BEHAVIORTHEORIES行为理论CONTINGENCYTHEORIES权变变理论论MOSTDESIRABLECHARACTERISTICSOFLEADERS最可可取取的的领领袖袖特特性性Honest诚实实Competent有能能力力Forward-looking前瞻瞻性性Inspiring鼓舞舞人人心心Intelligent智慧慧Fair-minded公正Broad-minded宽阔阔的的胸胸襟襟Supportive支持持Straightforward直截截了了当当Dependable可靠靠Cooperative合作作Determined坚决决Imaginative想象象力力Ambitious雄Courageous

勇敢Caring

爱心Mature

成熟Loyal

忠诚Self-controlled

自我控制Independent独立

BEHAVIORALTHEORIES行为为理理论论FOCUSONWHATLEADERSDO专门门研研究究领领导导做做什什么么ADAPTINGTORIGHTKINDOFBEHAVIOR适应应恰恰当当的的行行为为URGENCYOFPEARLHARBOR珍珠港之急迫迫WESTPOINTTEACHINGLEADERSHIP西点讲授领导导课程EFFECTIVEANDINEFFECTIVELEADERS有效和无效领领导EARLYSTUDIES早期研究AUTOCRATICSTYLEIMPACT独裁型领导影影响GREATERABSENTEEISM更高矿工率GREATERTURNOVER更高营业额MOREGRIEVENCES更多监工NOTHIGHLYPRODUCTIVE生产率不太高高UNHAPPYWORKERS不快乐的员工工SUPPORTIVESTYLEIMPACT支持型领导影影响MANAGERIAL/LEADERSHIPGRID管理/领导坐标CONTINGENCIESLIFE-CYCLETHEORY生命周期理论论WORKERMATURITY工人成熟度PSYCHOLOGICALMATURITY心理成熟度度度persistent,independent,持续的，独立立的，WORKRELATEDMATURITY与工作相关的成成熟度previousexperience,currentknowledge以往的经验，，目前的知识识，-FIEDLER费德勒BASICTHEORY基本理论EVERYSTYLEISGOODIF…..每种风格都是是好的，只要要…..SUCCESSFULLEADERSHIPDEPENDS成功的领导风风格视情况而而定HIGHLPC/LOWLPC高级LPC/低级LPCOTHERSTYLES其他风格DEMOCRATICSTYLE民主风格PACESETTINGSTYLE设定步伐风格格COERSIVESTYLE高压风格AFFILIATIVESTYLE加盟风格DIRECTIVESTYLE指令式风格AUTHORITATIVE权威风格COACHING教练SUPPORTIVE支持PATHGOALTHEORY路径-目标理论MAINFUNCTIONOFLEADERS领导的主要作作用toclarifyandsetgoals,toremoveobstacles,tohelpfindthebestpath,toremovestress,torespect,encourageandsupportworkers阐明并设定目目标，排除障障碍，帮助寻寻找最佳路径径，消除压力力，尊重、鼓鼓励和支持员员工BASEDONEXPECTANCYTHEORY基于期望理论LEADERSHIPSTYLES领导风格TRANSACTIONALTHEORY交易理论PROCESSOFGUIDING&MOTIVATING在过程中指导导与推动BYAPPEALINGTOEMPLOYEE’SSELF-INTEREST呼吁员工的自自我利益ASINABUSINESSTRANSACTION当作一项商业业交易BYOFFERINGSOMETHINGINEXCHANGE在交流中提供供一些东西BYRECOGNIZINGWHATWORKERSDESIREFROMWORK认识到工人在在工作有什么么欲望LINKINGJOBPERFORMANCETOVALUEDREWARDS将工作绩效与与评估的结果果联系起来ANAPPEALINGVISIONOFAMOREDESIRABLEFUTUREBECOMESTHECATALYSTFORINSPIRINGALLTOWORKHARDTOREACHACOMMONGOAL描述更合意未未来的有吸引引力的愿景是是鼓舞所有人人为共同目标标奋斗的强心心剂LEADERSCANEXCITEANDINSPIREWORKERSTOPUTOUTMOREEFFORTTOREACHGROUPGOALS领导通过激励励鼓舞员工，，使他们做出出更多努力达达到组织目标标VISIONOFTENRESULTSFROMCOLLECTIVEPROCESSOFPARTICIPATIONANDCONSULTATION愿景通常是集集体参与和磋磋商过程的产产物WORKERSAREINSPIREDTOTRANSCENDTHEIROWNSELF-INTERESTSFORTHEGOODOFTHEORGANIZATION员工受到鼓励励，将自身利利益转变为组组织利益BELIEFS,VALUESANDBEHAVORSARETRANSFORMED被变革的利益益，价值及行行为LEADERSANDFOLLOWERSRAISEEACHOTHERTOHIGHERLEVELSOFMORALITYANDMOTIVATION领袖和追追随者互互相提高高道德和和动机以以达到更更高水准准INTELLECTUALSTIMULATION(achievement,growth,developmentbuildcommitmenttotheVision)智力激励励(成就，成成长，开开发，对对愿景的的承诺)TRANSFORMATIONALTHEORY变革理论CHARISMATICLEADERSHIP魅力领导导AMAGNETICPERSONALITY有吸引力力的人格格ANINSPIREDORATOR有灵感的的演讲者者AVISIONARYWHOCAPTURESTHEMOODOFTHEMOMEN抓住眼前前气氛的的预言家家SELF-CONFIDENT,APPEALTOHIGHERVALUES,ARTICULATE自信，追追求更高高价值观观，说话话清晰MODELDESIREDBEHAVIOR理想行为为的楷模模WILLINGTOTAKERISKSFORVISION乐于承担担愿景的的风险IMPACTOFCHARISMATICLEADERS有魅力领领导人的的影响Usuallypositiveimpact,butcanbecomealiability通常是正正面的影影响，但但可以成成为法律律责任CharismaticleadershipqualitiesoftheCEOresultin15––25%higherprofitability行政总裁裁的领导导魅力，，结果在在15-25％，有有更高的的盈利能能力Peopleworkingforsuchleadersexertmoreeffort,havehigherloyalty,generatemoreideas,andfeelgreaterjobsatisfaction人们为这这些领导导人工作作会作出出更大的的努力、、有更高高的忠诚诚度，产产生更多多的创意意，并感感受到更更大的工工作满足足感Charismaticleaders有魅力的的领导人人DISPERSEDLEADERSHIP分散领导导NEEDTODEVELOPLEADERSHIPSKILLSATALLLEVELS需要在各各级开发发领导技技能TEAMLEADERSHIPWORKSWELL团队领导导运作良良好ENCOURAGESELF-MANAGEMENT鼓励自我我管理NEEDTOLEADOTHERSTOLEADTHEMSELVES要引导别别人领导导自己TEACHINGANDCOACHINGAREPARTOFEVERYLEADER’SJOB教授与辅辅导是每每一个领领导者的的工作部部份AUTONOMOUSGROUPS自治团队HIGHLYTRAINEDTEAMS训练有素素的队伍伍TEAMLEADERSGIVEGUIDANCE团队领导导给予指指导GROUPMEMBERSFINDOWNANSWERS团队成员员找到自自己的答答案LEADERSDON’TISSUEORDERSNORMAKEDECISIONSFORTHEGROUP领导人既既不对团团队发出出命令也也不能作作出决定定EMPOWERMENT授权APHILOSOPYOFMANAGEMENT一个管理理哲学THEORY““Y””PERSPECTIVE"Y"型理论的的透视GIVINGMORERESPONSIBILITYANDDECISION-MAKINGAUTHORITY赋予更大大的责任任和决策策权REMOVINGOBSTACLES消除障碍碍ORGANIZATIONALSUPPORTANDSTRUCTUREAREVITAL组织上的的支持和和结构是是至关重重要SEENASTHREATBYINSECUREMANAGERS不可靠的的经理人人被认为为是威胁胁LEADERSCANBEDERAILED领导人可可能出轨轨INVOLUNTARYDEPARTURE自愿出轨FATALFLAWS致命的缺缺陷BEYONDONE’SCONTROL超出自己己的控制制BECOMINGMOREEFFECTIVE变得更有有效1.BUILDUPYOURSTRENGTHS建立你的的优势Ifonly1Strength-34%如果只只有1个优势势—34%3Strengths3个优势势5Strengths5个优势势BECOMINGMOREEFFECTIVE变得更更有效效2.FOCUSONRESULTS着重于于结果果3.SEEKHONESTFEEDBACK(IMPROVE)寻求诚诚实的的反馈馈（改改善））4.STAYCURRENTINYOURFIELD留在自自己目目前工工作的的领域域5.COMMUNICATEEFFECTIVELY有效沟沟通6.LEADORGANIZATIONALCHANGES领导组组织变变革7.BECREATIVEANDINNOVATIVE创造和和创新新8.TEACHANDCOACHOTHERS教授和和辅导导别人人9.FIXFATALFLAWS修复致致命的的缺陷陷10.HAVEASTRONGMENTOR有一个个强有有力的的导师师或教教练WOMENLEADERS女性领领导GENDERDIFFERENCES性别差差异NEGLECTEDSOURCEOFTALENT被忽视视的人人才资资源STRENGTHSMATCHNEEDSOFNEWECONOMY其长处处符合合新经经济的的需求求GLASSCEILING玻璃天天花板板AMERICA’SCOMPETITIVESECRET美国的的竞争争力秘秘密NATURALTALENTSOFWOMEN妇女的的天赋赋才能能TALENTWITHWORDS文字才才能EMOTIONALSENSITIVITY敏感的的情绪绪GIFTFORNETWORKING,NEGOTIATING网络和和谈判判才能能COMFORTABLESHARINGINFORMATION舒服的的共享享信息息CAPACITYTOREADNONVERBALCUES阅读非非文字字暗示示的能能力PATIENTANDSYMPATHETIC耐性和和同情情心心GOODATMULTITASKING善于多多种任任务PREFERENCEFORCO-OPERATING偏爱合合作经经营HONORINTUITIONANDRATIONALITY有敏锐的直直觉和理性性FACTORSFORSUCCESSFORWOMEN妇女成功的的因素HELPFROMAMENTOR从恩师那里里得到帮助助GOODTRACKRECORD纪录良好STRONGDESIRETOSUCCEED强烈的成功功欲望ABILITYTOMANAGEOTHERS管理他人的的能力WILLINGNESSTOTAKECAREERRISKS愿意承担职职业风险ABILITYTOBETOUGH,DECISIVE,DEMANDING强硬、果断断、要求的的能力GENDERDISCRIMINATION性别歧视MENOFTENDISCRIMINATEAGAINSTWOMENTHROUGH男性通常以以下面方式式歧视女性性：Biasedhiringpractices有偏见的雇雇佣规则Decisionsaboutwhogetssentfortraining选派谁接受受培训的决决定Whatdutiesareassigned分配的怎样样职责Howmuchwomengetpaid得到的薪水水多少Decisionsaboutpromotions晋升的决定定Fearthatwomenwilldropoutofhighpositionstoraiseafamily担心女性会会从高层辞辞职照顾家家庭REDRESSINGTHEIMBALANCE纠正失衡(Morrison:BreakingTheGlassCeiling）（莫里森：：打破玻璃璃屋顶）EQUALOPPORTUNITY机会均等LOBBYINGFORBALANCE游说平衡FLEXITIME灵活DAYCARE日间护理WORKATHOME在家工作MENTORING导师SENSITZINGWORKPLACE工作地点ARELEADERSNECESSARY领导必具Guide/leadtheorganization指引/领导组织Helpitgrowandprosper帮助它成长长与繁荣Helpsustainit帮助维持它它Understandandinterprettrends理解和解释释趋势Nourishanddeveloptalent培育和开发发人才SUBSTITUTESFORLEADERS领导人的替替代者HIGHLYEDUCATEDPROFESSIONALS受过资深教教育的专业业人才HIGHLYTRAINEDSTAFFWITHCLEARLYD