领导力的5E模型

15ELeadershipModel(excerpt-aspresentedatGMCollegeforHighPerformingOrganizationsJune10-15,20231A.G.LafleyPresidentandCEOTheProcter&GambleCompanyJanuary23,2023“Thescarcestresourceintheworldtodayisleadership–leadershipcapableofcontinuouslytransformingorganizationstowinintomorrow’sfast–changingandincreasinglymorecompetitiveworld.”WhyLeadership?2AP&Gleaderisonewhoiscourageous,inspiring,andcollaborative,whohelpseveryonearoundthemtakerisks,failsoccasionally,learnscontinuously,andultimatelydeliverssustainablebreakthroughresultsthathelpP&GgrowNOSandTSR

atorabovethelevelsrequiredtomeet

ourgoalsP&GDefinitionofLeadership35E

Leadership

Model4ENVISION CreatetheFutureENGAGE BuildRelationships&CollaborationENERGIZE InspireOthersENABLE BuildCapabilityEXECUTE DeliverOutstandingResults5ERolesOfLeadership5“Aclearconstancyofpurpose

toguideanorganizationfor

thefutureisthefirstprinciple.

Withoutthis,nothingelsematters.”Dr.DemingEnvision:CreatetheFuture6OnAugust28,1963,MartinLutherKingstoodonthestepsattheLincolnMemorialinWashington,D.C.,andsaid,Envision:CreatetheFuture

MartinLutherKing“IhaveaDreamthatmyfourlittlechildrenwillonedayliveinanationwheretheywillnotbejudgedbythecoloroftheirskinbutbythecontentoftheircharacter.Ihaveadreamtoday.”7Envision:CreatetheFutureWhatisit?IntouchandexternallyfocusedonalwaysmeetingconsumerandcustomerneedsSeesrealityclearly–fostersgenuineinquiry–getstorootcausesDevelopsandleadsavisionandstrategiesthat‘changethegame’Changeagentthatchampionsconnectanddevelop,balancedinnovation,creativity,benchmarkingandreapplicationIntegratesdiverseperspectivesindevelopingthevisionandstrategies8Envision:CreatetheFutureHowdoyoudoit?Understandandarticulatecurrentandfutureneedsofconsumers/customersLeadtheprocesstodevelopthevisiontocreateinternalpassion&externalinspirationFosterinnovationthroughconnect&developandbenchmarkinternal/externaltoreapplyUtilizetotalsystemthinkingandstrategydeploymenttocrystallizebusiness&organizationfutureneedsUsereallifetoughcallstoreinforcethevision/strategies/principlestopreventdrift9Envision:CreatetheFutureWhatsignalsaneedformore?InfluxofnewpeopleNodiscussion/debate/questionsoncurrentversusfuturevisionLackofstrongconsumer/customerunderstandingorfocusDeclineorabsenceinprinciple-baseddecisionsorstrategicalignmentPeoplenotintouchwithrealityandcompetition.Emergingnewbusinessneeds(Discussion:SisterActII,Gandhi)10Engage:BuildRelationships

&Collaboration“In1985,Ivisitedall750storesthatWalMartowned.PeopleoftenaskmewhyIfeeltheCEOshoulddothis.Myanswerissimple.DoourAssociatesinourstoresknowIaminterestedinthemandtheircontribution?YOUBET!DotheybelieveIwouldwearahulaskirtonWallStreettocelebratewiththem?YOUBET!”SamWalton11Engage:BuildRelationships

&Collaboration“Iemploy3differenttypesofcommunicationsasacoach.Offthecourt,Iamaconfidante&substitutemother.Inthatrole,Ilisten,advise,&comfort.Inpractice,Iamateacherwhosometimesemploysseveremethodstomaintaintheattentionofmystudents.Inagame,Iissuebluntcommands

&motivateourplayersinpressuresituations.

Itisacompetitivesituationwithnotimeformisunderstanding.IwouldnothavewonaGoldMedalor6NationalChampionshipsasacoachwithoutbeingagreatcommunicator.”PatSummitUniversityofTennesseeWomen’sBasketballCoach12Engage:BuildRelationships

&CollaborationWhatisit?BuildsstrongworkingrelationshipsthatcreatetrustandintensecandorValuesandproactivelyinvolveskeystakeholderstodelivercommonobjectivesActivelylistensandcommunicatesinatransparentway AcceptsandvaluesotherstoconstructivelyresolveconflictLeveragescross-organizationcollaboration(internalandexternal)toachievebestsolutions13Engage:BuildRelationships

&Collaboration“MyviewofAmerica’ssoldierswassolidifiedearlyinmysecondPentagontourwhen,asUnderSecretary,

IsetouttovisiteverydivisionintheactiveArmy

andanumberofunitsintheReservecomponents–whereverintheworldtheymightbe–allwithinmyfirst100daysinoffice.Attheendofthattour,

IreturnedtothePentagonfilledwitheven

greaterprideinAmerica’ssoldiers–fortheirprofessionalism,courage,sacrifice,selflessness,and,aboveall,theirdevotiontocountry.”NormAugustineExecutiveCommitteeChairman

LockheedMartinDirectorofP&G14Howdoyoudoit?DeliberatelybuildyourpersonalrelationshipsinyourorganizationandacrossorganizationsBeknownasmeetingcommitmentstoothersLeadtheprocesstoidentifycommonobjectivesformingalliancesbuiltonwin-winPutinplacecrossorganizationworkprocessesandflowresourcestotheworkConstantlymonitorifpeoplefeelyousincerelyvaluethemPersonallymonitor/sensewhethercollaborationisstronginternalandexternalEngage:BuildRelationships

&Collaboration15Engage:BuildRelationships

&CollaborationWhatsignalsaneedsformore?ThereisconflictthatdoesnotgetresolvedandnegativelyimpactsteamworkPeoplefocusontheirfunctiongoalsversusthebiggerbusinessneedsThereisresistanceorartificialbarrierstoflowpeopletotheworkPeoplequitbecauseofnotfeelingvaluedbytheirimmediatebossandteamCrossorganizationworkprocessesarebroken,ineffective,orpoorlydefinedYoumisscommitmentstoothers(Discussion:PayItForward,OctoberSky)16Energize:InspireOthers“Wemustbethechangewewishtosee”.Ghandi17DuringhisInauguration,PresidentKennedychallengedtheAmericanpeopleto"asknotwhatyourcountrycandoforyou,butaskwhatcanyoudoforyourcountry."Energize:InspireOthers

JohnF.KennedyJr.18Energize:InspireOthersWhatisit?PersonallyrolemodelsthevisionPVP’s–whattheystandforDemonstratesgenuineenthusiasmforthebusinessandpeopleEnrollstheorganizationinpursuitofthevisionAcknowledgesmistakes.Learns,adapts,andmovesonPersonallyknowsandsupportspeople–enablingthemtobetreatedthewaytheywanttobetreated19Energize:InspireOthersHowdoyoudoit?PersonallyembodyingthefuturestateandprinciplesinyourdailyactionanddecisionsBeinginternallypassionateandexternallyinspirationalaboutthebusinessandpeopleConstantlylearninfrontoftheorganizationfromsuccessandfailureKnockdownbarrierstoeffectivelyshowsupportinawaythatenablespeopletobesuccessfulCreativelyenrolltheentireorganizationinthevision–recognizeandcelebrateprogress20Energize:InspireOthersWhatsignalsaneedformore?Principlesbeingignored,rulebaseddecisions,lackofownershipinthevisionandstrategiesPeopleplaceblameversusworkingin

apositivewaytofixproblemsYoursensingindicatesthe“pulse”(energy)oftheorganizationslowsorweakensYourealizetherearealotofpeopleyoudonotknoworcouldnotsupporteffectivelyYourvisibilityintheorganizationislow(Discussion:Apollo13)21Enable:BuildCapabilityMartinLutherKing“Oursuccesscanbemeasuredbyhowwellweshape,grow,andassurethesuccessofthenextgeneration.”22Enable:BuildCapabilityWhatisit?DevelopsorganizationcapabilitytodeliverinnovationtowinattwomomentsoftruthCreatesaninclusiveentrepreneurialculturewithstrongbusinessownershipEnablesothersandoneselftodowhattheydobestthrougheffectivecareerdevelopment&assignmentplanningDevelopsthemselvesandothersbypassionatelyseekingtolearn,coach,

andteachLeveragesdifferentapproachesofalltypestogetdesiredbusinessresults23Enable:BuildCapabilityHowdoyoudoit?FostercreativityandnewapproachestowinwiththeconsumerDeliberatelyencourageappropriaterisktakingHelppeopleidentifytheirstrengthsandgetthemintorolesthatleveragethosestrengthsEstablishalearningandtrainingplantogivetheorganizationneededskillsBeingabsolutelytrustworthyandrolemodellearn-do-teachprovidingcoaching/wisdom.Personallybuildandvaluediversityallowingpeopletodothingstheirwayversusyourway24Enable:BuildCapabilityWhatsignalsaneedformore?YoudonothaveregularcontactwithconsumersandcustomersYouhavenotbeentoalearningeventinthelastyearandyourcoachingtimeforpeopleisinadequateThereareissues/barriers/capabilitygapsthatareapparentbutnotremovedLackofdiversity,lackofmasteryorskillsonlyinafewpeopleTeamsarenotdiverse,littlerisktakingordifferingpointsofviewsarenotsurfaced(Discussion:AnnaandtheKing,Hoosiers)25Execute:DeliverOutstanding

ResultsLarryBossidyChairman&CEOHoneywell(Retired)“Executionisthegreatunaddressedissueinthebusinessworldtoday.It’sabsenceisthesinglebiggestobstacletosuccess…Manybusinessleadersspendvastamountsoftimelearningthelatestmanagementtechniquesbuttheirfailuretounderstandandpracticeexecutionnegatesthevalueofalmostalltheylearn.Suchleadersarebuildinghouseswithoutfoundations.”26Execute:DeliverOutstanding

ResultsWhatisit?DevelopsexecutableplanstodeliverthestrategyInsuresindividualworkplansarealignedtotheplanandestablishesclearexpectationsHoldsthemselvesandothersaccountableandinspirestheorganizationbyconfrontingissuesandcelebratingsuccessRoutinelyreviewsprogress,surfacesissues,removesbarriers,andmakesclearand

toughcallsBiasforaction.Personallyleadsanddoescriticalworktorolemodelexecutionwithexcellence27Howdoyoudoit?Developclearpriorities,measuresandplanstoimplementstrategies.Staffforexcellenceandhaveclearaccountabilitybothexpectations,deliverablesandactionplansforeachpersonUtilizeformalbusinessreviews,scorecards,andinformaltimetoprovidecoachingCreatesenseofurgencyondeliveringresultsandimplementeffectiveworkprocessestosustainHaveapersonalactionplanforcriticalworkyouownandbepersonallyaccountableCelebrateandrecognizeprogressExecute:DeliverOutstanding

Results28Execute:DeliverOutstanding

ResultsWhatsignalsaneedformore?ResultsareofftrackandplansareinsufficienttogetbackontrackBusinessreviewsandteammeetingsarenotproductiveThereislackofaccountabilityanddecisionmakingissloworunclearPeoplebecomecomplacentorfeelliketheyarealreadybestinclassLackofapplyingthebestworktools(IWS,HPO)intheactionplansWhenyouletuponlearningandreapplying

(Discussion:RemembertheTitans)29TheLeader’sCompass byEdRuggeroandDennisHaleyLeadingWithTheHeart byMikeKrzyzewskiMatsushitaLeadership byJohnKotterLeadertoLeader–EnduringInsights byFrancesHesselbeinandPaulCohenTheLeadershipEngine byNoelTichyTheLeadershipMoment byMichaelUseemThe7HabitsofHighlyEffectivePeople byStephenCovey LeadingChange byJohnKotterTheLeader’sCompanion byJ.ThomasWrenTheWayoftheLeader byDonaldKrauseLincolnonLeadership byDonaldPhilipsLeadershipandtheNewScience byMargretWheatleyLeaders–StrategiesforTakingCharge byWarrenBennisandBurtNanusLeadershipIsAnArt byMaxDuPreeTheWestPointWayofLeadership byLarryDonnithorneGoodtoGreat byJimCollinsManagingByValues byKenBlanchardandMichaelO’ConnorTheFifthDiscipline byPeterSergePeakPerformance byCliveGibson,MikePratt,KevinRoberts,EdWeynesServantLeadership byRobertGreenleafOnLeadership byJohnGardnerBeyondtheCharismaticLeader byDavidNadlerandMichaelTushmanLeadershipandtheOneMinuteManager byKennethBlanchardInspire–WhatGreatLeadersDo byLanceSecretanExecution:TheDisciplineofGettingThingsDone byLarryBossidyandRamCharanThe21IndispensableQualitiesofaLeader byJohnMaxwellAuthenticLeadership byBillGeorgeTheCycleofLeadrship byNoelTichyManagingAcrossBorders byChristopherBartlettandSumantraGhoshalLeadershipBibliography30P&GLeadersEmbodytheCompany’sPurpose,ValuesandPrinciples:TheyhavestronglyandclearlydefinedpersonalvaluesandcharacterTheychoosewhat’srightforthebusinessandtotalorganizationoverpersonalgainTheyarehonest,ofhighintegrity,andhavedeeprespectforothersTheyarecommittedtothedreamofgreatnessfortheorganization–andunwaveringinitspursuit31P&GLeadersEmbodytheCompany’sPurpose,ValuesandPrinciples:Theyareconstantlylearningandseekingtobethebest.TheyareconfidentyethumbleTheyarechangeagents–andincitepassionandinspirationinothersTheyarecaringanddemanding–creatingasenseoffamilyandownershipbyalwaysdoingtheright32HumilityisacriticalqualityintheconsumergoodsbusinessandinahighperformanceorganizationLeadershipandownershiparevaluesatP&G.WewanteveryemployeetoleadWeare“ademocracyofideas”whichleadstogreaterinnovation.LeadershipshiftsdependinguponthesituationWeserveconsumers.WeserveemployeesandcustomerswhoserveconsumersEveryP&Gerhasapassiontowin.

OurCompanyisdedicatedtogrowth.GrowthischangeP&Ger’sareloyaltotheinstitutionofP&G,notonlyoneleader.ValueofintegrityiscontrollingConsumersandCustomersTheLeaderishereServantLeadershipatP&G33Level5leaderschanneltheiregoneedsawayfromthemselvesandintothelargergoalofbuildingagreatcompanyIt’snotthatLevel5leadershavenoegoorself-interest.Indeed,theyareincrediblyambitious–buttheirambitionisfirstandforemostfortheinstitution,notthemselvesJimCollinsinGoodtoGreatHumility+Will=Level5Ownership34 Dayslater,thatlessonwasdrivenhomeinanunexpectedwaywhenwereachedamonasterythatishometothespiritualleaderfortheregion'slargelyBuddhistpopulation.Byarrangement,wewereabletoreceiveaprivateaudiencewiththehighmonk,thereincarnatelama.Withtheaidofinterpreters,weengagedinafreewheelingdiscussionofBuddhistconceptsofleadership.Thehighmonkleftuswithtwoindelibleaffirmations.First,leadershipisbuiltbyserving.Second,whenleaderstrulyserveandsubordinatetheirprivatewelfaretothatofallothers,theirauthorityoftenbecomesunquestionable."“LeadershipLessonsof

MountEverest”HarvardBusinessReview-October202335They(WestPointcadets)spendeverywakingmomentlearningthetoughestlessonofall:character.Theyaretaughthowtolivebytheirword–andtheydiscove