winning-with-leadership-以领导力取胜.ppt

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1、about this presentation.youll hear : The difference between management and leadership How to get your people on board Ways to maximise people performance Ideas to create the culture you wantwhats the difference betweenmanagement and leadership?managers maintain the status quo monitor situation alloc

2、ate resources communicate targets measure the results feedback on the trendsleaders strategic thinkers look forward and create visions challenge motivate inspire“a leaders job is to rally people toward a better future”marcus buckinghamwhy is leadershipso important?“ The surplus society has a surplus

3、 of similar companies, employing similar people, with similar educational backgrounds, working in similar jobs, coming up with similar ideas, producing similar things, with similar prices, warranties, and qualities.”Jonas Ridderstrale and Kjel NordstromAuthors, Funky Business“when people leave compa

4、nies, they tend not to quit the company, they are more likely to have quit the boss.”Ken Blanchard“The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is whil

5、e he is there is determined by his relationship with his immediate supervisor Research from thousands of employeesMarcus Buckingham First Break All The Rules trust inmanagement is declining“Only 36% of employees trust senior management to communicate effectively”“This drops to only 26% of employees

6、with more than 15 years experience”Source: mercer hr consulting “Only 53% felt their organisation did a good job of keeping employees informed”idea oneget that vision thinggetting that vision thing Creating a clear picture of the future that stimulates, excites and inspires Getting everyone to buy i

7、nto it Ensuring that everyone understands whats expected of them Turning it into meaningful goals and targets Communicating progress towards it continuously Celebrating successes Working On it consistentlystrategicoperationaltacticaloninwhat does a vision look like?a vision Is not simply a set of fi

8、nancial figures Is not a business plan Is not a pie in the sky idea Is more than words in the MDs annual speech Is a picture of the future that we want Includes customers, people and finances Typically is a 2 year / 1 year / 6 month thing Is a point of strategic focus for the leadership of the busin

9、ess Is something for everyone to work towardspeople tell us theyneed to knowHow is this vision relevant to me?What specifically do you want me to do?How will I be measured?What consequences will I face?What tools and support are available?Whats in it for me?How are we doing?the leaders role?to help

10、people answer these questionsvalue Your values idea twoits notwhat yousayits what you DO!values can: define the fundamental character of a business help create the culture you want create a sense of identity for the business reduce game playing, politics and confusion provide guidelines for managers

11、 and staff provide guidance for acceptable and unacceptable behavioursHarley Davidsons Values:Tell The TruthBe FairKeep Your PromisesRespect The IndividualEncourage Intellectual CuriosityMutually Beneficial Relationships45%feel that their managers behave in a way which is consistent with company val

12、uesonlySource: mercer hr consulting 35%feel that what their organisation says it values is consistent with what it actually rewardsonlySource: mercer hr consulting turn your values into preferred behavioursTEAMWORKTEAMWORK Offers support doesnt wait to be asked Strives to understand and contribute t

13、o departmental/team goals Recognises the implications of their actions/inactions on others Shows respect to the needs, feelings and views of others Promotes collective ownership across the business Encourages contributions from all team membersbe a rolemodel“Theres no I inTeam,but thereis a Meif you

14、look hard enough”David Brentidea threeget engagedOnly 17% are actively engaged63% arent engaged20% are actively disengaged88% want to work hard and do their best50% worked just hard enough to avoid being fired!75% believe they could be significantly more productiveSource: Gallupthe benefits ofan eng

15、aged workforce50%more likely to have lower staff turnoversource: gallup56%more likely to have higher than average customer loyaltysource: gallup38%more likely to have above average productivitysource: gallup27%more likely to report higher profitabilitysource: gallupidea fourgive your people a damn g

16、ood listening to“The best engineers sometimescome in bodiesthat cant talk.”nolan bushnell,founder of atariideasforaction. set up feedback systems that suit your team, not you beat the brainwashing ask your newcomers to spot your business stupidities kill a stupid rule commerce bank offers $50 experi

17、ence days fiver down the pub fridays pizzas and problems resist recruiting replicantsask your team what do you want from me?StopStartContinuebe an enemy of the status quoidea fivewhen two people in business always agree, one of them is unnecessarywilliam wrigley jrfour common traits: leadership syst

18、ems and processes culture measurementwhat processes do you have to encourage your people to revolutionise your business?“find great ideas, exaggerate them, and spread them like hell around the business with the speed of light”Jan Carlzon, Head of Scandinavian Airlinesidea sixcreate other leaders, no

19、t followersPEAK PERFORMERMISMATCHSTARPROBLEMPERFORMERPRODUCTIVITYUNUSED POTENTIALHIGHLOWL O WH I G Handfinally.idea seventake action, not notes“Vision without action is hallucination”Andy Law, St.Lukes“take the first step in faith. You do not have to see the whole staircase.Just take the first step.”Martin Luther Kingwe can all be leaders“Right, Im going to leave you, I know there is going to be a tsunami” Tilly Smith, Age 10dont just stand there. do something!dick dastardlyfor stuff like this (and more) visit . . . .