CARGILL领导力模型简介42945.ppt

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1、CARGILL领导力模型Execution Capacity执行能力Behaviors行为能力Knowledge知识Learning Capacity学习能力 IntegrityConviction Courage正直、诚信信念勇气Know知道Understand理解Apply应用seen Objectives 目标-To understand了解为什么重要:“Why”-To understand:理解领导力模型“what”buildcommonunderstandingofleadershipmodel(heart/4capabilities)-Learn to apply 学以致用“How

2、”Applythemodelinleadershipbehavior 应用至日常领导行为中-ThinkaboutGoodleaders,whatcommoncharacteristics/capabilitydothemhave?想一想你所知道的优秀领导人,他/她们所具有的特征/能力？Keep these characteristics in mind as we talk about leadership at Cargill and the Cargill Leadership Model.5Leadershipinanewcontext新概念下的领导力 Leadershipisnotap

3、osition 领导力不是一个职位 Leadership is not private reserve of a few charismatic person.It is a process ordinary people use.领导力不专属少数超凡领导人，我们每个人都需要发挥领导力.Leadership is about getting result thru influencing others 领导力是关于通过影响他人而获得结果。领导力是一種“技能”，用來“影響”別人，讓他 們全心投入，為達成共同目標而奮戰不懈Isnt it so important to you?Leadership

4、 in CARGILL领导力 Key Leadership Messages领导力关键词In Cargill,the Senior Leaders define leadership with three key messages.These messages underscore strong and effective leadership._Making choices 作出抉择as leaders,we have to be ready to make choices,even when they are difficult or in situations that are unce

5、rtain.作为领导，必须随时准备好做抉择，包括困难的和不确定情况下的抉择。ie_Having relentless determination 具有坚韧的决心as leaders,we need to focus on the end goal and overcome obstacles,no matter how big and unfamiliar 作为领导，应专注于克服障碍实现最终目标，无论目标多么远大ie_Engaging employees 使员工乐业as leaders,we have to know what motivates us,engage employees who

6、 may work for us,help engage our peers in difficult times,and find ways to stay engaged.作为领导，必须明白如何激励自己，使员工乐业，帮助同事在困难时仍保持积极性并始终乐业。ieLeaders 领导:q Demonstrate unyielding commitment to ethics and integrity 坚守道德准则、正直、诚信q Have high degree of motivation,deep knowledge in specific areas,desire to learn con

7、tinuously,capacity to execute plans and deliver results 善于自我激励，专业知识深厚，主动学习，有能力执行计划并取得成果q Are able to adapt to new circumstances 能够适应新的环境q Have responsibility for their own learning 对自己的学习负责q Value differences and use them to build a competitive advantage 珍视差异并且以此来建立竞争优势q Create and lead change 创造和领导

8、变革 Cargills Leadership Principles嘉吉领导力原则 The Leadership Statement sets the foundation for the Cargill Leadership ModelCARGILL领导力模型The Cargill Leadership Model identifies the capabilities needed by leaders at leaders at all levels all levels in the organization in order to achieve Strategic Intent.嘉吉

9、领导力模型清晰定义出各级领导者所须具备的各项能力 以实现嘉吉战略目的Each of us has an opportunity to provide leadership,regardless of position whether it is 无论职位高低，每个人都有机会发挥领导力Task leadership 任务领导Thought leadership 思考领导Team leadership 团队领导 Strategic leadership 战略领导People leadership 人员领导Who will use itCLM和谁有关 How will we use it?嘉吉领导力

10、模型将运用在.Leadership at all levels is essential to achieve our strategic intent，The Leadership Model is increasingly becoming the framework for our people-related processes 领导力模型正逐渐成为人力资源流程的基础Selection 选才Leadership Talent Management 领导人才管理Development 育才Performance Management 绩效管理PMPPMP 中的重要组成部分-Element

11、s主要工作成果KeyResultsArea技能发展SkillDevelopmentExecution CapacityBehaviors KnowledgeLearning CapacityIntegrityConviction CourageWhat does CLM mean to you?Objectives 目标-To understand了解为什么重要:“Why”-To understand:理解领导力模型“what”buildcommonunderstandingofleadershipmodel(heart/4capabilities)-Learn to apply 学以致用“H

12、ow”Applythemodelinleadershipself-development用以提升自身的领导力 2006 Cargill Incorporated.All Rights Reserved.CLM HistoryCLM历史v1999:Created as part of Strategic Intent 建立并作为战略目的的一部分behaviorv2000-2001:Created four quadrants 建立四个能力象限(behavior+knowledge+execution+learning)v2002:The heart of leadership was added

13、 加入领导力核心(to emphasize integrity/conviction/courage)v2006:Model is refined 模型更新正直、诚信信念勇气CARGILL领导力模型-组成部分领导力的核心Heart of Leadership每位领导人不可或缺的特质 Non-negotiable四个能力象限 Four Quadrants of Capabilities应 用 这 些 能 力 的 方 式，以 及每 种 能 力 需 要 的 胜 任 程 度 因人 而 异，视 你 的 角 色、业 务挑战等因素而定。IntegrityConvictionCourageIntegrity

14、正直、诚信Conviction 信念Courage 勇气Heart of Leadership领导力核心正直诚信是你的价值观与行动的一致表现。它展现如下：-忠 于 你 的 信 念，有 与Cargill 指 导 原 则 相 一 致的强烈的道德准则-对人诚实与真挚-言出必行-值得信赖正 直 诚 信 建 立 在 你 所 持 有 的 个 人 价 值 观 与 信 念 的基础之上。它 支 持Cargill 所 定 义 的 价 值 观，对 高 效 领 导 力 的 发 挥至关重要。正直诚信造就信任。信 任 是 成 功 领 导 人 的 重 要 特 质，它包含真挚、能力与可信赖度。正直、诚信Integrity信念

15、是引发行动的坚定信仰或念头。它展现如下：将信念转化成行动用信念激发他人的行动领 导 力 由 信 念 所 激 发。如 果 领 导 者 有 着 对 更 好 未 来 的憧憬，他们就会有实现它的强烈欲望。如 果 只 有 信 念,而 没 有 引 发 承 诺 和 行 动，那 么 信 念 将 失去其意义。只有坚定的信念,并而伴以承诺和行动,才能感染他人。信念Conviction勇 气 是 指 主 动 面 对 并 战 胜 恐 惧 的 意 愿，依 据 个 人 的 价 值观、信 仰 及 为 实 现 承 诺（commitment）而 不 惧 风 险 并采取行动。它展现如下：体 现 勇 敢、战 胜 恐 惧、不 屈 不

16、 挠、具 有 坚 强 意志。不 惧 困 难、风 险、阻 逆 与 不 确 定 性，努 力 达 成目标。勇气是促使你以决心面对危险与困难的心态。勇气并不只是不害怕，而是面对恐惧依然采取行动。真正的领导者有信心和勇气独立做出艰难的决择。勇气CourageActivity-Heart of Leadership领导力核心 Your examples Discuss examples of how conviction,and courage are demonstrated with peers and/or customers.Discuss the impact.讨论对同事和/或者客户表现出信念和

17、勇气的例子并讨论其影响。正直、诚信信念勇气领导力的核心Heart of Leadership每位领导人不可或缺的特质 build trust enhance employee engagement sustain and nourish a culture of ethics.contribute to sustainable results.These traits support all other leadership behaviors and,when used appropriately,will enhance a leaders effectiveness in each of

18、 the four quadrants of capabilities这些特质若能运用得当，则可强化领导者在以上四个方面发挥领导能力的效果。正直诚信、坚定的信念与勇气是四个方面所有行为展现的核心原则。Execution Capacity执行能力Behaviors行为能力Knowledge知识Learning Capacity学习能力IntegrityConviction Courage正直、诚信信念勇气Learning Capacity学习能力L Curious passion to learn more than taught 求知欲-期望主动学习甚于被动教导 Adaptable,nimbl

19、e 适应力强，灵活 Broad perspective 开阔的视野 Conceptual strength 理性思维 our business is rapidly growing and changing;therefore,we have to be open to learning about new customers,markets and technologies.We need to respond to change,letting go of traditional ways of doing things(e.g.old practices,ideas).We need t

20、o broaden our perspective in an expanding world.Leaders also need to create visions for the future.Learning Capacity学习能力L工作中的应用/examplesExecution Capacity执行能力E L Keen sense of priorities 敏锐的优先顺序判断力 Relentless determination&courage to make things happen 志在完成目标的坚定决心和勇气 Motivate for high performance&ex

21、cellence 追求高绩效和卓越 Develop others 培养他人 Optimistic 乐观 Compelling/authentic communicator 具说服/真诚地沟通能力 Resilient 极强的反弹力Leaders need to be able to prioritize what needs to be done,the importance and urgency,making decisions as to which ideas to pursue,taking a vision and translating it into results.We mus

22、t drive for results and priorities,take initiative.We also must motivate,inspire and engage others to work toward a vision.Leaders must maintain a positive outlook in difficult times and situations;instill the belief that aggressive goals can be achieved.We must communicate in a compelling,authentic

23、 way,be open to others ideas,and display integrity.Leaders must seesituations as new challenges or opportunitiesExecution Capacity执行能力E L工作中的应用/examplesKnowledge 知识 Deep&practical business acumen 深刻而实际的商业眼光 Grasp of macro economics&political trends 对宏观经济和政治趋势的把握 Change leadership 变革领导 Various functi

24、onal knowledgeLeaders need to understand the relationships and dynamics between external factors and internal areas,they need to understand the impact of economic and political changes on the business,understand how to effectively introduce significant change and achieve desired results.In addition,

25、they need to have knowledge of various functional areas.The depth of knowledge and mastery needed will depend on each of your rolesE LKnowledge 知识E L工作中的应用/examplesBehaviors 行为LEBK Discuss,decide,champion 讨论、决定、拥领 Demonstrate respect,candor&commitment 尊重、坦率、承诺 Develop and leverage deep customer know

26、ledge&insights 对客户的深刻洞察力 Pursue&reinforce collaboration 寻求并加强合作 Hold self and others accountable 让自己和他人承担责任 Challenge,innovate,change 挑战、创新、变革 Value differences 重视多样性Behaviors 行为LEBK工作中的应用/examplesExecution Capacity执行能力Behaviors行为能力Knowledge知识Learning Capacity学习能力IntegrityConviction Courage正直、诚信信念勇气

27、Which quadrant is the most important one,why?2006 Cargill Incorporated.All Rights Reserved.2006 Cargill Incorporated.All Rights Reserved.Questions?Objectives 目标-To understand了解为什么重要:“Why”-To understand:理解领导力模型“what”buildcommonunderstandingofleadershipmodel(heart/4capabilities)-Learn to apply 学以致用“Ho

28、w”Applythemodelinleadershipself-development用以提升自身的领导力How will you use it?如何运用?As a supervisor作为主管 Selection 选才 Development 育才 Performance Management 绩效管理As an employee作为员工-self development 自我发展-Idea Generation Review your self-assessment pre-work.Identify three ideas from your pre-work that you pers

29、onally will do to strengthen your leadership 回顾你的课前作业-自我评估。从自我评估中找出三个你个人将采取行动的方面，而这些方面将有助于提升你的领导力。you are expected to talk with your mgr when you are back,about this assessment to get coaching from your manager on how to address the gap.youcouldalsouseitasatooltodevelopyourpeople.Sharing!Additional

30、ResourcesMaterial:interviewingtoolkitsbasedonCargillLeadershipModel Objectives 目标-To understand了解为什么重要:“Why”-To understand:理解领导力模型“what”buildcommonunderstandingofleadershipmodel(heart/4capabilities)-Learn to apply 学以致用“How”Applythemodelinleadershipbehavior 应用至日常领导行为中LeadershipModelWhereAreYou?你对领导力模型的掌握程度Know知道Understand理解Apply应用Yourself&your peopleThank you演讲完毕，谢谢观看！