CARGILL领导力模型简介.ppt

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1、CARGILL领导力模型领导力模型Execution Capacity执行能力执行能力Behaviors行为能力行为能力Knowledge知识知识Learning Capacity学习能力学习能力IntegrityConviction Courage正直、诚信正直、诚信信念信念勇气勇气Know知道知道Understand理解理解Apply应用应用seen Objectives 目标-To understand了解为什么重要了解为什么重要:“Why”“Why”-To understand:理解领导力模型理解领导力模型“what”what”buildcommonunderstandingoflea

2、dershipmodel(heart/4capabilities)-Learn to apply 学以致用学以致用“How”How”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 Lea

3、dership Model.5Leadershipinanewcontext新概念下的领导力领导力Leadershipisnotaposition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。领导力是一種一種“技能技能”，

4、用來，用來“影響影響”別別人，讓他人，讓他 們全心投入，為達成共同目標而奮戰們全心投入，為達成共同目標而奮戰不懈不懈Isnt it so important to you?Leadership in CARGILL领导力领导力 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作出抉择抉择as lea

5、ders,we have to be ready to make choices,even when they are difficult or in situations that are uncertain.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

6、，无论目标多么远大ie_Engaging employees使员工乐业乐业as leaders,we have to know what motivates us,engage employees who 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:qDemonstrate unyielding commitment to ethics and integri

7、ty 坚守道德准则、正直、诚信qHave high degree of motivation,deep knowledge in specific areas,desire to learn continuously,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qAre able to adapt to new circumstances 能够适应新的环境qHave responsibility for their own learning 对自己的学习负责qValue differen

8、ces and use them to build a competitive advantage珍视差异并且以此来建立竞争优势qCreate and lead change创造和领导变革 Cargills Leadership Principles嘉吉领导力原则 The Leadership Statement sets the foundation for the Cargill Leadership ModelCARGILL领导力模型领导力模型The Cargill Leadership Model identifies the capabilities needed by leader

9、s at leaders at all levelsall levels in the organization in order to achieve Strategic Intent.嘉吉领导力模型清晰定义出清晰定义出各级领导者所须具备的各项各级领导者所须具备的各项能力能力 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

10、Team leadership 团队领导 Strategic leadership 战略领导People leadership 人员领导Who will use itCLM和谁有关和谁有关 How will we use it?嘉吉领导力模型将运用在.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

11、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中的重要组成部分重要组成部分-Elements主要工作成果KeyResultsArea技能发展SkillDevelopmentExecution CapacityBehaviorsKnowledgeLearning CapacityIntegrityConviction CourageWhat does CLM mean to you?Objectives 目标-To understand了解为

12、什么重要了解为什么重要:“Why”“Why”-To understand:理解领导力模型理解领导力模型“what”what”buildcommonunderstandingofleadershipmodel(heart/4capabilities)-Learn to apply 学以致用学以致用“How”How”Applythemodelinleadershipself-development用以提升自身的领导力 2006 Cargill Incorporated.All Rights Reserved.CLM HistoryCLM历史历史v1999:Created as part of St

13、rategic 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 加入领导力核心(to emphasize integrity/conviction/courage)v2006:Model is refined 模型更新正直、诚信正直、诚信信念信念勇气勇气CARGILL领导力模型领导力模型-组成部分组成部分领导力的核心领导力的核心Heart of L

14、eadership每位领导人不可或缺的特质 Non-negotiable四个能力象限四个能力象限 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。IntegrityIntegrityConvictionConvictionCourageCourageIntegrity 正直、诚信正直、诚信Conviction 信念信念Courage 勇气勇气Heart of Leadership领导力核心领导力核心正直诚信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

15、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基础础之之上上。它支持Cargill所定义的价值观，对高效领导力的发挥至至关关重要重要。正正直直诚诚信信造造就就信信任任。信信任任是是成成功功领领导导人人的的重重要要特特质质，它包含真挚、能力与可信赖度。正直、诚信正直、诚信Integrity信念信念是引发行动的坚定坚定信仰或念头。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

16、和行动,才能感染他人。信念信念Conviction勇勇气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。勇气勇气CourageActivity-Heart of Leadership领导力核心Your examples Discuss examples of how conviction,and cou

17、rage 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勇气的例子并讨论其影响。正直、诚信正直、诚信信念信念勇气勇气领导力的核心领导力的核心Heart of Leadership每位领导人不可或缺的特质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 s

18、upport all other leadership behaviors and,when used appropriately,will enhance a leaders effectiveness in each of 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执行能力执行能力Behaviors行为能力行为能力Knowledge知识知识Learning Capacity学习能力学习能力Integr

19、ityConviction Courage正直、诚信正直、诚信信念信念勇气勇气Learning Capacity学习能力学习能力LCurious passion to learn more than taught 求知欲求知欲-期望主动学习甚于被动教导期望主动学习甚于被动教导Adaptable,nimble 适应力强，灵活适应力强，灵活 Broad perspective 开阔的视野开阔的视野 Conceptual strength 理性思维理性思维 our business is rapidly growing and changing;therefore,we have to be ope

20、n 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 to broaden our perspective in an expanding world.Leaders also need to create visions for the future.Learning Capacity学习能力学习能力L工作中的应用

21、工作中的应用/examplesExecution Capacity执行能力执行能力ELKeen sense of priorities 敏锐的优先顺序判断力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志在完成目标的坚定决心和勇气Motivate for high performance&excellence 追求高绩效追求高绩效和卓越和卓越Develop others 培养他人培养他人 Optimistic 乐观乐观Compelling/authentic communicato

22、r 具说服具说服/真诚地沟真诚地沟通能力通能力 Resilient 极强的反弹力极强的反弹力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 must drive for results and priorities,take initiative.We also must moti

23、vate,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 way,be open to others ideas,and display integrity.Leaders must sees

24、ituations as new challenges or opportunitiesExecution Capacity执行能力执行能力EL工作中的应用工作中的应用/examplesKnowledge 知识知识Deep&practical business acumen 深刻而深刻而实际的商业眼光实际的商业眼光 Grasp of macro economics&political trends 对宏观经济和政治趋势的把握对宏观经济和政治趋势的把握Change leadership 变革领导变革领导Various functional knowledgeLeaders need to und

25、erstand 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,they need to have knowledge of va

26、rious functional areas.The depth of knowledge and mastery needed will depend on each of your rolesELKnowledge 知识知识EL工作中的应用工作中的应用/examplesBehaviors 行为行为LEBKDiscuss,decide,champion 讨论、决定、讨论、决定、拥领拥领Demonstrate respect,candor&commitment 尊重、坦率、尊重、坦率、承诺承诺Develop and leverage deep customer knowledge&insigh

27、ts 对客户的深刻洞察力对客户的深刻洞察力 Pursue&reinforce collaboration 寻求并加强合作寻求并加强合作Hold self and others accountable 让自己和他人承担责任让自己和他人承担责任Challenge,innovate,change 挑战、创新、变革挑战、创新、变革Value differences 重视多样性重视多样性Behaviors 行为行为LEBK工作中的应用工作中的应用/examplesExecution Capacity执行能力执行能力Behaviors行为能力行为能力Knowledge知识知识Learning Capaci

28、ty学习能力学习能力IntegrityConviction Courage正直、诚信正直、诚信信念信念勇气勇气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了解为什么重要了解为什么重要:“Why”“Why”-To understand:理解领导力模型理解领导力模型“what”what”buildc

29、ommonunderstandingofleadershipmodel(heart/4capabilities)-Learn to apply 学以致用学以致用“How”How”Applythemodelinleadershipself-development用以提升自身的领导力How will you use it?如何运用如何运用?As a supervisor作为主管作为主管Selection 选才Development 育才Performance Management 绩效管理As an employee作为员工作为员工-self development 自我发展-Idea Gener

30、ationReview your self-assessment pre-work.Identify three ideas from your pre-work that you personally 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 ma

31、nager on how to address the gap.youcouldalsouseitasatooltodevelopyourpeople.Sharing!Additional ResourcesMaterial:interviewingtoolkitsbasedonCargillLeadershipModel Objectives 目标-To understand了解为什么重要了解为什么重要:“Why”“Why”-To understand:理解领导力模型理解领导力模型“what”what”buildcommonunderstandingofleadershipmodel(heart/4capabilities)-Learn to apply 学以致用学以致用“How”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知道知道Understand理解理解Apply应用应用Yourself&your peopleThank you