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1、 1 5ELeadershipModel excerpt aspresentedatGMCollegeforHighPerformingOrganizations June10 15 2007 2 A G LafleyPresidentandCEOTheProcter GambleCompanyJanuary23 2002 Thescarcestresourceintheworldtodayisleadership leadershipcapableofcontinuouslytransformingorganizationstowinintomorrow sfast changingandi
2、ncreasinglymorecompetitiveworld WhyLeadership 3 AP Gleaderisonewhoiscourageous inspiring andcollaborative whohelpseveryonearoundthemtakerisks failsoccasionally learnscontinuously andultimatelydeliverssustainablebreakthroughresultsthathelpP GgrowNOSandTSRatorabovethelevelsrequiredtomeetourgoals P GDe
3、finitionofLeadership 4 5ELeadershipModel 5 ENVISIONCreatetheFutureENGAGEBuildRelationships CollaborationENERGIZEInspireOthersENABLEBuildCapabilityEXECUTEDeliverOutstandingResults 5ERolesOfLeadership 6 Aclearconstancyofpurposetoguideanorganizationforthefutureisthefirstprinciple Withoutthis nothingels
4、ematters Dr Deming Envision CreatetheFuture 7 OnAugust28 1963 MartinLutherKingstoodonthestepsattheLincolnMemorialinWashington D C andsaid Envision CreatetheFutureMartinLutherKing IhaveaDreamthatmyfourlittlechildrenwillonedayliveinanationwheretheywillnotbejudgedbythecoloroftheirskinbutbythecontentoft
5、heircharacter Ihaveadreamtoday 8 Envision CreatetheFuture Whatisit IntouchandexternallyfocusedonalwaysmeetingconsumerandcustomerneedsSeesrealityclearly fostersgenuineinquiry getstorootcausesDevelopsandleadsavisionandstrategiesthat changethegame Changeagentthatchampionsconnectanddevelop balancedinnov
6、ation creativity benchmarkingandreapplicationIntegratesdiverseperspectivesindevelopingthevisionandstrategies 9 Envision CreatetheFuture Howdoyoudoit Understandandarticulatecurrentandfutureneedsofconsumers customersLeadtheprocesstodevelopthevisiontocreateinternalpassion externalinspirationFosterinnov
7、ationthroughconnect developandbenchmarkinternal externaltoreapplyUtilizetotalsystemthinkingandstrategydeploymenttocrystallizebusiness organizationfutureneedsUsereallifetoughcallstoreinforcethevision strategies principlestopreventdrift 10 Envision CreatetheFuture Whatsignalsaneedformore Influxofnewpe
8、opleNodiscussion debate questionsoncurrentversusfuturevisionLackofstrongconsumer customerunderstandingorfocusDeclineorabsenceinprinciple baseddecisionsorstrategicalignmentPeoplenotintouchwithrealityandcompetition Emergingnewbusinessneeds Discussion SisterActII Gandhi 11 Engage BuildRelationships Col
9、laboration In1985 Ivisitedall750storesthatWalMartowned PeopleoftenaskmewhyIfeeltheCEOshoulddothis Myanswerissimple DoourAssociatesinourstoresknowIaminterestedinthemandtheircontribution YOUBET DotheybelieveIwouldwearahulaskirtonWallStreettocelebratewiththem YOUBET SamWalton 12 Engage BuildRelationshi
10、ps Collaboration Iemploy3differenttypesofcommunicationsasacoach Offthecourt Iamaconfidante substitutemother Inthatrole Ilisten advise comfort Inpractice Iamateacherwhosometimesemploysseveremethodstomaintaintheattentionofmystudents Inagame Iissuebluntcommands motivateourplayersinpressuresituations It
11、isacompetitivesituationwithnotimeformisunderstanding IwouldnothavewonaGoldMedalor6NationalChampionshipsasacoachwithoutbeingagreatcommunicator PatSummitUniversityofTennesseeWomen sBasketballCoach 13 Engage BuildRelationships Collaboration Whatisit Buildsstrongworkingrelationshipsthatcreatetrustandint
12、ensecandorValuesandproactivelyinvolveskeystakeholderstodelivercommonobjectivesActivelylistensandcommunicatesinatransparentwayAcceptsandvaluesotherstoconstructivelyresolveconflictLeveragescross organizationcollaboration internalandexternal toachievebestsolutions 14 Engage BuildRelationships Collabora
13、tion MyviewofAmerica ssoldierswassolidifiedearlyinmysecondPentagontourwhen asUnderSecretary IsetouttovisiteverydivisionintheactiveArmyandanumberofunitsintheReservecomponents whereverintheworldtheymightbe allwithinmyfirst100daysinoffice Attheendofthattour IreturnedtothePentagonfilledwithevengreaterpr
14、ideinAmerica ssoldiers fortheirprofessionalism courage sacrifice selflessness and aboveall theirdevotiontocountry NormAugustineExecutiveCommitteeChairmanLockheedMartinDirectorofP G 15 Howdoyoudoit DeliberatelybuildyourpersonalrelationshipsinyourorganizationandacrossorganizationsBeknownasmeetingcommi
15、tmentstoothersLeadtheprocesstoidentifycommonobjectivesformingalliancesbuiltonwin winPutinplacecrossorganizationworkprocessesandflowresourcestotheworkConstantlymonitorifpeoplefeelyousincerelyvaluethemPersonallymonitor sensewhethercollaborationisstronginternalandexternal Engage BuildRelationships Coll
16、aboration 16 Engage BuildRelationships Collaboration Whatsignalsaneedsformore ThereisconflictthatdoesnotgetresolvedandnegativelyimpactsteamworkPeoplefocusontheirfunctiongoalsversusthebiggerbusinessneedsThereisresistanceorartificialbarrierstoflowpeopletotheworkPeoplequitbecauseofnotfeelingvaluedbytheirimmediatebossandteamCrossorganizationworkprocessesarebroken ineffective orpoorlydefinedYoumisscommitmentstoothers Discussion PayItForward OctoberSky 17 Energize InspireOthers Wemustbethechangewewish
