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1、Threat and Opportunity 第1页/共33页第一页，共34页。Whatdidwelearnfromthemovie?SurprisesDeterminationCleargoalandfocusCompetencyLeadership第2页/共33页第二页，共34页。Change and the Changing WorldOur choice is to change or be changed!第3页/共33页第三页，共34页。WhatsLeadership?Influencepeoplevoluntarilytoachieveorganizationobjectives
2、Itsonekindofpeoplerelationship,throughit,wecaninfluencethebehaviortoachievethegoalInfluencepeoplescapabilityandout-performtheirlimitsConvincepeopletodowellintheirassignedworkManage,guideandinfluenceoncollaborationOneofthemajordynamicforceandcanbeusedtomotivateteam-workCapabilitytomakecriticaldecisio
3、nsCourageanddetermination第4页/共33页第四页，共34页。GoodLeadershipMakesHugeImpactImproveandstrengthenstaffsattitudeEspeciallythroughleadershard-worktoimprovetheircapabilitiesanddeterminationSkillimprovementIncreaseambitionandenhancevisionMakestaffWANTTOWANTTOsucceedMatchstaffpersonalgoalwithorganizationgoalst
4、affsatisfaction第5页/共33页第五页，共34页。CharacteristicsofLeadersLeadermusthaveyourownphilosophy,ideasandbelief.Leadermushhavegreatcourage,thiscouragewillhelpyouovercome&managefearDotherightthinganddoitrightLeaderneedstobewell-prepared.Preparefortheun-expectedsurprises.Obtainalltheknowledgeyouneedandknowwhat
5、youneedtodoLeadermustknowhowtocommunicate.Leadermustknowhowtoteamwork,knowyourweakness/strengthandfindthebalance.第6页/共33页第六页，共34页。Characteristics of LeadersProfessionalKnowledgeDesireToLeadMotivationAmbitionConfidenceConfidenceHonestyIntegrityVisionWisdom第7页/共33页第七页，共34页。Loose/let-goDictatorshipInvo
6、lvementConsultativeCoachLeader Styles第8页/共33页第八页，共34页。Care about PeopleCare about results/performance9119(1,1)(1,9)(9,9)(9,1)(5,5)Loose/let-goDictatorshipTeamworkMediumCountry clubLeadership Matrix第9页/共33页第九页，共34页。MiracleLeadership1.有清晰有清晰(qngx)的愿景的愿景达愿景达愿景3.对愿景的坚定信念对愿景的坚定信念4.自信、果断自信、果断传统的行为传统的行为7.对
7、环境敏感度高对环境敏感度高奇魅领导(ln do)、愿景领导(ln do) - Michael Jordan第10页/共33页第十页，共34页。HowtoDevelopLeadership?Thru.MentorThru.ExperienceThru.Self-AlertThru.Self-disciplineThru.Education第11页/共33页第十一页，共34页。WhatisManagement?Managementisnotaveryhardtheory,itsaverypracticalexerciseManagementisnottheorymodel,itsaveryresu
8、lt-orientedapproachThemanagementspiritsarenotinknowing,itsinexecuting/doingit第12页/共33页第十二页，共34页。ManagementStepsTasks,Responsibilities&PracticesPlanningOrganizationStaffingLeadershipControlMotive people to work hard on Commonly sharedgoals 第14页/共33页第十四页，共34页。TwoManagersSpecialMissionsCreatemultipleef
9、fectsonexistingresourcesAlldifferentactivitiesneedtobesynchronizedandconsistentonthesamegoalBetheconductorofasymphonyWhatbetterresultsareplannedandwhatactivitiesaredesignedtoaccomplishtheresultsCoordinate/balanceeverydecisionandactionsshortandlongtermneeds(putyournoseonthegroundandlookupatthetopofth
10、emountainatthesametime)AnyshortorlongtermgoalsacrificewillendangerthesurvivalofthecompanyBalanceboththeshortandlongtermgoalisamustWhatarethelong-termpricehastopaytokeeptheshorttermgoal?Whataretheshort-termpricehastopaytoinvestthelong-termgoal?第15页/共33页第十五页，共34页。FiveBasicManagersTasks(1-3)Setthetarge
11、ts/goalsWhatarethegoals?Whatarethepurposesofthegoals?Whatneedstobedonetoachievethegoals?SettheplanandcommunicateThebalancebetweenshould-beandcurrentcapabilityArrangetheproperorganizationAnalyzeallthenecessaryactivitiesanddecisionsCategorizetheworkandmakesuretheyaremanageableandmeasurablePutthepeople
12、togetherandassigntasks,makesuretheresourcesaremosteconomicallyused第16页/共33页第十六页，共34页。FiveBasicManagersTasks(2-3)CommunicationandmotivationSeamlesslyintegratepeopleandorganizationwithdifferentresponsibilitiesandtasksContinuouslycommunicateatalllevelsintheorganizationEvaluationKPIsdefinition,purposesa
13、ndmeaningKPIevaluationsonallgroupsandindividualsbasedonresults,contribution,valueandimprovement第17页/共33页第十七页，共34页。FiveBasicManagersTasks(3-3)Developtalent,includingyourselfUnderstandthecurrentcapabilitiesDefinecompetenceDevelopcoachingandtrainingprogramsKnow how to tie a very small knot does not mak
14、e you a physician, know how to set the goals does not make you a good manager. A good manager needs to constantly improve the competence needed!第18页/共33页第十八页，共34页。SomeKeyManagementCapabilitiesPlanningDecisionmakingFormastrategyOrganizationcommunicationAlignmentTrust第19页/共33页第十九页，共34页。Planning Proces
15、sShould BeShould BeAs IsAs IsGoalsGoalsAction StepsAction StepsCost/RiskCost/RiskTimetablesTimetablesImplementationImplementationFollow Up/AccountabilityFollow Up/Accountability1 12 23 34 45 56 67 78 8第20页/共33页第二十页，共34页。DecisionMaking(决策决策(juc)JapaneseWayFocusonthedefinitionofthequestions/problemsFu
16、llyunderstandtheissuesfirstandhopethiswillchangeactionsandbehaviorsAlltheoptionsareconsideredalongwithallthepossiblealternatives,notthesinglefinalresultWesternWayFocusonresult&answerfirstThenstartcommunicatingandsellingtheideatogainmutualagreement第21页/共33页第二十一页，共34页。IdealDecisionMakingProcess(决策决策(j
17、uc)Trulyandfullyunderstandwhatwearetryingtosolvehere?Dowereallyneedtosolvethis?Un-covertheFACTS,alotofdecisionsarebasedonsomeindividualperceptions(见解见解(jinji)FindoutalloptionsandalternativesTherightapproachistofindallthealternatives,notthefinalcorrectanswer第22页/共33页第二十二页，共34页。Agoodstrategyusuallysta
18、rtsfromaveryverysmallbasisortask,thenovertimethoughmanyroundsofimplementationandgraduallyfine-tunetoawell-roundedpolicy.Thisapproachbasicallytellsustofix/plan/defineonesmall/simplethingatatimeandthisonethingwillimpactaseriesofthingsandthenitwillinfluenceawiderangeofpeopleandprocess!HowtoFormagoodStr
19、ategy?第23页/共33页第二十三页，共34页。OrganizationCommunicationCommunicationisperception,expectationanditcreatesdemandsCommunicationisdifferentfrominformationIsitwithinthelistenersrange,cantheyreceiveit?ThepoordownwardcommunicationisitonlyexpressesthemanagersthoughtsAgoodcommunicationisbottom-up,startsfromtheli
20、stener,notspeaker.Communication is the receivers action!第24页/共33页第二十四页，共34页。AlignmentEveryone is “Just doing his best”Everyone is “Just doing his best”Alignment the arrowsAlignment the arrows第25页/共33页第二十五页，共34页。TrustTrustTrustisthemostimportantfactorinmanagement&salesTrusthastobebuiltatalllevelsandk
21、eepitthereforeverBuildatrustrelationshipistoachievemoresalesandreferencesTrustwillsecurecustomerandemployeeloyaltyAdviceandguidanceareyourrealproducts第26页/共33页第二十六页，共34页。WhatisTrust?IntegrityCompetencyConsistencyLoyaltyOpenness第27页/共33页第二十七页，共34页。LeadershipLeadership Developing personal leadership C
22、ommunicating to lead Recognizing human potential Building cooperation Making decisions Managing conflict and change ManagementManagement Developing organizational leadership Innovation process Planning process Performance process Delegation process Coaching and appraisal processThe Leader Manager第28
23、页/共33页第二十八页，共34页。The LeaderThe Excellent Leader:The Excellent Leader: Share a common visionShare a common vision Understand objectives Understand objectives Find purpose and meaning Find purpose and meaning Get willing cooperation Get willing cooperation Build positive relationships Build positive r
24、elationships第29页/共33页第二十九页，共34页。MyExpectationsontheGMsCapabilitytoleadtheteamandwindealsCapabilitytobuildatrust-relationshipwithyourstaffandcustomersattheprofessionallevelCapabilitytoplanandexecuteCapabilitytocommunicateandmotivateyourstaffCapabilitytocoachandsolveproblemsCapabilitytoactivateyourloc
25、almarketCapabilitytodelivercompanyassignedgoals&knowexactlywhatittakestogetthereBeamarketing&salestoolyourselfHonest,IntegrityandprofessionalThe Key - are you transformed?第30页/共33页第三十页，共34页。DefinitionofaSuccessfulTransformationCapabilitytoindependentlysell,deliver&supporttheentireEPRproductsolutions
26、U8(财务财务(ciw)业务业务&U8M),NC,分销分销&CRMCapabilitytosellonadefinedteam/project-basisprocessCapabilitytounderstandthecustomerrequirementsCapabilitytoleadandmanageasolutionteamCapabilitytoplan/conductasolution-orientedmarketingeventsCapabilitytopredictyourperformanceCapabilitytoprioritize&balanceyourtasksAso
27、lidknowledgeontheproducts&industryyouaresellingCapabilitytoserviceanddeliverthecommitmentCapabilitytoproduceacompetitiveproductofferingsA true understanding in yourself what it takes to transform and how to do it?第31页/共33页第三十一页，共34页。ConclusionConclusionConclusionConclusion员工及单位的表现只不员工及单位的表现只不过是反应主管过是反应主管(zhgun)本身程度而已本身程度而已Leadership is the key success factor第32页/共33页第三十二页，共34页。感谢您的观看(gunkn)！第33页/共33页第三十三页，共34页。内容(nirng)总结Threat and Opportunity。(1,1)。(9,9)。(5,5)。Set the targets/goals。感谢您的观看(gunkn)第三十四页，共34页。
