Buildingsuccessfulleaders如何成为优秀的领导者

IstheabilityofanindividualinfluenceagrouporanotherindividualtowardtheachievementofgoalsandresultsManagementIsaboutcopingwithday-to-dayoperationsDefinitionofLeadershipBuildingSuccessfulLeadersIProactiveOrientationIITimeManagementIIIDealingwithpersonalchangeIVLeadershipModelsVInfluenceSkills—coreleadershipVICommunication&ResolveConflictVIISuccessfulFacilitatorVIIIPerformance&PeopledevelopmentBSL(I)-Proactiveorientation•Whenwe’reproactive,weacceptresponsibilityforwhoweare,whatwehave,andwhatwedo.•Wegrowbybecomingmoreconsistentlyproactiveovertime.Noquantumleapbutacontinuumofprogression.•Whenweareproactiveourlanguagechanges,noticehowoftenwesay“ifonly…”•Ifwethinkthattheproblemis“outthere”,thatverythoughtisitselftheproblem.•Thereare2toolsavailabletoustohelpbemoreproactive.•TOOL1:TheHill•TOOL2:ForceFieldAnalysisBSL(I)-ProactiveorientationTheHillConcernControlInfluenceEconomyMyvaluesMyattitudeMyperformanceMyactionsTechnologychangesResourceCompany’sdecisionsMymanagerPowerofVisionGAININGCONTROLC.YourEnvironmentDelegatingRe-negotiatingSystemStaffingB.YouManagerSayingNOPrioritizing80/20AssessingNeedsA.YourselfValuesEnergyWhiteSpaceGainingControlA.ControllingYourself•Finishwhatyoustart.•Ifyouareover-committedandexpecttobeGREATateverything,focusyourenergyonfewerareasandallowyourselftobeaverageinlessimportantmatters.•SAYNO(PUSH-BACK)•Developyoursenseofhumor.LearnNOTtotakeyourselftooseriously.•DELEGATE•Broadenyourfamilyactivities.•PayattentiontoyourspiritualityandPersonalLeadershipEffectiveness.GainingControlB.GAININGCONTROLOFYOURMANAGERRELATIONSHIP•MakeSureYouUnderstandYourManager.•AssessYourselfandYourNeeds.•DevelopandMaintainaRelationship.•SayingNo.GainingcontrolC.GAININGCONTROLOFYOURENVIRONMENT•ListenEffectively•AttackProblem,notpeople•LearntoRe-Negotiate•SeekOutStrongDirectedWorkers•BeCo-operative•FindKeyAssociatestoUseasResources•Learnto“Let-Go”ofYourTechnicalProwessTool:Force–fieldanalysis•Force-fieldanalysisHelpingHinderingDesiredBSL(II)---TimemanagementS1PressureDeadlineCrisesS2InterruptionsSomecallsSomemailSomereportsSomemeetingsPopularactivitiesS3PreventionRelationshipBuildingRecognizingnewPlanningS4Trivia,BusyworkTimeWastersSomemailSomephonecallsPleasantactivitiesTheWork-TimeMatrixlooksattheperennialproblemthatallbusypeopleface.Thedemandsoftheimmediateoverridingtheimportantareasofourlives.•Wehavetalkedbefore.CriticalNotCritical•Pressing•(Urgent)NotPressing(NotUrgent)DealingwithpersonalchangeResistancetochangeHomeostasis(动态平衡）–ChangeplanningandmanagingOptimalChangeBSL(III)---DealingwithpersonalchangeChangispossible,noteasy•Positivechangewillnotfinishedtoday,butitcanstarttoday•Healthychangeisalong-termprocess,thedecisiontomakeachangeofferswonderfulfeelingsofcontrolandoptimism,butthoseareshort-livedifthechangeisnotaccomplished.---Anexpectationofanunrealisticallyhighpayoffinanunrealisticallyshorttime.ThreeBasicKindsofChang•ShockChange-Unexpected,OftenUnwelcome-Catch'syouoff-guard•EvolutionaryChange-Gradual-Incremental-Youcanprepareandplan•StrategicChange-AsenseofControlDealingwithpersonalchangeNNowNormalNeutralOrg.JumptoN+1PeopleoftenjumptoN-1Buy-inTakestime+1-1ResistanceAnger—生气Withdrawal—撤消FightingCan’tsleepatnightGavemyallandnowlookwhatIgetDon’tlikeExplorationToomanynewideasaregeneratedFrustration-挫败HavealottodoTroublefocusingOpentonewthingsTheinternalprocessofchange•N-1N+1Denial—否定ConfusionLossofIdentity失去平衡Apathy—冷漠Numbness—麻木Thistooshallpass–也会过去Commitment—TeamworkSatisfactionClearfocusandplanSignmeupAcceptanceYouwillgiveupfasterifyouarenotincontrol•TransitionsThingsdonotchange,wechangeBeginningsNewcommitmentTransitionsTimeofuncertaintybetweentheoldandnewrealityEndingsLettinggoLessoncan’tthreaten•Whenyoutrytoteachanyonesomethingnew,youhavetomakeitclearfromtheoutsetthatthedestinationissomeplacewe’dallliketogo.ManagingResistance•Identifysourcesandreasons•Involveallinterestedpartiesincontributingtoplanningthechange•ClearlyarticulatetheneedforchangeandgoalsandobjectivesofthechangeprocessWrittendocuments)•Addresstheindividualneedsofthosewhowillimpactedbythechange,helppeopleretainwhattheytreasurewheneverpossible.ManagingChange•ModelsofchangeN-1N+1DenialsResistanceexplorationcommitmentManagingChange:BasicActionsStep1:LetgoStep2:IdentifyyourreactionStep3:TakeActionStep1•Confusion---Accept•Lossofidentity---BuildConnection•Withdrawn---Faceit•Angry---ShareitThepastisnotthefutureifyouthinkaboutyouerror,youwillmakeanothererror,makingmistakeisjustalearningprocessThecurrentpatternofbehavioremployeesengageinissixtimesmorelikelytopredictjobperformancethanistheirbackgroundandjobhistory.Step2•IdentifywhatyoureallywantValueandattitudeBeliefsBehaviorLimitingBeliefsEmpoweringBeliefsThere’snotimeforthought,notimeforprogress,justtimetodowhathastobedonetodayVerydangerousStep3•DoIhavetheskillsnecessarytogetwhatIwant?-Askprofessionals,insideandoutside-Askyourmanager-Listen,reallylisten,towhattheysayFindyourownpath64%failedtoachievesuccessintheirlivesduetospecificstandardsetbyothersthattheywereunabletoliveupto.Step3•WhatcanIcontrol?•Whatc