罗兰贝格：素质模型及应用…要点.pptVIP

* * * * * * * * * * Leaders do not control information in order to control people, as was often the case in the traditional hierarchical organizations of the past—they share information to al低 people to do the most effective job possible. According to Fortune magazine’s 1999 list of “The 100 Best Companies to Work for in America,” about 40 percent of these 100 Best companies have monthly employee meetings or “brown bag lunches” with senior management, and 60 percent send weekly e-mails to employees from senior managers. Communication is a powerful way for leaders to impact their employees and give them what they say they want most from their leaders—direction and meaning, trust and hope. However, in this age of information with an increasing number of “virtual organizations,” establishing trust through communi-cation with employees is more challenging. Alienation can result from employees’ lack of proximity to other members of the organization, especially leaders. Since trust is key to leaders’ impact and influence on others, it is critical that leaders’ communications with employees convey meaning—it can transform work and send the message to employees that “We are all in this together.” In addition, leaders need to be candid in their communications and show that they really care. To trust leaders and to have confidence in them, we need to see evidence of competence and constancy, openness in communication, and deep listening. Leaders need to use communications to inspire others to see that the hours they spend in the workplace mean more than just the sum of the products they produce. * * 某快速消费品公司为管理人员建立的素质模型主要强调人的行为模式，同时兼顾专业技能 某快速消费品公司管理人员素质模型 举例 4 全力以赴，获得成长 策略性的影响力 团队精神 团队领导力 驾驭成长 把握将来 推动变革 发展自我和他人 尽职负责 有效的授权 营造成长的前景 成长的激情 突破性思维 组织意识 许多知名公司会首先选择为公司的中高层管理人员建立起通用的素质模型(1) 某食品集团二级以上管理人员素质模型 举例 4 许多知名公司会首先选择为公司的中高层管理人员建立起通用的素质模型(2) 战略规划的能力 追求卓越 （基准比较） 放眼未来 – 理解事情的前因后果 预见性 执行能力 勇于承担责任 驱动决策进程 勤奋 . 团队建设能力 善于放权和授权 激发热情和说服他人的能力 有追随者 技术和方法论