素质模型培训概览.ppt

* IBM partnered with Hay Group to refresh their leadership model. Like Sam and Donna, we start with strategy: what does the future look like? What are implications for leaders? These SVPs, along with senior HR leaders, identified 33 executives across the business and the world, who they felt were already demonstrating the behaviors that all future IBM leaders need – these executives were also delivering outstanding results. At the same time, Sam Palmisano had conducted a worldwide “values jam” where IBmers at all levels interacted virtually for 24 hours to clarify, challenge, and define IBM’s values for the 21st century. All of this went into the hopper and we found… * That indeed, the culture needed to continue to evolve. And that this evolution had profound leadership implications. The outstanding executives we spoke with had already adapted their behavior to the new strategy and the new culture. Some of the biggest differences were found in How they led. Outstanding executives driving the strategy of internal integration needed to be really good at leading a team, but did so from the top down. They provided clarity, kept people aligned, and focused people who reported to them. To drive the new strategy, leaders were leading horizontally – which means they were influencing across boundaries, building commitment to shared goals even when the metrics of each division competed and building partnerships within and beyond IBM. How they worked with customers – which became clients. It’s a small word, but the difference really mattered. The new behaviors were around making clients successful --- even if it meant recommending a competitor’s products. How they built capability. They no longer simply coached and developed others though they did continue to do that . They now also made IBM work more effectively for upcoming talent, breaking down silos, aligning metrics, and treating all people equally. The hierarchical nature of the past really changed quite d