管理-个人提升.ppt

* * Lesson 1 　 一個好的領導者是必須對群體之共同福利負責任的，這也就是說群體中有些人可能會對於你所採取的行動或決定感到不悅。但如果你是個值得尊敬的人，這將是無法避免的。試著想討好所有的人就只能是個庸才：此時你將失去做重大決定的機會，你將不敢與需要面對的人面對，並且你也將無法論功行賞，就因為怕一些人可能因此而對你爭吵不已。 　　諷刺的是，若將麻煩事拖延不決，試著不讓任何人生氣，並且不顧他們個人表現地同樣 優渥 的對待每一個人，所得到的結果就是你將只會讓那些團隊中最有創造力和生產力的人越來越氣憤而已。 〝負責任不怕惹人氣〞 謝聖鴻譯 Being responsible sometimes means pissing people off. Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions. Its inevitable, if youre honorable. Trying to get everyone to like you is a sign of mediocrity: youll avoid the tough decisions, youll avoid confronting the people who need to be confronted, and youll avoid offering differential rewards based on differential performance because some people might get upset. Ironically, by procrastinating on the difficult choices, by trying not to get anyone mad, and by treating everyone equally nicely regardless of their contributions, youll simply ensure that the only people youll wind up angering are the most creative and productive people in the organization. 〝當部屬不再帶著問題前來求援,即代表你不應再領導他們.他們不 是對你的幫助失去信心,就是認為你根本不關心成敗.這都代表領 導權的失敗〞 如果做一個實地測驗, 大多數的高階管理層(CEO) 都會面臨失敗. 第一. 高階管理層經常設定許多溝通障礙, 使得部 屬尋求協助的企圖看來可笑 第二. 高階管理層經常塑造尋求協助即是弱者的企 業文化, 下屬只有儘量掩飾弱點, 當然組織也 相同受害 真正的領袖應使自己的協助垂手可得, 而且即使要求高標準, 也應給部屬不斷的挑戰並對部屬努力付出關心, 當然, 領導者更應塑造一個以協助問題分析代替責難的環境 Lesson 2 The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership. If this were a litmus test, the majority of CEOs would fail. One, they build so many barriers to upward communication that the very idea of someone lower in the hierarchy looking up to the leader for help is ludicrous. Two, the corporate culture they foster often defines asking for help as weakness or failure, so people cover up their gaps, and the organization suffers