变革型领导(管理2)（Transformational Leadership (management 2)）.docVIP

变革型领导(管理2)（Transformational Leadership (management 2)） Seven stages of typical change ??? Kanter pointed out that the reform is a difficult, leading change like a tightrope, a little careless, will work not completed. In general, a typical change takes seven stages. First, look closely at the environment and look for needs and opportunities. Transformational leaders need to things around highly sensitive, timely awareness of emerging ideas and new demand. The purpose of the reform is to adapt to this new demand. In terms of users, transformational leaders should be concerned about evaluation of customers and expectations for the future, not only pay attention to the positive evaluation of customers, but also to focus on the customers negative evaluation, it is the existing products can not meet the needs of local customers, implies the possibility of changes and new growth point. In terms of competitors, we should not only pay attention to our competitors past failures, but also realize that our competitors may surpass ourselves through improvement. In addition, we should broaden our horizons and pay attention to potential competition outside the industry. The challenger, transformational leaders should actively with various people, not confined itself to the homogeneity of the small circle, and from different places, speaking different languages and in different industries or professional, with different tools, for the industry is different from their own values exchanges, help leaders divergent thinking, overcome industry the inertia of thinking and limitations. Second? Think from many angles and encourage innovative ideas. Get the right information, know that change is imperative, new opportunities and challenges will emerge, these are not enough, transformational leaders must find new ways to deal with. Change leaders often absorb all the information about needs and opportunities, and use them to break the reality, find all the exciting possibilities, break the