KodakC管理能力和领导者的培养.pptVIP

The Frontline Leadership Excellence System, referred to here as ‘FLES’, is an extension of the Leadership Excellence System created to strengthen Kodak executives and high-potential leaders in 2001. Dan Carp was the sponsor of this initiative. It was created in response to the need for greater consistency and improvement in leadership performance at all levels across the company and around the world. In 2002, a global team was formed to create a Leadership Excellence System focused on ‘frontline’ leaders. The team defined a ‘frontline leader’ as anyone who is responsible for, or has significant input into one or more employees’ performance expectations, performance appraisal or development plan.” This definition could then include a ‘group leader’, a ‘project leader’ or even a second or third level leader, as long as they are not included in the mid- or higher-executive level leadership population. For additional, more detailed background information, you can refer to the Strategy/Timeline document that you have... The Frontline Leadership Excellence System consists of eight integrated elements that create, enable and help sustain leadership effectiveness. These elements are described on page three of your strategy/timeline document and include: 1. (Read bullet from slide) It’s important to help all frontline supervisors understand what the Leadership Competencies for Growth are, and what these competencies mean to them on their jobs, in terms of how they behave and how their performance is measured. 2. (Read bullet from slide) Our supervisor selection process needs to incorporate evaluation criteria based on the Competencies for Growth in order to effectively attract and select those with the potential to become effective leaders. 3. (Read bullet from slide) To ensure that our leaders are developing in accordance with the Leadership Competencies for Growth, we also need to have Assessment Tools that reflect these competencies. As a result, leaders will r