5E-model-Leadership领导力的5E模型解析

15ELeadershipModel(excerpt-aspresentedatGMCollegeforHighPerformingOrganizationsJune10-15,20072A.G.LafleyPresidentandCEOTheProcter&GambleCompanyJanuary23,2002“Thescarcestresourceintheworldtodayisleadership–leadershipcapableofcontinuouslytransformingorganizationstowinintomorrow’sfast–changingandincreasinglymorecompetitiveworld.”WhyLeadership?3AP&Gleaderisonewhoiscourageous,inspiring,andcollaborative,whohelpseveryonearoundthemtakerisks,failsoccasionally,learnscontinuously,andultimatelydeliverssustainablebreakthroughresultsthathelpP&GgrowNOSandTSRatorabovethelevelsrequiredtomeetourgoalsP&GDefinitionofLeadership45ELeadershipModel5ENVISIONCreatetheFutureENGAGEBuildRelationships&CollaborationENERGIZEInspireOthersENABLEBuildCapabilityEXECUTEDeliverOutstandingResults5ERolesOfLeadership6“Aclearconstancyofpurposetoguideanorganizationforthefutureisthefirstprinciple.Withoutthis,nothingelsematters.”Dr.DemingEnvision:CreatetheFuture7OnAugust28,1963,MartinLutherKingstoodonthestepsattheLincolnMemorialinWashington,D.C.,andsaid,Envision:CreatetheFutureMartinLutherKing“IhaveaDreamthatmyfourlittlechildrenwillonedayliveinanationwheretheywillnotbejudgedbythecoloroftheirskinbutbythecontentoftheircharacter.Ihaveadreamtoday.”8Envision:CreatetheFutureWhatisit?IntouchandexternallyfocusedonalwaysmeetingconsumerandcustomerneedsSeesrealityclearly–fostersgenuineinquiry–getstorootcausesDevelopsandleadsavisionandstrategiesthat‘changethegame’Changeagentthatchampionsconnectanddevelop,balancedinnovation,creativity,benchmarkingandreapplicationIntegratesdiverseperspectivesindevelopingthevisionandstrategies9Envision:CreatetheFutureHowdoyoudoit?Understandandarticulatecurrentandfutureneedsofconsumers/customersLeadtheprocesstodevelopthevisiontocreateinternalpassion&externalinspirationFosterinnovationthroughconnect&developandbenchmarkinternal/externaltoreapplyUtilizetotalsystemthinkingandstrategydeploymenttocrystallizebusiness&organizationfutureneedsUsereallifetoughcallstoreinforcethevision/strategies/principlestopreventdrift10Envision:CreatetheFutureWhatsignalsaneedformore?InfluxofnewpeopleNodiscussion/debate/questionsoncurrentversusfuturevisionLackofstrongconsumer/customerunderstandingorfocusDeclineorabsenceinprinciple-baseddecisionsorstrategicalignmentPeoplenotintouchwithrealityandcompetition.Emergingnewbusinessneeds(Discussion:SisterActII,Gandhi)11Engage:BuildRelationships&Collaboration“In1985,Ivisitedall750storesthatWalMartowned.PeopleoftenaskmewhyIfeeltheCEOshoulddothis.Myanswerissimple.DoourAssociatesinourstoresknowIaminterestedinthemandtheircontribution?YOUBET!DotheybelieveIwouldwearahulaskirtonWallStreettocelebratewiththem?YOUBET!”SamWalton12Engage:BuildRelationships&Collaboration“Iemploy3differenttypesofcommunicationsasacoach.Offthecourt,Iamaconfidante&substitutemother.Inthatrole,Ilisten,advise,&comfort.Inpractice,Iamateacherwhosometimesemploysseveremethodstomaintaintheattentionofmystudents.Inagame,Iissuebluntcommands&motivateourplayersinpressuresituations.Itisacompetitivesituationwithnotimeformisunderstanding.IwouldnothavewonaGoldMedalor6NationalChampionshipsasacoachwithoutbeingagreatcommunicator.”PatSummitUniversityofTennesseeWomen’sBasketballCoach13Engage:BuildRelationships&CollaborationWhatisit?BuildsstrongworkingrelationshipsthatcreatetrustandintensecandorValuesandproactivelyinvolveskeystakeholderstodelivercommonobjectivesActivelylistensandcommunicatesinatransparentwayAcceptsandvaluesotherstoconstructivelyresolveconflictLeveragescross-organizationcollaboration(internalandexternal)toachievebestsolutions14Engage:BuildRelationships&Collaboration“MyviewofAmerica’ssoldierswassolidifiedearlyinmysecondPentagontourwhen,asUnderSecretary,IsetouttovisiteverydivisionintheactiveArmyandanumberofunitsintheReservecomponents–whereverintheworldtheymightbe–allwithinmyfirst100daysinoffice.Attheendofthattour,IreturnedtothePentagonfilledwithevengreaterprideinAmerica’ssoldiers–fortheirprofessionalism,courage,sacrifice,selflessness,and,aboveall,theirdevotiontocountry.”NormAugustineExecutiveCommitteeChairmanLockheedMartinDirectorofP&G15Howdoyoudoit?DeliberatelybuildyourpersonalrelationshipsinyourorganizationandacrossorganizationsBeknownasmeetingcommitmentstoothersLeadtheprocesstoidentifycommonobjectivesformingalliancesbuiltonwin-winPutinplacecrossorganizationworkprocessesandflowresourcestotheworkConstantlymonitorifpeoplefeelyousincerelyvaluethemPersonallymonitor/sensewhethercollaborationisstronginternalandexternalEngage:BuildRelationships&Collaboration16Engage:BuildRelationships&CollaborationWhatsignalsaneedsformore?ThereisconflictthatdoesnotgetresolvedandnegativelyimpactsteamworkPeoplefocusontheirfunctiongoalsversusthebiggerbusinessneedsThereisresistanceorartificialbarrierstoflowpeopletotheworkPeoplequitbecauseofnotfeelingvaluedbytheirimmediatebossandteamCrossorganizationworkprocessesarebroken,ineffective,orpoorlydefinedYoumisscommitmentstoothers(Discussion:PayItForward,OctoberSky)17Energize:InspireOthers“Wemustbethechan