人力资源新管理相关英汉互译Word格式.docx

人力资源新管理相关英汉互译Word格式.docx

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⏹Productknowledge.Greatleadersneedathoroughunderstandingofwhattheorganizationproducesandwhyitissuperiortocompetitiveproducts.

⏹Problemanalysisandproblem-solvingskills.Theseskillsincludetheabilitytodefineproblems,analyzethem,andcomeupwithsolidrecommendationsforresolvingcomplexissues.

⏹Professionalskills.Excellentleadersmustbeabletowriteintelligentlyandconcisely,makecompellingpresentations,organizetheirworkefficiently,monitorprogress,andworkwithoutclosesupervision.

⏹Innovation.Thisreferstoaleader'

sabilitytohaveafreshoutlookinapproachingaproblem,toshakeloosefromoldmethods,andseenewpossibilities.

⏹Initiative.Thebestleadersseeifsomethingisfallingbetweenthecracksandimmediatelystepintomakecertainitishandled.

⏹Effectiveuseofinformationtechnology.Greatleaderssetanexampleintheconsistentuseofe-mail,powerfulsoftwareapplications,andanytechnologythatescalatesperformance.

Careerexperts,GeneDaltonandPaulThompson,explainthatthemostsuccessfulleadersprogressthroughaseriesoffourcareerstages,whichcannotbeskipped.Stageoneisthetimewhenindividualsmustprovetheycanlearnthebusinessanddevelopasolidfoundationoftechnicalexpertise.Instagetwo,individualscontinuetobuildtechnicalskillsandbecomeindependentcontributors.Bystagethree,theybecomewentors-developingthecareersandexpertiseofothers.Instagefour,theybecomeorganizationalvisionaries—leadingtheorganizationinnewdirections.

Toooften,leadersreachapositionthey'

vebeenseekingandstarttocoast—believingthelearningphaseoftheircareerisover.Theyassumethatthereisatimeforlearningandatimeforexecution,andtheyaredonelearning.Thebestleadersneverquitlearning.

Herearesometechniquestomaximizeyourpersonalcapability:

Understandthetechnology:

Employeescanseethroughattemptstocoverupyourlackofknowledge.Getuptospeedbyaskingquestions.Bewillingtoadmitwhatyoudon'

tknow.

PerfectprofessionalSkills:

Managerscan'

tmanageunlesstheycancommunicate.

Trynewthings:

Greatmanagersinnovateandtakeinitiative.Theythinkoutsidetheboxanddon'

thesitatetoexperiment.

"

Leadershipcannotbedelegatedtoothers."

—JohnH.ZengerandJosephFolkman

Focusonresults

Leadershipisultimatelyaboutproducingresults.Thisisthethirdleadershiptentpole.Leaderscanhavetalentandcharacter,butunlesstheyproducesustained,impressiveresultsfortheirorganization,theysimplyarenotgoodleaders.

Onestudyof1000managersshowedthatthebestmanagerstranslateideasintoaction.Theypushtotakethenextstepforwardbybringingenergy,enthusiasm,andurgencytotheirrole.Theycontinuallylookforwaystoimprove.Theseleadersareinthedriver'

sseat,withafootontheaccelerator—pressedtothefloorboardmostofthetime.

Howdoleadersfocusonresults?

Extraordinaryleadersdothefollowing:

⏹Establishstretchgoalsfortheirpeople.

⏹Takepersonalresponsibilityfortheoutcomesofthegroup.

⏹Provideongoingfeedbackandcoachingtotheirpeople.

⏹Setloftytargetsforthegrouptoachieve.

⏹Personallysponsoraninitiativeoraction.

⏹Initiatenewprograms,projects,processes,clientrelationships,ortechnology.

⏹Focusonorganizationgoalsandensurethattheyaretranslatedintoactionsbytheirdepartment.

⏹Operatewithspeedandintensity;

acceleratethepaceofthegroup.

⏹Championthecauseofthecustomer.

⏹Balancelong-termandshort-termobjectives.

Thebestleadersgetthingsaccomplished,evenunderduress.Theychoosetherightgoalsandfollowthrough.

Thesearesomewaystobringaboutresults:

KnowWhattheorganizationexpects:

Ask,"

Whatdoestheorganizationexpectfrommydepartment?

"

Frommepersonally?

Theanswerscanbequiteeye-opening.

StayfOCUSedOnlong-ternrresults:

We'

veallseenexecutiveswhocanmakeearningssoar—temporarily.Extraordinaryleadersresisttheurgetosacrificelong-termforshort-termresults.Theykeepthewelfareoftheorganizationaheadoftheirownpersonalagendas.

Takeaction:

Extraordinaryleaderswakeupinthemorningwithaplanandputitintoeffect.Theydon'

talwayswaitforpermissionbeforemovingahead.Instead,theysimplytrynewthings.

Leaders