The Impact Of Strategic StorytellingWord文件下载.docx

The Impact Of Strategic StorytellingWord文件下载.docx

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Suchstorieswillguidestaffwhenleadersarenotwiththem

AligningASalesOrganization

CharlesBrewer

DHL

Whenasalesorganizationlosessightofitsprimarygoals,itcantakealongtimeandalotofhardworktogetbackontrack.CharlesBrewershareswhyhavingyoursalesteamalignedwithyourcompany'

soverallmissioniscrucialtosuccess.（Duration

、

Determiningyourowncompany'

sgoalsisthefirststepinprogressingtowardacoherentstrategythatinvolvesnotonlythesalesteam,butalldepartmentsworkingtogether.

Exploringthekeyvaluesandpurposeofyourcustomersallowsthesalesorganizationtoconcentrateonbuildingastrong,beneficialrelationshipwithclients.

Sometimesyoumayhavetodesignastrategyfromthegroundup,tailoringittoaspecificindustryormarket,toachievesuccess.

Whenasalesteamistrulyalignedwithitscompany'

svalues,allemployeeswillbefocusedonthesamevision,workingtowardthesameend.

SelfControlIsKeyInNegotiation

WilliamUry

GlobalNegotiationProject

Oneofthegreatestpowersinnegotiationisinnotreacting.WilliamUryexplainswhykeepingone'

scoolinvolatilediscussionsisthebestwaytoachieveone'

sobjectives

Whennegotiationsbecomeexplosive,keepyourcool.Rememberwhyyou'

rethere.

Insteadofreacting,allowtheotherpartytoreact.Givethemthechancetoventandeventuallytocalmdown.

Thereisnothingtogainedbybecomingdefensiveorbyrespondinginasimilarlyunprofessionalmanner.

Whentemperscool,usethisasyouropeningtofocusontheissueathand.

Onlybynotreactingandkeepingyourobjectivesattheforefrontwillyoubeabletoadvanceyourinterests.

Thenexttimeyouareinvolvedinaheateddiscussionornegotiation,stepback.Takeadeepbreathandremembertheobjective.Resisttheurgetoreactnegatively.

Thinkaboutatimeinyourprofessionalorpersonallifewhenyoureactedduringatensediscussion.Whatwastheoutcome?

Wastheoutcomeprolongedbecauseofyourreaction?

Recalltheseresultsthenexttimeyouarefacedwithadifficultsituation.

Talkwithatrustedfriendorfamilymemberabouthowyoureactinnegativesituations.Overthenextmonth,workwiththispersontodevelopskillsyoucanusetoimproveyourreactionssothatwhensituationspresentthemselves,you'

reprepared.

Asamanager,haveateammeetingwhereindividualscanpracticenegotiatingbynotresponding.Astwoindividualsrole-playanegotiation,assignotherstorecordtheirreactions.Discusstheeffectstheirreactionsornon-reactionshadonthedealathand.

Priortoanegotiation,createalistofyourkeyobjectives.Studytheseobjectivesbeforeenteringintoanydiscussions,andifnecessarytakethemwithyou,sothatyouknowexactlywhatistobelostifemotionsgetoutofcontrol.

Doyouagreethatweareourownworstenemywhenitcomestonegotiating?

Whyorwhynot?

Aretheresituationsinwhichnotreactingcouldbebad?

Innegotiationswheresomeonehasblownup,whatisneededtogetthediscussionmovingagaininapositive,constructivedirection?

Inwhatwaysdointerpersonalskillsaffectone'

sabilitytonegotiateeffectively?

Areyousomeonewhoisquicktoreact?

Whatcanyoudotoimprovenotonlyyourresponsetimebuthowyourespond?

TheFrontLineIsTheBottomLine

JuliaCleverdon

BusinessInTheCommunity

Engagingpeopleonthefrontline,andsupportingthemanagementinchargeofthem,isthemostimportantthinganyleadercando.Companiesforgettheimportanceofcommunicationandconsultationwiththefrontline-whichoftenknowshowthebusinesscouldbeimproved,butifno-oneshowsanyinterestinaskingthem,theinformationstayslockedaway.

Leadershipofthefrontlineisthemostimportantfacetofamanager'

sjob.

Thefrontlineoftenknowsexactlywhatneedstobedone:

butoftennobodybotherstoaskthem.

Teamleadersandtheirattitudearepivotaltoachievement.

Visitallpartsoftheoffice,notjustthosethatyoupassthroughregularly.

Celebrateandcommiseratewithstaff;

bewiththem,andunderstandtheirissues.

Maketimeinyourdiaryatthestartofeachweektotouryourentireoffice.

Throughdirectreportsinmanagementmeetings,keepabreastofdecisionsintheupcomingweekthatwillaffectmorale.Aftertheresultofimportantdecisionsvisittheteamaffectedinperson,whatevertheoutcome.

Ensurethatyourworkforcehasanemotionalinvestmentinyourendproductbyexplaininghowtheyfitintothebroaderpictureduringtheirinduction.

WeatheringThePerfectStorm

WilliamHarrison

JPMorganChase&

Co.

Nomatterhowseasonedorexperiencedaleaderis,challengeswillarisetotesthisabilities.WilliamHarrisonsharescriticalactionsthatcarriedhimthroughaperfectstormofbusinesscrises,whicheveryleadercanimplementduringdifficulttimes

Mergersaretough,andthey'

retheultimatetestofleadership.

Leadersintheneworganizationsmustearnrespectanddoagoodjobbecausetheirweaknesseswillbequicklyexposed.

Toseeanorganizationthroughadifficultmerge,leadersmustremembertostaycalmandmaintaintheirperspective.

Leadersmustalsopresentaclearvision,recognizechallenges,conveyconfidence,andreassurestaffthatthecompanywillsurvivethetoughtimes.

Attheendoftheday,leadersmustsimplydothebestjobtheycan,andoftenthey'

llfindthattheydidabetterjobthantheyeverthoughttheycould.

Thefirsttimeyoumeetwithnewemployeesafteramergehastakenplace,setupameetingtointroduceyourself.Recognizethedifficultiesahead,shareaclearvision,andcommunicateasmuchaspossibleaboutthestrategyforsuccess.Usewordsthatconveyconfidenceandreassurance.

Setupaspecialemailaddresssothatemployeescanaskquestionstheyhaveaboutthemerger.Reviewtheseemailseachmorningandrespondtoeach.Ifananswerisnotyetavailableorifsomeoneelseisbetterequippedtoanswerthequestion,lettheemployknowanddotheappropriatefollow-up.Strivetogiveemployeesasmuchinformationaspossible.

Doyourverybesteachday.Then,attheendofeachday,takeafewmomentstoreviewthethingsyoumighthavedonebetter.Considerthethingsthatyou'

vedonetoearnrespect.Comeintomorrowandstrivetodobetter.

Recallatimewhenyouwerefacedwithagreatchallengethatyouthoughtwasinsurmountable.Makealistofthestrengthsandskillsthatsawyouthrough.Keepthislistasareminderthatyouhavewhatittakestoovercomethisnewestchallenge.

Asaseniormanagerwhoisleadingorhelpingtoleadamerge,remembertomaketimeforyourselfandyourfamily.Onyourcalendar,scheduleatleastoneeveningtoleaveat5p.m.nomatterwhatsothatyoucangohomeandrechargeyourbatteries

AdaptYourLeadershipStyleForEachIndividual

DavidBrandon

Domino'

sPizza

Leadersshouldcreateanenvironmentwherepeoplearerespectedandtrusted,andthesignofagoodleaderisonewhocanadapthisleadershipstyletothepersonalityofeachindividual.

Everyonewithinanorganizationisdifferent.Whileitmaysometimesbetemptingtoincorporateaone-sizefitsallstrategy,peopleshouldbetreatedasindividualswhoreactdifferentlytodifferentsituations.

Peoplerequiredifferentdegreesofmotivation,feedbackandinspirationanditistheroleoftheleadertoidentifytheirindividualtraitsandadapttheirownleadershipstyleaccordingly.

Trustandrespectarevitalforthesuccessofaleader;

ifyoudon'

tdeveloptheseamongstthepeopleyouworkwith,allislost.

Leadersareonlyaspowerfulastheirteams.Noleaderispowerfulenoughtoovercomeateamthatdoesn'

treallybelieveinthemandwantthemtobesuccessful.

Inordertoadaptyourleadershipstyletoeveryindividual,gettoknowyourstaffonamorepersonallevelbytalkingtothemmoreinformallyonaone-to-onebasis.Dothisbyschedulinginenoughtimeeachdaytowalkthejobandfindoutmoreaboutpeople'

spersonallives.

Askeachoftheteammemberswhatstyleofleadershiptheywouldrespondtobest,andthenmakeanynecessaryadjustments.

Engendertrustamongstyourteambytakingthetimetoholdregularsocialeventsoutoftheoffice.

Keeparecordofeachindividualwithinyourteam:

takenotesduringmeetingsregardingtheirpersonalitytraitsandmotivations.Thiswillalsohelpyouadaptyourleadershipstylewherenecessary.

AvoidUncertainty

JohnRoberts

UnitedUtilities

Incarryingthroughmajorchange,uncertaintyisthegreatestthreat.Makedecisionsquickly,communicatethemclearly,andactdecisively.（Duration

Afteratakeover,especiallyahostileone,theseniormanagementteammayfaceanextremelydemorali