First of all, managers at all levels are encouraged to create a working atmosphere that can motivate each employee to achieve the highest performance. Inspiring high-performance work environment has some similarities: people clearly know the development direction of the organization and personal expectations. The goals of individuals and companies are consistent with the capabilities of companies.
Employees will get concrete and reliable feedback on how to improve and their outstanding performance will be recognized. No one feels that they must do their best. They feel responsible for their own decisions and actions. More importantly, employees feel that everyone in their country is working in the same direction, not with different purposes.
Second, take the cultivation of leadership as the first thing that everyone needs to participate in, and don't think that leadership cultivation is only a matter for human resources departments. Of course, the human resources department should support this effort, but at the same time, employees with high potential should be willing to take on extra work. Perhaps most importantly, leadership training will achieve the best results when the president or other senior leaders are also involved. For example, according to CEO magazine, Lafley of P&G estimates that he spends less than half of his time on leadership training.
Third, while cultivating and promoting individuals, it also helps the whole team to work more effectively. We have long known that when individuals return to the team after leadership training, these leaders will quickly disappear if the team does not support and cooperate with new leadership behaviors. Moreover, the data shows that when leaders actively cultivate and guide their own teams, the company's ranking in leadership will also be improved.
In our report _ Top Team: Why are some effective and some ineffective? _, we have defined five conditions for building a successful top team: clear driving direction; An organization with clear boundaries and firm policies; Screening people who can cooperate well; Supporting organizational system, such as employee salary payment; And develop and improve through immediate feedback and team guidance.
Another by-product of excellent teams is that employees have opened up a broader business perspective than when they first worked in a single business field. We think these conditions are very effective in cultivating leaders.
Fourth, provide changing job opportunities for middle managers to continue the previous concept of expanding business perspective. This is a low-cost or no-cost activity, which can help employees with great potential in the company have the opportunity to contact experienced leaders. Some companies, such as IBM, have great potential to manage middle managers, and some companies, such as IBM, provide senior managers with the position of rotation assistant. By following top leaders, these middle managers can gain a business perspective, which requires years of normal work experience. This method is not fully utilized even in the best companies.
Verb (abbreviation of verb) ensures that employees with great potential can get 360-degree feedback from leadership training at the beginning of their work. In this study, companies that provide 360-degree leadership feedback early in their careers also rank higher in the leadership rankings. In order to improve performance and change behavior, people need to get objective feedback from reliable channels. This is consistent with Hav Group's early research on the "leader's blind spot": as managers are gradually promoted in the company, they are less and less willing to look at themselves like others, and often lose communication with the people they lead. They usually no longer receive effective feedback to correct themselves.
6. Ensure that middle managers have time to attend leadership training early in their careers. In companies such as Procter & Gamble, senior leaders believe that their most promising leaders in the future will appear among the current middle managers. They need time to grow and study while finishing their work.
Providing external training opportunities for top managers Our research shows that internal training is not as effective as external training for top managers. This may be because most internal trainers come from lower management levels than the trainees themselves. Considering these factors, it is easy to understand why internal coaches feel threatened and why some top managers are not interested in receiving training from people below them. For top managers, it is most valuable to receive the training of others who are regarded as the same level by them.
In a word, leadership is a comprehensive art, which includes not only various specific management skills and methods, but also many elements such as foresight and planning, communication and coordination, sincerity and balance.