"In the world we live in now, leadership is a passionate journey to self; Extremely enthusiastic-especially when you decide to go ahead. This trip is about:
How far are you going,
How fast will you learn,
How much can it be improved?
You'll never get the top job-if you just want to use what you know now; If leaders want to reach the top, the key lies in:
How fast you learn,
How well you have adapted. "
The next thing, we should think about some leaders-especially responsible leaders. In the course of learning and adjustment, there are several important strongholds and practical actions, some of which really need to be faced warmly.
Leaders are not appointed, but exist in organizations at all levels.
Peter. Drucker has a wonderful discussion on the space of "leader" in "Effective Manager". He stressed that operators should "focus on contribution" rather than "focus on strength". He said: "When the operator focuses on the contribution-the ultimate contribution to the organization, he will turn his attention out: his own special field, his own narrow skills, his own department; Then, turn to the overall performance. Therefore, his attention will inevitably turn to the' external world'-because only the' external world' is the only place where results can be obtained. "
Drucker added: "People who focus on' hard work' always emphasize the authority of hierarchy. However, no matter how respected his title and hierarchy are, he is still just a subordinate or subordinate. However, if a person can concentrate on contribution and be responsible for the result; Then, no matter how many years he has, in the simplest management terms, he is the' top management'-because he is responsible for his entire performance. "
If you are not responsible for the result, no matter how tall a person is, he will always look at the boss's face and smell. If you can be responsible for the results, no matter how young you are, you are the top manager. He knows what to do, what to do, go all out and hand over his achievements.
For the Chinese world, there is also a potential crisis of "emphasizing strength", that is, "strength" will leave a foreshadowing for the so-called "glory despite defeat" and "no credit, but also hard work"
The leaders on duty list duty as "values" or even "core values"
The meaning and significance of the word leader is to lead and guide-that is, to lead and guide "followers" in thought, mentality, behavior, action, activity, implementation and success, and to manage and operate when necessary.
Because, after further understanding and clarification, "values" can become "beliefs"; Faith can become philosophy); Confirmed by life experience; Philosophy is supplemented by various topics of life movement, that is, principles; In principle, the priorities of events are matched, that is, concepts); It is formed; After conceptualization, the change of attitude and its application in activities entered the final stage of action.
This "conceptualization" process, which westerners call "conceptualization ability", is usually an important criterion to test whether a person really has leadership ability. Leaders start from "values", so their thoughts and actions will be broad and complex, and they will always be consistent and consistent, which constitutes an important feature of leaders.
If taught as "core values", repeated encouragement and constant tempering in enterprise activities will gradually form the following leftist leadership characteristics:
? Trust, reputation-take responsibility to the end, make no excuses, and take no responsibility.
? Honesty → Reports, Consequences, Commitments and Achievements.
? Transparency → reporting willingness, authorization and balanced goals.
? Consistency → Developed countries should be responsible for themselves, set an example and be consistent.
? Executive power ↓→ Give consideration to strategy, tactics, combat, tactics and psychological/cultural warfare; And assume the responsibilities of individuals, individuals, teams, organizations and enterprises/society.
? Mutual trust and interdependence → authorization and responsibility, know yourself and yourself, and interact honestly.
? Clear responsibility → Have a "responsibility map" and use the discipline and tools of responsibility.
? Leadership ←→ Conscientiousness.
A "responsible leader" leads a small group of people, a team, a public institution and a huge institution, and will exert the influence of responsibility to form a culture of responsibility for a small group of people, a team, a public institution and a huge institution, taking responsibility as one of the values.
If business leaders regard responsibility as their "core value", it is also "Germany is not alone, and there must be neighbors". According to the survey of American Management Institute, 665,438+0% companies regard responsibility as their "core value", ranking third among 20 items.
When an enterprise establishes a responsibility culture, it forms a "responsibility advantage" in the competition.
"Job leader" will have "job advantage" in the future competition.
A "responsible leader" knows where to go and will have a "responsible advantage" in the big competition in the future. This "responsible advantage" will always have 5%, 10% or a little more sharpness in all kinds of fierce competition or front-end leadership.
Example: Three Action Aspects of Modern "Responsible Leaders"
Finally, I want to quote a key paper on the definition of "leaders should be responsible", which is emphasized by ALL Business, an American organization specializing in serving small and medium-sized enterprises. After extensive data collection and experience discussion, they put forward three action aspects of "responsible leaders" and their implementation details.
1. Responsible for
Do your duty and devote yourself to the welfare of the organization.
? Taking responsibility is the first characteristic of a responsible leader.
? Accepting the truth is not selective-even if the truth is not personal expectation.
? The reasons for embracing the surrounding environment, and the results of actions and actions; Against one's will.
? Willing to take personal responsibility for the actions of oneself and the organization.
? Be responsible for the output of yourself and your subordinates.
? Clearly express your vision for the public, not for the individual.
? Responsible for activities, environment, completed results, future direction and initial achievements.
2. The public * * *
Whether it is explicitly expected or not; When necessary, personal actions, words and responses can be made public.
? Responsibility is closely related to openness and transparency.
? Always ask yourself, "If I do this, how will the people concerned react?"
? Openness and vulture are the key elements of responsibility.
? Honesty, frankness and openness are powerful tools for teams and organizations to openly "talk".
? Keep your word: If customer service is important, find time to get along with customers.
? Avoid dividing your life into different behavior patterns or values.
? Show your consistent characteristics in internal values/beliefs and external behavior.
explain the cause (of)
You can explain your beliefs, decisions, commitments and actions according to the requirements of relevant personnel.
? Provide a detailed explanation of past events.
? Give reasons for what you said and did.
? Tell the people concerned about the process of action and decision.
? Explain why the action is fruitful. Why is there no result?
? You can simply answer: yes or no. No evasions, no buts.
? Admit the good or bad decision, and also want to explain the origin clearly.
? Admit your mistake and apologize for the impact.
It seems that being a "responsible leader" still needs a lot of efforts and persistence. The nature and discipline of responsibility are far from some industrial and commercial practices today, and there are still some doubts; However, essence is essence and discipline is discipline; Remember the encouragement in the Bible proverbs? "Stupid people despise wisdom and discipline."
From the perspective of personal success, team success, organizational success and even social contribution, we need more and more "responsible leaders". This trend is followed by pressure, which comes not only from internal drive, but also from more and more, bigger and more urgent external drive.
Let's be like-minded, responsible, not allowed, first.
When the responsibility does not allow, hand over the results; Be a modern and future leader.
Congratulations, you have finally gone through a journey of exploration about the entanglement of power and responsibility, and the coexistence of success and failure:
? What a shock, what a heartfelt shock-but I hope it won't fade too soon.
? Some agree, some disagree-then, go and test, and act quickly!
? Some are feasible, and some are risky-which businesses are risk-free?
I hope you will continue your journey of exploration and action.