領(lǐng)導(dǎo)力框架課件

領(lǐng)導(dǎo)力框架ppt課件1Introduction簡介TheLeadershipframeworkhasbeendevelopedtodemonstrate“whatgoodlookslike”intermsoftheskillsandbehavioursyouneedtosuccessfullyleadandmotivateothersoryourself.領(lǐng)導(dǎo)力框架的建立用于展示當(dāng)你成功領(lǐng)導(dǎo)和激勵(lì)他人或自己時(shí)，所需要的技能和行為中的“好的做法”。Youcanuseitaspartofthe“HowAmIDoing”performancemanagementprocesstohelpyoureviewandwriteyourPersonalDevelopmentPlan.Therewillalsobeothertimeswhenyouwanttothinkaboutleadership.你可以把它作為“我做的怎么樣”績效管理程序的一部分來幫助你檢核和建立你的個(gè)人發(fā)展計(jì)劃。也可以用在其他你考慮領(lǐng)導(dǎo)力問題的時(shí)候。Itwillenableyoutofocusonthethingsthatwillmakethemostdifferencetoyourleadershipbyconfirmingyourstrengthsandidentifyingwhereyoucanimprove.過程中你會(huì)確認(rèn)自己的優(yōu)勢和確定你在哪方面需要改進(jìn)，讓你集中精力在領(lǐng)導(dǎo)能力上可以做到大不同的方面。AtTesco,weknowthatyourleadershipisabigpartofcreatingagreatplacetoworkforourpeopleanddeliveringEveryLittleHelpsforourcustomers.WehopethatyoufindtheLeadershipFrameworkasimpleandusefultool.在Tesco，我們知道你的領(lǐng)導(dǎo)能力在我們的員工創(chuàng)造了良好工作環(huán)境和向顧客傳遞“小幫助，大貢獻(xiàn)”中占有重要作用。我們希望你會(huì)認(rèn)同領(lǐng)導(dǎo)力框架是一種簡單實(shí)用的工具。IntroductionTheLeadershipfra2TheLeadershipFrameworkwasdevelopedbytheBoardtodescribewhattheyseeoutbestleadersdoing.Ithasthreekeythemesthatlinktonineunderlyingcriticalsuccessfactors.Fiveofthefactorsaresharedbyeveryoneandfourofthemdependuponyourroleorworklevel.總部寫了領(lǐng)導(dǎo)力框架，描述了他們所能看到的最好的領(lǐng)導(dǎo)該做的事。它由三個(gè)主要主題構(gòu)成，這些主題與9項(xiàng)如下介紹的關(guān)鍵成功因素相聯(lián)系。5項(xiàng)因素是共同須具備的，4項(xiàng)是由你的職責(zé)或工作層級來決定的。WhatistheLeadershipFramework?什么是領(lǐng)導(dǎo)力框架？Theme主題Description描述ConnectedFactors相關(guān)因素Description描述ImprovetheBusinessforCustomers為顧客改進(jìn)企業(yè)Allaboutthebusinesscontext…對于企業(yè)而言Useexperience,analysisandjudgementtodelivercustomervalueandmakemoney使用經(jīng)驗(yàn)，分析和判斷來達(dá)到顧客價(jià)值并賺錢CreateSIMPLEandaffordableplanswiththeresourcerequiredtodeliverworkablesolutions以所需的資源創(chuàng)造簡單的可承受的計(jì)劃來作為解決辦法Showrelentlessefforttounderstandthecustomeranddeliverunbeatablevalue以不懈的努力為顧客著想，實(shí)現(xiàn)無與倫比的價(jià)值Usechangeasanopportunitytofindnewandbetterwaystosatisfycustomers將變革當(dāng)作一個(gè)尋找新的、更好令顧客滿意的方式的機(jī)會(huì)CustomerFocus(shared)關(guān)注顧客（共同須具備的）Maximisespersonalcontributiontothebusinesstodeliver“EveryLittlehelps”讓個(gè)人對企業(yè)的貢獻(xiàn)做到最大化，實(shí)現(xiàn)“小幫助，大貢獻(xiàn)”的觀念A(yù)nalysisandDecisionMaking(changesbyrole)分析和制定決策（因職位不同而不同）Analysesproblemsthoroughlyandmakesgoodandtimelydecisions全面分析問題并做出良好和適時(shí)的決策M(jìn)anagingChange(changesbyrole)變革管理（因職位不同而不同）Champions,supportsanddeliverschangestoimprovethings.Helpsothersbyovercomingbarriers擁護(hù)，支持并執(zhí)行變革來取得改善現(xiàn)況。幫助他人，克服障礙TheLeadershipFrameworkwasd3WhatistheLeadershipFramework?什么是領(lǐng)導(dǎo)力框架？Theme主題Description描述ConnectedFactors相關(guān)因素Description描述TakePeopleWithYou帶著員工和你一起前進(jìn)Allaboutworkingthroughothers…與他人共同合作Setclearlydefinedobjectivesbasedonsteeringwheeltargets基于羅盤四分儀目標(biāo)，設(shè)立清楚定義的目標(biāo)Mobiliseandcommunicatesoeveryoneknowswhatneedstobedonetoachieveresults與員工溝通并激勵(lì)他們，這樣每個(gè)人都知道需要做什么才能達(dá)到結(jié)果Gaintheheartsandmindsofotherstogetthingsdone讓雇員全心全意地完成任務(wù)Coachandsupportteamsandindividualstodeliversustainableresults輔導(dǎo)并支持團(tuán)隊(duì)及每個(gè)人來達(dá)到結(jié)果并保持好的結(jié)果DevelopingSelf/Others(shared)自我發(fā)展及發(fā)展他人（共同須具備的）Createsorcontributestoanenvironmentinwhichselfandothersaremotivatedtolearnanddevelop創(chuàng)造或構(gòu)建能夠激發(fā)自己和他人學(xué)習(xí)和發(fā)展動(dòng)力的環(huán)境TeamWorking(shared)團(tuán)隊(duì)工作（共同須具備的）Buildsandmaintainspositiverelationshipswithinandacrossteams建立并保持團(tuán)隊(duì)內(nèi)和跨團(tuán)隊(duì)間的積極的關(guān)系ManagingPerformance(changesbyrole)績效管理（因職位不同而不同）Supportsandchallengesindividualstoachievetheirfullpotential.Setsstretchingobjectivesandmeasuresprogressagainstthem.Managesresourceseffectively支持并讓個(gè)人挑戰(zhàn)自我能完全發(fā)揮個(gè)人潛力。制訂具挑戰(zhàn)的工作目標(biāo)并基于此來衡量。有效管理資源GainingCommitment(changesbyrole)取得承諾（因職位不同而不同）Energisesandinfluencesotherstogetthejobdoneandusesrelationshipstodelivergreatresults激勵(lì)并影響他人來完成工作并運(yùn)用良好的關(guān)系來創(chuàng)造出色的成果WhatistheLeadershipFramewo4Theme主題Description描述ConnectedFactors相關(guān)因素Description描述LivetheValues實(shí)踐合乎價(jià)值的行為Allaboutyourpersonalapproach對于個(gè)人提升AretrustedandbehavewithintegritytogainrespectforthemselvesandTesco可以用取得他人信任的態(tài)度，并言行一致地工作，這樣能贏得員工和公司的尊重Providesupportandpraisemorethancriticise提供支持，贊美多于批評Getthingsdonebyshowingdeterminationandresilience以堅(jiān)定的決心和毅力來完成工作Askmorethantellandshareknowledgesoitcanbeused多垂詢，少指示，分享可用的知識Drive(shared)自我驅(qū)策力（共同須具備的）Strivestoachieveresultsthroughdeterminationandcommitment.Keepgoingwhenthingsaredifficult.有決心并承諾努力達(dá)到結(jié)果。遇到困難，仍然堅(jiān)持。PersonalIntegrity(shared)個(gè)人誠信（共同須具備的）Matcheswordswithactionstobuildtrustandrespect言行一致來建立信任和尊重。WhatistheLeadershipFramework?什么是領(lǐng)導(dǎo)力框架？ThemeDescriptionConnectedFact5WhatistheLeadershipFramework?什么是領(lǐng)導(dǎo)力框架？PLAN計(jì)劃Collectanyfeedbackyouhavee.g.yourlastperformancereview,careerdiscussion,360feedbackreportorsimplybyaskingcolleagues收集任何你收到反饋，比如，你最近一次的績效考核，職涯討論，306反饋報(bào)告或就單純詢問你的同事的看法Readthroughtheframeworkbeforeyoustart在你開始前，詳細(xì)看領(lǐng)導(dǎo)力框架的內(nèi)容Allowabouthalfanhouruninterruptedtime.準(zhǔn)備半小時(shí)時(shí)間，不受干擾。DO執(zhí)行Workthrougheachofthecriticalsuccessfactorsandplaceyourorasobjectivelyasyoucan完成每一項(xiàng)關(guān)鍵成功因素并盡可能客觀的以或來評定你自己

meansyoubelieveyoudothisormeansthatyoubelieveyoudon’tdothis

指你認(rèn)為你是這么做的，指你認(rèn)為你不是這么做的Usethefeedbackyouhavetoberealisticandchallenging使用反饋，你必須實(shí)事求是并具挑戰(zhàn)性Ifyoucan’torthenleaveitblank如果你不無法確定是還是

，那就留空白Choosetwoorthreebehavioursthatyouthinkwillmakemostdifferencetoyou(thesewillusuallybeaorablank)選擇兩到三種行為，你認(rèn)為你能做到很不同的方面（通常是或空白的部分）Discussandgetfeedbackonyourchoicesfromyourmanager與同事或主管討論，最后從主管那里獲得最終的反饋Whenyouhaveagreedtheareastofocuson,thentransferthatstatementtoyourPersonalDevelopmentPlan(see“HowAmIDoing”performancemanagementtoolkitformoredetails)當(dāng)你和主管對你關(guān)注的領(lǐng)域達(dá)成一致，可以將其加入你的個(gè)人發(fā)展計(jì)劃（見“我做的怎么樣”績效管理工具包獲得詳細(xì)內(nèi)容）DiscusswithyourmanagerwhatactionyoucantakeonyourPersonalDevelopmentPlan(therearesomeideaslaterinthisbooklet)與你的主管討論在你的個(gè)人發(fā)展計(jì)劃中可以采取什么行動(dòng)（在這本小冊子中你可以看到一些信息）Takeactionontheareasyouidentify就你確定的區(qū)域采取行動(dòng)Review檢核

UpdateyourPersonalDevelopmentPlanaspartofthe“HowAmIDoing”performancemanagementcycle將個(gè)人發(fā)展計(jì)劃作為“我做的怎么樣”績效管理循環(huán)的一部分來更新Updateyourobjectivesasyoudevelop隨著你的發(fā)展，更新你的目標(biāo)Re-visityourscoringontheLeadershipFrameworkasyouprogress隨著你的進(jìn)步，就領(lǐng)導(dǎo)力框架重新打分WhatistheLeadershipFramewo6The“HowAmIDoing”processshowsyouindetailhowtowriteaPersonalDevelopmentPlan.“我做的怎么樣”過程會(huì)讓你知道如何建立個(gè)人發(fā)展計(jì)劃的詳細(xì)信息。TheLeadershipFrameworkwillhelptoidentifywhichareasofyourleadershipskillstoworkon.Youcanevencopyoutthewordingintheframeworkintothe“AreaofDevelopment”boxonthePersonalDevelopmentPlanformbutremembertomakesurethatyouknowtherootcause.領(lǐng)導(dǎo)力框架幫助你確定哪個(gè)領(lǐng)域的領(lǐng)導(dǎo)技能你需要努力。你也可以將領(lǐng)導(dǎo)力框架中的內(nèi)容建入個(gè)人發(fā)展計(jì)劃表的“發(fā)展區(qū)域”中，但切記你了解根本原因Whenyouaredecidingwhatactiontotake,practisingonthejobandseekingadvicefromcolleaguesarebothvalidoptionsandoftenthemosteffectivewaytomakeachange.當(dāng)你決定采取什么行動(dòng)后，記得把它運(yùn)用于實(shí)際工作中并在同事中尋求意見，這兩者都是正確的選擇ThebestPersonalDevelopmentiswhathappenseveryday.最好的個(gè)人發(fā)展是每天都在發(fā)生。Thefollowingtableshowssomeotherideas:以下表格顯示一些其他的觀點(diǎn)：WritingaPersonalDevelopmentPlan?如何建立個(gè)人發(fā)展計(jì)劃？OntheJobCoachingandFeedback工作中指導(dǎo)和反饋Yourmanagerwillgiveyoucoachingandfeedbackonanongoingbasis.Ifheorshedoesnot,thenaskforit!Youcanalsoidentifysomeonewhorolemodelstheskillyouarelookingforandaskforsomefeedbackandcoaching.你的主管會(huì)持續(xù)提供指導(dǎo)和反饋。如果他或她不那么做，要求他們一定做到！你也可以確定一位學(xué)習(xí)的典范,他具備你正在尋找的技能向他詢問反饋和尋求指導(dǎo)。PlannedExperience/Developmentassignments職務(wù)技能提升計(jì)劃Arrangetovisitpartofthebusinessyouwanttoknowmoreabout.安排學(xué)習(xí)那些你想要了解企業(yè)運(yùn)作的領(lǐng)域。Takeaprojectorrolewhichwillstretchyourskillse.g.adevelopmentassignmentinadifferentfunctionorcountry.Takethetimetoreviewyourlearning.Whathasworkedwellornotsowell.用負(fù)責(zé)專案或擔(dān)任某一職位的方式來提升你的技能，比如在不同部門或國家工作?；〞r(shí)間檢核一下你的所學(xué)。哪些方面做得好，哪些方面做得不好。The“HowAmIDoing”processs7TrainingCourses培訓(xùn)課程Thefollowingleadershipcoursesareavailable:包括以下領(lǐng)導(dǎo)力課程:Target

LeadershipTraining

GeneralTraining目標(biāo)領(lǐng)導(dǎo)力培訓(xùn)一般培訓(xùn)WorkLevel層級WorkLevel5

Leadership:

BusinessAwareness:第五層級領(lǐng)導(dǎo)力:公司認(rèn)識:

GeneralManagement

Jobshadowinginother

一般管理跟著工作典范學(xué)習(xí)

Programmes(Harvard/INSEAD)

benchmarkcompanies

項(xiàng)目(哈佛/INSEAD)同性質(zhì)企業(yè)比較WorkLevel4

LeadershipDevelopmentCentre

Planningand

Organising:

CEOBridgingProgramme

計(jì)劃與組織

第四層級領(lǐng)導(dǎo)力發(fā)展中心CoreSkills

首席執(zhí)行官項(xiàng)目核心技能

JobShadowingExperiencedManagers有經(jīng)驗(yàn)的經(jīng)理成為工作榜樣

WorkLevel3

LeadershipProgramme

BusinessAwareness:第三層級領(lǐng)導(dǎo)力項(xiàng)目公司認(rèn)識

(office/stores/international)

TWISTinStores,orDistribution

Influencing

門店或物流TWIST

ProjectManagement

Distribution(總部/門店/國際)物流影響力專案管理WorkLevel2

AskMoreThanTell

WaysofWorking:第二層級多垂詢，少指使工作方式

CoreSkills

CoreSkills

核心技能核心技能

ChangeManagement

PeopleManagement:

變革管理人事管理

PersonalEfficiency

Performanceand

Development

個(gè)人效率績效管理與發(fā)展

Delegation

SupportingYour

Attendance

授權(quán)出勤

TeamBuildingforManagers

TalentSelection

團(tuán)隊(duì)建立(適用主管)人才選擇

SituationalLeadership

情景領(lǐng)導(dǎo)力

Coaching

教練式指導(dǎo)WorkLevel1

AskMoreThanTell

WaysofWorking:第一層級多垂詢，少指使工作方式

LivingServiceTraining

CoreSkills

服務(wù)培訓(xùn)核心技能OtherResources其他資源Books,DVD’sorinternetresearchSeeseparatelist書，DVD或網(wǎng)上研究資料另見附表WritingaPersonalDevelopmentPlan?如何建立個(gè)人發(fā)展計(jì)劃？TrainingCoursesThefollowing8CriticalSuccessFactors:Shared關(guān)鍵成功因素：分享CustomerFocus關(guān)注顧客Definition:

Maximisespersonalcontributiontothebusinesstodeliver“EveryLittlehelps”定義：將自己對企業(yè)的貢獻(xiàn)做到最大化，實(shí)現(xiàn)“小幫助，大貢獻(xiàn)”□Understandsthecustomerbetterthananyone□比任何人都了解顧客□Respondsenergeticallytocustomerfeedback□積極回應(yīng)顧客反饋□Ensuresallactivitiesanddecisionsmakeslifebetterforcustomers□保證所有的活動(dòng)和決定都能使顧客更滿意□Trackscompetitoractivityandmarkettrends□掌握競爭者活動(dòng)和市場趨勢□Deliverscostefficiencyinallactivities□在所有活動(dòng)中都有效運(yùn)用成本□Makesnoeffortorunabletounderstandorsatisfycustomerneeds□不努力或不了解或不能滿足顧客的需求□Failstorespondtocustomerfeedback□忽視顧客反饋□Carriesouttaskwithnothoughtoftheimpactonthecustomer□執(zhí)行任務(wù)，卻不考慮它會(huì)給顧客帶來的影響□Takesnointerestincompetitoractivity□對競爭者活動(dòng)不感興趣□Missescostimplicationsofactions□忽視行動(dòng)的成本產(chǎn)生的影響PersonalIntegrity

個(gè)人誠信Definition:Matcheswordswithactionstobuildtrustandrespect定義：言行一致，建立信任和尊重□Treatspeopleinafairandconsistentway□公平一致地對待人□Maintainsconfidentiality□保守機(jī)密□Buildstrustandrespectbykeepingtocommitmentsmade□遵守允諾，建立信任和尊重□ChallengesotherswhentheValuesarenotdemonstrated□當(dāng)價(jià)值未做到時(shí)，向他人質(zhì)詢□DemonstratesValuesbehavioursinalldecisions/actions□所有的決定/活動(dòng)中都體現(xiàn)出價(jià)值行為□Hasapersonalvisionofwhattheywantforthemselves/others□重視對自己/他人的需求□Treatspeopledifferentlybasedonpersonalpreferences□根據(jù)個(gè)人喜好待人不同□Breaksconfidentiality□泄露機(jī)密□Saysonethinganddoesanother□言行不一致□DisregardstheValuesorfailstonoticewhenothersdo□漠視價(jià)值，或當(dāng)別人忽視價(jià)值時(shí)，自己視而不見□DoesnotconsidertheValueswhentakingdecisions/actions□做決定/活動(dòng)時(shí)忽視價(jià)值□Nothoughtgiventowhattheywantforthemselves/others□不考慮對自己/他人的需求SHARED共同須具備的SHARED共同須具備的CriticalSuccessFactors:Shar9CriticalSuccessFactors:Shared關(guān)鍵成功因素：分享Drive

自我驅(qū)策力

Definition:Strivestoachieveresultsthroughdeterminationandcommitment.Keepgoingwhenthingsaredifferent定義：通過決心和承諾來努力達(dá)到結(jié)果。若出現(xiàn)困難，仍然堅(jiān)持下去□Demonstratespassionatecommitmenttothebusiness□對企業(yè)熱忱地付出□Iscommittedtocontinuousimprovementandachievesresultswhilsttakingaccountofimpactonothers□努力持續(xù)的改進(jìn)來實(shí)現(xiàn)結(jié)果同時(shí)影響他人也做到□Showstenacityinovercomingobstacles/difficulties□克服障礙/困難展現(xiàn)出堅(jiān)韌精神□Remainsresilientandoptimisticinchallengingtimes□對于工作挑戰(zhàn)具有良好適應(yīng)性和樂觀度□Meetsdeadlines□如期完成工作□Takesresponsibilityformakingthingshappen□對所發(fā)生的事承擔(dān)責(zé)任□Takescalculatedandconsideredrisks□能計(jì)算和考慮風(fēng)險(xiǎn)值□Findsitdifficulttomaintainenergyandenthusiasmwhenunderpressure□在壓力下，繼續(xù)保有動(dòng)力和積極是有困難的□Isfocussedonresultsonly,irrespectiveofthecostorimpactonothers□太注重結(jié)果，不管成本和影響的層面□Becomesdiscouragedwhenfacedwithdifficulties□面對困難時(shí)顯得氣餒□Avoidstakingdecisionsoractionsinchallengingsituations□面臨挑戰(zhàn)時(shí)逃避做決定和行動(dòng)□Findsreasonsfornottakingordelayingaction□不采取行動(dòng)或拖延為自己找籍口□Tendstobethevictim,blamingothersfordifficulties□經(jīng)常認(rèn)為自己是受害者，指責(zé)是別人造成的□Eithertakesnoriskortakesunnecessaryrisks□不能注意任何風(fēng)險(xiǎn)或注意的是不必要的風(fēng)險(xiǎn)SHARED共同須具備的CriticalSuccessFactors:Shar10CriticalSuccessFactors:Shared關(guān)鍵成功因素：分享TeamWorking

團(tuán)隊(duì)工作Definition:Buildsandmaintainspositiverelationshipswithinandacrossteams

定義：在部門內(nèi)和跨部門建立并維持積極的關(guān)系□Recognisesoneteam–TheTescoTeam□認(rèn)同是一個(gè)團(tuán)隊(duì)–Tesco團(tuán)隊(duì)□Commitstoteamdecisions□忠于團(tuán)隊(duì)決定□Worksinpartnershipwithotherstoachieveindividualandteamobjectives□和他人合作來達(dá)到自己和團(tuán)隊(duì)目標(biāo)□Sharesinformation,knowledgeandexperiencefreelywithothers□無私地和他人分享信息，知識和經(jīng)驗(yàn)□Enjoysworkandhasapositiveimpactonothers□樂在工作而且對他人有積極的影響。□Buildsandmaintainspositiverelationshipswithinandacrossteams□在部門內(nèi)和跨部門間建立和保持積極關(guān)系□Takeslittleinterestinactivitiesoutsideofownarea□對自己范圍外的事情沒什么興趣□Onlycommitstoteamdecisionswheninowninterest□只忠于和自己有關(guān)系的團(tuán)隊(duì)決策□Iscompetitivewithinandacrossteams□部門內(nèi)和各部門間都是相互競爭的□Doesnotshareinformation,knowledgeorexperience□不與人分享信息，知識和經(jīng)驗(yàn)□Hascynicalornegativeattitudetoworkwhichimpactsothers□對工作抱有嘲諷和消極的態(tài)度，同時(shí)也影響到他人□Putslittleeffortintobuildingrelationships□不努力建立友好關(guān)系SHARED共同須具備的CriticalSuccessFactors:Shar11CriticalSuccessFactors:Shared關(guān)鍵成功因素：分享DevelopingSelf/Others

自我發(fā)展和發(fā)展他人

Definition:Createsanenvironmentinwhichselfandothersaremotivatedtolearnanddevelop

定義：創(chuàng)造一個(gè)環(huán)境，讓自己和他人都能受到激勵(lì)去學(xué)習(xí)和發(fā)展□Givessupporttoothersandpraisesmorethancriticises□給別人支持，贊美多于批評□Encouragespeopletotakerisksandmakemistakesaspartoflearning□鼓勵(lì)人們冒險(xiǎn)，因?yàn)榉稿e(cuò)也是一種學(xué)習(xí)□Makestimetocoach,guideandgivefeedbacktoothers□花時(shí)間對其他人指導(dǎo)，給予他人反饋□Seeksfeedbackandinveststimeinowndevelopment□尋求反饋并花時(shí)間在自我發(fā)展□Spotstalentedpeopleandfindsappropriateopportunitiestolearnanddevelop□發(fā)掘人才和找尋合適的機(jī)會(huì)去學(xué)習(xí)并發(fā)展□Celebratessuccess□慶祝成功□Knowshowtotakecareofyourselfsoyoucanbeatyourbest□知道如何照顧自己，那樣你會(huì)做到最好□Forgetstosupport,praiseorrecognizeotherscontribution□不支持，不表揚(yáng)或不認(rèn)可他人的貢獻(xiàn)□Isintolerantofothersdevelopmentneeds/mistakes□不能包容別人的發(fā)展需求/錯(cuò)誤□Avoidspersonalinvolvementindevelopingothers□不愿意真正去幫助別人的發(fā)展□Reactsdefensivelyoraggressivelywhengivenfeedback□當(dāng)收到反饋時(shí)，展現(xiàn)出自衛(wèi)或侵犯的態(tài)度□Failstoidentify,developorencouragetalentedpeople□不能判別，發(fā)展和鼓勵(lì)有才能的人□Pointsoutfailureandignoressuccess□只看到缺點(diǎn)而漠視成功之處□Doesnottakecareofself/team□沒有照顧自己/團(tuán)隊(duì)SHARED共同須具備的CriticalSuccessFactors:Shar12CriticalSuccessFactors:Level1關(guān)鍵成功因素：第一層級AnalysingandDecisionMaking

分析和制定決策

Definition:Analysesproblemsthoroughlyandmakesgoodandtimelydecisions

定義：全面分析問題，做出合適且及時(shí)的決定□Takesininformationquicklyandaccurately□快速準(zhǔn)確地采集信息□Resolvesknowproblemsusingexistingguidelines□運(yùn)用已知的指導(dǎo)方針解決現(xiàn)存的問題□Worksindependentlyandknowswhentoescalateissuestoresolveproblems□獨(dú)立工作并了解何時(shí)讓上級了解，以解決問題□Takesactionbasedonknowguidelines□基于已知的指導(dǎo)方針，采取行動(dòng)□Misunderstandsinformationonaregularbasis□經(jīng)常誤解信息□Failstoresolveproblemsoruseexistingguidelines□無法解決問題或不善使用現(xiàn)存的指導(dǎo)方針□Reluctanttomakeowndecisionsandescalatesproblemsinappropriately□不愿意自己做決策且不恰當(dāng)?shù)淖屔霞墎斫鉀Q□Failstotakeactionordoesnotfollowguidelines□沒有采取行動(dòng)或沒有遵循指導(dǎo)方針ManagingPerformance

績效管理

Definition:SupportsandchallengesindividualstoachievetheirfullpotentialSetsstretchingobjectivesandmeasuresprogressagainstthem.Managesresourceseffectively.定義：支持和挑戰(zhàn)個(gè)人來激發(fā)他們?nèi)康臐摿?。建立前瞻性目?biāo)，并根據(jù)目標(biāo)來衡量。有效管理資源□Workstoachieveobjectivesthathavebeenagreedwithmanager□努力完成與主管達(dá)成共識的目標(biāo)□Isaccountableformeetingandexceedingobjectives□負(fù)責(zé)地達(dá)成并超越目標(biāo)□Identifieswhenobjectivesarenotgoingtobedeliveredandtakesactiontoensuretargetsaremet□可以確定何時(shí)目標(biāo)會(huì)出現(xiàn)不能繼續(xù)被執(zhí)行并采取行動(dòng)確保目標(biāo)達(dá)成□Plansowntimeeffectively□有效計(jì)劃個(gè)人時(shí)間□Doesnotsetclearordefinedobjectives□沒有訂定清楚的目標(biāo)□Failstomeetagreedobjectives.□無法達(dá)成一致的目標(biāo)□Doesnotnoticewhenobjectivesarenotontrack□沒有意識到目標(biāo)的推廣運(yùn)作已出現(xiàn)問題□Doesnotplanowntimeeffectivelyandfailstocompletenecessarywork.□沒能有效計(jì)劃個(gè)人時(shí)間，沒能完成必要的工作WORKLEVEL1第一層級WORKLEVEL1第一層級CriticalSuccessFactors:Leve13CriticalSuccessFactors:Level1關(guān)鍵成功因素：第一層級ManagingChange

變革管理Definition:Champions,supportsanddeliverschangetoimprovethings.Helpsothersbyovercomingbarriers

定義：擁護(hù)，支持，達(dá)到變化來改進(jìn)事物。幫助他人克服障礙□Understandstheneedforchangeandhasapositiveattitude.□了解變革的需求并且態(tài)度積極□Spotsopportunitiestoimprovethingsinownarea□在自己領(lǐng)域內(nèi)持續(xù)發(fā)現(xiàn)進(jìn)步的機(jī)會(huì)□Acceptschangepositively□積極接受變革□Resistschangeandisnegativeabouttryingnewthings□抵制變革，抗拒嘗試新事物□Acceptsthingsastheyareanddoesnotlookforopportunitiestoimprove□被動(dòng)接受新事物,而不尋求改進(jìn)的機(jī)會(huì)□Isresistanttonewideas□抵制新觀念和意見GainingCommitment

取得承諾

Definition:Energisesandinfluencesotherstogetthejobdoneandusesrelationshipstodelivergreatresults

定義：給他人以動(dòng)力并影響他人來完成工作，并且使用關(guān)系來完成好的結(jié)果□Keepsallcommunicationclearandsimple□確保所有的溝通都清楚，簡單□Adaptsinfluencingstyletosuitcustomersandcolleagues.□將影響力技巧應(yīng)用到顧客及同仁□Usesownknowledgetogaincommitmentofothers□使用自己的專業(yè)來取得他人的承諾□Isoverlycomplexandconfusingincommunication□溝通時(shí)過于復(fù)雜，使人困惑的□Ignorestheneedsandfeelingsofothers□忽視他人的需求及感受□Doesnotshareownknowledgetohelpothers□不肯分享自己的專業(yè)幫助他人WORKLEVEL1第一層級WORKLEVEL1第一層級CriticalSuccessFactors:Leve14CriticalSuccessFactors:Level2關(guān)鍵成功因素:第二層級AnalysingandDecisionMaking

分析和制定決策

Definition:Analysesproblemsthoroughlyandmakesgoodandtimelydecisions

定義：全面分析問題，做出合適且及時(shí)的決定□Takesininformationquicklyandaccurately□快速準(zhǔn)確地采集信息□Explorestherootcausesofproblemsusingexistingprocessesandknowledgebeforetakingaction□采取行動(dòng)前，使用現(xiàn)有的程序和知識發(fā)掘問題的根本原因□Worksindependentlyandproposessolutionstoproblems□獨(dú)立工作并提議問題的解決方案□Takesdecisiveactionbasedonaquickandaccurategraspofthefacts□以迅速準(zhǔn)確獲得的事實(shí)為依據(jù)，采取決定性的行動(dòng)□Iseasilyswampedbyinformation□容易被信息淹沒□Takesactiontosolveproblemswithoutcarefulanalysis□沒有仔細(xì)地分析就采取行動(dòng)解決問題□Regularlyseekshelpfromseniormanagementtosolveroutineproblems□經(jīng)常從上一級的主管那里尋求幫助來解決問題□Avoidstakingdecisionsortakesdecisionswithoutanalysis□避免做出決策或沒有分析就做出決策M(jìn)anagingPerformance

績效管理

Definition:Supportsandchallengesindividualstoachievetheirfullpotential.Setsstretchingobjectivesandmeasuresprogressagainstthem.Managesresourceseffectively定義：支持和挑戰(zhàn)個(gè)人來完成激發(fā)他們的潛力。建立前瞻性目標(biāo)，并根據(jù)目標(biāo)來衡量。有效管理資源□Setsclearlydefinedobjectivesforself/others□為自己/他人設(shè)定清楚的目標(biāo)□Holdsself/othersaccountableformeetingandexceedingobjectives□讓自己/他人負(fù)責(zé)任地達(dá)成并超越目標(biāo)□Givesorseeksfeedbackandcoachingasrequired□如有需要，提供或?qū)で蠓答伜椭笇?dǎo)□Tracksperformanceagainstobjectivesandtakesactiontoensuretargetsaremet.□基于目標(biāo)追蹤績效，采取行動(dòng)，確認(rèn)達(dá)成目標(biāo)□Proactivelymanagesunder-performance□前瞻性地管理不好的績效□Plansandmanagesowntimeandbudgetseffectively.□有效的計(jì)劃并管理自己的時(shí)間和預(yù)算□Doesnotsetclearordefinedobjectivesforself/others□沒有為自己/他人設(shè)定清楚的目標(biāo)□Doesnotcommittoachievingobjectivesonceagreed□認(rèn)可的目標(biāo)，卻不去完成它□Notabletogiveorisreluctanttoreceivefeedbackandcoaching□沒有提供或不愿接受反饋和指導(dǎo)□Failstoidentifyorremoveobstaclestoprogress□誤判或沒有妨害進(jìn)步的障礙□Failstospot/ortoleratesunder-performance□無法發(fā)現(xiàn)或容忍績效不佳的表現(xiàn)□Doesnotplanowntime/budgeteffectively□不能有效計(jì)劃自己的時(shí)間/預(yù)算WORKLEVEL2第二層級WORKLEVEL2第二層級CriticalSuccessFactors:Leve15CriticalSuccessFactors:Level2關(guān)鍵成功因素：第二層級ManagingChange

變革管理

Definition:Champions,supportsanddeliverschangetoimprovethings.Helpsothersbyovercomingbarriers

定義：擁護(hù)，支持，達(dá)到變化來改進(jìn)事物。幫助他人克服障礙□Understandstheneedforchange,canseeandconvinceothersofthebenefits□清楚變革的需求并看到和使他人相信會(huì)帶來收益□Identifiesandproposesopportunitiestoimproveexistingroutines,productsandservices□能確定并提議改進(jìn)現(xiàn)有流程，成果和服務(wù)的機(jī)會(huì)□Triesandsustainsnewideasandinitiativeswithenthusiasm□嘗試并維持新觀念并富有熱情地采取行動(dòng)□Managesresistancetochangepositively□積極地管理因變革所產(chǎn)生的抵觸情緒□Resistschangeanddoesn’ttrytounderstandtheneedforit.□抵制變革，不試著了解變革的需求□Failstoseetheneedtoimprovecurrentroutines,productsandservices□看不到改進(jìn)目前流程，成果和服務(wù)的需要□Iscynicalaboutchangeandresistnewideasandimprovements.□對變革嘲諷，抵制新觀念和拒絕改善□Confrontsresistancetochangeaggressivelyandwithoutunderstandingtherootcause□強(qiáng)硬面對因變革所產(chǎn)生的抵觸情緒并且不知道發(fā)生的根本原因GainingCommitment

取得承諾

Definition:Energisesandinfluencesotherstogetthejobdoneandusesrelationshipstodelivergreatresults

定義：給他人以動(dòng)力并影響他人來使工作完成，并且使用關(guān)系來達(dá)到好的結(jié)果□Mobilisesotherstodeliverresults□激勵(lì)他人來執(zhí)行成果□Keepsallcommunicationclear,simpleandwellstructured□確保所有的溝通都清楚，簡單并有條不紊□Adaptsinfluencingstyletosuitdifferentsituations,individualsorteams□讓影響力技巧普及不同場合，個(gè)人或團(tuán)隊(duì)□Usesowntechnicalorprofessionalknowledgetogaincommitment□使用自己特有的或?qū)I(yè)知識來取得承諾□Gainsconsentbutnotcommitment□同意卻不執(zhí)行份內(nèi)工作□Isoverlycomplex,unstructuredandconfusingincommunication□溝通時(shí)過于復(fù)雜，沒有條理□Ignores,orisunabletorecognisetheneedsandfeelingsofothers□忽視或沒有察覺他人的需求和感受□Usesowntechnicalorprofessionalasasourceofpoweroverothers□使用自己特有的或?qū)I(yè)知識作為樹立權(quán)威的手段WORKLEVEL2第二層級WORKLEVEL2第二層級CriticalSuccessFactors:Leve16CriticalSuccessFactors:Level3關(guān)鍵成功因素：第三層級AnalysingandDecisionMaking

分析和制定決策

Definition:Analysesproblemsthoroughlyandmakesgoodandtimelydecisions.Problemsareusuallyfamiliarandwithinaoneyeartimeframe.定義：全面分析問題，做出合適且及時(shí)的決定。問題類型屬于普遍發(fā)生而且考量周期是一年內(nèi)的□Identifiespatternsandtrendsininformationquicklyandaccurately□迅速準(zhǔn)確的歸納信息的模型和趨勢□Spotspotentialproblemsandtakesactiontoresolve.□發(fā)掘潛在問題并采取行動(dòng)解決□Takesdecisionsbasedonanalysisofpatternsandtrendsandrecognisingwiderbusinessimpact.□對于信息模型和趨勢的分析采取行動(dòng)，周密確定出對企業(yè)的影響□Prioritisesandresolvescomplexinter-relatedproblemsusingownknowledgeandtheresourcesoftheteam□使用你自己的專業(yè)知識和團(tuán)隊(duì)資源優(yōu)先解決復(fù)雜的問題□Isabletomaketoughdecisionstosupportbusinessneeds□能做堅(jiān)定的決定來支持企業(yè)需求

□Contributesconstructivelytopolicyandstrategy□對政策和策略提出有建設(shè)性的意見□Failstospotpatternsandtrendsininformation□沒能發(fā)現(xiàn)并建立信息的模式和趨勢□Failstoanticipateproblemsonaregularbasis□沒能預(yù)測常見的問題□Takesdecisionswithoutrecognisingoranalysingbusinessimpact□沒有分析對企業(yè)影響就做決定了□Isoftenconfusedbyaflowofinter-relatedproblemsandfailstoresolvethem.□經(jīng)常受復(fù)雜的難題所困擾并無法解決□Avoidsmakingtoughdecisions□逃避做堅(jiān)定的決定□Missesopportunitiestocontributetopolicyandstrategy□錯(cuò)失對政策和策略提出建議的機(jī)會(huì)WORKLEVEL3第三層級CriticalSuccessFactors:Leve17CriticalSuccessFactors:Level3關(guān)鍵成功因素：第三層級ManagingPerformance

績效管理

Definition:Supportsandchallengesindividualstoachievetheirfullpotential.Setsstretchingobjectivesandmeasuresprogressagainstthem.Managesresourceseffectively

定義：支持和挑戰(zhàn)個(gè)人來激發(fā)他們?nèi)康臐摿Α＝⑶罢靶阅繕?biāo)，并根據(jù)目標(biāo)來衡量進(jìn)度，有效管理資源□Demandscontinuousimprovementfromselfandothersbysettingclearlydefinedobjectives.□制訂清楚的目標(biāo)，讓自己和他人的獲得持續(xù)改進(jìn)□Abletoreprioritiseobjectivestomeetchangingbusinessneeds□為了滿足企業(yè)需求，重新訂定目標(biāo)的優(yōu)先順序□Spotsanddealswithlowperformanceusingcoachingandfeedback□運(yùn)用指導(dǎo)和反饋來發(fā)現(xiàn)和處理績效不佳的情況□Recognisesandencourageshighperformerswithpotentialusingcoachingandfeedback□運(yùn)用指導(dǎo)和反饋，來認(rèn)同并鼓勵(lì)有潛力的高績效表現(xiàn)者□Negotiates,plansandmanagesresourcesandbudgetstodeliverobjectives□在執(zhí)行目標(biāo)時(shí)，能協(xié)商，計(jì)劃并管理資源和預(yù)算□Acceptscurrentlevelofperformanceandsetsobjectivesforself/othersthatareunclear□滿足于目前的績效水平，沒有為自己/他人設(shè)定清楚的目標(biāo)□Failstoreprioritiseobjectivestomeetchangingbusinessneeds□不能重新訂定優(yōu)先目標(biāo)來滿足企業(yè)需求□Failstomanageunderperformanceandgivesunclearfeedback□無法管理績效差者，提供不清楚的反饋□Doesnotdifferentiatehighperformanceanddoesnotinvesttimeincoaching□無法區(qū)分高績效者，不投資時(shí)間來指導(dǎo)他們□Failstoallocateresourceseffectively.□無法有效分配資源WORKLEVEL3第三層級CriticalSuccessFactors:Leve18CriticalSuccessFactors:Level3關(guān)鍵成功因素：第三層級ManagingChange

變革管理

Definition:Champions,supportsanddeliverschangetoimprovethings.Helpsothersbyovercomingbarriers

定義：擁護(hù)，支持，達(dá)到變化來改進(jìn)事物。幫助他人克服障礙□Activelypromotesandchampionschangetoimproveexistingperformance□積極地