BeBeyond Forums

 找回密码
 没有账号?
搜索
热搜: 活动 交友 discuz
楼主: yamengding

[People & Ideas] 新商业阅读:第二期 Leadership [复制链接]

Rank: 3Rank: 3

发表于 2015-5-24 19:54:02 |显示全部楼层
What leaders really do
2>        关于这篇文章有什么已有的知识
Leadership: strategy, vision, direction

3>        针对当前学习材料,我又学习了哪些新的的知识,对原有知识构成何种补充?
Leadership - alignment - communication, not order
Strategic dicision making - industry analysis (with consultants' help)
Change management - coping with change, gather people who are fit for the organization

4>        还有哪些未知的东西,且简单探索可以了解
How to find the right people

Rank: 3Rank: 3

发表于 2015-5-26 11:57:27 |显示全部楼层
本帖最后由 yamengding 于 2015-5-26 12:03 编辑

第二期会议记录
Becoming the boss:

我们主要是讨论了一些大家有困惑的问题:
1>如何把握和manager讨论的度
candy: 尽可能坦诚的沟通,有很多事情如果有困难越早沟通越好
winnie:要带着suggestion去沟通,考虑适当的场合
梦雅:不同企业文化可能沟通方式不同,但是核心都应当是尽可能坦诚,让经理理解你为什么会有这样的困惑
2>如何manage那些资深的员工
candy:放手型,通过Milestone来控制进场
winnie:给员工机会表现,但也要注意在公众场合保持自己的权威,有一些问题尽可能通过私下沟通解决。
梦雅:show respect, show them your value, build relationship (sharing by a post- Harvard MBA)
3> 如何和同级搞好关系
steven:上一期有一篇文章提过这点,对于和异性同事的沟通,主要是留心观察,找到一些可以聊的店
梦雅:不一定非要是人情,没事也可以交流不同部门的news,对一些行业事情的理解等,本身也是一种交流;还有就是不应局限于公司内。

What do leaders really do
非常好的文章,大家都有很多的收获,大家主要探讨了各自的一些收获,分享了一些自己知道的事例
candy: leader要有strategy的思维,leader是否应有不同的风格 ——通过讨论,大家一致认为,leader肯定有不同的风格,达成目的的手段也不同,但是不同的手段都达到了alignment,find direction and motivation的作用,这是本质的东西
张吉宏:一个比较大的启发是lead和manage如何联系在一起,两者cross作用才能推动企业的发展
例子一:他们中国区CEO新上任的时候就有一个宏大的vision,但是她又能很好的将vision落实到五年的Planning,在销售的时候,有很多motivation让大家去努力,但是同时又会通过大会小会的review这种手段来优化配置,control 进展,从而较好的实现目标。这是一个双方协作的例子
例子二:华为,海尔的领导班子搭配
例子三:目前他们的销售总裁本身是市场出身,他本身并不那么了解销售,所以他到了后先召集所有的销售开会讨论大家未来五年的愿景,讨论完后,稍微加了加码画一个比较amibitous的饼但是大家又愿意去试一试的发展direction.(cope with change,更多是处理未知)
winnie:以前带人可能是手把手教,现在有的时候她可能不觉的有些事情对员工那么简单,但是她会"忽悠"一下下属鼓励她们完成,其实也就是激励员工自我成长从而发展的一种模式。
steven:在其他公司他们是怎样去培养leader-manager的,吉宏推荐书《高管路径》,一个普遍的方式是rotation,不断将管理者放在他不熟悉的领域去面对未知和挑战,在这种环境中培养她们面对未知的能力
琛哥:主要补充在变革时更是需要有领导力的领导。有一个很好的例子可见他的读书笔记
其他具体的分享可见读书笔记。

Rank: 3Rank: 3

发表于 2015-5-26 22:38:02 |显示全部楼层

补:What do leaders really do

Structure of the article:

- Clearly state that Management & Leadership aredifferent;

- What is M and what is L?

- M and L are differentiated in 3 ways:

        - Goal setting: PlanningVs. Vision Setting;

        - Staffing:Organizing Vs. aligning ppl;

        - Stuffing: ControlVs. Motivate ppl

- Finally: Leadership culture

Knowledge from the article:

1. Management Vs. Leadership;

2. M or L more important in terms of context:

    - Management: cope with complexity,so it is response to the emergence of large corporations in 20th century;

    - Leadership: cope with changes, so it isresponse to dynamic and volatile business environment (tech changes,E-commence...)

3. Management system works by comparing system behaviorwith the plan and take actions when deviation is detected;

4. The role of "planning": it serves as a complementaryof vision setting. What "strategy" is to "leadership" iswhat "planning" is to "management";

5. Why we have to organizing / aligning people: a centralfeature of modern organization is interdependence, where no one has completeautonomy, where most people are tied to others by their work, resources,technology, system... These linkages present the major challenge to makingorganizational-wide changes.

Linkage to my daily work & personalexperience

Planning w/oclear vision

The name of my department goes like "strategicplanning", but until read this article, I never realize the main body ofmy work - planning- should be conducted under the alignment of vision of thecompany. However, it is not the case of the reality.  In a relatively bureautic industry, the vision of the company is rarely shared with the base levelemployee. Consequently, the planning is not a complementary process, devisingprocedures for vision implementation. By contrast, they fall into purelyprocess procedures, therefore, time-absorbing. For instance, each annual budgetplanning for all APAC R&D centers follow pretty much similar processes.However, each year's plan takes months and tongs of arguments before closing.The major reason is the future vision of the company is always fuzzy, so peopleare easily trapped by dozens of irrelevant details, as key reference - vision -is never revealed.

Motivatingpeople

Quite a few people around me quite MNC or major servicesfirm jobs and join start-ups. Myself is among the group, who are longing forrealizing it the other day. Why? There are always untapped exiting inner humanneeds - needs for achievement, sense of belonging, recognition, sense ofcontrol over one's life... Without fulfilling the formers, whatdo MNC and top-tier service firms satisfy people? - Security.

Therefore, the choice of career is a choice of lifestyle, is a trade-off of inner human needs.

Structure of the article:
- Clearly state that Management & Leadership are different;
- What is M and what is L?
- M and L are differentiated in 3 ways:
        - Goal setting: Planning Vs. Vision Setting;
        - Staffing: Organizing Vs. aligning ppl;
        - Stuffing: Control Vs. Motivate ppl
- Finally: Leadership culture


Knowledge from the article:
1. Management Vs. Leadership;
2. M or L more important in terms of context:
    - Management: cope with complexity, so it is response to the emergence of large corporations in 20th century;
    - Leadership: cope with changes, so it is response to dynamic and volatile business environment (tech changes, E-commence...)
3. Management system works by comparing system behavior with the plan and take actions when deviation is detected;
4. The role of "planning": it serves as a complementary of vision setting. What "strategy" is to "leadership" is what "planning" is to "management";
5. Why we have to organizing / aligning people: a central feature of modern organization is interdependence, where no one has complete autonomy, where most people are tied to others by their work, resources, technology, system... These linkages present the major challenge to making organizational-wide changes.

Linkage to my daily work & personal experience
Planning w/o clear vision
The name of my department goes like "strategic planning", but until read this article, I never realize the main body of my work - planning- should be conducted under the alignment of vision of the company. However, it is not the case of the reality.  In a relatively bureau tic industry, the vision of the company is rarely shared with the base level employee. Consequently, the planning is not a complementary process, devising procedures for vision implementation. By contrast, they fall into purely process procedures, therefore, time-absorbing. For instance, each annual budget planning for all APAC R&D centers follow pretty much similar processes. However, each year's plan takes months and tongs of arguments before closing. The major reason is the future vision of the company is always fuzzy, so people are easily trapped by dozens of irrelevant details, as key reference - vision - is never revealed.

Motivating people
Quite a few people around me quite MNC or major services firm jobs and join start-ups. Myself is among the group, who are longing for realizing it the other day. Why? There are always untapped exiting inner human needs - needs for achievement, sense of belonging, recognition, sense of control over one's life... Without fulfilling the formers, what do MNC and top-tier service firms satisfy people? - Security.

Therefore, the choice of career is a choice of life style, is a trade-off of inner human needs.
您需要登录后才可以回帖 登录 | 没有账号?

Archiver|手机版|BeBeyond:求职|留学|MBA

GMT+8, 2018-1-23 05:45 , Processed in 0.271163 second(s), 9 queries .

Powered by Discuz! X2

© 2001-2011 Comsenz Inc.

回顶部