德魯克論如何成為卓有成效的領(lǐng)導(dǎo)者(存儲版)
【正文】 hinking through anization’s mission卓有成效的領(lǐng)導(dǎo)力的基礎(chǔ)首先是要徹底思考組織的使命是什么？238?？铝炙乖凇稄膬?yōu)秀到卓越》一書的第五級領(lǐng)導(dǎo)者也強(qiáng)調(diào)：216。lheavy emphasis on “Charisma”過分強(qiáng)調(diào) 魅力u“histrionics” or having the general quality of a stage performance—a public relations quality“裝腔作勢 ”或者擁有舞臺表演者的強(qiáng)烈的表演欲upotentially very dangerous quality這是非常危險的特質(zhì)238。Toughest problem facing anizations is leadership succession: 組織面臨最棘手的問題是領(lǐng)導(dǎo)者的繼任問題lfocus on the maintenance of the spirit that keeps an institution alive 專注在保持組織的士氣，使機(jī)構(gòu)能夠永續(xù)經(jīng)營lcontinuation of the spirit depends on continuation of leadership with similar values持續(xù)的精神依賴 同等價值觀 的領(lǐng)導(dǎo)力的延續(xù)lsuccession is especially difficult when following a founding entrepreneur 替創(chuàng)始人找接班人尤其困難ldanger also in trying to clone someone who has made a lasting impact on an anization (“carbon copies are weak”)克隆一個對組織做出深遠(yuǎn)影響的人繼位也很危險，因?yàn)閺?fù)寫紙只會比原稿淡而弱。謝謝您！Thank You ！演講完畢，謝謝觀看！。Innovation requires abandonment創(chuàng)新需要主動放棄l willingness to abandon freesup anization up for the new主動放棄可以使組織容納新事物uold proverb in medicine: “if you can’t eliminate you drown in your own waste products, and very fast.” (true for every anization)（每一個組織都存在的一個真理）諺語： “如果不能很快排出廢物，你就會被廢物淹死。238。Third, effective leaders view leadership as work—something stressed again and again by the most effective leaders第三，卓有成效的領(lǐng)導(dǎo)者視領(lǐng)導(dǎo)力為一種工作：這是卓有成效的領(lǐng)導(dǎo)者反復(fù)強(qiáng)調(diào)的一點(diǎn)。The Great American Telephone Telegraph (ATT) had a wonderful mission ATT曾有一個美好的使命lbringing telephone to every household 讓每個家庭都有電話lmaking it affordableutopian goal in 1908讓百姓支付得起 — 這在 1908年，聽起來好像是天方夜潭lacplished in 1960但這一目標(biāo)在 1960年就實(shí)現(xiàn)了lin 1980’s ATT floundered until US Government broke up the panyATT在 1980年遇到了危機(jī)，直到美國政府拆分了該公司238。Why was Sears mission Drucker
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