鮑威爾的領(lǐng)導(dǎo)學(xué)經(jīng)典ppt20-領(lǐng)導(dǎo)藝術(shù)-資料下載頁
2025-08-08 11:50本頁面
【導(dǎo)讀】thedance":thingslikeall-handsinvolvement,egalitarianism,informality,encourageseveryone'sevolution.
【正文】 us. They convey an unwavering firmness and consistency in their actions, aligned with the picture of the future they paint. The result: clarity of purpose, credibility of leadership, and integrity in anization. LESSON 15 Part I: Use the formula P=40 to 70, in which P stands for the probability of success and the numbers indicate the percentage of information acquired.” Part II: Once the information is in the 40 to 70 range, go with your gut. Don39。t take action if you have only enough information to give you less than a 40 percent chance of being right, but don39。t wait until you have enough facts to be 100 percent sure, because by then it is almost always too late. Today, excessive delays in the name of informationgathering breeds analysis paralysis. Procrastination in the name of reducing risk actually increases risk. LESSON 16 The mander in the field is always right and the rear echelon is wrong, unless proved otherwise. Too often, the reverse defines corporate culture. This is one of the main reasons why leaders like Ken Iverson of Nucor Steel, Percy Barnevik of Asea Brown Boveri, and Richard Branson of Virgin have kept their corporate staffs to a barebones minimum how about fewer than 100 central corporate staffers for global $30 billionplus ABB? Or around 25 and 3 for multibillion Nucor and Virgin, respectively? Shift the power and the financial accountability to the folks who are bringing in the beans, not the ones who are counting or analyzing them. LESSON 17 Have fun in your mand. Don39。t always run at a breakneck pace. Take leave when you39。ve earned it: Spend time with your families. Corollary: surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard. Herb Kelleher of Southwest Air and Anita Roddick of The Body Shop would agree: seek people who have some balance in their lives, who are fun to hang out with, who like to laugh (at themselves, too) and who have some nonjob priorities which they approach with the same passion that they do their work. Spare me the grim workaholic or the pompous pretentious professional?！?I39。ll help them find jobs with my petitor. LESSON 18 Command is lonely. Harry Truman was right. Whether you39。re a CEO or the temporary head of a project team, the buck stops here. You can encourage participative management and bottomup employee involvement, but ultimately the essence of leadership is the willingness to make the tough, unambiguous choices that will have an impact on the fate of the anization. I39。ve seen too many nonleaders flinch from this responsibility. Even as you create an informal, open, collaborative corporate culture, prepare to be lonely. “ Leadership is the art of acplishing more than the science of management says is possible.”
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