【正文】 ation to the IPD flow. Because two of my team members had always been responsible for the change of the organization structure, they were happy to know that. Then I told them my conception of the threethree idea but didn’t give them any chance to speak out their ideas. The reason was that they didn’t have much work experience in the front. Based on my observation, I didn’t ask them to talk about their ideas. I just directly told them about its general structure. I asked them to see how great a change there was between this structure and our current structure and how the posts and hierarchy would change.范例：我記得我們那個(gè)團(tuán)隊(duì)中有三個(gè)人，有一次我們?cè)谝黄痖_會(huì)，由于他們沒有參加之前與EVP和老板的溝通交流，在與EVP談話之后，我告訴他們我們與EVP談?wù)摰脑掝}和得出的結(jié)論。 Ensures team members have sufficient resources for pleting the job.層級(jí)一：任務(wù)式領(lǐng)導(dǎo) Keeps team members informed.Level 1: Orients the group to the task 獻(xiàn)身華為，確保團(tuán)隊(duì)關(guān)注沒有超出對(duì)企業(yè)的關(guān)注。 戰(zhàn)略思維和/或結(jié)果導(dǎo)向，確保團(tuán)隊(duì)關(guān)注于最重要的問題。 尋找信息（基本素質(zhì)）當(dāng)出現(xiàn)一種狀況或者某人提出一種觀點(diǎn)時(shí)，探究其中的原因完全是出于自己的好奇心和興趣。 施加影響（基本素質(zhì)），要知道如何使他人同意你的觀點(diǎn)。 Commitment to Huawei to ensure that team focus does not overbalance the enterprise focus.Inspiring Leadership is crucial to acplishing almost any organizational effort, including customerdriven innovation, building external partnerships, or improving quality, service and reducing cost.在以下條件的支持下，鼓舞式領(lǐng)導(dǎo)的有效性會(huì)得到提升： Information Seeking (baseline petency) – a genuine curiosity and interest in finding out the reasons for a situation or for someone’s opinion. Understanding Others to recognize and respond to the team members’ concerns and contributions.該領(lǐng)導(dǎo)形式的獨(dú)一無(wú)二的特征即：以一種相當(dāng)結(jié)構(gòu)化的持續(xù)的方式來(lái)激發(fā)團(tuán)隊(duì)成員的貢獻(xiàn)心、想法和忠誠(chéng)感。 Degree of empowering or inspiring the team. The depth of collective wisdom and/or energy that is tapped .Building Huawei Capability Cluster構(gòu)建華為能力素質(zhì)群Inspiring Leadership鼓舞式領(lǐng)導(dǎo)Definition:定義The ability to lead teams by focusing them on key issues and empowering them to solve problems and harness their collective wisdom.通過推動(dòng)團(tuán)隊(duì)成員關(guān)注要點(diǎn)、鼓舞團(tuán)隊(duì)成員解決問題以及運(yùn)用團(tuán)隊(duì)智慧等方法來(lái)領(lǐng)導(dǎo)團(tuán)隊(duì)的行為特征。使華為及其合作伙伴適應(yīng)他們的組織、經(jīng)驗(yàn)和文化，以便伙伴關(guān)系良好運(yùn)行。 Negotiates a mutually beneficial partnership, and achieves agreement. At this point many other petencies are needed to enable Huawei and the partner, to adapt their organization, practices and culture to enable the partnership to work effectively.層級(jí)四：達(dá)成共識(shí) 對(duì)于潛在的伙伴，要準(zhǔn)確了解他們的文化、組織結(jié)構(gòu)及市場(chǎng)地位，還要知道他們可能想或不想與華為合作的原因，以便確立共同的理解和將來(lái)合作的方式。 與合作伙伴一起確定合作關(guān)系的形式。 Develops the shape of the partnership cooperatively together with the partner.這個(gè)小組中的每個(gè)成員相對(duì)平等。 Communicates Huawei’s sincerity and their intention to be part of a team of relatively equal partners. 層級(jí)二：有對(duì)話Level 2: Has the conversation審視環(huán)境以了解各種各樣潛在的合作伙伴，他們的名聲、市場(chǎng)地位、實(shí)力、規(guī)模及其他的那些使其成為華為合適的合作伙伴的特征。 May bee friendly with executives in the other pany, establishing a positive relationship with them (on a personal level).層級(jí)一：對(duì)外開放，建立聯(lián)系Level 1: Opens the door and makes contact建立伙伴關(guān)系直接包含和支持了華為追求和睦產(chǎn)業(yè)環(huán)境的戰(zhàn)略和價(jià)值。 Some or all of the building Huawei Capability petencies, to get the necessary parts of Huawei to support and implement the partnership.Partnering directly embodies and supports Huawei’s strategy and value for Harmony in the Business Environment. Effective partnerships also support Customer Focus, and customerdriven innovation.建立伙伴關(guān)系幾乎需要其他所有素質(zhì)的綜合支持： Commitment to Huawei to recognize that Huawei’s best interests may lie in a good partnership, and to transcend the local loyalty to Huawei against all petitors. Drive for Results, to ensure that the partnership makes sound business and economic sense. Strategic Thinking at the highest levels to recognize and realize the longterm strategic potential of the partnerships, and to think outside of the normal boundaries. Also to recognize the strategic interests of the partnerPartnering is supported by a bination of virtually all the other petencies:How it relates to other petencies: 如何與其他素質(zhì)相聯(lián)系The ability to effectively partner with petitors is somewhat like CrossFunctional Collaboration at greater degree of difficulty, because the leader must collaborate with leaders from a different and sometimes peting organization, rather than just with leaders of other functions within Huawei.與競(jìng)爭(zhēng)對(duì)手有效地建立伙伴關(guān)系，有些像跨部門合作素質(zhì)，只是難度更高。除了下面提到的素質(zhì)之外，有效伙伴關(guān)系的營(yíng)造者還需要在情感上特別的成熟，極具耐心，在處理所有談判成敗和實(shí)現(xiàn)與另外一家公司（不可避免地該公司有其自身的文化、歷史和興趣。 行動(dòng)的完全性 Completeness of action雙方愿意合作，以便比任何一家公司單獨(dú)來(lái)做都能更好更完全地服務(wù)于客戶，這是伙伴關(guān)系建立的基礎(chǔ)。包含的其他企業(yè)可能是華為只在該領(lǐng)域的伙伴，而在其他領(lǐng)域是競(jìng)爭(zhēng)對(duì)手。該產(chǎn)品是一個(gè)安裝在戶外的小盒子，它有一個(gè)內(nèi)置的半導(dǎo)體熱分散系統(tǒng)，并且防曬、防塵，為客戶節(jié)約了大量的成本。如果他們花100,000元人民幣在整棟建筑物上，將只有30,000元會(huì)用來(lái)購(gòu)買設(shè)備，剩余的70,000元?jiǎng)t用來(lái)租賃土地、建造建筑物、布置建筑物和安裝空調(diào)。然后，他們把一個(gè)大的櫥柜放進(jìn)房間——盡管櫥柜的成本很高，這樣他們就能夠覆蓋整個(gè)地區(qū)?？蛻粼诠_招標(biāo)時(shí)并沒有明確解決方案適用的環(huán)境，獲得合同之后，我們分析這些設(shè)備可能如何在這些收入水平低的地區(qū)使用。因此我試著證明這個(gè)合同將如何使客戶獲得好處并將如何提高他們的利潤(rùn)。在這個(gè)領(lǐng)域，華為是一個(gè)新來(lái)者。 包括為客戶的業(yè)務(wù)模式提供戰(zhàn)略性的建議，成為客戶的長(zhǎng)期戰(zhàn)略伙伴。 客戶往往也沒有意識(shí)到有這樣的需求，或者沒有想象到他們的問題可以得到華為解決。 研究客戶，發(fā)掘華為的潛力以及客戶的潛在需求，提供全新的解決方案。 Customers might not be aware of their needs, or may not imagine that their problem could be solved by Huawei.Level 4: Innovates to Meet Anticipated Customer Needs他說(shuō)他要求他們用軟交換建設(shè)長(zhǎng)途電話網(wǎng)但還沒有結(jié)果。緊接著，我也講了具體的技術(shù)區(qū)別。拜訪過程中，我對(duì)客戶副總裁介紹了有關(guān)本公司所做的3G、軟交換技術(shù)以及辦公室網(wǎng)關(guān)等概念。他說(shuō)了那些話之后，我們對(duì)計(jì)劃清楚了很多。我組織了一個(gè)小組來(lái)做這件事情。我認(rèn)為這是一個(gè)機(jī)會(huì)，應(yīng)該仔細(xì)分析我們的計(jì)劃，搞清楚如何進(jìn)行。 Or, identifies the potential customer’s interest and takes action to build up the relationship.層級(jí)三：想客戶所想，發(fā)掘并滿足客戶新的需求 The customer’s needs sometimes are quite conceptual or difficult to grasp, or the customer may express a need without explicitly asking for a proposal.Level 3: Uncovers and Meets New Customer Needs那對(duì)我們后期的談判幫助很大。他是一個(gè)友好的阿拉伯人，不善掩飾，想法很自然地表露出來(lái)。談判之后，我與移動(dòng)總經(jīng)理聊天以了解談判的進(jìn)展、我們的處境以及我們下一步應(yīng)該怎么做。我在傾聽以備將來(lái)參考。 he also told me how much we should reduce. That was of great help to our later negotiation. I was behind the negotiation from then on. I listened to reports and made analysis with others and reduced the price.范例：十二月份，我們是第一個(gè)要談判的，我并非主要談判者。 在出現(xiàn)客戶服務(wù)方面的緊急情況時(shí)，可以迅速地果斷地進(jìn)行回應(yīng)。 決策時(shí)要權(quán)衡風(fēng)險(xiǎn)。 沒有現(xiàn)成的產(chǎn)品或服務(wù)可以提供可循，需要對(duì)已有的方法/方案進(jìn)行一定的改進(jìn)或創(chuàng)造。 客戶的需求不是非常明確或是以簡(jiǎn)單的目的顯示，但是客戶的需要往往相對(duì)清晰。 在理解客戶的需求以及華為產(chǎn)品/服務(wù)背后原理的基礎(chǔ)上，為客戶提供解決方案。 Decision making involves balance be