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标题: Leading People (讀書筆記) [打印本页]

作者: zhms 时间: 2006-4-9 23:20
标题: Leading People (讀書筆記)
Leading People

领导工作的艰辛
a 人是成功的决定因素
b 领导者的新职责
c 社会价值增值(SVA)
d 领导者必备的八项要素
前瞻性
信任
参与意识
求知欲
多样性
创造性
笃实精神
集体意识

领导者必备的八项要素
1 前瞻性
1-1 树立全局观念
共创未来
1-2 确立共同目标
发现和培养人才
1-3 注重结果：重视结果，重视前景规划的实施。
下放权力
1-4 渡过动荡时期
1-5 营造高效率的氛围
2 信任
2-1 与公司共荣辱
共同管理
2-2 倾听别人意见
2-3 让别人觉得可靠
2-4 敞开大门
3 参与意识
3-1 发掘员工的潜能
3-2 建立合作关系
3-3 营造团队氛围
同一个使命
同一个计划
共同参与
共担责任
3-4 增强员工主人翁意识
3-5 培育赢者的心态
4 求知精神
4-1 培养自我更新能力
先接受新思想才能有灵活性
4-2 认清优缺点
认清自己是怎样的人
如何用你的优势弥补我的劣势
我们如何综合我们的优势使企业从中受益
4-3 掌握指导过程
a 提早决定所做之事。去做你要做的事，如证明其不可行，则另换其他选择。
b 使自己始终与走上坡路的事物（职业、领导者、公司）联系在一起，而不是走下坡路的事物。
c 无论从事何事，都要尽自己的力量干好。
d 心情愉快。
e 做正确的事情。
f 不说别人坏话。
g 生活乃是许多循环。
h 不要忘记顾客。
i 要忠诚。
j 评估你的精神收入。
k 成为别人的朋友。
l 养一只狗。
m 要以你希望别人对待你的方式去对待别人。
n 只有你对你自己负责。
o 永远不要放弃你想做的事。
p 把自己想做的事列个清单，经常查看。
q 别挑错伴侣。
r 照顾自己。
s 不要忽视你的精神生活。
t 你给予他人的最好礼物便是你的良好的记忆力。
u 生活态度（关于生活、爱情、事业以及体育运动等）至关重要。
4-4 解放人们的思想
超越自我，对发展的执著追求
相信你的下属能拉你一把
世界一流的经营管理体制下，所有业务运行得当，步入正轨后，关心员工，解放员工就会成为策略优势。
4-5 建立学习社区
必须终生学习
5 多样性
个性
5-1 勇敢地面对眼前的歧视
5-2 全方位地发展自己
培养你自己及你的机构的男女双性化气质

接受你会受到批评这个事实。
将对你的攻击看作非个人化的，即使这个攻击是对准你个人的。
学会化解愤怒，不责备或怨恨他人，弥合矛盾。
向前看，但还要借鉴以往的经验。
庆祝你的成功，同时诚实地面对你的失败。
确保有益的变革并注重长远目标。
5-3 驾驭你机构内的个性
灵活的领导艺术
5-4 建立一种互相尊重的氛围
尊重周围的社区
6 创造性
6-1 发现人们的能力
最大限度地发挥机构内的创造性
创造性是可以驾驭的
6-2 发挥你的机构的创造力
要是我掌权的话
最好的管理是少管理，最好是不管理
成年人--创造的伙伴
6-3 发展以人为中心的技术
不仅仅是重新策划
人与技术并举
6-4 提倡人文因素改革
建立具有高技术、协调运转的体制
把诺言付诸实施
你对待别人的方式
你公开的言论
你处理难题的方法
7 笃实精神
7-1 建立公平制度
公平制度的作用
7-2 培养道德观念和敬业精神
使道德观念的培养成为每个员工的首要责任
鼓励勤奋敬业
增强员工对企业的热爱
本着公正的原则奖励工作成绩
做出表率
切勿玩世不恭
7-3 勇敢精神
坚持真理
敢于保持自己的本色
7-4 将笃实的本质表现于实际
指引方向
经营道德与个人道德应该一致
8 集体意识
8-1 培养成熟的领导者
领导者与追随者之间的沟通
8-2 激发自豪感和成就感
8-3 胸怀远大
8-4 做一个环境管家
8-5 对企业组织进行改造
被赋予权力的有知识的员工
卡拉汉留给人们的启示
他率先垂范
他对于公司的发展有明确的构想并使每一个员工清楚这一构想
他坚持不懈并富有耐心
他是一个现实主义者
他把希望寄托在第二、三层的经理们身上

把智慧运用于工作中
a 你的领导工作做得好吗？

前瞻性
~~~~~~
你是否对整个企业心中有数？
你是否已经和员工们一起建立了一个共同目标？
员工是否参与考虑企业成果？
你如何指导改变过程？
你是否正在建立一种高效的环境？

信任
~~~~
你是否对员工坦诚，并让他们知道有关企业状况的数字？
你是否正在培养你的倾听技能?
你是否具有可预见性和一贯性？
你是否随时接受各种意见？

参与意识
~~~~~~~~
你在发挥员工潜能方面成效如何？
你是否正在建立成人间的伙伴关系？
你是否正在创建团队协作关系？
你的雇员是否喜欢雇主？
你是否具有竞争意识？

求知欲
~~~~~~
你是否正在加强你的个人发展？
你是否了解你的优缺点？
别人视你为贤明的顾问？你也视别人为良师益友吗？
你是否正在挖掘员工自我处理问题的潜力？
你的企业是一个崇尚学习的团体吗？

多样性
~~~~~~
你是否正视你自身的偏见？
你是否正在培养自己男女双性化气质？
你在处理个体差异方面做得如何？
你是否正在建立一种相互尊重的氛围？

创造意识
~~~~~~~~
你在安排员工工作时是否采取扬长避短的策略？
你是否了解创造性的来源？
你是否正在发展以人为中心的技术？
你是否对优秀的人员予以奖励？

笃实精神
~~~~~~~~
你是否提倡制度公正？
你是否提倡道德观和企业家能力？
你在展示个人勇气的同时，是否也鼓励员工展示个人勇气？
你是否将你的笃实精神付诸行动？

社会意识
~~~~~~~~
你是否已经建立了一个健康的团体？
你是否激励员工的自豪感和成就感？
你是否关心自我兴趣以外的事物？
你是一个环境管家吗？
你是否尽力改变你的企业？
b 深入了解你自己
c 实施积极的"一对一"的关系
你的基本行为举止和管理方式是什么样的？
在你的性格中，人们最喜欢哪些？最不喜欢哪些？
你对人与人之间关系的感觉的良好程度如何？
你对别人是可信和诚实的吗？
你能否对别人提出要求？能否遵守承诺？
你是否关心并尊重他人？
你对人际关系中的负面--冲突、竞争、焦虑、怨恨以及自我利益的感觉如何？
你是否对不同类型的人做出不同的反应？
d 建立一个具有多样性的领导班子
e 诊断你的企业的健康状况
f 建立一支智力成熟的劳动大军
尽力倾听对方意见并予以充分信任，同时与对方坦诚相见。
提供建议，对所决定之事负责并寻求新的更好的工作方法。
了解顾客心理，认识到每一位顾客会对全体顾客起作用，体会并满足顾客需要。
致力于终身学习并与他人共享自己的知识，从错误中吸取教训并发展多种才能。
工作中运用自己独特的信条、才能和经验，在现有环境中有效地工作，并且重视他人的差异性与独特性；反对歧视与偏见。
遵守企业的政策和常规，为改进工作关系与他人共同承担责任。
对工作予以充分重视、理解并支持企业制定的目标，接受企业其他的经营参与者。
共同分担承诺与责任，认清个人安危与企业的长期成功是直接关联的。
适应新技术，学会使用新工具，支持改革与技术革新。
重视个人健康，遵守安全规则，分担医疗费用；积极寻求工作最大的适应性。
努力使自己具有高尚的品质、高尚的道德行为，以达到使顾客极其满意的程度。
积极寻求工作、家庭及个人需要的平衡。
作为积极公民，要分担公共责任，成为环境管理者及社会公益事业的志愿者。
g 建立一种领导者文化
h 建立一个健康高效的企业
i 明确了解领导变化
j 学会追随你的领导者
h 扩大你成功的措施

作者: zhms 时间: 2006-4-9 23:21
标题: Re: Leading People (讀書筆記)
領導相關

领导者应该培养的特质

　我第一次看这本书时，就深深被这本书感动，在书中我没有画下任何记号，原因是整本书都是重点，具有相当的启发价值。最近，我更深刻体悟到，一个成功的领导者，最重要的是必须"自我（内向）修炼"，这也促使我想起了这本尘封已久的书，再次的阅读仍有同样的感触与感动。而本书也是前美国总统克林顿上任前看的书。
什么是真正的领导者？我认为，领导者不是管理秩序的警察，而是一位好的教练和老师，能带领团队完成所追求的目标；也是一位好学的学生，更是一位像苏格拉底的指导者（Socratic Leader）。
十多年前我买了一本书，它的日文书名为《不动心》，英文书名为《MEDITATIONS》，作者Marcus Aurelius是古罗马哲学家，出身于西班牙的显贵家族，继承罗马帝位，大半生都在戎马军旅中度过。他自幼在修辞学、语法学、哲学方面受到良好的教育，是唯一的皇帝哲学家。
我常说，零到六岁阶段是人格奠定的主要阶段，之后都仅是小幅度的修改，所以Marcus认为他从小开始，就在亲人及老师们的身上学习到许多，这些态度也深远影响着他的处世为人。如果要问谁对我影响最大，我想只能说点点滴滴的学习造就了今天我的思维。
本书记录了Marcus的各种思想，我从中又以领导者应该培养的特质（自省力），加入了我的观点进行了整理，如下所述：
1、领导者对于事情的处理态度必须果敢，而不要畏首畏尾。
2、领导者不管自己是否拥有财富，都应该远离奢侈的生活习性，过简单朴素的生活。
3、领导者必须舍得投资于学习之上，并要终身学习，学习场所不是重要的，重要的是选择跟随最好的老师。
4、领导者必须清楚知道事情的优先级，不使自己忙碌于琐事。
5、领导者必须懂得用心倾听他人的"意见"或"异见"。
6、领导者必须学会亲近哲学，对于哲学给予尊重，并能从哲学上获得更为豁达的人生观。
7、领导者必须关怀他人，但不进行繁琐的劝诫。
8、领导者必须具有把复杂变为简单的能力。
9、领导者对于任何事情都必须拥有好奇心，并对于不了解的事情追根究底，不要习惯于常态，或视所有事情为理所当然。
10、领导者的态度必须是毫无矫饰的庄严，能有使自己和他人欣然相处的能力，享受与人交往时的愉快胜过任何奉承，同时能受到他人的高度尊敬。
11、领导者必须用一种明智和系统的方式，发现和整理必要的生活原则。
12、领导者必须对于嘉许他人毫不吝啬。
13、领导者必须避免挑剔，不苛责那些言语表达不顺畅的人，而因此模糊了对事焦点，并能以灵巧的对话方式来引导出他人表达出正确的意念。
14、领导者必须习惯于仁慈的行为，随时准备宽恕；给人的印象与其说是一贯公正，不如说是不断改善。
15、领导者必须具备一种令人愉快的幽默本领。
16、领导者能了解到人的培育是农业工作，所以对于不同专长的人，会给予不同的帮助，使他们能展现才能。
17、领导者必须拥有独立心，不依靠命运，因为命运是掌握在自己的手上。事实上，每一个人最爱的人就是自己，但是却常常因为在意别人的想法，而活在别人的思考里，因此所学习到的东西，尽是些属于外在点缀的东西，而不是做自我内在的修炼。
我常说，属于人自我所拥有的东西只有三样，心、肉体、精神，当人死了之后，心、肉体就不在，唯一长存的只有人的精神，也就是我们过去所累积的知识与智能。而只有人的内在修炼，会让我们获得智能与知识，成为人类后代最有价值的粮食。我实在无法想象在二千多年前的古罗马时代，就已经有这样具哲学思想的领导者，如果以此标准来检视现代的所有领导人物，会发现极少人可以符合或超越这些标准，换句话说，千年来人类对于内向修炼的思想几乎没有任何进步。正因为如此，才突显出它的重要性，所以我期待能跟所有领导者一起往内向进行修炼。

作者: 璎珞 时间: 2006-4-9 23:22
标题: Re: Leading People (讀書筆記)
倒！zhms，你贴了这么多，我看不过来啊 [M06]

作者: zhms 时间: 2006-4-9 23:23
标题: Re: Leading People (讀書筆記)
What Your Staff Think Of You

One of my goals with this newsletter is to bring tips and information
to managers so that each manager might make improvements; both to his
or her own job as well as that of the workers. I asked some people to
fill out a survey on the things they liked and disliked in their
managers, and here are some of the results. Perhaps you might recognize
yourself in their statements and suggestions.

What are some of the best qualities in your manager?

"She gathers facts from me, and supports the decisions I make. She values my opinions, and will not make decisions affecting my work without my involvement or feedback. We also receive incentives and appreciation for good work. She is good at matching work to the right people, and gets training for people when she recognises weaknesses. My manager also feels strongly that nobody should work outside of normal business hours without extra pay or extra time off."

"Good managers trust that you are capable of doing your work effectively without breathing down your neck. They allow you to be master of your own destiny by allowing you to take responsibility for your own decision-making. The best managers are those that recognise that an act of management itself can be a collaborative, creative process, and allow it to be."

"My manager used to have my job and, in fact, has previously filled every role within the entire department. His style has developed department-wide loyalty. Problems caused by an individual are problems caused by the department; glory gained by an individual is glory for the whole department. He is loyal to us by assuming total responsibility of the department, and he demands loyalty in return with respect to our internal dynamics, concerns, and discussions."

"My manager spent years doing what we do, so he has great insights into our careers and situations. He cares a lot about the people in the department; if you have a problem, his door is always open. This makes people very comfortable. He doesn't let conditions of the day get to him, and his moods are usually very even. All of this makes him easy to work with."

What qualities, preferences, or habits make your manager bad at what
he/she does?

"Non-productive employees stay years longer than they should because
our manager wants to give them extra chances. He needs to set the law
and stick to it. Our deadlines tend to come and go because everybody
knows that he's not firm about these things and, in the end, he has to
cover for everybody so the department doesn't look bad."

"My manager expected me to magically know everything, especially when I
was new. When I asked questions, they weren't answered and I was told
to go look somewhere else for answers. As a result, I spent a lot of
time reinventing the wheel, which sometimes brought me abuse from
people I had to deal with. Managers also need to admit their own
mistakes more. I don't appreciate being blamed for my manager's
mistakes in front of the client when he could have said, 'I'm sorry,
but that was my fault.' More managers should have that kind of
integrity and maturity."

"He does not offer any suggestions on how to prioritize my work, which
can be difficult when holidays are approaching and nobody can cover my
workload. I don't think my manager fully understands my role; he
sometimes wants me to put waste-of-time tasks ahead of ones I know are
vital."

"I had to figure things out as I went along. My manager didn't even
want to explain things to me in a general sense, and only provided the
bare minimum amount of information to me. Because some workers have
different schedules than the manager, it's hard for us to schedule
meetings. As a result, our manager is unaware of our progress and, when
she is asked by her superiors how our tasks are coming, she looks
unprofessional by not being aware of the details."

What has your manager done to make working there a good experience?

"The last time I was rewarded for good work and commitment was about
ten years ago. I got a bottle of champagne. However, my spouse, who
works in another industry, just received a bonus cheque and we were
recently taken out to dinner."

"We were going to have a contest where staff could win prizes for
higher productivity, but this was put on the back burner. We used to
have birthday celebrations, but I found out that the company never
reimbursed the employee for out-of-pocket expenses, so that has
stopped. Morale has suffered because of this."

"Our department is very social, and we go out for drinks once a month.
We also all go out to lunch off site at least once a month."

Unfortunately, the positive-focused question didn't bring many positive-
focused answers. Maybe there weren't any positive things to say but,
based on the people I surveyed, many managers don't seem to be doing
enough to foster morale and make the workplace better.

Is your manager good at clearly communicating what projects are urgent
and what is lower on the priority list?

"Prioritising is left up to me. I have to initiate discussions with my
manager rather than waiting for him."

"Most things I get are considered high priority, and I get them done
quickly. When it's time for my manager to do her bit, it sits on her
desk for weeks. I don't think she is able to communicate priorities. I
will still get my work done quickly, but I tend to ignore when she says
that something is high priority."

"He doesn"t understand how we need to prioritise."

Does your company tend to match the right work to the right worker, or
train the person whose tasks may be outside of his/her skill level?

"Organisations tend to be conservative and training is rarely on the
agenda because money is too tight. Plus, there are hundreds of people
for every job, so it's easy to hire someone with existing experience."

"She is good at matching the work to people, and gets training for
people when she recognises weaknesses."

"The company, short-sightedly, has a habit of looking at the short-term
bottom line. We recently had a case where an employee was brought to
our department with absolutely no background in our business. That
employee was then expected to learn things that even people with
experience in our business would find difficult. We spent months in
anguish over this situation and, when asked how things were going, the
astonishing reply was that things were going great and completely under
control. Meanwhile, clients and other companies we dealt with were
calling to complain about the employee's performance and skill level. I
later discovered that the employee's previous manager had suggested
that we NOT hire this employee, as he might not be capable of learning
what was required for the new position!!! My company later tried to get
me to move to that same job, but I refused, as I was not qualified.
Even after I told them it would be the same mistake as before, they
still hounded me about it!"

Does your company's, or department's, culture make you feel like you
are not valuable, doing well, or a "team player" if you don't work 20-
hour days?

"He also expects us to drop everything to work extra hours, and if you
don't, you might be considered not fully committed to your job."

"My manager is bothered by what she calls "clock-watchers," who leave
right when they are supposed to. I come to the office every morning
before my manager does and leave after she's gone, and I have a
reputation for doing that, which is one of the reasons I think I got
the job in the first place.

"My department was deliberately under-resourced and when I got very
sick, I wasn't allowed to take time off to recuperate. I was expected
to tough it out and work through it, and ended up so sick that I almost
had to check myself into a hospital. This mismanagement is why I ended
up leaving this job."

Question:
Please describe the department or corporate culture that is your dream
workplace, providing both a supportive environment as well as an
efficient place to get work done.

"I would like to work in an environment where the senior management
display the same values that are expected of every other member of the
staff. Senior management tend to make decisions on important issues
without first obtaining essential facts from people who have vital
information that could have helped them to make a better decision."

"The best workplace environment for me would be one where employees are
rewarded for their hard work, and where the staff behaves like a team.
Work can be an enjoyable experience, but not at this company right now."

"I would like to see managers who recognise that an act of management
itself can be a collaborative, creative process, and allow it to be. I
would like managers who are trusting and listen to my opinions while
tolerating differences. I would like a corporate philosophy where
position does not automatically endow wisdom. I would like to see the
loyalty that is expected from me be earned and a two-way street. I
would like to have a reasonable personal workspace with proper
furniture and technology that is properly maintained and updated. I
would like to never fight for resources again. I would like employer
contributions toward my career development through training. I would
like to be part of a real team of like-minded people with a sense of
belonging. And I'd like to be paid what I'm worth!"

Question:
If you could make any suggestion to your manager about your job, work
load, department, or your manager's management style, decision-making,
etc?and you did not have to fear that making these comments could hurt
your job or relationship, what would you tell that person?

Answers:
"He should understand my role, and not just expect huge results. If I
were run over by a bus, there is no one suitable who could reliably
step in for me as nobody else on my team has been involved with the
sort of work that I have to deal with. I would like my manager to take
over my job for a couple of weeks so that he understands the processes
involved. I would like him to have more faith in his decisions; he is
a good decision-maker, but sometimes allows himself to be talked out of
things."

"I would let my manager know that she needs to sit down with all of her
staff, not just the ones with higher-paying titles, and give them an
outline of how their jobs are supposed to be performed, and then follow
through with that plan. I would like to see more team-building and
more cross-training on other people's tasks. If we all worked more as
a team instead of certain staff working for certain managers, we could
eliminate the problems we face when someone is out ill or on vacation.
Compensation for extra effort and salary realignment also needs to be
addressed."

"Let me take ownership of my own work, and stop taking credit for my
good work. You don't pay me well or reward me otherwise, so how about
credit where credit is due at least?! Don't pin your mistakes on me,
and if you don't know the answer to something, have the guts to admit
it and ask for help. Don't be psychotic and controlling with no life
outside of these walls. Your management style is adversarial. You
don't know how to negotiate or even listen to people."

Hopefully, your workers are not saying these things, or at least these
things exactly about you. I hope my six-part feature on what employees
really think of management will help you make your job and theirs a
much better experience.

作者: zhms 时间: 2006-4-9 23:24
标题: Re: Leading People (讀書筆記)

QUOTE Created By 璎珞 At 2006-4-9
倒！zhms，你贴了这么多，我看不过来啊 [M06]

難道俺看了N多年的東東你要今天晚上看完？ [M15]

作者: 璎珞 时间: 2006-4-9 23:45
标题: Re: Leading People (讀書筆記)
[M15] 那你也不要一下子贴完嘛。。。

我喜欢一次性看完，看完就忘记了 [M42] [M42] [M41] [M41]

作者: zhms 时间: 2006-4-9 23:50
标题: Re: Leading People (讀書筆記)

QUOTE Created By 璎珞 At 2006-4-9
[M15] 那你也不要一下子贴完嘛。。。

我喜欢一次性看完，看完就忘记了 [M42] [M42] [M41] [M41]

远远不是一次贴完。。。 [M01]

作者: baner 时间: 2006-4-10 12:19
标题: Re: Leading People (讀書筆記)
我倒是觉得领导这个东西真是后天学来拙的,天生巧的哦. 就是需要天生的悟性.和性格息息相关.即使是学来的技巧,用起来没有悟性的人也是会发挥错误.

作者: GZROCK 时间: 2006-4-10 14:27
标题: Re: Leading People (讀書筆記)
一条一条发比较好！

作者: spring tire 时间: 2006-4-10 16:10
标题: Re: Leading People (讀書筆記)

QUOTE Created By baner At 2006-4-10
我倒是觉得领导这个东西真是后天学来拙的,天生巧的哦. 就是需要天生的悟性.和性格息息相关.即使是学来的技巧,用起来没有悟性的人也是会发挥错误.

窃以为：天性+悟性+思维方式。 [M11]

作者: 匿名 时间: 2006-4-13 21:32
标题: Re: Leading People (讀書筆記)
楼上的每个银的意见都正确。鉴定完毕 [M45]

作者: 枫叶之儒 时间: 2006-4-17 00:55
标题: Re: Leading People (讀書筆記)
哇噻，好的学习帖，得慢慢看，慢慢学～～ [M21] [M29] [M29] [M36]

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