商超零售賣(mài)場(chǎng)百貨門(mén)店運(yùn)營(yíng)管理 沃爾瑪 基礎(chǔ)領(lǐng)導(dǎo)藝術(shù)培訓(xùn)課 Lesson02-Leadership

1、Store of Learning第二課培訓(xùn)店領(lǐng)導(dǎo)藝術(shù)閱讀練習(xí)Store of Learning- Confidential - TIME MMMM, yy January, 09 Training, HRPage PAGE 9 of NUMPAGES 9“How can your company grow if your people dont?”“如果員工沒(méi)有進(jìn)步，你的公司怎會(huì)成長(zhǎng)？” Johan BeeckmansITT World DirectoriesITT人董事LEADERSHIP LESSON 領(lǐng)導(dǎo)藝術(shù)課程Leadership in the Wal-Mart Culture 沃爾

2、瑪文化下的領(lǐng)導(dǎo)藝術(shù)How many times have you heard the term “born leader”? This is a very misused term. Although individuals may possess certain personality traits that make leadership come easier to them than others, good leaders are not born anymore than are good pianists. In both cases, it takes hard work an

3、d a lot of practice to become an expert or artist. One thing we have to realize about leadership is that it is an art, not a science. There are no magic formulas for leading people; what works for one person may or may not work for another. So, what you have to do is (1) be yourself and (2) work on

4、your qualities that will make you a better leader.有多少次你聽(tīng)到人們談到“天生的領(lǐng)導(dǎo)者”？然而這卻是一種錯(cuò)誤的提法。盡管某些人可能具有某些性格上的特質(zhì)使他更容易通曉領(lǐng)導(dǎo)藝術(shù)，但是天生的領(lǐng)導(dǎo)者并不比天生的鋼琴演奏家多。這兩種情況的共通點(diǎn)是：要成為專(zhuān)家或藝術(shù)家，都需要努力學(xué)習(xí)和大量的練習(xí)。有一點(diǎn)我們必須意識(shí)一，即領(lǐng)導(dǎo)學(xué)是一門(mén)藝術(shù)，而并非科學(xué)。在領(lǐng)導(dǎo)他人的過(guò)程中沒(méi)有任何神奇方程式，對(duì)某個(gè)人很有效的方法可能完全不適用于其他人。所以，你必須做到的是：(1)做你自己(2)以自己的性格為基礎(chǔ)，這才能使你成為一個(gè)更好的領(lǐng)導(dǎo)者。Being you is so i

5、mportant to effective leadership. How many times have you seen people in leadership positions copy others? People will react more positively to you and certainly produce more for you if they see that you are natural and not attempting to be someone youre not. There are certain qualities that we all

6、see in others that we admire and would like to incorporate into our own personalities. There is nothing wrong with trying to emulate these qualities as long as it “fits” your personality. All of us would like to motivate like Sam Walton. There are tremendous qualities of leadership possessed by our

7、top executives. We can all emulate these characteristics to a certain degree. If you have a good sense of humor, use it. If you are the “quiet type”, use it. Know what your qualities are and make them work for you to be an effective leader.做自己對(duì)有效地領(lǐng)導(dǎo)來(lái)說(shuō)是如此地重要。你曾見(jiàn)過(guò)有幾個(gè)身處領(lǐng)導(dǎo)職位的人是在模仿他人？人們會(huì)更積極地對(duì)你反應(yīng)并理所當(dāng)然地為你貢

8、獻(xiàn)更多，如果他們見(jiàn)到你是如此自然而非試圖變成另一個(gè)人。我們都會(huì)看到別人的一些特質(zhì)是我們非常羨慕并想將其溶入自己的個(gè)性當(dāng)中的。假如這些特質(zhì)符合你的個(gè)性，熱心的學(xué)習(xí)它們當(dāng)然沒(méi)錯(cuò)。我們都希望像山姆沃爾頓一樣地激勵(lì)他人；我們的高級(jí)執(zhí)行官們有各種各樣的領(lǐng)導(dǎo)特質(zhì)，我們都可以在一定程度上學(xué)習(xí)這些特質(zhì)。如果你有很好的幽默感，利用他；如果你屬于“溫和型”，利用它，認(rèn)識(shí)你的性格并對(duì)其加以合理利用會(huì)使你成為一個(gè)有效的領(lǐng)導(dǎo)者。Making your leadership qualities work for you takes practice. First, identify what your strengths

9、 are. This is not as easy as it sounds. We have all been through evaluations and heard what our supervisors have said, but did we listen? Many times our strengths are hidden. For example, most people have been taught all their life not to show emotions, or that a coach does not portray compassion. H

10、owever, it has been proven that showing a genuine care for people and letting them know you have concern is one of the most effective leadership tools. Think of leaders like Lincoln and Kennedy. Their strengths were their genuine concern for people. This same quality, that we sometimes hide, can be

11、used to help us become more effective leaders. 使你的領(lǐng)導(dǎo)特質(zhì)為你所用需要練習(xí)。首先，認(rèn)清你的長(zhǎng)處。這并不像它聽(tīng)來(lái)那么簡(jiǎn)單。我們都曾被評(píng)估過(guò)并聽(tīng)我們的顧問(wèn)提起過(guò)。但我們真地聽(tīng)進(jìn)了嗎？許多次我們的長(zhǎng)處都被隱藏起來(lái)。例如，許多人一生都被教育不要表露情感，或一個(gè)教練從不被描述地富有同情心。但是，事實(shí)證明表現(xiàn)出對(duì)他人真正的關(guān)心和讓他們知道你的關(guān)心是最有效地領(lǐng)導(dǎo)方法之一。想想如林肯和肯尼迪等領(lǐng)導(dǎo)者，他們的長(zhǎng)處就是他們對(duì)別人真正地關(guān)懷。同樣地品質(zhì)，時(shí)常被我們隱藏起來(lái)，卻能被用于幫助我們成為一個(gè)更有效的領(lǐng)導(dǎo)者。The most successful leader

12、s are well rounded. There are some basic skills that each leader or coach must build upon to be effective.最成功的領(lǐng)導(dǎo)者是非常全面地。這里有一些具體的技能是使每個(gè)領(lǐng)導(dǎo)者或教練更有效所必須具備的。Leading skills 領(lǐng)導(dǎo)技能Motivating and directing Associates to get the work done.激勵(lì)并指導(dǎo)員工完成工作。Communicating skills 溝通技巧Keeping in touch, checking, and using

13、 information in practical ways.用切實(shí)的方法保持聯(lián)系，檢查和利用信息。Getting along with others at your own level 在自身水平下與人相處Giving and getting help.給予和獲取幫助。Resolving conflicts 解決沖實(shí)Handling upset Associates or mediating between disagreeing groups.開(kāi)導(dǎo)不安的員工或調(diào)解有不同意見(jiàn)的群體。Managing resources 管理資源Using your time well. Allocating

14、 scarce equipment, money, people, and other total resources under your supervision.理地利用你的時(shí)間，配置在你管理下的稀缺的設(shè)備、資金、人力和其他一切資源。Making decisions in unclear situations 在不明確的情況下做決定Diagnosing and deciding often without sufficient information.常性地在信息不足的情況下判斷并決定。Searching for problems and opportunities 尋找問(wèn)題和機(jī)會(huì)Find

15、ing ways to improve situations and processes. 尋找改善形勢(shì)和進(jìn)程的方法。Developing oneself 發(fā)展個(gè)人learning on the job. Expanding skills for eventual promotion. 在職進(jìn)修，為可能的晉職擴(kuò)展技能。Possessing these skills, however, does not transform someone into a leader. A passion or desire for excellence is also needed. Coaches need

16、drive and enthusiasm. It is important that our Associates see our drive and commitment to excellence. As a leader, you are leading and guiding others. The most effective leaders are those that utilize the team concept. To be effective, you must:掌握這些技能并不能使一個(gè)人轉(zhuǎn)變?yōu)橐粋€(gè)領(lǐng)導(dǎo)者。追求卓越的激情和愿望也是必須的，教練們需要驅(qū)使力和熱情。讓員工看到

17、我們對(duì)追求卓越的努力和奉獻(xiàn)是十分重要地。作為一個(gè)領(lǐng)導(dǎo)者，你將帶領(lǐng)和指引他人。最有效的領(lǐng)導(dǎo)者是那些利用團(tuán)隊(duì)概念的人。要做到有效，你必須：Provide resources the Associates need to do their job,為員工提供他們完成工作所必須的資源Establish a level of job performance expectations for each Associate,為每個(gè)員工建立一種工作表現(xiàn)期望的標(biāo)準(zhǔn)Coach and Motivate Associates to reach their highest potential and help the

18、m identify ways to improve their current performance,指導(dǎo)和激勵(lì)員工達(dá)到他們的最高潛力，并幫助他們明確提高目前表現(xiàn)的方法Provide feedback and direction for each Associate, and 向每個(gè)員工提供反饋和指導(dǎo)Empower Associates to make decisions to improve their job and the Company.授權(quán)員工為提高自身的工作和公司的發(fā)展作決定Coaching By Walking Around現(xiàn)場(chǎng)指導(dǎo)Coaching By Walking Ar

19、ound (CBWA) is a term that means Managers walk through their area everyday to visit with their Associates and get a feel for how things are going. One of the benefits of this method of management is to increase informal communication between a Manager and their Associates. This will serve to build b

20、etter relationships and enable the Manager to have a better awareness of the issues on the floor. The Manager also acts as a resource while they are walking around. This method of Management proves to be more effective and gives every Associate an opportunity for face-to-face contact with their Serv

21、ant Leaders.現(xiàn)場(chǎng)指導(dǎo)意思就是管理人員每天穿梭于他們的職責(zé)范圍，拜訪他們的員工和了解工作進(jìn)展如何。這一管理方法其中一個(gè)好處就是增加管理人員與員工之間非正式的交流。同使也將使他們建立更良好的關(guān)系和使管理人員更好地注意基層的問(wèn)題。當(dāng)管理人員巡視的時(shí)候，他們也作為一種資源。這種管理方法驗(yàn)證了更為行之有效的管理和給每一位員工與他們的公仆領(lǐng)導(dǎo)面對(duì)面的交流機(jī)會(huì)。There are three key elements to CBWA:現(xiàn)場(chǎng)指導(dǎo)的三個(gè)關(guān)鍵因素：Listening 傾聽(tīng)Teaching 指導(dǎo)Responding 回應(yīng)Listening - is the most important

22、part of this coaching style. Listening shows your people that you care and that what they think is important to you. Listen to your Associates problems, opportunities, or suggestions. Its the way we learn from our Associates. Many times, listening with empathy will solve the problem for us. 傾聽(tīng)這一指導(dǎo)風(fēng)格

23、最為重要的一部分。傾聽(tīng)展示了你對(duì)員工的關(guān)注，他們所想對(duì)你來(lái)說(shuō)是重要的。傾聽(tīng)員工的問(wèn)題、機(jī)會(huì)或者是建議，這是我們了解員工的辦法。許多時(shí)候，專(zhuān)注地傾聽(tīng)可以為我們解決許多問(wèn)題。Teaching - or being a Coach for youre Associates means working with them and challenging them to reach their full potential. This means getting people to think and set high expectations for themselves.指導(dǎo)或者說(shuō)成為你的員工的教練

24、意味著與他們一起工作和挑戰(zhàn)他們發(fā)揮他們所有的潛能。意思就是說(shuō)使他們?yōu)樽约喝ニ伎己徒⒏叩钠谕?。Responding - to what you see and hear as you practice CBWA is a must. If you ask Associates what they think, but never take any action, you have done more harm than good. Even if you wont be able to do what someone suggests, you must still respond! If

25、you cannot do what the Associate asks, explain why. Take care of the small things quickly - it is usually little things that get people upset. Always follow up! A quick follow up will enhance your credibility, which will build trust and confidence. 回應(yīng)這是當(dāng)你實(shí)踐現(xiàn)場(chǎng)指導(dǎo)所見(jiàn)所聞時(shí)必須的。如果你問(wèn)員工他們的想法，但從不有任何行動(dòng)，這將百害而無(wú)一利。

26、如果你并不能做某人所提出的建議，你仍須作出反應(yīng)。如果你不能做到員工所提出的，解釋原因。立即注意這細(xì)小的事情，因?yàn)樾∈峦钊藷?。一直跟進(jìn)。迅速地跟進(jìn)事情將加強(qiáng)你可靠性，樹(shù)立你的誠(chéng)信和自信。If CBWA is managed properly, it will enable each Area Coach to audit their operation throughout the course of a day while allowing them to continue to meet the needs of their Associates. Associates are the

27、 Coachs direct customers. Being a customer means that they, like any customer, have specific expectations and requirements. As the Coach, you should make it a priority to exceed the Associates expectations. Implementation of the basic “Wal-Mart Way” begins right here!如果現(xiàn)場(chǎng)指導(dǎo)運(yùn)用得正確，它將使每位區(qū)域教練在繼續(xù)滿足他們員工需求

28、的同時(shí)，通過(guò)每天的指導(dǎo)來(lái)審核他們的運(yùn)作。員工是教練直接的顧客。作為一名顧客就意味著他們就像其他顧客一樣有著特殊的期望和要求。作為教練，你就優(yōu)先超越員工的期望，履行基本的“沃爾瑪原則”就是從這里開(kāi)始的。Servant Leadership公仆領(lǐng)導(dǎo)藝術(shù)Since our beginning in 1962, Wal-Mart has been an organization whose strength lies in the belief that extraordinary results can come through the empowerment of ordinary people.

29、 Leadership is an art, a belief, and a condition of the heart. The most visible way to express this is through practice. There are two key words that enable us to practice servant leadership:自1962年開(kāi)始，沃爾瑪就是一個(gè)力量來(lái)自于堅(jiān)信奇跡可以由平凡的人創(chuàng)造的組織。領(lǐng)導(dǎo)是一門(mén)藝術(shù)，一種信念和心靈的條件。這最顯而易見(jiàn)的表達(dá)就來(lái)自于實(shí)踐。這有兩個(gè)關(guān)鍵詞供我們實(shí)踐公仆領(lǐng)導(dǎo)：Delegation: The act

30、 of empowering someone to act for another.受權(quán)：準(zhǔn)許某人替代其它人。Follow-up: Maintaining contact with a person to monitor the effects of earlier activities.跟進(jìn)：保持與人的聯(lián)系以便監(jiān)督早期行為的影響。Associates have a great need to be called upon for more responsibility. Leadership begins with you. You must lead by example, promote

31、 an informed and participate team environment to enhance the “Wal-Mart Way”.員工非常需要給予更多的責(zé)任。領(lǐng)導(dǎo)權(quán)由你開(kāi)始，你必須權(quán)拉榜樣，促使一個(gè)富有活力和緊密的團(tuán)隊(duì)環(huán)境去宏揚(yáng)沃爾瑪原則。What is a Servant Leader?什么是公仆領(lǐng)導(dǎo)？Robert K. Greenleaf authored an essay called The Servant As Leader, which introduced the term “servant leadership.”羅伯特K格林立夫在一篇名為“像公仆的領(lǐng)導(dǎo)”

32、文章中創(chuàng)造的，這篇文章介紹了公仆領(lǐng)導(dǎo)藝術(shù)的概念。Who is the Servant Leader?誰(shuí)是公仆領(lǐng)導(dǎo)？“The servant leader is servant first.”“公仆領(lǐng)導(dǎo)首先是一名公仆。”“It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to leadThe difference manifests itself in the care taken by the servant

33、 first to make sure that other peoples highest priority needs are being served.”“公仆它由自然地感覺(jué)到需要服務(wù)，首先服務(wù)的人開(kāi)始，然后有意識(shí)的選擇帶領(lǐng)他渴望去領(lǐng)導(dǎo)仆人捏有不同要照顧的名單這首先要確讓其它有最優(yōu)先需要的人獲得服務(wù)?！盩he best test, and difficult to administer, is:對(duì)行政人員最佳和最難的測(cè)試是：Do those served grow as persons?那些服務(wù)像人數(shù)那樣地增為嗎？Do they, while being served, become h

34、ealthier, wiser, freer, more autonomous, more likely themselves to become servants?當(dāng)獲得服務(wù)時(shí)，他們變得健康、聰明、自由、更自主、更喜歡自己成為仆人嗎？ The Servant As Leader像公仆的領(lǐng)導(dǎo)by Robert K. Greenleaf羅伯特K格林立夫著A Servant Leader is a leader who does everything he/she can to make the work easier for the team and leads by first serving the needs of others.公仆領(lǐng)導(dǎo)是一位為了團(tuán)隊(duì)可以做任何可以讓他/她工作變得容易的事和為首先滿足經(jīng)人所需而領(lǐng)導(dǎo)的領(lǐng)導(dǎo)。What do Servant Leaders do?公仆領(lǐng)導(dǎo)要做些什么？They involve others in decision making and problem solving.他們召集其他人做決定和解決問(wèn)題They ask for ideas and act on those ideas.他們征求點(diǎn)子并付之行動(dòng)They are good listeners.他們是好的聆聽(tīng)者They care about the peo