2024年-Huawei領(lǐng)導(dǎo)力素質(zhì)模型

StrategicLeadership

CompetencyModel

DictionaryDRAFT戰(zhàn)略性領(lǐng)導(dǎo)力素質(zhì)模型字典草案February,2005

Version1DRAFTHuaweiStrategicLeadershipModelCompetencies

TOC\f\h\z\t"Heading2,1,Heading3,2"BuildingCustomerCapabilityCluster構(gòu)建客戶能力的素質(zhì)群 3CustomerFocus關(guān)注客戶 3Partnering建立伙伴關(guān)系 8BuildingHuaweiCapabilityCluster構(gòu)建華為能力素質(zhì)群 11InspiringLeadership鼓舞式領(lǐng)導(dǎo) 11BuildingOrganizationalCapability塑造組織能力 17Cross-functionalCollaboration跨部門合作 24BuildingIndividualCapabilityCluster構(gòu)建個(gè)人能力素質(zhì)群 30DriveforResults結(jié)果導(dǎo)向 30CommitmenttoHuawei獻(xiàn)身華為 35StrategyThinking戰(zhàn)略思維 39UnderstandingOthers理解他人 43BaselineCompetencies基本素質(zhì) 47AnalyticalThinking分析思考 47ImpactandInfluence施加影響 51InformationSeeking信息搜集 58Initiative積極主動(dòng) 62BuildingCustomerCapabilityCluster構(gòu)建客戶能力的素質(zhì)群CustomerFocus關(guān)注客戶Definition:定義Thepassiontounderstandandservethecustomer,meetingtheirneedsincreativeandinnovativeways.“Customer”referstocurrent,potentialandinternalcustomers.致力于理解客戶需求，并為客戶提供創(chuàng)造性解決方案的行為特征。“客戶”是指現(xiàn)在的、潛在的、和內(nèi)部客戶。Dimension:維度Depthofthecustomer’sneeds.Complexityoftheaction.對(duì)客戶理解的深度采取行動(dòng)的難度Discussion:討論CustomerFocusisattheheartofHuawei’svaluesandpurpose,anditisstrongestcharacteristicinthemarket.ItshouldinformalmosteverythingHuaweidoes.AtthehigherlevelsCustomerFocusinvolvescustomer-driveninnovation;atlowerlevelsitisresponsivenesstocustomerneeds.關(guān)注客戶是華為價(jià)值和目的的中心，也是市場(chǎng)上最重要的特征。它應(yīng)該反映華為所作的幾乎任何事情。從較高的層次上來說，關(guān)注客戶是指客戶驅(qū)動(dòng)創(chuàng)新；從較低的層次上來說，關(guān)注客戶指滿足客戶的需求。Howitrelatestoothercompetencies:如何與其他素質(zhì)相聯(lián)系Tobedonewell,CustomerFocusneedstobesupportedby:UnderstandingOthers,totrulylistentoandunderstandthecustomer’sunderlyingneeds,notjustwhatweassumethatthecustomerneeds.StrategicThinking,toshapeHuawei’sresponsetothecustomerAppropriateBuildingHuaweiCapabilitycompetencies,toensureafulldepartmentalororganizationalresponse.要良好應(yīng)用，關(guān)注客戶素質(zhì)需要以下素質(zhì)的支持：理解他人素質(zhì)：真正地去傾聽和理解客戶的潛在需求，而不是我們假設(shè)客戶需求什么。戰(zhàn)略思考素質(zhì)：來規(guī)范華為對(duì)客戶的反應(yīng)。適當(dāng)?shù)臉?gòu)建華為能力的素質(zhì)群：確保整個(gè)部門或組織的充分反應(yīng)。CustomerFocusshouldexistinacreativetensionwithDriveforResultsandStrategicThinking.Tosomeextenttheleader’sDriveforResultssupportsCustomerFocus,byhelpingtheleaderfocusonunderstandingthecustomer’sbusinessandonsupportingthecustomer’sprofitability.Ontheotherhand,theleaderneedstoexercisediscretioninchoosingwhichcustomerneedsreceiveafullresponse.ConsiderationsofHuawei’sownprofitability,thecommercialpotentialoftheprojectanditsfittoHuawei’sstrategyshouldalsoshapetheleader’sresponsetothearrayofpotentialcustomerneeds.關(guān)注客戶應(yīng)存在于一種創(chuàng)造性地緊迫感當(dāng)中，這種緊迫感與結(jié)果導(dǎo)向素質(zhì)和戰(zhàn)略思維素質(zhì)相聯(lián)。在一定程度上，領(lǐng)導(dǎo)的結(jié)果導(dǎo)向素質(zhì)通過幫助領(lǐng)導(dǎo)注重理解客戶的業(yè)務(wù)，并維護(hù)客戶的利潤(rùn)，支持了關(guān)注客戶。另一方面，在選擇應(yīng)該充分滿足哪些客戶的需求上，領(lǐng)導(dǎo)需要慎重決策?？紤]華為自身的利潤(rùn)，項(xiàng)目的商業(yè)潛力和它與華為戰(zhàn)略的匹配性也應(yīng)該影響領(lǐng)導(dǎo)對(duì)潛在的客戶需求序列的反應(yīng)。Level1:RespondstoClearCustomerNeedsBasedonaclearunderstandingofthecustomer’sneedsandHuawei’sproductsandservices,obtainsneededresourcestoaddresscustomerneeds.Thecustomerneedsherearequitestraightforwardandwellunderstoodbythecustomer.Solutionsaredevelopedbasedonpreviousexperiences,casesoravailableproducts.Includestakingactiontoestablishrelationshipswithpotentialcustomers.層級(jí)一:對(duì)于明確的客戶需求的反應(yīng)在明確理解客戶需求和華為的產(chǎn)品和服務(wù)的基礎(chǔ)上，獲得需要的資源來滿足客戶的需求這里的客戶需求是非常簡(jiǎn)單的，并且客戶自身也能夠充分地理解。基于先前的經(jīng)驗(yàn)、案例或現(xiàn)有的產(chǎn)品，找到解決途徑。包括采取行動(dòng)來與潛在客戶確立關(guān)系Example:Ourschemetoresolvetheproblemforthecustomerwassuccessfulbutitwasdelayedfor3hours.At11:30thissystemwasrestoredcompletely.Thereweremanytechnicaldecisionsinvolvedinit.Ilearneduponarrivalthattheengineerwassoworriedthathecried.Hewasnearabout30andhadtoomuchpressure.Whenthecustomerimplementedtheirownscheme,Iespeciallytoldthepersoninchargeoftheinformationcenterthatnobodyshouldbeallowedintotheequipmentroomexcepttheseveralpeopleonthesiteandeverybodyelseshouldgobacktohisownpositionandcouldn’tcreatemorepressuretothem.Becausesomanypeoplegatheredaroundhim,hispressurewouldbemuchhigher.Ialsoaskedtheresponsiblesupervisortoreportontheprogresstotheirinternalcustomerandaskthemtowaitpatiently.Ihadtocomfortthemconstantly.Ibelievethecustomercouldalsounderstandus.Sofinallythisproblemwassolvedwithoutcausingtoomuchchaos.Thatwasbecausewehandleditverycarefully.范例：我們旨在解決客戶問題的計(jì)劃是成功的，但卻被延誤了三個(gè)小時(shí)。11點(diǎn)30分，系統(tǒng)完全修復(fù)。這其中牽涉到很多技術(shù)性決定。我到達(dá)后才知道工程師擔(dān)心得都哭了。他將近30歲承受了很大壓力。當(dāng)客戶實(shí)施他們自己的計(jì)劃時(shí)，我特意告訴信息中心的負(fù)責(zé)人說：“除了在場(chǎng)的幾個(gè)人外，不要允許任何人進(jìn)入設(shè)備間，其他人都應(yīng)該回到自己的崗位上去，不要給他們制造更大的壓力。”由于周圍聚集了太多人，他的壓力就變得更大。我也要求相關(guān)負(fù)責(zé)人對(duì)內(nèi)部客戶匯報(bào)進(jìn)展情況，并請(qǐng)客戶耐心等待。我需要不斷的安慰他們，我相信客戶也理解我們。最后，這個(gè)問題得到解決而且沒有造成過多混亂，那是因?yàn)槲覀兲幚淼胤浅Ｐ⌒摹evel2:ReactstoCustomerConcernsUnderstandsthecustomer’sneedsandtherationaleofHuawei’sproductsandservicesandprovidessolutions.Thecustomer’sneedsareunclearorarepresentedsimplyasobjectives,butthecustomerexplicitlystatesaneedandasksforhelpNomatureproductsorservicesareavailableasreference.Theleaderneedstomodifywhatisavailabletomeetcustomerneeds.Decisionmakinginvolvesbalancebetweencostandeffect.Respondsquicklyanddecisivelytocustomerserviceemergencies.層級(jí)二：解決客戶的擔(dān)憂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?？蛻舻男枨蟛皇欠浅Ｃ鞔_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。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。決策時(shí)要權(quán)衡風(fēng)險(xiǎn)。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)。Example:Wewerethefirsttonegotiate,inDecember,andIwasnotthemainnegotiator.Themainnegotiatorofthecustomerwasitsmobilegeneralmanager,andourmainnegotiatorwasthechiefofthelocaloffice.Iwaslisteningforfuturereference.ThecustomersaidthatHuaweiwasnice,butourpriceshouldbereduced.Afterthenegotiation,Ichattedwiththemobilegeneralmanagertogetclearerontheprogress,ourpositionandwhatweshoulddonext.Iwantedtomastermoreaccuratelywhatwasinthecustomermind.HewasafriendlyArabianandwhathethoughtwasdisclosednaturally.HetoldmethattheirleaderwasforHuawei,butHuawei’spricewasonthehighside;healsotoldmehowmuchweshouldreduce.Thatwasofgreathelptoourlaternegotiation.Iwasbehindthenegotiationfromthenon.Ilistenedtoreportsandmadeanalysiswithothersandreducedtheprice.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。客戶的主要談判者是移動(dòng)總經(jīng)理，我們的主要談判者是當(dāng)?shù)剞k事處的領(lǐng)導(dǎo)。我在傾聽以備將來參考。客戶說華為很好，但我們應(yīng)該降低價(jià)格。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。我希望能更清晰地掌握客戶的想法。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。他告訴我他們的領(lǐng)導(dǎo)很想和華為合作，但是華為的價(jià)格很高；并且還告訴我價(jià)格應(yīng)該降多少。那對(duì)我們后期的談判幫助很大。從那時(shí)起，我一直做談判的幕后工作——聽報(bào)告、與其他人做分析和降低價(jià)格。Level3:UncoversandMeetsNewCustomerNeedsIdentifiesorsensesthecustomerneeds,coordinatesHuaweiresourcestocomeupwithsolutions.Thecustomer’sneedssometimesarequiteconceptualordifficulttograsp,orthecustomermayexpressaneedwithoutexplicitlyaskingforaproposal.Canincludeinteractionorcooperationwiththecustomer,workingtogethertodesignthesolution.Or,identifiesthepotentialcustomer’sinterestandtakesactiontobuilduptherelationship.層級(jí)三：想客戶所想，發(fā)掘并滿足客戶新的需求捕捉或澄清客戶的興趣點(diǎn)，通過協(xié)調(diào)華為有關(guān)資源，找到解決方案?？蛻舻男枨笥袝r(shí)是比較抽象或難以把握的，或者，客戶可能會(huì)表示一個(gè)需求但沒有明確要求提建議。。可包括與客戶的合作和互動(dòng)，共同設(shè)計(jì)解決方案?；蛎鞔_潛在客戶的興趣并作出行動(dòng)建立關(guān)系Example:DuringtheBeijingExhibitionattheendofOct.2002,thevice-presidentofonepotentialcustomermentionedtheideaofusingsoftswitchfortransitnetwork.Ithoughtitwasachance,andthatIshouldanalyzeourplanscarefully,andknowclearlyhowtoproceed.Moreover,Ishouldmaketheplansdetailed.Iorganizedateamtodoit.Wehadbeenconsideringtheidea,buthadnotmadethemclear.Webecameclearerabouttheplansafterhesaidthosewords.Eventually,IvisitedthecustomerinMarch,2003afterwaitingforalongtime.Duringthevisit,Ipresentedtheconceptionsaboutwhatwedidin3G,softswitchtechnology,andgatewayofficetothevice-presidentoftheclient.WhatIsaidwasabouttheconstructionofthewhole3Gnetwork,especiallyabouttheapplicationofthemobilesoftswitch.Next,Ialsospokethespecifictechnicaldifferences.Theimportantthingwaswhatthepresidentofthecustomertoldhispeople.Hesaidheaskedthemtoconstructtolltelephonenetworkswithsoftswitchbuttherewasstillnoresult.SohepushedthemtocooperatewithHuaweimakeaplan.范例：在2002年十月底舉辦的北京展覽會(huì)期間，一位潛在客戶的副總裁提到在網(wǎng)絡(luò)傳輸中使用軟交換。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。還有，我應(yīng)該制定詳細(xì)的計(jì)劃。我組織了一個(gè)小組來做這件事情。我們考慮了這個(gè)想法，但卻沒有弄清楚。他說了那些話之后，我們對(duì)計(jì)劃清楚了很多。最終，在等了很長(zhǎng)一段時(shí)間之后，我在2003年三月拜訪了客戶。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。我所說的是關(guān)于整個(gè)3G網(wǎng)絡(luò)的建設(shè)，尤其是移動(dòng)軟交換的應(yīng)用。緊接著，我也講了具體的技術(shù)區(qū)別。重要的是，客戶總裁對(duì)他的手下講了什么。他說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。因此他傾向于與華為合作來制定一個(gè)計(jì)劃。Level4:InnovatestoMeetAnticipatedCustomerNeedsStudiescustomers,clarifiesthepotentialneedsofthecustomersandthecapabilityofHuaweitoprovidenewsolutions.Customersmightnotbeawareoftheirneeds,ormaynotimaginethattheirproblemcouldbesolvedbyHuawei.Includesprovidingthestrategicsuggestionsforthecustomer’sbusinessmodelandbeingthe“trustedadvisor”tothecustomer,regardingthecustomer’sbusiness.層級(jí)四：想客戶所不想，創(chuàng)造性的服務(wù)客戶研究客戶，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?？蛻敉矝]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。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。Example:Italkedabouthowwecansucceedandwhataretheimportantthingsfromthecustomer’sangle.Huaweiwasanewcomerinthisfield.Ifwewantedtoenterthemarketandcompetewithothers,wewouldneedtothinkforourcustomers.WewouldneedtobeabletotellthemwhytheyshoulduseHuaweiproducts.SoItriedtodemonstratehowthecontractwouldbenefittheclientandhowitwouldimprovetheirprofitability.ThecarrierchoseHuaweibecauseweunderstoodtheirneedsandusedthisunderstandingtodesignaproductforthem.Thecustomerdidnotspecifythesituationsinwhichasolutionwouldbeappliedwhentheyinvitedpublicbidding.Afterwegotthecontract,weanalyzedhowtheequipmentwouldbeusedintheseplaces,inareaswhererevenuewaslow.Previouslywhenthecarrierconstructedthenetwork,theyusedtobuildabuilding,installairconditioners,etc.Thentheyputabigcabinetintothehousenomatterhowexpensiveitis,sotheycancoverthearea.Thecostwashighrelativetotherevenuebecausethepopulationoftheareawassmall.IftheyspentRMB100,000intotalonthebuilding,onlyRMB30,000wasusedtobuytheequipmentandtheotherRMB70,000wasforrentingtheland,buildingthebuilding,fittingthebuildingup,andinstallingairconditioners.Consideringthissituation,wedesignedakindofproductwithasmallcapacityfor10,000people.Noneedtobuildabuilding.Itisasmallboxinstalledoutdoors.Ithasabuilt-insemiconductorheatdissipationsystem.Itislightning-proofanddustproof.Itsavedalotofcostsforthecustomer.范例：我談到我們?nèi)绾稳〉贸晒σ约罢驹诳蛻舻慕嵌瓤词裁词侵匾囊蛩亍Ｔ谶@個(gè)領(lǐng)域，華為是一個(gè)新來者。如果我們想進(jìn)入市場(chǎng)并與其他公司競(jìng)爭(zhēng)，我們要考慮客戶的利益，要能準(zhǔn)確地告訴客戶為什么他們應(yīng)該使用華為的產(chǎn)品。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)。運(yùn)營(yíng)商選擇華為是因?yàn)槲覀兝斫饬怂麄兊男枨蟛⑶疫\(yùn)用這種理解為他們?cè)O(shè)計(jì)了產(chǎn)品。客戶在公開招標(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。以前，當(dāng)運(yùn)營(yíng)商構(gòu)建網(wǎng)絡(luò)時(shí)，他們通常建造一建筑物，安裝空調(diào)等。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)。因?yàn)檫@些地區(qū)的人口很少，所以其成本占收入的比例很高。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)用來購(gòu)買設(shè)備，剩余的70,000元?jiǎng)t用來租賃土地、建造建筑物、布置建筑物和安裝空調(diào)?？紤]到這種情況，我們?cè)O(shè)計(jì)了一種10,000用戶的小型產(chǎn)品，這樣就不必建造大樓。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。

Partnering建立伙伴關(guān)系Definition:定義Thedesireandabilitytofindacommongroundtobuildmutuallybeneficialpartnershipswithothercarefullyselectedorganizations,tobetterserveHuawei’scustomers.TheotherorganizationsinvolvedmaybeHuawei’scompetitorsinareasotherthantheareaofpartnership.Thisdesiretopartnerisbasedpartlyonthesenseofsafetyinnumber,ofnotwantingtobethesingle,exposedentity,separatefromothercompanies.Thepartnershipsshouldbebasedonthedesiretoservethecustomerbetterandmorecompletelythaneithercompanycoulddoseparately.愿意并能夠找出華為與其他精心選擇的企業(yè)之間的共同點(diǎn)，與他們建立具有共同利益的伙伴關(guān)系，以更好地為華為的客戶服務(wù)。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。合作的愿望部分基于數(shù)量上的安全感，不想單打獨(dú)斗、暴露自己以及孤立于其他公司等。雙方愿意合作，以便比任何一家公司單獨(dú)來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)。Dimension:維度CompletenessofactionDegreeofclosenesstothepartner行動(dòng)的完全性與伙伴的親密程度Discussion:討論P(yáng)artnering,especiallywithcompetitors,isacomplexandsophisticatedcompetency,supportedbymanyothercompetencies.Inadditiontothecompetenciessuggestedbelow,theeffectivebuilderofpartnershipsneedsexceptionalemotionalmaturity,patienceandaflexibleandopenattitudetodealwithallthevicissitudesofnegotiatingandrealizingapartnershipwithanothercompany,whichwillinevitablyhaveitsownculture,historyandinterests.建立伙伴關(guān)系——尤其是與競(jìng)爭(zhēng)對(duì)手，是一種綜合的和復(fù)雜的素質(zhì)，且需要其他多種素質(zhì)的支持。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。）的伙伴關(guān)系時(shí)具有靈活開放的態(tài)度。Howitrelatestoothercompetencies:如何與其他素質(zhì)相聯(lián)系TheabilitytoeffectivelypartnerwithcompetitorsissomewhatlikeCross-FunctionalCollaborationatgreaterdegreeofdifficulty,becausetheleadermustcollaboratewithleadersfromadifferentandsometimescompetingorganization,ratherthanjustwithleadersofotherfunctionswithinHuawei.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。這是因?yàn)轭I(lǐng)導(dǎo)必須與來自不同，有時(shí)甚至是相互競(jìng)爭(zhēng)的組織的領(lǐng)導(dǎo)相配合，而不是僅僅與華為內(nèi)部其他部門的領(lǐng)導(dǎo)合作。Partneringissupportedbyacombinationofvirtuallyalltheothercompetencies:InformationSeeking(baselinecompetency)atthehighestlevels,tochooseapartnerandtolearnaboutthepartnercompanyanditsrole,markets,potentialsetc.StrategicThinkingatthehighestlevelstorecognizeandrealizethelong-termstrategicpotentialofthepartnerships,andtothinkoutsideofthenormalboundaries.AlsotorecognizethestrategicinterestsofthepartnerCustomerFocus,tokeeptheneedsofthecustomer–andthereasonforpartnering–alwaysinmind.DriveforResults,toensurethatthepartnershipmakessoundbusinessandeconomicsense.UnderstandingOthers,tohearothers’reasons,emotionsandinterestsaccurately,evenacrossnationalandcompanyculturesandpotentiallycompetingbusinessinterests.CommitmenttoHuaweitorecognizethatHuawei’sbestinterestsmaylieinagoodpartnership,andtotranscendthelocalloyaltytoHuaweiagainstallcompetitors.ImpactandInfluence(baselinecompetency),atthehighestlevelstoconvincethepartnerandtolearnaboutthepartnercompanyanditsrole,markets,potentialsetc.SomeorallofthebuildingHuaweiCapabilitycompetencies,togetthenecessarypartsofHuaweitosupportandimplementthepartnership.PartneringdirectlyembodiesandsupportsHuawei’sstrategyandvalueforHarmonyintheBusinessEnvironment.EffectivepartnershipsalsosupportCustomerFocus,andcustomer-driveninnovation.建立伙伴關(guān)系幾乎需要其他所有素質(zhì)的綜合支持：在最高層級(jí)的尋找信息素質(zhì)（基本素質(zhì)），選擇一個(gè)伙伴并且了解該伙伴公司及其角色、市場(chǎng)、潛力等方面的信息。在最高層級(jí)的戰(zhàn)略思維素質(zhì)上，認(rèn)識(shí)并了解伙伴企業(yè)的長(zhǎng)期戰(zhàn)略性潛力，超越常規(guī)界限來思考，這樣也可以認(rèn)識(shí)到伙伴的戰(zhàn)略興趣。關(guān)注客戶，頭腦中時(shí)刻想著客戶的需求——和建立伙伴關(guān)系的原因。結(jié)果導(dǎo)向，確保合作伙伴做出成熟合理的商業(yè)和經(jīng)濟(jì)上的判斷。理解他人，準(zhǔn)確地聽取他人的理由、情感和興趣，即便是跨越國(guó)界、公司文化和潛在競(jìng)爭(zhēng)性的商業(yè)利益。獻(xiàn)身華為，要認(rèn)識(shí)到華為的最佳利益在于一個(gè)良好的伙伴關(guān)系，要超越那種與競(jìng)爭(zhēng)者對(duì)抗的狹隘的忠誠(chéng)。施加影響（基本素質(zhì)），在最高的層級(jí)上說服伙伴、了解伙伴公司及其角色、市場(chǎng)潛力等。以部分或所有構(gòu)建華為能力素質(zhì)群的因素，去獲得華為必要的部門，來支持和實(shí)現(xiàn)伙伴關(guān)系。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。有效的伙伴關(guān)系也支持客戶關(guān)注和客戶驅(qū)動(dòng)創(chuàng)新。Level1:OpensthedoorandmakescontactMakescontactorestablishesrapportwithotherthoughtfullyselectedorganizations,withaneyetopotentialpartnerships.Mayscantheenvironmenttolearnaboutvariouspotentialpartners,theirreputation,theirmarketposition,theirstrengths,sizeandothercharacteristicsthatmaymakethemsuitablepartnersforHuawei.May“market”Huawei’spotentialsandestablishHuawei’sreputationtootherorganizations.Maybecomefriendlywithexecutivesintheothercompany,establishingapositiverelationshipwiththem(onapersonallevel).層級(jí)一：對(duì)外開放，建立聯(lián)系與那些精心挑選的企業(yè)進(jìn)行接觸或建立友好關(guān)系，同時(shí)留意潛在的合作伙伴。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。這些都可能“推銷”華為的潛力并確立華為對(duì)其他企業(yè)的聲譽(yù)?？赡軐?duì)其他公司的主管人員變得友好，并與他們確立一種積極的關(guān)系（在個(gè)人層面上）。Level2:HastheconversationListensandexchangesinformationwithpotentialpartnertoexploreopportunitiesforcooperationtoservethecustomers.CommunicatesHuawei’ssincerityandtheirintentiontobepartofateamofrelativelyequalpartners.層級(jí)二：有對(duì)話傾聽潛在合作伙伴的想法并與其溝通交流，以尋求共同服務(wù)客戶的合作機(jī)會(huì)。表達(dá)華為的誠(chéng)意，以及他們想成為小組一分子的意圖。這個(gè)小組中的每個(gè)成員相對(duì)平等。Level3:CooperativelydevelopspartnershipDevelopstheshapeofthepartnershipcooperativelytogetherwiththepartner.Mayuseastrongunderstandingoftheculture,organizationalpoliticsandmarketpositionofthepotentialpartner,andwhytheymightormightnotwanttopartnerwithHuawei,inordertodevelopamutualunderstandingandawayforward.層級(jí)三：共同確定伙伴關(guān)系與合作伙伴一起確定合作關(guān)系的形式。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合作的方式。Level4:ReachesAgreementNegotiatesamutuallybeneficialpartnership,andachievesagreement.AtthispointmanyothercompetenciesareneededtoenableHuaweiandthepartner,toadapttheirorganization,practicesandculturetoenablethepartnershiptoworkeffectively.層級(jí)四：達(dá)成共識(shí)商定一個(gè)共同獲利的伙伴關(guān)系，并達(dá)成共識(shí)。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。在這一點(diǎn)上，還需要許多其他的素質(zhì)。

BuildingHuaweiCapabilityCluster構(gòu)建華為能力素質(zhì)群InspiringLeadership鼓舞式領(lǐng)導(dǎo)Definition:定義Theabilitytoleadteamsbyfocusingthemonkeyissuesandempoweringthemtosolveproblemsandharnesstheircollectivewisdom.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)智慧等方法來領(lǐng)導(dǎo)團(tuán)隊(duì)的行為特征。Dimensions:緯度Degreeofempoweringorinspiringtheteam.Thedepthofcollectivewisdomand/orenergythatistapped.授權(quán)以及鼓舞團(tuán)隊(duì)的程度，集思廣益的深度和所發(fā)掘出的團(tuán)隊(duì)能量的大小Discussion:討論InspiringLeadershipisauniqueHuaweiformofteamleadershipthatcombinesdirectpersonalleadershipwiththeabilitytoempowertheteamandreleasethecollectiveenergiesandwisdomoftheteam.Theuniquefeatureofthisformofleadershipisitsfocusondrawingoutthecontributions,ideasandcommitmentoftheteammembers,inafairlystructuredandconsistentmanner.鼓舞式領(lǐng)導(dǎo)是華為團(tuán)隊(duì)領(lǐng)導(dǎo)層獨(dú)一無二的組織形式，這種形式直接將個(gè)人領(lǐng)導(dǎo)能力與授予團(tuán)隊(duì)權(quán)利、釋放集體力量和團(tuán)隊(duì)智慧相結(jié)合。該領(lǐng)導(dǎo)形式的獨(dú)一無二的特征即：以一種相當(dāng)結(jié)構(gòu)化的持續(xù)的方式來激發(fā)團(tuán)隊(duì)成員的貢獻(xiàn)心、想法和忠誠(chéng)感。Howitrelatestoothercompetencies:與其他素質(zhì)的關(guān)聯(lián)：TheeffectivenessofInspiringLeadershipisimprovedwhenitissupportedby:UnderstandingOthers-torecognizeandrespondtotheteammembers’concernsandcontributions.ImpactandInfluence(baselinecompetency)toknowhowtobringothersintoagreementwithyou.InformationSeeking(baselinecompetency)–agenuinecuriosityandinterestinfindingoutthereasonsforasituationorforsomeone’sopinion.StrategicThinkingand/orDriveforResultstoensurethattheteamisfocusedonthemostimportantissues.CommitmenttoHuaweitoensurethatteamfocusdoesnotover-balancetheenterprisefocus.InspiringLeadershipiscrucialtoaccomplishingalmostanyorganizationaleffort,includingcustomer-driveninnovation,buildingexternalpartnerships,orimprovingquality,serviceandreducingcost.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：理解他人，能夠認(rèn)識(shí)到并對(duì)團(tuán)隊(duì)成員關(guān)注的問題和他們的貢獻(xiàn)作出反應(yīng)施加影響（基本素質(zhì)），要知道如何使他人同意你的觀點(diǎn)。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。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。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。鼓舞式領(lǐng)導(dǎo)對(duì)于獲得幾乎任何組織的成果——包括客戶導(dǎo)向創(chuàng)新、建立外部的伙伴關(guān)系或提高質(zhì)量和服務(wù)、降低成本——都是很關(guān)鍵的。Level1:OrientsthegrouptothetaskPositionsselfastheteamleader,organizestheteamactivitieseffectively.Keepsteammembersinformed.Engagesteammembersinclarifyingtheiraccountabilityandtask.Ensuresteammembershavesufficientresourcesforcompletingthejob.層級(jí)一：任務(wù)式領(lǐng)導(dǎo)自我定位為團(tuán)隊(duì)領(lǐng)導(dǎo)，有效地組織團(tuán)隊(duì)活動(dòng)。確保團(tuán)隊(duì)成員獲知必要的信息。明確團(tuán)隊(duì)成員的職責(zé)和工作任務(wù)。確保團(tuán)隊(duì)成員獲取足夠的資源來完成工作。Example:Iremembertherewerethreepeopleinthegroup.Weoncehadameetingtogether,fortheydidn’ttakepartinthepreviouscommunicationwiththeEVPandtheboss.SoItalkedaboutourdiscussionsandthegeneralideaformedaftermytalkwiththeEVP.Itoldthemthebackgroundclearlyanditsorigin:thecompanywantedtobuildupaflexibleandmobileorganizationoutoftheconsiderationofthematurityoftheorganizationandofthemanagerialpersonnel,interrelationshipbetweendepartmentsandtheadaptationtotheIPDflow.Becausetwoofmyteammembershadalwaysbeenresponsibleforthechangeoftheorganizationstructure,theywerehappytoknowthat.ThenItoldthemmyconceptionofthethree-threeideabutdidn’tgivethemanychancetospeakouttheirideas.Thereasonwasthattheydidn’thavemuchworkexperienceinthefront.Basedonmyobservation,Ididn’taskthemtotalkabouttheirideas.Ijustdirectlytoldthemaboutitsgeneralstructure.Iaskedthemtoseehowgreatachangetherewasbetweenthisstructureandourcurrentstructureandhowthepostsandhierarchywouldchange.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。清楚地告訴他們整個(gè)事情的背景和起源：在沒有考慮組織和管理人員是否成熟、部門之間的內(nèi)部關(guān)系以及IPD流動(dòng)是否適應(yīng)等因素的情況下，公司想要構(gòu)建一個(gè)靈活移動(dòng)的組織。因?yàn)槲倚〗M中有兩個(gè)成員一直對(duì)組織結(jié)構(gòu)的變化很負(fù)責(zé)任，知道這個(gè)之后，他們很高興。然后，我告訴他們自己對(duì)3-3想法的構(gòu)想，但沒給他們機(jī)會(huì)表達(dá)自己的想法。理由是他們沒有很多前期的工作經(jīng)驗(yàn)?；谖业挠^察，我并未要求他們談?wù)撟约旱南敕?，而是直接告訴他們整個(gè)的結(jié)構(gòu)。我要他們看看這個(gè)結(jié)構(gòu)與目前的結(jié)構(gòu)有多大的變化，崗位和層級(jí)將會(huì)如何變化。Level2:SetexpectationsClarifiesnormsforgoodteamwork.Facilitatescontinuousimprovementofteameffectivenessthroughestablishingsystemsormechanismsofteamoperation.Praisesteammembersandexpressespositiveexpectationspublicly.Buildsahabitofprovidingperformancefeedbacktoteammembers層級(jí)二：設(shè)定期望明確團(tuán)隊(duì)合作的行為準(zhǔn)則。通過建立團(tuán)隊(duì)運(yùn)作的方法和機(jī)制，幫助團(tuán)隊(duì)能力的持續(xù)提升。公開地表達(dá)對(duì)團(tuán)隊(duì)成員的贊賞以及積極的期望。逐漸培養(yǎng)對(duì)團(tuán)隊(duì)成員給予及時(shí)反饋的意愿和習(xí)慣。Example:WeusedPDCA.Pmeansplan;Dmeansdo;Cmeanscheck;Ameansalter.Wewouldturncomplaintsintoearlystageplansandcomeupwithimprovementsuggestions.Everyoneshouldsharehisideawithoutanyreservation.Istillhadonebettermethodwhichwasnotusedyet.WeconductedaPDCAnotonlyonadailybasisbutalsoonaweeklyandmonthlybasis.OurdailyworkwasaPDCA.Sooneveryonewassoimpressedthatweenteredthequadrantofmanagement.Ofcourseourworkwasnotthatprofound.Wehadtomakeplansintheeveningandputthemintopracticethenextday.Wemadethemandimplementedthemtogether.Everydaywediscussedoverourshortcomingsandhadameetingforimprovement.Everydaythingswouldbedifferent.Asidefromthat,theexternalpressurehadnotoverpoweredus.Iquotedanexampleandgavesomeslogans.Latersomecolleaguessaidyouinstancedsomanycasesbutwedidn’tknowwhatyouwerethinkinginyourmind.Youjusttoldstoriestous.Actuallymanytechnicalschemesweremadebythem.Ijustlistenedtothem;sometimesIwouldjointhemandgivesomeadvice.Butmycontributionwaslessthan20%,even15%.Ofcoursetheirschemeswerefinallygiventomeforapproval.Itoldthemthiscouldbedonebyviceheadoftheprojectgroupandaskediftheyagreed.Infact,myworkwasjustorganization.Sometimes,theorganizationwasdecentralized.Ididlittleworkintechnicaldemonstration.范例：我們使用PDCA方法。P指計(jì)劃；D指做；C指檢查；A指改變。我們將投訴轉(zhuǎn)化為早期的計(jì)劃并提出改進(jìn)的建議。任何人都應(yīng)該毫不保留的將他的想法分享給大家。我有一個(gè)較好的辦法目前還沒用過。我們不僅每天，而且每周每月都實(shí)施著這個(gè)PDCA模式，我們的日常工作就是一個(gè)PDCA。每個(gè)人對(duì)我們的印象都很深，我們很快就進(jìn)入管理區(qū)。當(dāng)然，我們的工作并非造詣那么深。我們必須在晚上制定計(jì)劃，第二天將計(jì)劃運(yùn)用于實(shí)踐。我們制定計(jì)劃并實(shí)行。我們每天都討論我們的缺點(diǎn)，并開會(huì)進(jìn)行改進(jìn)。任何事情都是不同的。除那之外，外部的壓力并沒有打倒我們。我曾引經(jīng)據(jù)典發(fā)出口號(hào)，之后，一些同事說：“你舉了這么多例子，但我們都并不知道你的腦中到底在想什么，你只是在給我們講故事”。事實(shí)上，許多技術(shù)性很強(qiáng)的計(jì)劃都是由他們完成的，我只是一個(gè)傾聽者，有時(shí)候我也會(huì)加入到他們中去并給出我的建議。但是，我的貢獻(xiàn)低于20%，甚至15%。當(dāng)然，他們的計(jì)劃到最后都得由我批準(zhǔn)。我告訴他們這個(gè)活可以由項(xiàng)目集團(tuán)的副主管來做，并征求他們的意見。實(shí)際上，我的工作就是組織。有時(shí)，組織是分散的，在技術(shù)方面，我做的工作很少。Level3:EmpowerstheteamCreatestransparentanddemocraticteamdynamics.Encouragesfreeexpressionandexchangeofideasamongtheteammembers.Leveragescollectivewisdombyunderstandingstrengthsandlimitationsofthegroupanditsmembers.Takesinitiativetoresolveconflictsintheteam.Empowerstheteamtosolveproblemsandbuildstheircapability,willingnessandconfidenceinproblemsolving.層級(jí)三：授權(quán)于團(tuán)隊(duì)建立開放民主的團(tuán)隊(duì)氛圍。鼓勵(lì)成員暢所欲言、集思廣議。在充分了解自身的優(yōu)勢(shì)和局限的基礎(chǔ)上來發(fā)揮所長(zhǎng)，協(xié)調(diào)集體智慧的應(yīng)用。主動(dòng)地采取各種有效的方法在團(tuán)隊(duì)內(nèi)解決沖突和矛盾。充分授權(quán)于團(tuán)隊(duì)去解決問題，并利用各種方法培養(yǎng)團(tuán)隊(duì)成員解決問題的意愿、能力和信心Incross-culturalsetting,takesinitiativetofacilitateintegrationamongChineseandinternationalcolleagues,toassistintegrationofinternationalcolleaguesintoHuawei,andtoenhanceChinesecolleagues’mindsetofembracingcross-culturaldiversity.在跨文化工作中，能主動(dòng)采取措施促使不同文化的團(tuán)隊(duì)成員融合，并且?guī)椭饧畣T工有效、快速融入華為，以及提高中國(guó)員工的文化包容性。Example:Aftertheproblemwasraisedatthemeeting,Isetupadedicatedprojectteamandheldtwodiscussionmeetingstodiscussthecapabilityofthesupplychain.Adiscussionmeetingindicatedthat,participantsarerequiredtoprepareopinionsandthoughtsinwrittenformaroundaspecificsubjectsuchasbuildingglobalsupplycapability.Everyparticipantwouldbrainstorminthefirsthalfofthemeeting,thatis,toexpresshisorheropinions.Inthisstage,wetalkedabouttheconstructionofprocurementaboutcapabilityofglobalsupply,logistics,orderfulfillmentandhumanresources.Ialsoexpressedmyopinionsonthispoint,commonlyattheendofeachrepresentation.Therestofthemeetingwasadiscussion.Basedonourdiscussion,wedecidedourtasks,whichwerediscussedbyusintheweekbeforelastweek.Wejusthopedourexecutivesrealizethosepoints.Consequently,wesetupadedicatedprojectteamtoengageinconstructingmultiplemanufactoriesforglobalsupplychain.Thenwegraduallystarteditwithourworkdividedup.Participantsatthemeetingincludemorethantenmajordirectorsfromsalesdepartments,somelevel2orlevel3directorsfromsomedepartmentsrelatedtotheconstructionoftheoverseassupplychain.Subjectofthemeetingwasspecifiedinadvance,henceitwasnecessaryforeveryonetoexpresshisideasandopinions.Thoseopinionscommonlyincludewhatweshoulddo,whatproblemswillbecaused,andhowtoovercometheseproblems.Afterthat,wedecidedwhichpointscurrentlybeingdiscussedshouldbeimplementedforbothshort-termandlong-term,andwhoshouldberesponsibleforcarryingthatout.Sometimessuchdiscussionsledtonoconclusion.Thenwejustcontinuetocompletetasksasbefore.Commonly,wewouldholdsuchmeetingfrom9o’clocktolunchtime.范例：會(huì)議上將問題收集之后，我組建了一個(gè)專用的小組，組織了兩次會(huì)議來討論供應(yīng)鏈的能力問題。一個(gè)討論會(huì)的結(jié)果表明：針對(duì)具體的問題，比方說組建一個(gè)全球性的供應(yīng)鏈，需要參與者以書面的形式表明他們的觀點(diǎn)和想法。每一個(gè)參與者在會(huì)議的前半場(chǎng)，都應(yīng)產(chǎn)生頭腦風(fēng)暴，也就是說，表達(dá)他或她的觀點(diǎn)。在這個(gè)階段，我們討論如何將獲取全球供應(yīng)能力、后勤準(zhǔn)備、命令履行以及人力資源等協(xié)調(diào)好。關(guān)于這個(gè)問題，一般在每位代表講完后，我也會(huì)表達(dá)自己的看法。會(huì)議的剩余時(shí)間是討論，按照討論的結(jié)果，我們決定任務(wù)，這些任務(wù)我們?cè)谇耙恢苡懻撨^。只希望高層能認(rèn)識(shí)到那些觀點(diǎn)。因此，我們組織專門的團(tuán)隊(duì)參與建造多種多樣的制造廠以滿足全球供應(yīng)鏈的需要。接著，我們逐漸開始工作并進(jìn)行分工。會(huì)議參與者中包括有十余名來自銷售部的總監(jiān)，還有一些與國(guó)外供應(yīng)鏈構(gòu)建相關(guān)的部門中的二級(jí)或三級(jí)主管。會(huì)議的主題提前說明得很具體詳細(xì)，因此要求每個(gè)人表達(dá)自己的觀點(diǎn)和看法是必要的。那些觀點(diǎn)通常包括：我們應(yīng)該做什么，將會(huì)導(dǎo)致什么問題及如何解決這些問題。之后，我們確定從短期及長(zhǎng)期角度來看，目前討論的觀點(diǎn)應(yīng)該采用哪一個(gè)，誰來負(fù)責(zé)實(shí)施。有時(shí)，一些討論是沒有結(jié)果的，我們便按照以前的安排繼續(xù)完成任務(wù)。通常這樣的會(huì)議可以從上午9點(diǎn)持續(xù)到午飯時(shí)間。Level4:InspirestheteamUsesvivid,powerfulmetaphorsorstoriestoshareexperience,inspiretheteamandsetthedirection.Reframestheteam’sviewofthesituation,particularlywhentheteamisfeelingnegativeorisunabletoreachconsensus.Inspirestheteamwithanexcitingvisiontoelicitgreatenthusiasmanddedicationfromtheteammembers.層級(jí)四：鼓舞士氣用生動(dòng)有力的比喻或故事等多種方式來分享經(jīng)驗(yàn)、鼓舞士氣、指明方向。重新構(gòu)畫團(tuán)隊(duì)的整體觀點(diǎn)，特別是在所有團(tuán)隊(duì)成員的負(fù)面感受下，或是不能達(dá)成共識(shí)的時(shí)候。用激動(dòng)人心的遠(yuǎn)景激勵(lì)成員，使團(tuán)隊(duì)成員對(duì)團(tuán)隊(duì)的使命表現(xiàn)出極大的熱情與奉獻(xiàn)精神。Example:IwonderedhowcouldIencouragethem?SoImadeametaphor.Asknowntoall,ifyouwantedtoplaytoybricks,you’dhavetopilethemup