5E model-Leadership領(lǐng)導(dǎo)力的5E模型-文檔資料

1、1 15E Leadership Model 5E Leadership Model (excerpt - as presented at GM College for High Performing Organizations(excerpt - as presented at GM College for High Performing OrganizationsJune 10-15, 20072A.G. LafleyPresident and CEOThe Procter & Gamble CompanyJanuary 23, 2002“The scarcest resource

2、 in the world today is leadership leadership capable of continuously transforming organizations to win in tomorrows fast changing and increasingly more competitive world.”Why Leadership?3A P&G leader is one who is courageous, inspiring, and collaborative, who helps everyone around them take risk

3、s, fails occasionally, learns continuously, and ultimately delivers sustainable breakthrough results that help P&G grow NOS and TSRat or above the levels required to meetour goalsP&G Definition of Leadership45 ELeadershipModel5ENVISION Create the FutureENGAGE Build Relationships & Collab

4、orationENERGIZE Inspire OthersENABLE Build CapabilityEXECUTE Deliver Outstanding Results5E Roles Of Leadership6“A clear constancy of purposeto guide an organization forthe future is the first principle.Without this, nothing else matters.”Dr. DemingEnvision: Create the Future7On August 28, 1963, Mart

5、in Luther King stood on the steps at the Lincoln Memorial in Washington, D.C., and said, Envision: Create the FutureMartin Luther King“I have a Dream that my four little children will one day live in a nation where they will not be judged by the color of their skin but by the content of their charac

6、ter. I have a dream today.”8Envision: Create the Future What is it? In touch and externally focused on always meeting consumer and customer needs Sees reality clearly fosters genuine inquiry gets to root causes Develops and leads a vision and strategies that change the game Change agent that champio

7、ns connect and develop, balanced innovation, creativity, benchmarking and reapplication Integrates diverse perspectives in developing the vision and strategies9Envision: Create the Future How do you do it? Understand and articulate current and future needs of consumers/customers Lead the process to

8、develop the vision to create internal passion & external inspiration Foster innovation through connect & develop and benchmark internal/external to reapply Utilize total system thinking and strategy deployment to crystallize business & organization future needs Use real life tough calls

9、to reinforce the vision/strategies/principles to prevent drift10Envision: Create the Future What signals a need for more? Influx of new people No discussion/debate/questions on current versus future vision Lack of strong consumer/customer understanding or focus Decline or absence in principle-based

10、decisions or strategic alignment People not in touch with reality and competition. Emerging new business needs(Discussion: Sister Act II, Gandhi)11Engage: Build Relationships& Collaboration“In 1985, I visited all 750 stores that WalMart owned. People often ask me why I feel the CEO should do thi

11、s. My answer is simple. Do our Associates in our stores know I am interested in them and their contribution? YOU BET! Do they believe I would wear a hula skirt on Wall Street to celebrate with them? YOU BET!”Sam Walton12Engage: Build Relationships& Collaboration“I employ 3 different types of com

12、munications as a coach. Off the court, I am a confidante & substitute mother. In that role, I listen, advise, & comfort. In practice, I am a teacher who sometimes employs severe methods to maintain the attention of my students. In a game, I issue blunt commands& motivate our players in p

13、ressure situations.It is a competitive situation with no time for misunderstanding. I would not have won a Gold Medal or 6 National Championships as a coach without being a great communicator.”Pat SummitUniversity of Tennessee Womens Basketball Coach13Engage: Build Relationships& Collaboration W

14、hat is it? Builds strong working relationships that create trust and intense candor Values and proactively involves key stakeholders to deliver common objectives Actively listens and communicates in a transparent way Accepts and values others to constructively resolve conflict Leverages cross-organi

15、zation collaboration (internal and external) to achieve best solutions14Engage: Build Relationships& Collaboration“My view of Americas soldiers was solidified early in my second Pentagon tour when, as Under Secretary,I set out to visit every division in the active Armyand a number of units in th

16、e Reserve components wherever in the world they might be all within my first 100 days in office. At the end of that tour,I returned to the Pentagon filled with evengreater pride in Americas soldiers for their professionalism, courage, sacrifice, selflessness, and, above all, their devotion to countr

17、y.”Norm Augustine Executive Committee Chairman Lockheed MartinDirector of P&G15 How do you do it? Deliberately build your personal relationships in your organization and across organizations Be known as meeting commitments to others Lead the process to identify common objectives forming alliance

18、s built on win-win Put in place cross organization work processes and flow resources to the work Constantly monitor if people feel you sincerely value them Personally monitor/sense whether collaboration is strong internal and externalEngage: Build Relationships& Collaboration16Engage: Build Rela

19、tionships& Collaboration What signals a needs for more? There is conflict that does not get resolved and negatively impacts teamwork People focus on their function goals versus the bigger business needs There is resistance or artificial barriers to flow people to the work People quit because of

20、not feeling valued by their immediate boss and team Cross organization work processes are broken, ineffective, or poorly defined You miss commitments to others (Discussion: Pay It Forward, October Sky)17Energize: Inspire Others“We must be the change we wish to see”.Ghandi18During his Inauguration, P

21、resident Kennedy challenged the American people to ask not what your country can do for you, but ask what can you do for your country. Energize: Inspire OthersJohn F. Kennedy Jr.19Energize: Inspire Others What is it? Personally role models the vision PVPs what they stand for Demonstrates genuine ent

22、husiasm for the business and people Enrolls the organization in pursuit of the vision Acknowledges mistakes. Learns, adapts, and moves on Personally knows and supports people enabling them to be treated the way they want to be treated20Energize: Inspire Others How do you do it? Personally embodying

23、the future state and principles in your daily action and decisions Being internally passionate and externally inspirational about the business and people Constantly learn in front of the organization from success and failure Knock down barriers to effectively show support in a way that enables peopl

24、e to be successful Creatively enroll the entire organization in the vision recognize and celebrate progress21Energize: Inspire Others What signals a need for more? Principles being ignored, rule based decisions, lack of ownership in the vision and strategies People place blame versus working ina pos

25、itive way to fix problems Your sensing indicates the “pulse” (energy) of the organization slows or weakens You realize there are a lot of people you do not know or could not support effectively Your visibility in the organization is low(Discussion: Apollo 13)22Enable: Build CapabilityMartin Luther K

26、ing“Our success can be measured by how well we shape, grow, and assure the success of the next generation.”23Enable: Build Capability What is it? Develops organization capability to deliver innovation to win at two moments of truth Creates an inclusive entrepreneurial culture with strong business ow

27、nership Enables others and oneself to do what they do best through effective career development & assignment planning Develops themselves and others by passionately seeking to learn, coach,and teach Leverages different approaches of all types to get desired business results24Enable: Build Capabi

28、lity How do you do it? Foster creativity and new approaches to win with the consumer Deliberately encourage appropriate risk taking Help people identify their strengths and get them into roles that leverage those strengths Establish a learning and training plan to give the organization needed skills

29、 Being absolutely trust worthy and role model learn-do-teach providing coaching/wisdom. Personally build and value diversity allowing people to do things their way versus your way25Enable: Build Capability What signals a need for more? You do not have regular contact with consumers and customers You

30、 have not been to a learning event in the last year and your coaching time for people is inadequate There are issues/barriers/capability gaps that are apparent but not removed Lack of diversity, lack of mastery or skills only in a few people Teams are not diverse, little risk taking or differing poi

31、nts of views are not surfaced (Discussion: Anna and the King, Hoosiers)26Execute: Deliver Outstanding ResultsLarry BossidyChairman & CEO Honeywell(Retired) “Execution is the great unaddressed issue in the business world today. Its absence is the single biggest obstacle to success Many business l

32、eaders spend vast amounts of time learning the latest management techniques but their failure to understand and practice execution negates the value of almost all they learn. Such leaders are building houses without foundations.”27Execute: Deliver Outstanding Results What is it? Develops executable

33、plans to deliver the strategy Insures individual work plans are aligned to the plan and establishes clear expectations Holds themselves and others accountable and inspires the organization by confronting issues and celebrating success Routinely reviews progress, surfaces issues, removes barriers, an

34、d makes clear andtough calls Bias for action. Personally leads and does critical work to role model execution with excellence28 How do you do it? Develop clear priorities, measures and plans to implement strategies. Staff for excellence and have clear accountability both expectations, deliverables a

35、nd action plans for each person Utilize formal business reviews, scorecards, and informal time to provide coaching Create sense of urgency on delivering results and implement effective work processes to sustain Have a personal action plan for critical work you own and be personally accountable Celeb

36、rate and recognize progressExecute: Deliver Outstanding Results29Execute: Deliver Outstanding Results What signals a need for more? Results are off track and plans are insufficient to get back on track Business reviews and team meetings are not productive There is lack of accountability and decision

37、 making is slow or unclear People become complacent or feel like they are already best in class Lack of applying the best work tools (IWS, HPO) in the action plans When you let up on learning and reapplying (Discussion: Remember the Titans)30The Leaders Compassby Ed Ruggero and Dennis HaleyLeading W

38、ith The Heart by Mike KrzyzewskiMatsushita Leadershipby John KotterLeader to Leader Enduring Insightsby Frances Hesselbein and Paul CohenThe Leadership Engineby Noel TichyThe Leadership Momentby Michael UseemThe 7 Habits of Highly Effective People by Stephen CoveyLeading Changeby John KotterThe Lead

39、ers Companion by J. Thomas WrenThe Way of the Leader by Donald KrauseLincoln on Leadershipby Donald PhilipsLeadership and the New Scienceby Margret WheatleyLeaders Strategies for Taking Charge by Warren Bennis and Burt NanusLeadership Is An Artby Max Du PreeThe West Point Way of Leadershipby Larry D

40、onnithorneGood to Great by Jim CollinsManaging By Values by Ken Blanchard and Michael OConnorThe Fifth Disciplineby Peter SergePeak Performance by Clive Gibson, Mike Pratt, Kevin Roberts, Ed WeynesServant Leadershipby Robert GreenleafOn Leadership by John GardnerBeyond the Charismatic Leader by Davi

41、d Nadler and Michael TushmanLeadership and the One Minute Managerby Kenneth BlanchardInspire What Great Leaders Doby Lance SecretanExecution: The Discipline of Getting Things Doneby Larry Bossidy and Ram CharanThe 21 Indispensable Qualities of a Leaderby John MaxwellAuthentic Leadershipby Bill Georg

42、eThe Cycle of Leadrshipby Noel TichyManaging Across Bordersby Christopher Bartlett and Sumantra GhoshalLeadership Bibliography31P&G Leaders Embody the Companys Purpose, Values and Principles: They have strongly and clearly defined personal values and character They choose whats right for the bus

43、iness and total organization over personal gain They are honest, of high integrity, and have deep respect for others They are committed to the dream of greatness for the organization and unwavering in its pursuit32P&G Leaders Embody the Companys Purpose, Values and Principles: They are constantl

44、y learning and seeking to be the best. They are confident yet humble They are change agents and incite passion and inspiration in others They are caring and demanding creating a sense of family and ownership by always doing the right33Humility is a critical quality in the consumer goods business and

45、 in a high performance organizationLeadership and ownership are values at P&G. We want every employee to leadWe are “a democracy of ideas” which leads to greater innovation. Leadership shifts depending upon the situationWe serve consumers. We serve employees and customers who serve consumersEver

46、y P&Ger has a passion to win.Our Company is dedicated to growth. Growth is changeP&Gers are loyal to the institution of P&G, not only one leader. Value of integrity is controllingConsumers and CustomersThe Leader is hereServant Leadership at P&G34Level 5 leaders channel their ego nee

47、ds away from themselves and into the larger goal of building a great company Its not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious but their ambition is first and foremost for the institution, not themselvesJim Collins in Good to GreatHumility + Will = Leve

48、l 5 Ownership35Days later, that lesson was driven home in an unexpected way when we reached a monastery that is home to the spiritual leader for the regions largely Buddhist population. By arrangement, we were able to receive a private audience with the high monk, the reincarnate lama. With the aid

49、of interpreters, we engaged in a freewheeling discussion of Buddhist concepts of leadership. The high monk left us with two indelible affirmations. First, leadership is built by serving. Second, when leaders truly serve and subordinate their private welfare to that of all others, their authority often becomes unquestionable.“Leadership Lessons of Mount Everest”Harvard Business Review - October 200136They (West Point cadets) spend every waking moment learning the toughest lesson of all: character. They are taught how to li