|
|
楼主 |
发表于 22-6-2010 05:59 AM
|
显示全部楼层
|
|
|
|
|
|
|
|
|
|
|
楼主 |
发表于 22-6-2010 06:13 AM
|
显示全部楼层
本帖最后由 Justinclown 于 3-10-2010 07:26 AM 编辑
What is the secret to successful leadership?
THE leadership business is thriving.Everyone, it seems, wants to know the secret formula for successful leadership.
And it appears that there is no shortage of experts ready to dole out their own secret recipe, for a price, of course.
Just look at the hundreds of books, pamphlets, DVDs, seminars and workshops on leadership. It’s a bewildering
smorgasboard of information.
But strip away the wrapping paper and noise, and you will find that most leadership models and formulas come down
to several common and fundamental principles. One of them is the principle of respect. You are not a leader when
no one is willing to follow you. And why would they follow, when they have no respect for you?
Earning the respect of your team members/staff is the starting point for much of what we want to achieve as leaders.
Without respect, forget about building trust, forget about expecting loyalty and ownership, forget about staff
engagement and motivation.
Research in organisational psychology have identified, among others, several key features that help a leader earn the
trust of his or her team members. In this article, I will focus on three:
Competence
Do you know what you’re doing? Do you know what you’re talking about?
Do your team perceive you as someone who is competent in your work?
Staff are quick to size up and form impressions of their leaders. Some leaders are perceived to be incompetent,
sub par, below average or ill equipped to handle the work because they lack technical competencies. This is especially
the case when heads or managers are rotated into a department where they have no expertise. When Mr Wong,
a senior manager who was trained in finance, was put in charge of the operations department in his company, the
staff at first were wary because of his lack of expertise in that area.
“At the start, I was lost and had very little idea about this industry,” shares Mr Wong, “but within two to three
months, I made it a point to learn and become an expert in this area. I talked to industry experts, I spent hours
watching the different stages of the operation, I read up pages of the various standard operating procedures and
systems, I read up on best practices in the industry, I talked to all the staff.” In an age where leaders are expected
to be versatile and mobile, Mr Wong reminds us that nothing can replace hard work, discipline and enterprise. When
we show the ability to master the essential skills and knowledge, we put ourselves in a position where we can lead
with legitimate authority.
Staff don’t expect their leaders to know everything, and they certainly don’t appreciate their leaders pretending to
know everything. But they do expect their leaders to have a certain level of expertise and knowledge.
Would you be willing to travel on a plane when you have doubts about the pilot’s ability to handle the aircraft?
Would you dare to go into battle under a commanding officer who can’t read maps properly, or who can’t fire a
gun properly?
No one wants to be on a losing team. That’s why staff will be willing to follow you if you have demonstrated the
ability to get things done, to meet performance targets, to lead the team to victory.Teams will not respect a leader,
let alone trust them, unless they are perceived to be competent.
Integrity
Do my actions match my words? Do I practice what I preach? Do I deliver at the level I expect of my own staff?
We all respect leaders who lead by example. Nothing breaks the trust relationship faster that realising your leader
does not walk the talk.This is common knowledge and yet many leaders still fail to heed this principle.Some don’t
care. They feel they are untouchable in the organisation anyway, so what their staff think of them counts for
nothing.Some don’t see the need to model a healthy work ethos for their staff. After all, they’re the boss, and the
life of a boss is and should be different from the life of a lowly worker.
“Just because I expect my staff to be in office at 8:30 am sharp, does not mean that I need to be on time. These
rules don’t apply to me. In the same way, just because I make my staff work through the weekends, doesn’t mean
that I need to do so.” While I certainly understand that some perks should be afforded to senior management,
we can’t run away from this basic truth: what you do is more important than what you say. As leaders, we are
being watched all the time – that is the cost of leadership. With much power comes much responsibility.
You want respect? Then you need to demonstrate to your staff that you are willing to work as hard as they are,
you are willing to sacrifice as much as you want them to. Like it or not, that is the reality.
Fairness
Are you fair in the way you deal with your staff? Is justice seen to be done in the way you promote, reward,
rebuke, allocate resources to staff? Do you have any favorites in your team, any blue-eyed boys or girls who
can get away with anything?
Staff may not always agree with your decisions. At times they may think you’re too tough, your expectations are
too high, your targets too lofty. But in the end, they will still respect your decisions as their leader if they believe
you are fair and just to everyone in the office. I realise this is an especially hard task to manage. Human beings have
a tendency to be paranoid, particularly when they don’t get what they want. There is a tendency to see favouritism
even when none exist.All a leader can do is to be as transparent and as careful as possible. Make sure you spend
time with all your staff, if possible. Give each of your direct reports some one-to-one face time, so that they know
they have your ear and they have equal access to you. This regular access goes a long way towards dispelling
unhappiness among staff.
Explain the rationale behind your decisions, especially when they are unpopular.Put in place a transparent performance
management system that as far as possible minimises subjective judgments when it comes to staff evaluation. |
|
|
|
|
|
|
|
|
|
|
|
发表于 22-6-2010 09:57 AM
|
显示全部楼层
|
|
|
|
|
|
|
|
|
|
|
楼主 |
发表于 22-6-2010 02:27 PM
|
显示全部楼层
|
|
|
|
|
|
|
|
|
|
|
发表于 22-6-2010 07:36 PM
|
显示全部楼层
|
|
|
|
|
|
|
|
|
|
|
发表于 22-6-2010 08:06 PM
|
显示全部楼层
|
|
|
|
|
|
|
|
|
|
|
发表于 22-6-2010 08:37 PM
|
显示全部楼层
楼主的魔术师，气球吸引了我进来
因为我想起我表弟也是做这行
吓到我，难道在佳礼也能遇到远方的表弟？
再往下看，看到楼主的一些生活记录
这才决定留言
我想，要是真遇到我表弟，我就不留言了
因为。。。 |
|
|
|
|
|
|
|
|
|
|
|
楼主 |
发表于 22-6-2010 11:05 PM
|
显示全部楼层
本帖最后由 Justinclown 于 3-10-2010 07:30 AM 编辑
Leadership lessons from the ‘Special One’SCIENCE OF BUILDING LEADERS By ROSHAN THIRAN
“Ferguson is right. Money does not guarantee success. I showed that last season when
my Porto team beat Manchester United. It’s all about leadership.” – Jose Mourinho
DURING the recent World Cup, I studied the work of leadership guru cum hostage negotiator George Kohlrieser on
high performance teams. As the new football season kicked off, I started to think about high performance sports
teams. And immediately, one name comes to mind – José Mário dos Santos Félix Mourinho.
Jose Mourinho has built three high performance teams in the past few years. The moment he takes over the team,
they quickly gel, start to perform and win trophies. How does Mourinho do it?
When Mourinho was asked what the secret to his success was, he humbly responded: “I pray a lot. I believe in God.
I try to be a good man so He can have a bit of time to give me a hand when I need it.”
Mourinho may pray a lot but so do other coaches. Mourinho is probably the only coach who has a PhD, earning it
from Lisbon’s Technical University. But praying or having a PhD does not explain how he seamlessly builds high
performance teams? Let’s explore this paradoxical man. Mourinho, with his trademark Armani suit, is called crazy
by some and genius by others. Despot and kind. Godly and arrogant. Loved and hated. Yet, regardless of which
team one supports, everyone, including women, has high respect for “The Special One”. In fact, when Mourinho
left his old club Chelsea, his archrivals Sir Alex Ferguson and Arsene Wenger moaned his departure. Even British
Prime Minister Gordon Brown was sad. In a recent AOS survey, Mourinho topped a poll of celebrities that most
office workers would want as their boss. He won the poll convincingly beating Richard Branson, Barack Obama,
Oprah Winfrey, Jamie Oliver and others. For corporate employees, Mourinho is the “Chosen One”, someone they
secretly wish would transform their workplace. So how does Mourinho keep creating these high performance teams?
According to Kohlrieser in his book Hostage at the Table, there are eight key pillars to high performance leadership:
1) Leading from the mind’s eye – the power of focus;
2) Cycle of bonding – motivation, inspiration, resilience;
3) Leader as secure base – creating trust to drive change;
4) Conflict resolution – resolving differences;
5) Power of dialogue – building bridges with common understandings;
6) High impact negotiation – influencing and persuading;
7) Leveraging strengths – team self-awareness; and
8) Managing emotions – creating high energy.
Leading from the mind’s eye
Mourinho wanted to be a professional football player like his father Felix. But he was so untalented that it ended
in embarrassing failure when he was not even allowed on the field. Mourinho quit football and went to business
school. But after just a day, he quit and enrolled in a sports science course, deciding to become the world’s
greatest coach instead. And since that day he has kept his mind’s eye focused on being the best coach in the
world. At Porto, Chelsea, Inter Milan and now Real Madrid, Mourinho’s mind’s eye keeps him focused on winning.
Even in defeat, he refuses to take the role of loser. Every team he has managed quickly bounces back from
losses because their leader has his mind’s eye fixated on nothing but success. “It’s no fluke that after a defeat,
Inter gets straight back on its feet. That’s all thanks to Mourinho,” claims Diego Milito, an Inter Milan star.
In fact, winning is so engraved as Mourinho expresses: “I love players who love to win. They not only win in
90 minutes, but every day, every training session, in every moment of their lives”.
The entire team’s mind’s eye is focused on winning.
Cycle of bonding
Mourinho creates bonds with every single player in his team and personally knows each of them. Mourinho is
known for his great “rapport” with his players. He knows each player intimately and knows which button to press
for each player. Some say Mourinho is avuncular and caring, while others say he is an intimidating tyrant. Neither
is true. He simply worked out how to use differing training methods for each player. “His training sessions are
spectacular,” says Ronaldo. “They have great intensity but we don’t feel tired because we are extremely
motivated.” Every team Mourinho coaches, bonds like a family. Mourinho adds: “You must create a positive
atmosphere and make everyone feel part of the group. In this club, if you go to the barrier, the man at the
door feels part of the group and success. The people who work in the kitchen feel part of this family.
And I’m one of them.”
Leaders as secure base
Research shows that teams perform best when their leader is a secure base. Mourinho was a coach, friend and
secure base to all his players wherever he went. Even with personal issues, he was highly visible and accessible
to all players.The day Mourinho bid farewell to his Chelsea players, there was tears everywhere. He knew them
all including their wives and kids and mentioned each one during his three hour farewell. Inter’s Milito says:
“There is no coach like him when it comes to sticking his neck out and defending everyone, that way reducing
the tension within the team when things aren’t going well.” Mourinho is the players’ secure base. Frank Lampard
attests of Mourinho: “I love him as a man and as a manager.” |
|
|
|
|
|
|
|
|
|
|
|
楼主 |
发表于 22-6-2010 11:06 PM
|
显示全部楼层
本帖最后由 Justinclown 于 3-10-2010 07:29 AM 编辑
Conflict resolution
All high performance teams are faced with conflict. According to Kohlrieser, high performance teams
“put the fish on the table”. By putting the “smelly fish”, or conflict on the table, there is opportunity
for everyone to see these issues and work to its resolution. Mourinho does similarly by constantly
delivering feedback and performance assessments to each player. Some players may not like having
the “fish on the table”. Joe Cole once received some stinging feedback but took it under his chin and
started performing.
Power of dialogue and language
When Mourinho went to Italy, he said: “I studied Italian five hours a day for many months to ensure
I could communicate with the players, media and fans.” It is said that Mourinho speaks 17 languages.
He uses the power of dialogue and language to build common understanding of the clear goals he has
set for his team. A self-confessed fan of Ferguson, Mourinho not only became Ferguson’s close friend
but great rival. Their bond and dialogue enabled two strong-willed men to build a friendship in spite of
their rivalry. Mourinho uses dialogue and language to ensure every single player on his team has similar
friendships with him and clear understanding of the end goal.
High impact negotiation
In March 2007, Chelsea was being outclassed in the first half of a Champion League game losing 1-0.
A few minutes before half-time, Mourinho angrily storms out. Chelsea came out of the dressing room a
completely new team, winning the game. This happened numerous times throughout Mourinho’s career.
Why does his half-time talk always work? He does not yell, he does not scream but he negotiates and
influences his players to change.
“I asked the players to enjoy the situation,” Mourinho said of one of his half-time talks.
“We had 45 minutes to change things, and I asked them ‘are you scared of it or are you going to enjoy it?’
Psychologically, I just made the players think a little bit.” According to sports psychologist Andy Barton:
“Mourinho will always look to turn a negative into a positive. If a team is 3-0 down at half time and the
manager starts screaming about all the mistakes made, it doesn’t help. Instead he’ll focus on things they
are doing right, and then tell them how they can turn the game around.”
Mourinho is very specific about what is required to win and influences his players to build a mental image
of what is needed. He spends significant amount of time preparing each player differently for games. He
influences and persuades big stars to train and conform to his team patterns.
He treats them all as equals.
Leveraging strengths
Mourinho is a man who knows his strengths and limitations. He once said: “If Roman Abramovich helped
me out in training we would be bottom of the league and if I had to work in his world of big business,
we would be bankrupt!” Mourinho understood what he was good at and what each member of his team
was capable off. He worked within the strengths of his team and gets the best of each individual. Jim Collins,
in his book Good to Great, talks about how great leaders build great teams by “getting the right people
on the bus.” Mourinho has trusted lieutenants that he brings into every team he manages. One of them is
fitness coach Rui Faria, who has been with him at every club. When Faria was asked what Mourinho’s
secret was, he responded: “Every other top coach says they work hard and they prepare better than
anyone else, but they can’t make what Mourinho does. Everything he does is better. He works harder
than anyone else. He knows everything about every player and every game.”
Mourinho knows every single player’s strengths and weaknesses. He knows how to leverage their strengths
fully as a team and minimise their weaknesses. And every single player knows each other’s strengths and
this team self-awareness is the difference between Mourinho and other top coaches. Mourinho himself
displays great personal self-awareness when he quit football to focus on coaching. This “quitting” is termed
the hedgehog principle by Collins. It is simply to be very clear about what drives you and what you can be
genuinely great at, and then relentlessly focus on that.
How many of us persist with things we know deep down, are not going to lead us to success?
How many organisations persist on doing things the same way?
Insanity is doing the same thing but expecting different results. Once, Mourinho was termed insane for
making three substitutions in the first half of a game he was losing. Mourinho was just addressing the
brutal reality of a situation. Mourinho learnt quickly that there is no relationship whatsoever between
functional expertise and managerial ability.
Managing emotions
“Players don’t win you trophies, teams win trophies, squads win trophies,” rants Mourinho daily. But Mourinho
does much more than build teams. He builds leaders in each team he manages. At Chelsea, more than half his
first team became captains of their national team. To ensure you build high performance teams, you need to
grow leaders. Leadership is needed in every part of your team. You cannot be a giant surrounded by midgets.
When Mourinho arrived at Chelsea there were no stars – he fashioned them. John Terry and Frank Lampard
were good players he turned into world class.
He says: “You must work hard and work well. Many people work hard, but not well. You must create good
leadership with the players, which is an accepted leadership, not leadership by power or status.”
If we look at back at our careers, most will admit that the period we developed the most was when a manager
pushed us to our limit. Mourinho, more than anyone else, believes in pushing a person to their limits, enabling
his team to constantly move out of their comfort zone and into a courage zone.
Final thoughts
That is the lesson of Mourinho. We need special ones. We need leaders like Mourinho who have their mind’s
eye focused. “The thing about Mourinho is that you don’t know what he’s going to do next but whatever it
is, it will be because he thinks it is beneficial to the team,” says Barton. Mourinho built numerous high
performance teams being an authentic leader through the power of bonding. He worked hard and had
thorough forensic preparation for each match but his unique relationship with his players, and his relentless
focus made the difference. What are you doing to build high performance teams? |
|
|
|
|
|
|
|
|
|
|
|
发表于 22-6-2010 11:28 PM
|
显示全部楼层
|
|
|
|
|
|
|
|
|
|
|
楼主 |
发表于 23-6-2010 03:14 AM
|
显示全部楼层
|
|
|
|
|
|
|
|
|
|
|
发表于 23-6-2010 03:16 AM
|
显示全部楼层
|
|
|
|
|
|
|
|
|
|
|
楼主 |
发表于 23-6-2010 03:20 AM
|
显示全部楼层
|
|
|
|
|
|
|
|
|
|
|
发表于 23-6-2010 03:25 AM
|
显示全部楼层
|
|
|
|
|
|
|
|
|
|
|
楼主 |
发表于 23-6-2010 03:38 AM
|
显示全部楼层
|
|
|
|
|
|
|
|
|
|
|
发表于 23-6-2010 03:41 AM
|
显示全部楼层
|
|
|
|
|
|
|
|
|
|
|
楼主 |
发表于 23-6-2010 03:48 AM
|
显示全部楼层
本帖最后由 Justinclown 于 3-10-2010 07:40 AM 编辑
保留~~~~~~~~ |
|
|
|
|
|
|
|
|
|
|
|
发表于 23-6-2010 03:59 AM
|
显示全部楼层
|
|
|
|
|
|
|
|
|
|
|
楼主 |
发表于 23-6-2010 06:38 AM
|
显示全部楼层
本帖最后由 Justinclown 于 3-10-2010 07:40 AM 编辑
保留~~~~~~~~ |
|
|
|
|
|
|
|
|
|
|
|
楼主 |
发表于 23-6-2010 06:41 AM
|
显示全部楼层
本帖最后由 Justinclown 于 2-10-2010 07:15 AM 编辑
保留~~~~~~ |
|
|
|
|
|
|
|
|
|
| |
 本周最热论坛帖子
|
）
，和现金rm 50~ 就是这样
哈哈~
不能不能。。。就这样。。。想到了解决的方法。。。
所以，每一天放工后，那15分钟的开餐时间就是我的天堂了，真的很珍惜很珍惜，
真的是会比较包，而且可以顶肚子比较长的时间
明年不用拿花红了
要早上睡觉，晚上工作
当然，最开心的也是＋了ｌａｎｇｕａｇｅ ａｌｌｏｗａｎｃｅ给我 
2950 
68
