hay-華為戰(zhàn)略領(lǐng)導(dǎo)力素質(zhì)模型字典原版

1、<p>　　Strategic LeadershipCompetency ModelDictionary</p><p><b>　　DRAFT</b></p><p>　　戰(zhàn)略性領(lǐng)導(dǎo)力素質(zhì)模型字典</p><p><b>　　草案</b></p><p>　　February, 20

2、05Version 1</p><p><b>　　DRAFT</b></p><p>　　Huawei Strategic Leadership Model Competencies</p><p>　　Building Customer Capability Cluster構(gòu)建客戶能力的素質(zhì)群3</p><p>

3、;　　Customer Focus 關(guān)注客戶3</p><p>　　Partnering 建立伙伴關(guān)系8</p><p>　　Building Huawei Capability Cluster構(gòu)建華為能力素質(zhì)群11</p><p>　　Inspiring Leadership鼓舞式領(lǐng)導(dǎo)11</p><p>　　Building Or

4、ganizational Capability塑造組織能力17</p><p>　　Cross-functional Collaboration跨部門合作24</p><p>　　Building Individual Capability Cluster構(gòu)建個人能力素質(zhì)群30</p><p>　　Drive for Results結(jié)果導(dǎo)向30</p&

5、gt;<p>　　Commitment to Huawei獻身華為35</p><p>　　Strategy Thinking 戰(zhàn)略思維39</p><p>　　Understanding Others理解他人43</p><p>　　Baseline Competencies基本素質(zhì)47</p><p>　　Analy

6、tical Thinking分析思考47</p><p>　　Impact and Influence 施加影響51</p><p>　　Information Seeking信息搜集58</p><p>　　Initiative積極主動62</p><p>　　Building Customer Capability Cluster

7、構(gòu)建客戶能力的素質(zhì)群</p><p>　　Customer Focus 關(guān)注客戶</p><p>　　Definition:定義</p><p>　　The passion to understand and serve the customer, meeting their needs in creative and innovative ways. “Custo

8、mer” refers to current, potential and internal customers.</p><p>　　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?！翱蛻簟笔侵脯F(xiàn)在的、潛在的、和內(nèi)部客戶。</p><p>　　Dimension: 維度</p><p>　　Depth of the customer’s needs.&l

9、t;/p><p>　　Complexity of the action.</p><p><b>　　對客戶理解的深度</b></p><p><b>　　采取行動的難度</b></p><p>　　Discussion: 討論</p><p>　　Customer Focus

10、is at the heart of Huawei’s values and purpose, and it is strongest characteristic in the market. It should inform almost everything Huawei does. At the higher levels Customer Focus involves customer-driven innovation; a

11、t lower levels it is responsiveness to customer needs.</p><p>　　關(guān)注客戶是華為價值和目的的中心，也是市場上最重要的特征。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。</p><p>　　How it relates to other compe

12、tencies: 如何與其他素質(zhì)相聯(lián)系</p><p>　　To be done well, Customer Focus needs to be supported by:</p><p>　　Understanding Others, to truly listen to and understand the customer’s underlying needs, not just

13、what we assume that the customer needs.</p><p>　　Strategic Thinking, to shape Huawei’s response to the customer</p><p>　　Appropriate Building Huawei Capability competencies, to ensure a full dep

14、artmental or organizational response. </p><p>　　要良好應(yīng)用，關(guān)注客戶素質(zhì)需要以下素質(zhì)的支持：</p><p>　　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。</p><p>　　戰(zhàn)略思考素質(zhì)：來規(guī)范華為對客戶的反應(yīng)。</p><p>　　適當(dāng)?shù)臉?gòu)建華為能力的素

15、質(zhì)群：確保整個部門或組織的充分反應(yīng)。</p><p>　　Customer Focus should exist in a creative tension with Drive for Results and Strategic Thinking. To some extent the leader’s Drive for Results supports Customer Focus, by helping

16、the leader focus on understanding the customer’s business and on supporting the customer’s profitability. On the other hand, the leader needs to exercise discretion in choosing which customer needs receive a full respons

17、e. Considerations of Huawei’s own profitability, the commercial potential of the project and its fit </p><p>　　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)，并維護客戶的利潤，支持了關(guān)注客戶。另一方面，

18、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，項目的商業(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)對潛在的客戶需求序列的反應(yīng)。</p><p>　　Level 1: Responds to Clear Customer Needs</p><p>　　Based on a clear understanding of the customer’s needs an

19、d Huawei’s products and services, obtains needed resources to address customer needs.</p><p>　　The customer needs here are quite straightforward and well understood by the customer.</p><p>　　Sol

20、utions are developed based on previous experiences, cases or available products.</p><p>　　Includes taking action to establish relationships with potential customers.</p><p>　　層級一: 對于明確的客戶需求的反應(yīng)&l

21、t;/p><p>　　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 </p><p>　　這里的客戶需求是非常簡單的，并且客戶自身也能夠充分地理解。</p><p>　　基于先前的經(jīng)驗、案例或現(xiàn)有的產(chǎn)品，找到解決途徑。</p><p>　　包括采取行動來與潛在客戶確立關(guān)系</p><p>&

22、lt;b>　　Example:</b></p><p>　　Our scheme to resolve the problem for the customer was successful but it was delayed for 3 hours. At 11:30 this system was restored completely. There were many technical

23、 decisions involved in it. I learned upon arrival that the engineer was so worried that he cried. He was near about 30 and had too much pressure. When the customer implemented their own scheme, I especially told the pers

24、on in charge of the information center that nobody should be allowed into the equipment room except the several</p><p><b>　　范例：</b></p><p>　　我們旨在解決客戶問題的計劃是成功的，但卻被延誤了三個小時。11點30分，系統(tǒng)完全修

25、復(fù)。這其中牽涉到很多技術(shù)性決定。我到達后才知道工程師擔(dān)心得都哭了。他將近30歲承受了很大壓力。當(dāng)客戶實施他們自己的計劃時，我特意告訴信息中心的負責(zé)人說：“除了在場的幾個人外，不要允許任何人進入設(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?！庇捎谥車奂颂嗳?，他的壓力就變得更大。我也要求相關(guān)負責(zé)人對內(nèi)部客戶匯報進展情況，并請客戶耐心等待。我需要不斷的安慰他們，我相信客戶也理解我們。最后，這個問題得到解決而且沒有造成

26、過多混亂，那是因為我們處理地非常小心。</p><p>　　Level 2: Reacts to Customer Concerns </p><p>　　Understands the customer’s needs and the rationale of Huawei’s products and services and provides solutions.</p>

27、<p>　　The customer’s needs are unclear or are presented simply as objectives, but the customer explicitly states a need and asks for help</p><p>　　No mature products or services are available as refer

28、ence. The leader needs to modify what is available to meet customer needs.</p><p>　　Decision making involves balance between cost and effect.</p><p>　　Responds quickly and decisively to customer

29、 service emergencies.</p><p>　　層級二：解決客戶的擔(dān)憂</p><p>　　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。</p><p>　　客戶的需求不是非常明確或是以簡單的目的顯示，但是客戶的需要往往相對清晰。</p><p>　　沒有現(xiàn)成的產(chǎn)品或服務(wù)可以提供可循，需要對已有的方

30、法/方案進行一定的改進或創(chuàng)造。</p><p><b>　　決策時要權(quán)衡風(fēng)險。</b></p><p>　　在出現(xiàn)客戶服務(wù)方面的緊急情況時，可以迅速地果斷地進行回應(yīng)。</p><p><b>　　Example:</b></p><p>　　We were the first to negotiat

31、e, in December, and I was not the main negotiator. The main negotiator of the customer was its mobile general manager, and our main negotiator was the chief of the local office. I was listening for future reference. The

32、customer said that Huawei was nice, but our price should be reduced. After the negotiation, I chatted with the mobile general manager to get clearer on the progress, our position and what we should do next. I wanted to m

33、aster more accurately what was </p><p><b>　　范例：</b></p><p>　　十二月份，我們是第一個要談判的，我并非主要談判者?？蛻舻闹饕勁姓呤且苿涌偨?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)該降低價格。談判之后，我與移動總經(jīng)理聊天以了解談判的進展、我們的處境以及我們下一

34、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，但是華為的價格很高；并且還告訴我價格應(yīng)該降多少。那對我們后期的談判幫助很大。從那時起，我一直做談判的幕后工作——聽報告、與其他人做分析和降低價格。</p><p>　　Level 3: Uncovers and Meets New Customer Needs</p>

35、<p>　　Identifies or senses the customer needs, coordinates Huawei resources to come up with solutions.</p><p>　　The customer’s needs sometimes are quite conceptual or difficult to grasp, or the custom

36、er may express a need without explicitly asking for a proposal.</p><p>　　Can include interaction or cooperation with the customer, working together to design the solution.</p><p>　　Or, identifie

37、s the potential customer’s interest and takes action to build up the relationship.</p><p>　　層級三：想客戶所想，發(fā)掘并滿足客戶新的需求</p><p>　　捕捉或澄清客戶的興趣點，通過協(xié)調(diào)華為有關(guān)資源，找到解決方案。</p><p>　　客戶的需求有時是比較抽象或難以把握的

38、，或者，客戶可能會表示一個需求但沒有明確要求提建議。。</p><p>　　可包括與客戶的合作和互動，共同設(shè)計解決方案。</p><p>　　或明確潛在客戶的興趣并作出行動建立關(guān)系</p><p><b>　　Example:</b></p><p>　　During the Beijing Exhibition at

39、the end of Oct. 2002, the vice-president of one potential customer mentioned the idea of using soft switch for transit network. I thought it was a chance, and that I should analyze our plans carefully, and know clearly h

40、ow to proceed. Moreover, I should make the plans detailed. I organized a team to do it. We had been considering the idea, but had not made them clear. We became clearer about the plans after he said those words. Eventual

41、ly, I visited the customer </p><p><b>　　范例：</b></p><p>　　在2002年十月底舉辦的北京展覽會期間，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。我認為這是一個機會，應(yīng)該仔細分析我們的計劃，搞清楚如何進行。還有，我應(yīng)該制定詳細的計劃。我組織了一個小組來做這件事情。我們考慮了這個想法，但卻沒有弄清楚。他說了那

42、些話之后，我們對計劃清楚了很多。最終，在等了很長一段時間之后，我在2003年三月拜訪了客戶。拜訪過程中，我對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3G網(wǎng)絡(luò)的建設(shè)，尤其是移動軟交換的應(yīng)用。緊接著，我也講了具體的技術(shù)區(qū)別。重要的是，客戶總裁對他的手下講了什么。他說他要求他們用軟交換建設(shè)長途電話網(wǎng)但還沒有結(jié)果。因此他傾向于與華為合作來制定一個計劃。</p><p>　　

43、Level 4: Innovates to Meet Anticipated Customer Needs</p><p>　　Studies customers, clarifies the potential needs of the customers and the capability of Huawei to provide new solutions.</p><p>　　C

44、ustomers might not be aware of their needs, or may not imagine that their problem could be solved by Huawei.</p><p>　　Includes providing the strategic suggestions for the customer’s business model and being

45、the “trusted advisor” to the customer, regarding the customer’s business.</p><p>　　層級四：想客戶所不想，創(chuàng)造性的服務(wù)客戶</p><p>　　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。</p><p>　　客戶往往也沒有意識到有這樣的需求，或者沒有想象到他們的

46、問題可以得到華為解決。</p><p>　　包括為客戶的業(yè)務(wù)模式提供戰(zhàn)略性的建議，成為客戶的長期戰(zhàn)略伙伴。</p><p><b>　　Example:</b></p><p>　　I talked about how we can succeed and what are the important things from the custo

47、mer’s angle. Huawei was a new comer in this field. If we wanted to enter the market and compete with others, we would need to think for our customers. We would need to be able to tell them why they should use Huawei prod

48、ucts. So I tried to demonstrate how the contract would benefit the client and how it would improve their profitability. The carrier chose Huawei because we understood their needs and used this under</p><p>&

49、lt;b>　　范例：</b></p><p>　　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?。在這個領(lǐng)域，華為是一個新來者。如果我們想進入市場并與其他公司競爭，我們要考慮客戶的利益，要能準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合同將如何使客戶獲得好處并將如何提高他們的利潤。運營商 選擇華為是因為我們理解了他們的需求并且運用這種理解為他們設(shè)計了產(chǎn)品?？蛻粼诠_

50、招標時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)運營商 構(gòu)建網(wǎng)絡(luò)時，他們通常建造一建筑物，安裝空調(diào)等。然后，他們把一個大的櫥柜放進房間——盡管櫥柜的成本很高，這樣他們就能夠覆蓋整個地區(qū)。因為這些地區(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元會用來購買設(shè)備，剩余的70,000元則用來租賃土地、建造建筑物、布置建筑

51、物和安裝空調(diào)?？紤]到這種情況，我們設(shè)計了一種10,000用戶的小型產(chǎn)品，這樣就不必建造大樓。該產(chǎn)品是一個安裝在戶外的小盒子，它有一個內(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。</p><p>　　Partnering 建立伙伴關(guān)系</p><p>　　Definition: 定義</p><p>　　The desire and ability

52、 to find a common ground to build mutually beneficial partnerships with other carefully selected organizations, to better serve Huawei’s customers. The other organizations involved may be Huawei’s competitors in areas ot

53、her than the area of partnership. This desire to partner is based partly on the sense of safety in number, of not wanting to be the single, exposed entity, separate from other companies. The partnerships should be based

54、on the desire to serve the customer be</p><p>　　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，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)域是競爭對手。合作的愿望部分基于數(shù)量上的安全感，不想單打獨斗、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來做都能更好更完全地服務(wù)于

55、客戶，這是伙伴關(guān)系建立的基礎(chǔ)。</p><p>　　Dimension: 維度</p><p>　　Completeness of action</p><p>　　Degree of closeness to the partner</p><p><b>　　行動的完全性</b></p><p&g

56、t;<b>　　與伙伴的親密程度</b></p><p>　　Discussion: 討論</p><p>　　Partnering, especially with competitors, is a complex and sophisticated competency, supported by many other competencies. In addi

57、tion to the competencies suggested below, the effective builder of partnerships needs exceptional emotional maturity, patience and a flexible and open attitude to deal with all the vicissitudes of negotiating and realizi

58、ng a partnership with another company, which will inevitably have its own culture, history and interests. </p><p>　　建立伙伴關(guān)系——尤其是與競爭對手，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

59、敗和實現(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)系時具有靈活開放的態(tài)度。</p><p>　　How it relates to other competencies: 如何與其他素質(zhì)相聯(lián)系</p><p>　　The ability to effectively partner with competitors is somewhat like Cross-

60、Functional Collaboration at greater degree of difficulty, because the leader must collaborate with leaders from a different and sometimes competing organization, rather than just with leaders of other functions within Hu

61、awei.</p><p>　　與競爭對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。這是因為領(lǐng)導(dǎo)必須與來自不同，有時甚至是相互競爭的組織的領(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。</p><p>　　Partnering is supported by a combination of virtually all the other competencies:&l

62、t;/p><p>　　Information Seeking (baseline competency) at the highest levels, to choose a partner and to learn about the partner company and its role, markets, potentials etc.</p><p>　　Strategic Thin

63、king at the highest levels to recognize and realize the long-term strategic potential of the partnerships, and to think outside of the normal boundaries. Also to recognize the strategic interests of the partner</p>

64、<p>　　Customer Focus, to keep the needs of the customer – and the reason for partnering – always in mind.</p><p>　　Drive for Results, to ensure that the partnership makes sound business and economic s

65、ense.</p><p>　　Understanding Others, to hear others’ reasons, emotions and interests accurately, even across national and company cultures and potentially competing business interests.</p><p>　　

66、Commitment to Huawei to recognize that Huawei’s best interests may lie in a good partnership, and to transcend the local loyalty to Huawei against all competitors. </p><p>　　Impact and Influence (baseline co

67、mpetency), at the highest levels to convince the partner and to learn about the partner company and its role, markets, potentials etc.</p><p>　　Some or all of the building Huawei Capability competencies, to

68、get the necessary parts of Huawei to support and implement the partnership.</p><p>　　Partnering directly embodies and supports Huawei’s strategy and value for Harmony in the Business Environment. Effective p

69、artnerships also support Customer Focus, and customer-driven innovation.</p><p>　　建立伙伴關(guān)系幾乎需要其他所有素質(zhì)的綜合支持：</p><p>　　在最高層級的尋找信息素質(zhì)（基本素質(zhì)），選擇一個伙伴并且了解該伙伴公司及其角色、市場、潛力等方面的信息。</p><p>　　在最高層級的

70、戰(zhàn)略思維素質(zhì)上，認識并了解伙伴企業(yè)的長期戰(zhàn)略性潛力，超越常規(guī)界限來思考，這樣也可以認識到伙伴的戰(zhàn)略興趣。</p><p>　　關(guān)注客戶，頭腦中時刻想著客戶的需求——和建立伙伴關(guān)系的原因。</p><p>　　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)濟上的判斷。</p><p>　　理解他人，準確地聽取他人的理由、情感和興趣，即便是跨越國界、公司文化和潛在競爭性的

71、商業(yè)利益。</p><p>　　獻身華為，要認識到華為的最佳利益在于一個良好的伙伴關(guān)系，要超越那種與競爭者對抗的狹隘的忠誠。</p><p>　　施加影響（基本素質(zhì)），在最高的層級上說服伙伴、了解伙伴公司及其角色、市場潛力等。</p><p>　　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，來支持和實現(xiàn)伙伴關(guān)系。</p><p&g

72、t;　　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)略和價值。有效的伙伴關(guān)系也支持客戶關(guān)注和客戶驅(qū)動創(chuàng)新。</p><p>　　Level 1: Opens the door and makes contact</p><p>　　Makes contact or establishes rapport with other thoughtfully selected organi

73、zations, with an eye to potential partnerships. May scan the environment to learn about various potential partners, their reputation, their market position, their strengths, size and other characteristics that may make t

74、hem suitable partners for Huawei. May “market” Huawei’s potentials and establish Huawei’s reputation to other organizations. </p><p>　　May become friendly with executives in the other company, establishing

75、a positive relationship with them (on a personal level).</p><p>　　層級一：對外開放，建立聯(lián)系</p><p>　　與那些精心挑選的企業(yè)進行接觸或建立友好關(guān)系，同時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、市場地位、實力、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

76、力并確立華為對其他企業(yè)的聲譽。</p><p>　　可能對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（在個人層面上）。</p><p>　　Level 2: Has the conversation</p><p>　　Listens and exchanges information with potential partner to explore

77、opportunities for cooperation to serve the customers.</p><p>　　Communicates Huawei’s sincerity and their intention to be part of a team of relatively equal partners. </p><p><b>　　層級二：有對話&l

78、t;/b></p><p>　　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)客戶的合作機會。</p><p>　　表達華為的誠意，以及他們想成為小組一分子的意圖。這個小組中的每個成員相對平等。</p><p>　　Level 3: Cooperatively develops partnership</p><p>　　Deve

79、lops the shape of the partnership cooperatively together with the partner.</p><p>　　May use a strong understanding of the culture, organizational politics and market position of the potential partner, and wh

80、y they might or might not want to partner with Huawei, in order to develop a mutual understanding and a way forward.</p><p>　　層級三：共同確定伙伴關(guān)系</p><p>　　與合作伙伴一起確定合作關(guān)系的形式。</p><p>　　對于潛在的伙

81、伴，要準確了解他們的文化、組織結(jié)構(gòu)及市場地位，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。</p><p>　　Level 4: Reaches Agreement</p><p>　　Negotiates a mutually beneficial partnership, and achieves agreement. At this point ma

82、ny other competencies are needed to enable Huawei and the partner, to adapt their organization, practices and culture to enable the partnership to work effectively.</p><p><b>　　層級四：達成共識</b></p

83、><p>　　商定一個共同獲利的伙伴關(guān)系，并達成共識。使華為及其合作伙伴適應(yīng)他們的組織、經(jīng)驗和文化，以便伙伴關(guān)系良好運行。在這一點上，還需要許多其他的素質(zhì)。</p><p>　　Building Huawei Capability Cluster構(gòu)建華為能力素質(zhì)群</p><p>　　Inspiring Leadership鼓舞式領(lǐng)導(dǎo)</p><p&

84、gt;　　Definition:定義</p><p>　　The ability to lead teams by focusing them on key issues and empowering them to solve problems and harness their collective wisdom.</p><p>　　通過推動團隊成員關(guān)注要點、鼓舞團隊成員解決問題以及

85、運用團隊智慧等方法來領(lǐng)導(dǎo)團隊的行為特征。</p><p>　　Dimensions:緯度</p><p>　　Degree of empowering or inspiring the team. The depth of collective wisdom and/or energy that is tapped .</p><p>　　授權(quán)以及鼓舞團隊的程度，集

86、思廣益的深度和所發(fā)掘出的團隊能量的大小</p><p>　　Discussion:討論</p><p>　　Inspiring Leadership is a unique Huawei form of team leadership that combines direct personal leadership with the ability to empower the team

87、and release the collective energies and wisdom of the team. The unique feature of this form of leadership is its focus on drawing out the contributions, ideas and commitment of the team members, in a fairly structured an

88、d consistent manner. </p><p>　　鼓舞式領(lǐng)導(dǎo)是華為團隊領(lǐng)導(dǎo)層獨一無二的組織形式，這種形式直接將個人領(lǐng)導(dǎo)能力與授予團隊權(quán)利、釋放集體力量和團隊智慧相結(jié)合。該領(lǐng)導(dǎo)形式的獨一無二的特征即：以一種相當(dāng)結(jié)構(gòu)化的持續(xù)的方式來激發(fā)團隊成員的貢獻心、想法和忠誠感。</p><p>　　How it relates to other competencies: 與其他素質(zhì)的關(guān)聯(lián)

89、：</p><p>　　The effectiveness of Inspiring Leadership is improved when it is supported by:</p><p>　　Understanding Others - to recognize and respond to the team members’ concerns and contributions

90、.</p><p>　　Impact and Influence (baseline competency) to know how to bring others into agreement with you.</p><p>　　Information Seeking (baseline competency) – a genuine curiosity and interest i

91、n finding out the reasons for a situation or for someone’s opinion.</p><p>　　Strategic Thinking and/or Drive for Results to ensure that the team is focused on the most important issues.</p><p>　

92、　Commitment to Huawei to ensure that team focus does not over-balance the enterprise focus.</p><p>　　Inspiring Leadership is crucial to accomplishing almost any organizational effort, including customer-driv

93、en innovation, building external partnerships, or improving quality, service and reducing cost.</p><p>　　在以下條件的支持下，鼓舞式領(lǐng)導(dǎo)的有效性會得到提升：</p><p>　　理解他人，能夠認識到并對團隊成員關(guān)注的問題和他們的貢獻作出反應(yīng)</p><p>　　

94、施加影響（基本素質(zhì)），要知道如何使他人同意你的觀點。</p><p>　　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時，探究其中的原因完全是出于自己的好奇心和興趣。</p><p>　　戰(zhàn)略思維和/或結(jié)果導(dǎo)向，確保團隊關(guān)注于最重要的問題。</p><p>　　獻身華為，確保團隊關(guān)注沒有超出對企業(yè)的關(guān)注。</p><p>　　鼓舞式

95、領(lǐng)導(dǎo)對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。</p><p>　　Level 1: Orients the group to the task</p><p>　　Positions self as the team leader, organizes the team activities effectively.&l

96、t;/p><p>　　Keeps team members informed.</p><p>　　Engages team members in clarifying their accountability and task.</p><p>　　Ensures team members have sufficient resources for completin

97、g the job.</p><p><b>　　層級一：任務(wù)式領(lǐng)導(dǎo)</b></p><p>　　自我定位為團隊領(lǐng)導(dǎo)，有效地組織團隊活動。</p><p>　　確保團隊成員獲知必要的信息。</p><p>　　明確團隊成員的職責(zé)和工作任務(wù)。</p><p>　　確保團隊成員獲取足夠的資源來完成工作

98、。</p><p><b>　　Example:</b></p><p>　　I remember there were three people in the group. We once had a meeting together, for they didn’t take part in the previous communication with the

99、EVP and the boss. So I talked about our discussions and the general idea formed after my talk with the EVP. I told them the background clearly and its origin: the company wanted to build up a flexible and mobile organiza

100、tion out of the consideration of the maturity of the organization and of the managerial personnel, interrelationship between departmen</p><p><b>　　范例：</b></p><p>　　我記得我們那個團隊中有三個人，有一次

101、我們在一起開會，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流動是否適應(yīng)等因素的情況下，公司想要構(gòu)建一個靈活移動的組織。因為我小組中有兩個成員一直對組織結(jié)構(gòu)的變化很負責(zé)任，知道這個之后，他們很高興。然后，我告訴他們自己對3-3想法 的構(gòu)想，但沒給他們機會表達自己的想法。理由

102、是他們沒有很多前期的工作經(jīng)驗?；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的結(jié)構(gòu)。我要他們看看這個結(jié)構(gòu)與目前的結(jié)構(gòu)有多大的變化，崗位和層級將會如何變化。</p><p>　　Level 2: Set expectations</p><p>　　Clarifies norms for good teamwork.</p><p>　　Facili

103、tates continuous improvement of team effectiveness through establishing systems or mechanisms of team operation.</p><p>　　Praises team members and expresses positive expectations publicly.</p><p&g

104、t;　　Builds a habit of providing performance feedback to team members</p><p><b>　　層級二：設(shè)定期望</b></p><p>　　明確團隊合作的行為準則。</p><p>　　通過建立團隊運作的方法和機制，幫助團隊能力的持續(xù)提升。</p><p

105、>　　公開地表達對團隊成員的贊賞以及積極的期望。</p><p>　　逐漸培養(yǎng)對團隊成員給予及時反饋的意愿和習(xí)慣。</p><p><b>　　Example:</b></p><p>　　We used PDCA. P means plan; D means do; C means check; A means alter. We wo

106、uld turn complaints into early stage plans and come up with improvement suggestions. Everyone should share his idea without any reservation. I still had one better method which was not used yet. We conducted a PDCA not o