精通領(lǐng)導(dǎo)力

1、Leadership Mastery精通領(lǐng)導(dǎo)力,Leadership Styles | Insights | Situations | Models By Bill McBride領(lǐng)導(dǎo)風(fēng)格，見解，案例和模式,Summary,"Leadership Mastery”This dynamic session will show how leadership - true leadership manifests itsel

2、f in our professional and personal lives.  Leadership is learned and can be fostered.  The performance of organizations built around leadership dwarf the results of those stuck solely in management with le

3、adership voids.  This session will explore the types, situations and learned skills involved in Leadership Mastery.Inspirational LeadershipOrganizational LeadershipSituational LeadershipPersonal Leadership

4、Developing Leadership in flat organizations In an industry quickly changing, evolving and growing towards more virtual and technological tools - human relations skills are being diminished along with leadership s

5、kills.  Leadership represents trustworthiness, flexibility, adaptability as well as firm distribution of power.  Learn some of the most significant components of leadership mastery: Gain respect

6、 - Building teams that "want to do it” - Calmness in crisis - Accomplishing more,精通領(lǐng)導(dǎo)力,了解領(lǐng)導(dǎo)力如何影響我們的工作和生活。以下是領(lǐng)導(dǎo)力的種類，案例和技巧鼓勵(lì)型領(lǐng)導(dǎo)力組合型領(lǐng)導(dǎo)力情境型領(lǐng)導(dǎo)力個(gè)人領(lǐng)導(dǎo)力在單層管理的企業(yè)建立領(lǐng)導(dǎo)力領(lǐng)導(dǎo)力在現(xiàn)代企業(yè)中至關(guān)重要,Bill McBride,Bill McBride is a health c

7、lub industry veteran who started his full time career in 1986. He is currently President & CEO of Active Sports Clubs and BMC3, his consulting company. McBride is internationally recognized for his expertise on the i

8、ndustry, leadership, management, sales, sales management, marketing, excellence in operations and designing the customer experience. He recently completed 5 years of service on the IHRSA Board of Directors as Chairman &a

9、mp; Ex-Officio. Bill1986年就開始了自己在健身行業(yè)的旅程?，F(xiàn)在是Active Sports Club和BMC3的CEO，參與行業(yè)內(nèi)的咨詢業(yè)務(wù)。他在行業(yè)內(nèi)的管理，銷售，市場和客服方面都非常有經(jīng)驗(yàn)。過去五年是IHRSA的主席。,Active Sports Clubs – Based in San Francisco CA 公司總部位于舊金山,5,Throughout the US: 在全美擁有10 Commerci

10、al Health Clubs 10家商業(yè)健身俱樂部1 New Functional Training Studio – “The Zone”1間多功能訓(xùn)練工作室2 Hospitals 2間醫(yī)院2 Community Centers 2間社區(qū)中心1 University 1間大學(xué)40 Corporate Fitness Centers 40間企業(yè)健身中心,在全美的分布,Our Growing Network 成長中的企業(yè)網(wǎng)

11、,10,“Only three things happen naturally in organizations: friction, confusion, and under-performance. Everything else requires leadership.” ~ Peter Drucker缺少領(lǐng)導(dǎo)力，只會(huì)有摩擦，困惑和表現(xiàn)不佳,“Prediction is very difficult,especially if

12、 it’s about the future.”Niels Bohr未來難以預(yù)測,Paradigms in Life 生活的范例,13,,,,BeSee看,Be clear – Be honest – Be the best透明，誠實(shí)，做到最好,14,Creating… 建立,15,Clear Goals & Direction清晰的目標(biāo)和方向 Openness to Learn & Adapt

13、 自由公開地學(xué)習(xí)和適應(yīng)行業(yè) Operating as your “Be” – Your Best Self 做到最好的自己 Believing in Intentionality 相信意向性 Maximizing Luck Opportunities 機(jī)會(huì)最大化,What Are Your Metrics? 你的衡量參數(shù),16,Jack Welch from GE said: “If I had to

14、run a company on three measures, those would be…” GE的杰克韋爾奇說過，如果按照三個(gè)標(biāo)準(zhǔn)衡量企業(yè)，那他最看中的就是客服滿意度，員工滿意度和現(xiàn)金流。,Customer SatisfactionEmployee SatisfactionCash Flow,Self Leadership Evaluation 自我領(lǐng)導(dǎo)力的評(píng)估,17,As we go through the next se

15、ries of slides, we will discuss 25 aspects of leadershipI recommend you score yourself on each oneGive yourself a 3 for each exceptional leadership trait; 2 for close but have room to improve; 1 for poor attribute on

16、 characteristicBe honest as this is just for you. Also know that leaders are made not just born 自我打分，體現(xiàn)出色領(lǐng)導(dǎo)力打的3分，接近出色，但還有進(jìn)步空間的打2分， 不夠好的1分,25 Points to Evaluate Yourself25條自我評(píng)估,18,25個(gè)自我評(píng)估點(diǎn),1. 因?yàn)樨?fù)責(zé)任而得罪人2. 員工遇到

17、問題找你3. 不被所謂的“專家”所迷惑4. 不畏懼挑戰(zhàn)權(quán)威5. 不忽略細(xì)節(jié)6. 發(fā)掘自己的潛力7. 深入判斷，不僅限于表面8. 注重人力培養(yǎng)9. 忽略組織結(jié)構(gòu)10. 自負(fù)11. 不遵守陳規(guī)舊習(xí),25個(gè)自我評(píng)估點(diǎn),12. 樂觀13. 選擇人才14. 簡化事物15. 成功的可能性16. 實(shí)際重于理論17. 享受樂趣18. 領(lǐng)導(dǎo)者有時(shí)會(huì)感到孤獨(dú)19. 了解自己20. 了解團(tuán)隊(duì)21. 策略和執(zhí)行力,25個(gè)自我

18、評(píng)估點(diǎn),22. 是否主動(dòng)承認(rèn)自己的錯(cuò)誤23. 根據(jù)公司的利益做決定24. 是否相信自己的直覺25. 是否嚴(yán)于律己,Two Great Leaders…優(yōu)秀領(lǐng)導(dǎo)的代表,Lesson 1:第一條,23,#1 “Being responsible sometimes means pissing people off.” 因?yàn)檎J(rèn)真負(fù)責(zé)而得罪別人,24,#2 "The day soldiers stop bringing you

19、 their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.“如果員工沒有問題來找你，說明他們要不然對(duì)你失去了信心，要不

20、然認(rèn)為你不關(guān)心，無論是哪個(gè)，都是領(lǐng)導(dǎo)的失敗,24,Lesson 2: 第二條,25,#3 "Don't be buffaloed by experts and elites. Experts oftenpossess more data than judgment. Elites can become soinbred that they produce hemophiliacs who bleed to d

21、eathas soon as they are nicked by the real world.“不要被所謂的專家和精英所迷惑,Lesson 3: 第三條,26,#4 "Don't be afraid to challenge the pros,even in their own backyard.“不要害怕挑戰(zhàn)專業(yè)人士，即使是他們的領(lǐng)域,26,Lesson 4:第四條,27,#5 "Never n

22、eglect details. When everyone's mind is dulledor distracted the leader must be doubly vigilant.“不忽略細(xì)節(jié),27,Lesson 5:第五條,28,#6 "You don't know what you can get away with until you try.“不嘗試，不知道自己真正的潛力,28,Les

23、son 6:第六條,29,#7 "Keep looking below surface appearances.Don't shrink from doing so (just) because youmight not like what you find.“ 不要光看表面，要深層次的挖掘,29,Lesson 7: 第七條,30,#8 “Organization doesn't really accomp

24、lish anything. Plansdon't accomplish anything, either. Theories of managementdon't matter much. Endeavors succeed or fail because ofthe people involved. Only by attracting the best people willyou accompli

25、sh great deeds.” 只有人才能決定企業(yè)的管理成敗。只有吸引最優(yōu)秀的人才才可能做的更好。,30,Lesson 8:第八條,31,#9 "Organization charts and fancy titles count for next to nothing.“組織結(jié)構(gòu)和頭銜幾乎沒有任何意義,31,Lesson 9:第九條,32,#10 "Never let your ego get so clos

26、e to your position thatwhen your position goes, your ego goes with it.“不要讓自己的自尊和自負(fù)影響工作,32,Lesson 10:第十條,33,#11 “Fit no stereotypes. Don‘t chase the latest management fads. The situation dictates which approach best ac

27、complishes the team's mission.“不要陳規(guī)舊習(xí)，不要去追趕潮流，根據(jù)自己的情況完成目標(biāo),33,Lesson 11:第十一條,STEREOTYPES,DoN’t Fit,34,#12 "Perpetual optimism is a force multiplier.“樂觀是人生的推動(dòng)器,34,Lesson 12:第十二條,35,#13 Powell's Rules for Pic

28、king People:“Look for intelligence and judgment, and most critically,a capacity to anticipate, to see around corners. Alsolook for loyalty, integrity, a high energy drive, a balancedego, and the drive to get things

29、done.”尋找智慧和判斷力，以及最重要的，洞察力。同時(shí)也尋找忠誠，誠實(shí)，有動(dòng)力的人,35,Lesson 13:第十三條,36,#14 “Great leaders are almost always great simplifiers,who can cut through argument, debate and doubt,to offer a solution everybody can understand.“簡化。突

30、破爭論和懷疑，提供最簡單易懂的解決方案,36,Lesson 14:第十四條,,Keep It Simple.簡單化,37,Part I: "Use the formula P=40 to 70, in which P standsfor the probability of success and the numbers indicatethe percentage of information acquired.”P

31、代表成功的可能性，數(shù)值為40到70Part II: "Once the information is in the 40 to 70 range,go with your gut.”如果相關(guān)信息數(shù)值在40到70之間，相信自己的直覺Don‘t take action if you have only enough information to give you less than a 40 percent chanc

32、e of being right, but don’t wait until you have enough facts to be 100 percent sure, because by then it is almost always too late. 如果相關(guān)信息數(shù)值在40一下，不要貿(mào)然做決定，但也不要等到信息值為100，那時(shí)就太晚了,37,Lesson 15:第十五條,,Procrastination,RISK,#15 “D

33、ecisions”決策,38,38,Lesson 16:第十六條,#16 "The commander in the field is always right and therear echelon is wrong, unless proved otherwise.“不過度相信理論，根據(jù)實(shí)際情況判斷,39,#17 Have fun in your command. 享受樂趣 Don‘t always run at a

34、 breakneck pace. 適當(dāng)放慢速度 Take leave when you‘ve earned it. 適當(dāng)給自己放假 Spend time with your families. 享受和家人的時(shí)間,39,Lesson 17: 第十七條,“Corollary: surround yourself with people who take their work seriously, but not themselves,

35、those who work hard and play hard.“知道怎么努力工作同時(shí)會(huì)享受生活的人更值得結(jié)交,40,#18 “Command is lonely.”領(lǐng)導(dǎo)者有時(shí)會(huì)感到孤獨(dú),40,Lesson 18:,41,#19 “Know Yourself” – 了解自己Time to truly understand your own strengths, weaknesses, preferences, styles is

36、 critical了解自己的實(shí)力，弱點(diǎn)，偏愛和風(fēng)格,Lesson 19:第19條,The Good Bad & The Ugly,42,#20 “Know your team”了解你的團(tuán)隊(duì),Lesson 20:第20條,Areas of proficiency, competency, accountability & weakness 了解團(tuán)隊(duì)的進(jìn)步，實(shí)力，責(zé)任和弱點(diǎn) What motivates them 知

37、道該如何鼓舞他們 Who they are as people 了解他們是什么樣的人 Organizations are compromised of relationships 了解公司的人際關(guān)系,43,#21 “Execution & Strategy”戰(zhàn)略和執(zhí)行力,Lesson 21: 第二十一條,Execution without Strategy is dangerous 缺少策略的執(zhí)行是危

38、險(xiǎn)的 Strategy without Execution is worse than meaningless – it causes a lack of faith 沒有執(zhí)行的策略不僅沒有意義而且讓人失去信念,DANGERNo Strategy,44,Lesson 22:,#22 “Responsibility”責(zé)任心,Admit your mistakes and “own” them – apologize when

39、you offend, move on…犯了錯(cuò)主動(dòng)承認(rèn)，道歉，然后向前看,,I’M SORRY,45,Make decisions based on what is “right” for the organization not just “right” for you or your team 考慮到企業(yè)，為自己和團(tuán)隊(duì)做正確的決定 Think through the impact of your decisions fo

40、r all 考慮到自己的決定對(duì)整個(gè)公司，員工，會(huì)員和社會(huì)團(tuán)體的影響,Lesson 23:,#23 “Organizational Responsibility” 企業(yè)責(zé)任,,Organization,,,,Members,Staff,Community,46,You need to trust your “gut” instincts. If something feels “off” – it is. If it fe

41、els “right” – verify to the degree feasible, but don’t be afraid to make a decision 相信你的直覺，不要害怕做決定,Lesson 24:第二十四條,#24 “Cerebral Cortex”影響因子,47,Leaders have discipline. Being great at 1, 2 or 3 things is much bette

42、r than being mediocre at 4, 5 or 6 things – say NO to things that take you off the course of your committed strategic wheelhouse 優(yōu)秀的領(lǐng)導(dǎo)者嚴(yán)于律己- 對(duì)一切可能讓你偏離軌道的行為說不,Lesson 25:第二十五條,#25 “Discipline”紀(jì)律性,Questions… 問題,3 Thing

43、s You Will Do Differently…你會(huì)做的不同的三件事,49,1,2,3,Thank You! 謝謝,50,Bill McBrideCell: (415) 299-9482 Email: BillMcBride@BMC3.comBill.McBride@ActiveSportsClubs.comwww.linkedin.com/in/billmcbride | www.BMC3.comwww.Activ