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112-The leadership pipeline-Ram Charan-Management-2000
Barack
2017/03/18
2020/05/03
—— "The best president can choose the best people to do what he wants to do, and he can maintain self-control and not interfere with them in the process."
"Leadership Echelon", first published in the United States in 2000. Management books. It introduces the six stages of leadership development ("6P") and analyzes the process from managing oneself to managing others.
Ram Charan was born in North India in 1939. He received an MBA (Master of Business Administration) degree from Harvard Business School and a DBA (Doctorate of Business Administration) degree from Harvard Business School. Representative works: "Leadership Echelon", "Execution", "CEO's Statement", etc.
Leadership refers to the ability to make full use of manpower and objective conditions within the scope of jurisdiction to accomplish what is needed at the lowest cost and improve the efficiency of the entire group.
Part of the catalog
1. Overview: The six stages of leadership development
2. From managing yourself to managing others
3. From managing others to managing managers
4. From management managers to management functions
5. From the management function to the general manager of the business department
6. From business department general manager to group executive
7. From group executives to CEOs
8. Problem diagnosis: identify problems and potential in the leadership echelon model
9. Performance improvement: clarify job responsibilities and establish performance standards
10. Succession planning
The environment in which humans live may be the fastest and most intricate environment on earth. To adapt to this environment, we need shortcuts. Therefore, we must always use the methods we have learned from experience and classify things according to their characteristics. Then, when a certain kind of trigger features are present, we will not falsely think to react accordingly.
People often say that someone can lead others by the nose or that someone is always inclined to evaluate or label others based on a thing or behavior. Essentially, it is because a certain behavior of someone else triggers our pattern response, or our subconscious mind automatically initiates a pattern response based on some information from the outside world, thus producing a predictable response or evaluation of people.
If you are such a person, you may not be able to refuse a request for help when someone compliments you a few words; then the act of compliment can be understood as a fuse, it is the pattern that leads to your willingness to help. reaction. In the same way, if you subconsciously think that a person is frivolous and unreliable because of a person's leg shaking movement, then next time you encounter this situation, you will most likely be subconscious immediately in a very short time. Tag this person.
Many psychologists are studying the nature of these pattern responses. In general, the factors that make us easy to fall into the pattern response may be the following:
1. Reciprocity
2. Commitment and consistency
3. Social recognition
4. Preferences
5. Authority
6. Shortage
The word "hui" has been mentioned several times in "The Analects". "Gentlemen benefit without expense", "Benefits are enough to make people". Thinking about it now, it's very simple. If it is not relying on compulsory administrative rights or rights granted by law, it is difficult for one person to willingly agree to another person's request or obey his leadership. It is through giving many small favors that the beneficiary cannot say "no" when facing the request of the beneficiary.
Although not everyone has the same promise as Jibu. But our social attributes make almost everyone more or less want to be able to realize their promise to keep their image consistency, the consistent image around for us to survive in the community a lot of good. Similarly, when you get a verbal promise or the other party personally writes something down for you, you have determined that the other party is likely to follow the promise or write down in the subsequent actions, even if you do not ask for it. To keep the consistency of its image.
One of our criteria for judging right and wrong is to see what others think, especially when we have to decide what is the right behavior. I didn’t understand why many sitcoms like to add the dubbing of laughter to the place where the laugh point is set, but now it seems to be suddenly bright.
Everyone has their preferences. You don’t need to fully conform to all the other’s preferences. When some of your characteristics overlap with the other’s good or bad images, the other party has evaluated in his mind.
The influence of authority is obvious, which is why we continue to mention "don't be superstitious in authority" and still "unanimously pass" when authority makes wrong decisions that everyone knows.
Because of our low self-esteem, we are afraid of losing. An item, if the chance of getting it is smaller or the possibility of losing it is greater, we are more likely to think that it is precious to us. The pain that loss brings us is greater than the happiness that gets us. This means that the pain of losing 100RMB may be greater than the happiness of getting 100RMB.
How to protect yourself from technical influences is very simple. There is a psychological principle that when you realize that it is a psychological principle, the psychological principle will no longer work for you. In other words, when someone compliments you next time, and you are aware that the compiler does not think so spontaneously, but may ask you, you are likely to refuse the other party's request after the compliment, and you will not fall into Hesitant to react to his mode.
The "Leadership Echelon Model" divides the management process from employees to CEOs into six leadership development stages, each stage must master specific leadership skills, time management capabilities, and work concepts. The first stage: from management From self to managing others, the focus is on the transformation of the work philosophy from doing things by yourself to leading the team to do things; the second stage: from managing others to managing managers, the key leadership skill is coach selection talents as first-line managers; third stage: from Managers who go to management functions need to learn new communication skills to communicate with employees across two levels.
The fourth stage: from the management function department to the general manager of the business department, the focus is to change the way of thinking, and evaluate plans and programs from the perspective of profitability and long-term development; the fifth stage: from the general manager of the business department to the group executives, the assessment must be made transfer of funds and staffing of strategic planning; sixth stage: from Group executives to the CEO, must have attention to the external perspective of the Ministry of relationships. "
"The first stage: From self-management to the management of others, the first few years of new employees are individual contributors. Whether they are engaged in sales, accounting, engineering, or marketing, the requirements for their abilities are mainly specialization and professionalism. .They make contributions by completing tasks within the planned time, and by continuously expanding and improving their skills, they can make greater contributions to their posts, thereby gaining organizational improvement. With the increase of working years, their learning content includes work Planning, schedule management, job content, job quality, and job reliability, the work values that need to be improved include company culture and professional standards. When they become outstanding and skilled individual contributors, especially when they can effectively When working with others, companies tend to increase their responsibilities. If they can do these tasks proficiently and follow the company’s values, then they will be promoted to first-line managers. "
"The second stage: from managing others to managing managers. Compared with the first stage, the second stage of leadership development is often overlooked. Although it is an important cornerstone of a company’s management foundation, it selects and cultivates all the company’s Future Leaders, but few companies do well in this part of the leadership echelon training system. The biggest difference from the first stage is that the second stage is pure management. In the first stage, managers still have to take on some personal Contribution. But in the second stage, they no longer need to make personal contributions directly. The key skills they must master include selecting talents to serve as frontline managers, assigning management tasks, evaluating subordinate managers, and coaching. At the same time, they must learn to go beyond departmental benefits Consider the overall strategic issues and actively support them. "
"The third stage: The transition from management managers to management functional departments is more difficult than expected. On the surface, the work of management managers and management functional departments is very similar, but there are some significant differences. The former is the department directors, the latter is the deputy general manager of the business department, and they are in charge of several related departments. They need to communicate with employees across two levels, so they need to develop new communication skills. They must also manage other tasks outside of their majors. , Which means that they must understand work outside of their profession, and they must also learn to evaluate its value. "
" Phase 4: From the management function to the general manager of the business department, this leadership stage usually brings the greatest satisfaction to managers, but also the most challenging. This work is very important to the company. The general manager of the business department usually gets A lot of empowerment, leaders with leadership talent often feel like a fish in the water. They know the relationship between their management work and market results. At the same time, this is also a huge career leap, mainly reflected in leadership skills, time management, and work philosophy is different. It is not a simple strategic, cross-departmental thinking problem (although it is very important to continue to improve these skills developed in the previous position). Now they are solely responsible for a business unit instead of just understanding and Just work with other functional supervisors. The change from the deputy general manager of the business department to the general manager of the business department is thousands of times. The general manager of the business department does not evaluate plans and suggestions from the perspective of the department but the perspective of profitability and long-term development. Comment estimate. to be successful, the general manager of the division has to change their previous way of thinking. "
" Phase 5: From the general manager of the division to the group executives, this leadership stage does not seem to be difficult. People always think that if you can successfully manage one business, you can also manage multiple businesses. This mistake of understanding stems from their lack of understanding of the difference between the two. The general manager of the business department pays attention to the success of the business he manages, while the group vice president who is in charge of multiple businesses at the same time pays attention to the success of the general manager of the business department. This is a major difference, because some leaders will be satisfied only when the success is largely attributed to them. It is conceivable that a group vice president cannot motivate and support the success of subordinate managers if he cannot focus on the success of others Perhaps his work will make him feel frustrated because he is convinced that he is better than any manager under him, but he cannot do it himself. In both cases, the company’s leadership process will be blocked. , The vice president either does not support the competent department or intervenes too much. ”
"The sixth stage: from group executives to CEOs. When the company’s senior leadership has problems, it will affect the entire company. If a CEO does not go through all stages of development, his work may not only affect him directly The work performance of subordinates will also affect the performance of all employees of the company. Not only can he not effectively train other managers, but also cannot be competent for the position of CEO. In the sixth stage of leadership development, its transformation is more concentrated in Business philosophy rather than management skills. The CEO must confirm his roles and responsibilities. As the top leader of an organization, he must be a thinker with lofty ambitions. At the same time, Shanqian establishes the company’s operating mechanism and promotes the company to Achieve each quarter's performance goals and ensure the realization of the company's long-term strategic goals. It is the daily homework of CEOs to weigh trade-offs. They must learn to adapt and master this art. Also, be keenly aware and proficient in dealing with external stakeholders Relationships, major external changes, and proactive responses to them are becoming more and more important. The CEO must have a perspective that values external relationships. "
"It takes a major change to succeed as a manager for the first time, that is, their work results are no longer obtained through their work, but through the efforts of subordinates and the team. Although they may have been keen They are fully aware of this necessary change, but from their behavior, they are still psychologically unsuitable. The typical performance is that they often directly intervene in the work of their subordinates because they are good at a certain job. For example, The manager of an investment bank may organize a complicated transaction himself, rather than supporting his subordinates to do it. He likes to show people his expertise in this area. Another situation is when they are dissatisfied with the working methods of their subordinates. They did it personally, which created competition with subordinates invisibly. At this stage, it is very difficult to give up the job and responsibilities that once won them the managerial position. "
