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What Kind Of Leadership Is Worth Following?

2014/4/8 11:16:00 44

Drucker P recalled his high school military campaign and said, "our history teacher is excellent. He is also a veteran soldier who has been seriously injured.

When he was in class, he asked each of us to read several books carefully from some books and write an experience report.

The teacher took the report as the examination paper for the mid-term examination.

When we discussed these reports in class, one of the class members raised a question: "almost every book mentioned that this fierce war is a completely unqualified war from the military. Why?" our history teacher hesitated without hesitation and pointed out: "because the generals have not sacrificed enough, it is because these generals just let others rush to the front and stay behind the safety."

> "not enough generals" means that the unqualified generals in the war have sacrificed their lives, but they have been living on their own for the purpose of "one will lose all their bones."

Unqualified leaders either ignore others' lives, or eliminate their dissidents, and eventually pay a heavy price.

If this is not the case, if the general himself is in charge, he may sacrifice his life and die for his country.

But history tells us that the number of generals killed in the battle to win the battle is far lower than the failure of the war.

This shows that the most dangerous place is often the safest, while the safe rear is dangerous.

inspecting leadership is clear about the following four things: /p >

however, is today's high-tech war entirely different from the historical battles? Of course not entirely.

Drucker observed effective leaders and found that they knew four things.

(1) the only definition of "leader" is to have subordinates who are following. Without them, they can not be leaders.

Some of these leaders are thinkers and others are prophets.

The so-called "thinkers" mean that they have a set of clear, simple, clear, concrete and operable business theory, and "prophets" means that they can not only see the opportunities, master the changes in demographic and demographic structure, take actions, but also make effective decisions on major organizations.

(2) the real leader should guide his subordinates in doing the right thing, because leadership is judged by the results of the leader's work.

Being popular, being loved, admired or even worshipped is not leadership.

3.

A trusted leader does not necessarily like him, nor does he necessarily agree with anything he does. The trust of his followers is based on the conviction that leaders can do what they say, that is, he believes that he has the virtue of "words and deeds".

The behavior of a leader must be consistent with the belief that he adheres to and cannot contradict each other, and his behavior cannot deviate from his belief.

A productive leader is not based on his intelligence (intelligence and intelligence) but also his consistent style.

(4) leadership is responsibility.

Leadership does not mean classes, titles, privileges or money.

An effective leader knows clearly that he must take responsibility for the final result. He must face and bear the responsibility for good or bad results.

Therefore, he is eager to have a strong team. He has strict self-discipline and requires his subordinates to contribute and contribute a hundred percent. So he will not worry about his ability to be stronger than himself.

But when the subordinates do not work hard, leaders will also give false reminders.

Leaders are more likely to view their success as their own success rather than as a threat to themselves.

leadership is a job. Leaders must take responsibility and assist their subordinates in doing the right thing. They will make great contributions to the unity of words and deeds, and set up models. Only in this way can we win the followers' pursuit, realize the mission and vision of the organization, and truly become a thinker or prophet, which is also the best portrayal of Drucker's life.

He wrote many books, created many new concepts, made a great contribution to the unity of knowing and doing, enlightened management, became a leader in changing the world, and won the respect and following of the world.

examine whether the leadership has the following seven characteristics: /p >

we observe leaders from human behavior to see what they have in common.

On this basis, Drucker further refines the common points of effective leaders, that is, they all have the following characteristics.

(1) know what I have to do, not what I want to do.

Mature leaders are open minded and willing to accept others' opinions. Therefore, they will listen to experts' objections rather than bias their favorite words.

Even he will choose to be beneficial to the society and to the enterprise, but to himself, he will do more work with greater pressure, because this is what he has to do.

(2) know what I should do to make my work better.

Good leaders often ask themselves what I can do, not what I like to do. They often like to do things, and most of them are interested in doing things that are not their strong points, nor are they able to contribute.

As a top leader, it is necessary to give full play to one's own strengths and let others supplement their own shortcomings in order to make their work better.

Because the top leaders will recognize the reality and know themselves. He knows clearly that to accomplish a great undertaking, we must rely on teamwork and never fight alone.

The purpose of an organization is to make a group of ordinary people do extraordinary things.

(3) know what the mission and goal of an enterprise is.

Any organization has its purpose and purpose. The purpose of the enterprise reflects the pursuit of the positive value of society and human beings.

Look for the mission and location of an enterprise, and then define it by the market and customers, and find out who the customer is, who the customer should be, and pform it into the specific goal of the enterprise.

Of course, the mission of an enterprise is long-lasting, and its goal is temporary. In order to realize the mission of an enterprise, we must have strategic thinking and policy so that we can achieve the goal and finally achieve the mission of the enterprise.

An outstanding leader knows that if an enterprise wants to complete its mission, it must rely on its core competence, but more importantly, if it wants to become an excellent leader, it must know how to make good use of collective wisdom and innovation, so that it can make its enterprises in an invincible position in economic depression or economic recession.

(4) must have absolute tolerance for human diversity.

An enterprise is an organization that combines different personalities, attributes and various professionals. In order to achieve the mission and goal of an enterprise, this is a necessary practice.

Enterprises are not looking for the same type of employees to work. (moreover, such employees can not be found). The leaders of enterprises should not deliberately look for people who are similar to themselves, because effective leaders have absolute tolerance for employees' diversity. What they have to do and do is to give full play to their strengths so that they can make contributions to enterprises and meet the needs of external customers.

This is the only reason why leaders exist, rather than making enterprises "a factory to pform employee personalities".

But when it comes to personal behavior, value standards and conduct, effective leaders are totally intolerant of the so-called "diversification".

(5) do not worry that employees are more capable than themselves.

Liu Bang is Liu Bang because he knows how to know others and how to use others.

Although Zhang Liang has Superman's strategic thinking and planning ability, Xiao He has financial expertise and appeasing the expertise of the people, as well as the ability to know, but Liu Bang still finds Han Xin.

For these talents, Liu Bang not only did not envy, but made them form a high-performance team, and established a strong country.

This sentence also proves the sentence in the epitaph of steel magnate Carnegie: a man who knows that he works better than himself can rest in peace with P.

So are effective leaders.

(6) every day "self examination".

Effective leaders usually form the habit of self examination.

For example, when you get up in the morning and stand in front of the mirror, they will ask themselves if this person is exactly what they want to be.

Through such self testing, P can consolidate themselves and resist the external temptation faced by leaders.

They also ask themselves: am I just doing something pleasing, not right, and neglecting something more fundamental and long-term.

(7) the real leader is not a missionary but a practical practitioner.

Leaders can be leaders, not because of what they say, but by what they do.

A leader who does not speak well is unable to gain the trust of his subordinates.

Only through effective action can we stand the test of facts.

Only in this way can we become a real leader.

leaders must be able to stand the test of facts, self examine mind, employ talents and do what they can contribute.

However, today's effective leaders may not be able to succeed in tomorrow's environmental change. For this reason, the biggest challenge in twenty-first Century is to enable the enterprise to have a leader who can cope with change, and enterprises should take the initiative to seek change, and regard change as the opportunity for enterprises.