英语学习：如何拯救一个差劲的领导？

友谊的真诚

为了解决种种问题，穆拉利启动了“一个福特”计划，基于“通过专注、团队合作和全球一致的方式，让员工都朝着同一个目标努力。”他从重新设计内部会议着手。据穆拉利传记《勇者不惧》的作者布莱斯•霍夫曼所述，过去的内部会议都是员工努力保护自己的“决斗场地”，每个人都在指出别人计划的缺陷，而不是为想办法解决问题。穆拉利将会议的性质由负面变为正面，营造了一种安全的氛围，人人都可以坦诚讨论，畅所欲言，不怕遭到指责。穆拉利没有批评把问题拿到会上讨论的高管，而是鼓励大家联手解决问题。他注意到：“如果有共同的目的，又有人人都愿意帮助他人成功的环境，问题很快就能得到解决。”


n response, Mulally developed One Ford, an initiative based on “focus, teamwork and a single global approach, aligning employee efforts toward a common definition of success.” He started by redesigning internal meetings. As described in Bryce Hoffman’s American Icon, meetings had become “arenas for mortal combat” in which employees practiced self-preservation, trying to identify flaws in each other’s plans instead of recommending solutions to their problems.

友谊的真诚

穆拉利在每周BPR里启用了“红绿灯”系统，与会高管会用红、黄、绿三色标示重要计划的进展。开过四次会议后所有计划都被标示为绿色，穆拉利向团队发难：“我们今年会亏损180亿美元，究竟有没有进展不利的计划？”现场一片死寂。
接下来一周，福特的北美区总裁马克•菲尔德斯带来了一个红色信号，代表一款新车要推迟问世。其他高管都以为，菲尔德斯会因为报告坏消息而被解雇。穆拉利却开始鼓掌，并且说：“马克，很有远见。”他又问管理团队：“我们怎样才能帮助马克解决问题？”他经常对手下的高管说：“你自己没有问题，只是遇到了麻烦而已。”

Mulally introduced a “traffic light” system to weekly BPRs in which executives indicated progress on key initiatives as green, yellow, or red. After four meetings in which all programs were labelled green, Mulally confronted his team, “We are going to lose $18 billion this year, so is there anything that’s not going well?” His question was met with stony silence.

The following week, Ford’s North American President, Mark Fields, showed a red indicator that a new vehicle launch would be delayed. Other executives assumed Fields would be fired over the bad news. Instead, Mulally began clapping and said, “Mark, that is great visibility.” He asked the group, “What can we do to help Mark out?” As he frequently told his leaders, “You have a problem;you are not the problem.”

友谊的真诚

穆拉利称自己的领导风格是“正面领导——传递一种车到山前必有路的观念”。他说，正面领导的关键是“强化人人参与的观念。当大家觉得人人有责的时候，做事情也更有意思。在一个相互支持的环境下共事收获也更多。”
凭借坚定的决心和正面领导的作风，穆拉利打造了有效解决问题和团队合作的企业文化。最终，他的管理团队带领福特走出破产危机，提高了福特汽车的设计水平和产品质量，扭转了市场份额下降的局面，将海外工厂的就业机会带回美国，福特在成本方面与国外同行相比竞争力大大提高，盈利能力也增强了。


Mulally describes his leadership style as “positive leadership—conveying the idea that there is always a way forward.” He says a critical part of positive leadership is “reinforcing the idea that everyone is included. When people feel accountable and included, it is more fun. It is just more rewarding to do things in a supportive environment.”
With determination and positive leadership, Mulally created a culture of effective problem solving and teamwork. As a result, his team kept Ford out of bankruptcy, reversed market share losses with improved auto designs and quality, brought jobs back to the U.S. from overseas plants, and restored the company’s profitability by becoming cost competitive with foreign producers.

友谊的真诚

不力的领导者眼里只盯着下属犯的错，而像穆拉利这样的优秀领导则努力让下属发挥出最大潜力。卓有成效的领导者遵循积极心理的法则，确保与员工的互动既正面又有建设性。尽管面对挫折，他们对未来仍保持乐观，让人更相信前路总有希望。


Weak leaders focus on all the things that are going wrong. Great leaders like Mulally bring out the best in us. The most effective leaders apply the principles of positive psychology, ensuring their interactions with employees contain a healthy balance of positive and constructive feedback. They maintain an optimistic outlook despite the setbacks, reinforcing that there is a hopeful way forward.

友谊的真诚

比尔•乔治曾任全球医疗科技巨头美敦力董事长兼首席执行官，现任哈佛商学院高级研究员，著有《正确的方向：发现可信的领导》一书。


Bill George is Senior Fellow at Harvard Business School, former Chairman & CEO of Medtronic, and author of Discover Your True North.

缘分天注定

现在的人想到的是如何先拯救自己，不会想着拯救领导的。

友谊的真诚

缘分天注定 发表于 2016-5-28 12:48
现在的人想到的是如何先拯救自己，不会想着拯救领导的。

呵呵！那是多数人而已，但是我们还是要去努力拯救哦。

缘分天注定

友谊的真诚 发表于 2016-5-28 13:16
呵呵！那是多数人而已，但是我们还是要去努力拯救哦。

嗯，不去受别人的影响，做自己想做的事。

Jackbraynel

好文慢慢欣赏中