鲍威尔的领导学经典ppt20-领导艺术(编辑修改稿)

鲍威尔的领导学经典ppt20-领导艺术(编辑修改稿)内容摘要：

ake steps to solve problems as they emerge. Here39。 s a little tip: don39。 t invest in these panies. LESSON 8 Organization doesn39。 t really acplish anything. Plans don39。 t acplish anything, either. Theories of management don39。 t much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you acplish great deeds. In a brainbased economy, your best assets are people. We39。 ve heard this expression so often that it39。 s bee trite. But how many leaders really walk the talk with this stuff? Too often, people are assumed to be empty chess pieces to be moved around by grand viziers, which may explain why so many top managers immerse their calendar time in deal making, restructuring and the latest management fad. How many immerse themselves in the goal of creating an environment where the best, the brightest, the most creative are attracted, retained and, most importantly, unleashed? LESSON 9 Organization charts and fancy titles count for next to nothing. Organization charts are frozen, anachronistic photos in a work place that ought to be as dynamic as the external environment around you. If people really followed anization charts, panies would collapse. In wellrun anizations, titles are also pretty meaningless. At best, they advertise some authority, an official status conferring the ability to give orders and induce obedience. But titles mean little in terms of real power, which is the capacity to influence and inspire. Have you ever noticed that people will personally mit to certain individuals who on paper (or on the anization chart) possess little authority, but instead possess pizzazz, drive, expertise, and genuine caring for teammates and products? On the flip side, nonleaders in management may be formally anointed with all the perks and frills associated with high positions, but they have little influence on others, apart from their ability to extract minimal pliance to minimal standards. LESSON 10 Never let your ego get so close to your position that when your position goes, your ego goes with it. Too often, change is stifled by people who cling to familiar turfs and job descriptions. One reason that even large anizations wither is that managers won39。 t challenge old, fortable ways of doing things. But real leaders understand that, nowadays, every one of our jobs is being obsolete. The proper response is to obsolete our activities before someone else does. Effective leaders create a climate where people’s worth is determined by their willingness to learn new skills and grab new responsibilities, thus perpetually reinventing their jobs. The most important question in performance evaluation bees not, How well did you perform your job since the last time we met? but, How much did you change it? LES。