爱立信领导力框架

1、Ericsson Leadership Framework爱立信的领导力框架备注：1、本稿中文翻译仅供参考。2、仅作内部参考用，请注意保密，勿对外传播People leadership管理人员的领导能力Organizational leadership驾驭组织的领导能力Thought leadership认识思考的领导能力Lead by exampleSimplifySee the big picture以身示范简单明了高瞻远瞩Gen erate en ergyMobilizeChalle nge激发动力动员协调善于挑战Commu ni catePush for excelle neeSeiz

2、e opportu nities沟通交流追求卓越把握机遇Qualify every dayGet resultsDrive One Ericss on精采每一天注重结果推动“一个爱立信”People LeadershipLead by example 以身示范Be consistent始终如一（保持一贯）Be accou ntable and dema nd accou ntability 负责并要求负责Create trust and act with in tegrity 建立信任、办事正直Examples of behaviorsCon siste ntly act accord ing

3、 to stated values and beliefs; commu ni cate con siste ntly始终按照既定的价值观和信仰办事；交流沟通保持连贯性Have a con siste nt track record of deliveri ng on commitme nts有执行承诺的稳定记录Use performa nee man ageme nt systems to mon itor and en sure performa nee aga inst commitme nts 通过业绩表现管理系统来监控并确报业绩表现符合承诺。Delegate resp on sibi

4、lity and con vey clear expectati ons to the appropriate staff向恰当的人员委以职责并传达明确的期望Accept responsibility for problems and mistakes in the team-do not blame others对于团队的问题和错误承担责任，不责备他人Make decisi ons without bias决策时应不存偏见Confront un ethical behavior敢于正视不道德的行为Model and in spire high levels of in tegrity树立高度

5、正直的典范，并不断激励鼓舞Protect the in terests of those not prese nt in meeti ngs and discussi ons保护那些未参与会议或者讨论的人员的利益Have the trust of others across the bus in ess在业务交往的过程中信任他人Generate Energy 激发动力Inspire 鼓舞感召Empower and coach 授权和指导Build commitment 建立承诺Examples of behaviorsInspire and motivate others to pursue

6、challenging goals and high standards of performance 鼓舞和激励他人追求挑战性目标和高水准的表现Generate enthusiasm for ideas by tapping into shared values 通过共享的价值观去产生思想迸发的激情Identify what drives each person in the team; provide motivation accordingly 找出团队中每个人的驱动力，从而因势利导。Create a work environment that encourages others to

7、do their best 创造鼓励人人“止于至善”的工作环境Empower others to take responsibility and actions 进行授权，让授权者承担责任并实施行动Provide feedback, coaching , and guidance where appropriate to enhance others 'skill development 为促进他人的技能发展，在适当处提供反馈、训练和指导Communicate 沟通交流Listen 聆听Share information 信息共享Ensure impact and influence

8、给予压力和影响Examples of behaviorsListen and ask questions actively, reflect and summarize others 'comments to ensures understanding 主动聆听、积极提问，通过对他人意见的反应和总结来确保正确的领会。Demonstrate genuine interest and empathy when listening to others 聆听时，应显示实实在在的兴趣所在和用心之处Proactively share timely updates and information w

9、ith relevant parties 将及时更新的资料和信息与相关方提前分享Develop and articulate a compelling position and check for understanding 树立起有说服力的立场观点并清晰阐述。同时，应通过检查来确保理解。Tailor communication style and content to the audience 对讲诉的对象采用针对性的沟通风格和沟通内容Advocate ideas with confidence, even when faced with resistance 倡导观点时充满信心，即使遇到阻

10、力。Build coalitions and alliances to garner support for ideas and create a foundation for future influence 进行联合和构建同盟，以积累对观点的支持，并奠定影响未来的基础。Qualify every day 精彩每一天Develop yourself and encourage development 自我进步和鼓励进步Prepare thoroughly充分准备Build capability培育能力Examples of behaviorsRegularly take stock of o

11、wn capabilities to identify development priorities经常性运用自己现有的各种能力去识别发展的重点Pursue ways to develop and apply new skills 寻找途径去开发和运用新技能Modify self perception and behavior based on feedback from others 根据他人反馈修正自己的认知和行为Hold others accountable for developing their people 让他人负责其下属的成长Promote sharing of experti

12、se and a free flow of learning across the organization 促进整个组织的专业共享和自由学习Identify required capabilities and skill gaps within own organizational area 在自己的运作领域内识别出能力和技术上的差距Develop successors and talent pools to ensure availability of future talent 建立继任者和优秀者的储备库，确保未来杰出人才的供应Organizational leadershipSimpl

13、ify 简单明了Work through complexity 在复杂状况下工作Clarify priorities明确优先顺序Make things easier化繁为简Examples of behaviorsClearly define and act upon complex issues despite incomplete or ambiguous information 对于复杂问题清晰认识、明确行动，即使信息不完整和不确定Advance problems toward resolution, without getting involved in unnecessary det

14、ail 推动问题的解决，而不陷入不必要的细节之中Translate broad objectives into specific objectives, action plans, and metrics 将大的目标转化为具体的目标、行动方案和衡量标准Determine and communicate priorities for the team 决定和向团队传达工作的轻重缓急Mobilize 动员协调Build teams建立团队Leverage diversity运用多样性Ensure alignment确保团结Examples of behaviorsFacilitate the de

15、velopment of teams through the stages of team growth and maturity 在团队的发展和成熟阶段，推动团队的建设Negot iate effectively to achieve win-win solutions that meet the interests of all parties 有效协商，实现共赢，满足各方利益。Actively build and develop diverse teams across the organization 在整个组织内积极组建和发展多样化的团队Invite and build upon t

16、he ideas and input of others鼓励和依靠来自他人思路和投入Address and resolve conflict directly and constructively, focusing on issues rather than people 直接地、建设性地对待和解决问题，对事而不对人Align own work plans with core plans and processes of the work group or business 使个人工作计划和工作团队、业务的核心计划、程序相一致。Push for excellence 追求卓越Set high

17、 standards建立高标准Strive for operational excellence致力卓越运营Lead continuous innovation引领持续创新Examples of behaviorsMaintain a consistent, high level of productivity 保持一贯的、高水平的生产率Focus efforts on continuously improving work structures and processes that create the most value for unit 集中精力，持续改进工作机构和程序，使之为组织带来

18、最大的价值Identify ways to streamline and improve efficiency of work 找到使工作流程化和效率提升的方法Define and communicate expectations for high quality outcomes 明确和传递对高质量结果的期望Investigate and adopt best practices and lessons learned from within and outside the organization 对组织内外的最佳实践和经验进行研究和吸纳Get results 注重结果Demand and

19、 measure performance推崇业绩表现并对之进行测量Reward and recognize achievements奖励和承认成绩Demonstrate passion for business success 展示成就事业之激情 Examples of behaviorsDraw relevant conclusions from various sources of information and make decisions accordingly 根据不同来源的信息做出相关结论并进行相应决策Identify and use the key financial indic

20、ators necessary to measure business performance 发现和运用必需的关键性财务指标去测量业务表现Handle the underperformance of others in productive ways , turning performance around or taking appropriate action promptly 通过有效的方式处理他人的不佳表现，扭转颓势或迅速采取行动Address and take action when there is a lack of performance in the team 团队存在欠佳

21、之处时，予以指出并采取对策 Drive a performance-based culture 推行以业绩为基础的文化Appropriately recognize and reward outstanding performance 恰如其分地认可和奖励出色表现Communicate passion for business success beyond the achievement of own goals 显示成就事业的激情，不局限于自身目标的达成Foster a sense of urgency for achieving goals 培养达成目标的紧迫感Do not easily

22、give up in the face of obstacles; makes efforts to remove them 遇到困难不轻易放弃；不遗余力克服困难Thought leadershipSee the big picture 高瞻远瞩Put customers first 客户第一Think strategically 战略性思考Consider business consequences 考虑商业的因果关系Examples of behaviorsEnsure the removal of barriers to delivering exceptional customer s

23、ervice 确保消除为客户提供杰出服务的障碍Ensure that customer issues are resolved 确保客户的相关事宜得到解决 Seek and respond to customer feedback 发现和响应客户反馈Assess long-term impact for Ericsson and customers when making decisions 决策时，应评估对于爱立信和客户的长期影响Align the strategic priorities of own area with the direction and strategic priori

24、ties of the broader Organization 使现有（管理）范围的战略优先顺序与更大组织范围的方向性和战略优先顺序保持一致Make sound decisions on complex functional issues and problems , taking into account broader implications 对复杂机能性的事件和问题进行合理决策，并考虑到更广泛的背后联系Contribute to the development of strategies to balance short-term requirements with long-ran

25、ge business plans 致力做出决策，平衡短期需求和长期计划Convey a thorough understanding of own area 's strengths, weaknesses, opportunities, and threats; draw appropriate conclusions对自己领域的优势、劣势、机会、威胁等情况要清楚传递，正确决策Consider industry, market, and other external business factors when making decisions. 决策时，要考虑到行业、市场等外部商业

26、因素。Challenge 善于挑战 be courageous 具备勇气 seek the truth 探求真理 question accepted beliefs 质疑陈见Examples of behaviorsTake personal responsibility and assume accountability for decisions and actions 决策和行动时应尽职明责Demonstrate the courage to say “no”when necessary, taking stands on important issues 需要时应有勇气说“不”，在重大

27、问题上立场鲜明Probe and look past symptoms to determine the underlying causes of problems and issues 从以往的迹象中探求和看到在问题和事件背后的原因。Challenge “the way it has always been done ”and take action 对“向来如此”进行质疑，并采取行动Continually question business assumptions to drive new thinking and change 时常对商业假设进行质疑，推动新思维和新变化的产生Seize

28、opportunities 把握机遇Demonstrate an entrepreneurial spirit 展示企业家精神Pursue breakthrough approaches 追求突破的方式Make decisions 做出决策Examples of behaviorsAct on opportunities to capitalize on strengths and market opportunities to counter competitive threats 把握时机，利用好实力和市场机会，去应对竞争威胁Communicate a focus on new busin

29、ess opportunities that have significant revenue and profit potential 对于可能产生重大收入和利润的商业机会要善于沟通，引起关注Encourage fresh perspectives and new ways of looking at problems processes or solutions 鼓励提出处理和解决问题的新观点、新方法Champion new ideas and initiatives from sources inside and outside the company 支持来自公司内外的新想法和倡导Encourage and involve others in taking appropriate risks 鼓励和促使大家参与适度冒险Make tough , pragmatic decisions when necessary 必要时，决策强势执行、维持己见、Make timely, immediate, and independent decisions on issues requiring attention 在需要引起关注的事件上，应及时、迅速、独立的决策Drive One Ericsson 推动“一个爱立信”Share the vision 愿景共享Thi