首都机场集团公司经营管理人员领导力建设专题培训

1、Developing Leaders for a Global WorldLieutenant Colonel Todd Henshaw (R), Ph.D.Leadership developing training for enterprise managers of CAH首都机场集团公司经营管理人员领导力建设专题培训Academy Professor, Director of Leadership and Management Programs Authored and implemented West Points Leader Development System24 years

2、Army leadership and command experience, 6 years educating executivesMBA, Ph.D. in BusinessCreated Eisenhower Leader Development Program (with Columbia)Retiring, teaching at Columbia/Wharton and consulting with corporations leader development systems and execution/implementationBaosteelHuaWeiPetroChi

3、naBank of ChinaChina Minsheng BankChina Ministry of Public SecurityGuanxi Province and Nanjing cityShanghai Municipal GovernmentBeijing Capital LandCapital Airports Holding CompanyAir China China Merchant Bank General ElectricMcKinsey ConsultingWorld Economic ForumColgate-PalmoliveAlcatel-LucentSams

4、ungBoston ScientificPhiladelphia InsuranceNew York City Education DepartmentTo educate, train, and inspire the Corps of Cadets so that each graduate is a commissioned leader of character committed to the values of Duty, Honor, Country; professional growth throughout a career as an officer in the Uni

5、ted States Army; and a lifetime of selfless service to the nation. BE KNOW DO4-year undergraduate educationscholarship funded by U.S. Army4,000 students graduates have mandatory 5 year Army commitment as Army officersmajor programs are: Academic/Military/Physical with emphasis on moral-ethical devel

6、opmentformal cadet leader development system provides a common framework and philosophyUSMA is #1 university in USA 1 out of 10 applicants selected or 10%Must have congressional appointmentPotential measured in:Intellectual or AcademicLeadershipPhysicalSocialImportance of “self-selection” to commitm

7、entWhy a System?Alignment and CoordinationCulture, mutually reinforcingA system of systems integration is criticalDesign Process and Re-engineeringAssumptionsExpectations of Leaders at various levelsSurveys and interviewsDevelop the modelChange policies and culture“Everyone pulling on the same rope”

8、courageability to make decisionsintegrity/reliabilitypersistence/tenacityempathy for the soldierexpertise/knowledgeadaptabilityresilienceInforms West Points purpose LEADER OFCHARACTERLoyaltyEmpathyDutySelfless ServiceIntegrityPersonal Couragecourageability to make decisionsintegrity/reliabilitypersi

9、stence/tenacityempathy for the soldierexpertise/knowledgeadaptabilityresilienceDecision makingTactical expertiseEmotional IntelligenceStrategic thinkingTeam buildingCompetenciesValuesKnow - DoBe LEADER OFCHARACTERWhat makes a GE leader? Values External FocusClear ThinkerImagination InclusivenessExpe

10、rtiseIntegrity CompetenciesProblem solver trade-offs, resourceful, creative, leader in good and bad timesCourageous pushes back, takes risks, gutsyMotivator energizes the team, passionateLearner acknowledges and does not make same mistake twiceManages the matrix able to sell ideasEffective communica

11、tor verbal, written, presenceTenacity optimistic, faces reality, committed+BSC CompetencyBoston Scientific Corporate BehaviorsDrives Value CreationIs aware of market, economic, customer and technology trends. Identifies and maximizes opportunities to create value for BSCs customers, employees and sh

12、areholders.Develops and leverages diverse talent. Uses and rewards creativity and risk-taking; fosters innovation, communication and collaboration across the organizationExemplifiesAccountability for Behavior andResultsSets high performance expectations and communicates clear and measurable goals.De

13、monstrates a bias for deliberate and timely decision-makingHolds self and others accountable to deliver commitmentsFacilitates learning and enhances performance of others through regular and constructive feedbackLeads Change and Manages ComplexityInspires engagement and commitment from others to the

14、 achievement of common goalsDelivers results beyond expectations by demonstrating ability to influence, lead and mobilize teams across cultures, business and functional barriers, and reporting entitiesMaintains personal and leadership energy in constantly changing corporate and global environmentsSe

15、eks diverse perspectives (e.g. cultures, ethnicity, gender, experiences, etc.) to improve the quality and implementation of decisionsResponds quickly and professionally in crisis situationsPrioritizes and delegates effectively in highly matrixed and multi-tasking environmentSustains Quality Culturea

16、nd OutcomesIdentifies, analyzes root cause and acts promptly on issues that can impact product quality or patient welfareDemonstrates bias for prevention and proactive complianceMaintains compliance on all required training, at individual and group levelDemonstrates respect for regulatory bodies, pr

17、ocesses and requirementsIs a visible champion for continuous improvement of process efficiency and organization effectivenessShares learning from successes and failures to improve the quality of decisions and actionsDemonstrates Personal andProfessional CapacityActs with highest integrity; uses BSCs

18、 code of conduct and core values to guide behaviors of self and others in all actions Maintains perspective, objectivity and optimism when faced with problems or entrenched resistance Demonstrates authenticity (walks the talk), while maintaining focus and drive to deliver resultsPossesses keen intel

19、lect, sound judgment, and common senseSeeks and integrates feedback effectively Exhibits healthy self-awareness in management and development of self, and in interaction with othersExemplifies resilience in the face of constant and unpredictable changeWhat are your strategic priorities?What are the

20、requirements for leadership based upon these priorities?How do you define effective leadership for your organization?What capabilities do you think they should have?How are you developing leaders?Take a few minutes to construct your listDevelopmental Experiences ReadinessForDevelopment+Reflection =A

21、ssessmentChallengeSupport+Time New Capacities and KnowledgeLeaderDevelopmentCadet Leader Development Model4321FINALCurrent/IdealCurrent/IdealCurrent/IdealCurrent/IdealCurrent/IdealMilitary6.5/107.0/105/94.5/8.85.5/8.5Intellectual5/85.5/8.26.0/8.16.2/86.5/8.2Physical4.3/9.24.4/96.0/8.85.8/96.2/9Human

22、 Spirit4.2/9.05.0/8.75.5/8.56.2/8.46.4/8.8Ethical5.4/9.55.6/8.86/8.56.2/8.66.5/8.8Social7/97/97.1/9.27.4/9.58/9.2Warrior6.3/86.5/7.96.6/87/87/8.5Leader of Character5.8/86/9.06/8.56.5/86.8/8.2Servant of the Nation6/87.5/8.57.7/9.07.8/9.27.8/9.2Member of the Profession4.5/64.4/6.55/6.55/75.5/7.4Leader

23、 AssessmentIdentify Major GapsIdentify ProgressIdentify DeclineFinal ResultNote: Could do class-wide assessments as well based on survey resultsLeadership EducationTraining and Assessment in Leadership PositionsInspiration and Example Setting by Role ModelsCREATING A CULTURE THAT SUPPORTS THESE ACTI

24、VITIES AND BEHAVIORSBecoming a “Leadership Engine,” a company known for developing leaders and peopleCreating and Embedding the SystemDifferentiation and Competing through Leadership“Leadership is the biggest single constraint to growth at Johnson & Johnson, and it is the most critical business issu

25、e we face.” Former Johnson & Johnson CEO Ralph Larsen“Leadership is our key differentiator, its the way we compete.” Lockheed MartinStudy of corporate executives over a 10-year period found that at least 50% failed.In a study of hospital leadership the base rate for incompetent management was 60%.In

26、 a large aerospace organization the base rate for leadership failure was estimated at 50%.Start with Strategy and what it says about the types of leaders you need LONG TERMIdentify the characteristics you want in your leadersDevelop 2 lists (expectations): competencies and valuesWhat is your “BE?” W

27、hat is your “KNOW?”What is your “DO?”How do we develop these things in our leaders?What mechanisms and activities are already in place to accomplish this?How will you EMBED these things into systems (promotion, performance evaluation, job descriptions, etc.)OrganizationalStrategyCurrent Organization

28、alCapabilityLeadership CompetenciesIntegrated LeaderDevelopmentActivitiesDefines the required leadership capabilities that allow the company to achieve the strategy over the next 10-20 yearsElevates the practice of leadership to an appropriate level of recognitionProvides young talent standards of b

29、ehavior and goals for developmentPromotes the development of a leadership cultureProvides a science for allocating resources to programs Provides areas for performance appraisalFour PhasesPhase 1 PreparationExamine company documents and (industry, operating practices, HR practices, strategy)Prepare

30、interview questions and surveysPhase 2 Data CollectionInterview Top ExecutivesFocus Group with ManagersSurvey upper and lower managersTeaching day Four PhasesPhase 3 Data Analysis and Model DevelopmentCode interviews and analyzing survey dataDevelop model, and recommendations for implementation of m

31、odel, and integration into CAH practices and systems Phase 4 Results and RecommendationsOverview of results and modelTeaching dayImplementation with HR staffData Collection ProcessCultureStrategyCurrent LeadershipExpectations and PracticesCurrent HR and PerformanceMeasurement PracticesInterviews wit

32、h Top ExecutivesSurveyswithtwo levels Focus Groupwith ManagersReview ofCompany DocumentsData Collection Process and GoalsLeadership competencies and descriptions for three levelsExecutiveSenior or MiddleSupervisor or junior managerEach level includes a different set of competencies, although there w

33、ill be overlap (both middle and executive level will include strategic thinking)Each competency will reflect:A definition of the competency A description of the importance of the competency to a leader A description of how the competency is demonstrated The elements that make up the competency for a

34、 particular level The behaviors that make up the element A listing of potential developmental activities that can be used to increase or develop competence First Line LeaderMiddle ManagerExecutive Leader- Strategic Thinking- Vision- Development- Decision Making- Execution- Building Relationships- In

35、novation- Adaptability- Driver of Results CompetenciesAt Each LevelGlobal Leadership Competencies1 Learning orientation, adaptability2 Understands culture and leverages differences3 - Resilient, optimistic, energetic4 Honesty and Integrity5 Business acumen, technical skill6 Adaptability/Flexibility7

36、 Relationship-builderProgram design develops leader competenciesCompany should target all levels for educationExternal education and internal corporate programsHome of Leadership Education CrotonvilleShould be adapted to fit strategic changesMust involve top leadershipCross-functional teamChange in

37、functionGlobal responsibility, across culturesProject teamLine to staff, or staff to lineAnything that requires a new skill set, change in perspective on the organizationFailure/Risk is OK?Who is responsible for development?Challenge Assessment - Support“Experiences”Embedding MechanismsAttention, Me

38、asurement, ControlReact to critical incidentsRole model/coachReward criteriaSelection/Recruitment criteriaReinforcing MechanismsOrganization design/structureWork Systems or proceduresPhysical layoutStories, legends, mythsFormal statementsWe are a global infrastructure, finance,and media company taki

39、ng on the worlds toughest challenges.We are GEInfrastructureFinanceMediaGE Energy Infrastructure $39B / 22%GE Technology Infrastructure $46B / 25%GE Consumer & Industrial$12B / 7%NBC Universal$17B / 9%GE Capital$67B / 37%Aligned for GrowthInfrastructureFinanceMedia2008 Revenues / % of total revenues

40、Our StrategyBe GlobalConnect locally, scale globallyDrive InnovationLead with technology and content innovationBuild RelationshipsGrow customer and partner relationships worldwide Leverage StrengthsUse GEs size, expertise, financial capability, and brandPHILOSOPHYTRAININGEXPERIENTIALLEARNINGEVALUATI

41、ONValues & Leadership Traits Values communicated from leadership continuously Give values ”punch” tie them to how people are rewardedLearning for High-Potentials Team-based leadership development All course set up to have varied businesses, functions and demographics represented Provide theory, conc

42、ept, and applicationAction Learning In all of core Crotonville courses higher doses in MDC/ BMC/EDC BMC/EDC work on a real business issue approved by the chairmanAnnual Talent Review (Session C) Individual performance assessment based on values and achievement Robust succession planning processOur f

43、undamentalsPeopleDevelop global leaders in a high performance culturePerformDrive excellence in organic growth, productivity and risk Executive Education Leadership Development Cultural Change Customer Engagement At its heart the Touchstone for GE Values CROTONVILLES MISSION to create, identify and

44、transfer organizational learning to enhance GEs growth and competitiveness worldwideOther Associates163,000Professionals120,000(LTB, PB, LPB)Senior Professionals33,000Executive Band4,300SeniorExecutive Band465Officers190OCEO55,000 Executives160,000 ProfessionalsTotal CompanyEmployment 320,000MDCMana

45、ger Development CourseBMCBusiness Management CourseFoLFoundations of GE LeadershipNMDCNew Manager Development CourseAMCAdvanced Manager CourseLDCLeadership Development CourseExecutive LeadershipCornerstone LeadershipEssential Leadership CoursesLIGLeadership, Innovation and Growth+Recurring Team Base

46、d Development Communicating BetterPresentation Skills GEInfluencing Skills GELeading ProjectsProject ManagementProject LeadershipTeam Building GEEngaging PeopleBuilding Essential Leadership SkillsEffective Coaching SkillsHiring the Right PeopleInclusive Leaders WorkshopBreakthrough LeadershipPBEDCEx

47、ecutive Development CourseLeading ChangeFacilitation Skills at GE Work Out at GEChange Acceleration ProcessInnovative Problem SolvingLPBSEB/VPEBSPBCOURSE PHILOSOPHYActive experimentation and problem solvingExposure to a deeper, broader GEAREAS OF LEARNINGExecutive BroadeningGE Senior Leadership GE C

48、orporate Initiatives & StrategyGlobalization/FinanceLeadership DevelopmentLeadership at GEInterpersonal Skill BuildingBuilding an Effective TeamValues & Growth TraitsPersonal GrowthCareer Reflection and NetworkingCOURSE PHILOSOPHYAddressing real GE issues Exposure to new tools & thinking Challenged

49、to execute with less AREAS OF LEARNINGExecutive BroadeningExternal thought leadersInternal executive leadersBusiness analysis through project workLeadership DevelopmentStretch projectLearning compressedLimited data for decision makingLeadership profile assessmentPersonal GrowthTeam, class leadership

50、International travel Leadership, Innovation & Growth (LIG)External FocusGrowth in Uncertain TimesDAY ONEInnovation & Peripheral VisionLeadershipDAY TWOInnovation in ActionScenario PlanningDAY THREEGovernment as CustomerReport OutDAY FOURCOURSE PHILOSOPHYAddressing broad cultural issues by benchmarki

51、ng externally Broaden perspective with new approaches Ownership of key GE initiatives AREAS OF LEARNING Executive BroadeningExternal thought leadersInternal GE leadersProject analysisLeadership DevelopmentExposure to external company processesGlobal business environmentsCultural assessmentsPersonal

52、GrowthInternational travelEvaluate role as growth leader Align leader development with strategyTop management engagement and involvementTailored leader competenciesTarget all levels of leadershipApply a comprehensive approach360 assessment, coaching, performance evaluationIdentify high potentials an

53、d manage talentSomething about West Point and how your company can achieve this:What it takes, commitment, cultureDecide the type of leadership you wantFind, promote role models, examples of the leadership you want to see A New Era of Global LeadershipHow would we define management?How would we defi

54、ne leadership?How do these compare?Directing and supervisingEmphasizes rationality and control, de-emphasizes change and growthReduces tension through compromise and negotiationManage through reward and coercion, implementing rules, following processes (transactionalthrough exchange)“To meet the cha

55、llenge of the marketplace, we must recognize changes in customer needs and desires far enough ahead to have the right products in the right places at the right time and in the right quantity.” Frederic Donner, Chairman and CEO, GM, 1957-1967Influencing rather than directing Mastering the ContextShap

56、ing ideas rather than responding to themCreate tensions between what is and what could beconflict as part of processTake risks.that make managers uncomfortableMundane work is an afflictionHenry Ford- “I will build a motor car for the great multitude. It will be so low in price that no man making a g

57、ood salary will be unable to own oneand enjoy with his family the blessing of hours of pleasure in Gods great open spaces. . When Im through everybody will be able to afford one, and everyone will have one. The horse will have disappeared from our highways, the automobile will be taken for granted .

58、 and we will give a large number of men employment at good wages.”ReferentCoerciveLegitimateExpertRewardPersonal Power(earned)Position Power(provided)CoerciveLegitimateRewardExpertReferentWhich of these Power Bases are associated with Management?Which are associated with Leadership?An Overreliance o

59、n Management Produces “Managed People”And Management CultureReferent PowerExpert PowerLegitimate PowerReward PowerCoercive PowerInternalizationIdentificationComplianceResistanceManagement is the problem!Management is required, but not adequate to inspire performance beyond expectationsAt lower level

60、s, management is rewarded and promotedMost performance appraisal systems measure and recognize managementManagement is valued in the culture and becomes the primary concernHow to get leaders to rise in the organization, when managers are praised and rewarded?Micro Outcomes (IND/GRP)Higher level of m