CARGILL领导力模型简介

CARGILL领导力模型

ExecutionCapacity执行能力Behaviors行为能力Knowledge知识LearningCapacity学习能力IntegrityConvictionCourage正直、诚信信念勇气Know知道Understand理解Apply应用seen

Objectives

目标Tounderstand了解为什么重要:“Why”Tounderstand:理解领导力模型“what”

buildcommonunderstandingofleadershipmodel(heart/4capabilities)

-Learntoapply学以致用“How”

Applythemodelinleadershipbehavior应用至日常领导行为中

ThinkaboutGoodleaders,whatcommoncharacteristics/capabilitydothemhave?想一想你所知道的优秀领导人,他/她们所具有的特征/能力？KeepthesecharacteristicsinmindaswetalkaboutleadershipatCargillandtheCargillLeadershipModel.

5Leadershipinanewcontext

新概念下的领导力Leadershipisnotaposition领导力不是一个职位Leadershipisnotprivatereserveofafewcharismaticperson.Itisaprocessordinarypeopleuse.领导力不专属少数超凡领导人，我们每个人都需要发挥领导力.Leadershipisaboutgettingresultthruinfluencingothers领导力是关于通过影响他人而获得结果。领导力是一種“技能”，用來“影響”別人，讓他們全心投入，為達成共同目標而奮戰不懈Isn’titsoimportanttoyou?LeadershipinCARGILL

领导力

KeyLeadershipMessages

领导力关键词InCargill,theSeniorLeadersdefineleadershipwiththreekeymessages.Thesemessagesunderscorestrongandeffectiveleadership.Makingchoices作出抉择asleaders,wehavetobereadytomakechoices,evenwhentheyaredifficultorinsituationsthatareuncertain.

作为领导，必须随时准备好做抉择，包括困难的和不确定情况下的抉择。ieHavingrelentlessdetermination具有坚韧的决心asleaders,weneedtofocusontheendgoalandovercomeobstacles,nomatterhowbigandunfamiliar

作为领导，应专注于克服障碍实现最终目标，无论目标多么远大ieEngagingemployees使员工乐业asleaders,wehavetoknowwhatmotivatesus,engageemployeeswhomayworkforus,helpengageourpeersindifficulttimes,andfindwaystostayengaged.作为领导，必须明白如何激励自己，使员工乐业，帮助同事在困难时仍保持积极性并始终乐业。ieLeaders领导:

Demonstrateunyieldingcommitmenttoethicsandintegrity坚守道德准则、正直、诚信Havehighdegreeofmotivation,deepknowledgeinspecificareas,desiretolearncontinuously,capacitytoexecuteplansanddeliverresults善于自我激励，专业知识深厚，主动学习，有能力执行计划并取得成果Areabletoadapttonewcircumstances

能够适应新的环境Haveresponsibilityfortheirownlearning

对自己的学习负责Valuedifferencesandusethemtobuildacompetitive

advantage珍视差异并且以此来建立竞争优势Createandleadchange创造和领导变革

Cargill’sLeadershipPrinciples

嘉吉领导力原则

TheLeadershipStatementsetsthefoundationfortheCargillLeadershipModelCARGILL领导力模型

TheCargillLeadershipModelidentifiesthecapabilitiesneededbyleadersatalllevelsintheorganizationinordertoachieveStrategicIntent.嘉吉领导力模型清晰定义出各级领导者所须具备的各项能力

以实现嘉吉战略目的Eachofushasanopportunitytoprovideleadership,regardlessofpositionwhetheritis无论职位高低，每个人都有机会发挥领导力Taskleadership任务领导Thoughtleadership思考领导Teamleadership团队领导Strategicleadership战略领导Peopleleadership人员领导Whowilluseit

CLM和谁有关

Howwillweuseit?嘉吉领领导力力模型型将运运用在在….Leadershipatalllevelsisessentialtoachieveourstrategicintent，TheLeadershipModelisincreasinglybecomingtheframeworkforourpeople-relatedprocesses领导力力模型型正逐逐渐成成为人人力资资源流流程的的基础础Selection选才LeadershipTalentManagement领导人人才管管理Development育才PerformanceManagement绩效管管理PMPPMP中的重要组组成部部分-Elements主要工工作成成果KeyResultsArea技能发发展SkillDevelopmentExecutionCapacityBehaviorsKnowledgeLearningCapacityIntegrityConvictionCourageWhatdoesCLMmeantoyou?Objectives目标Tounderstand了解为为什么么重要要:“Why””Tounderstand:理解领领导力力模型型“what””buildcommonunderstandingofleadershipmodel(heart/4capabilities)-Learntoapply学以致致用“How”Applythemodelinleadershipself-development用以提提升自自身的的领导导力©2006CargillIncorporated.AllRightsReserved.CLMHistoryCLM历史1999:CreatedaspartofStrategicIntent建立并并作为为战略略目的的的一一部分分behavior2000-2001:Createdfourquadrants建立四四个能能力象象限(behavior+knowledge+execution+learning)2002:Theheartofleadershipwasadded加入领领导力力核心心(toemphasizeintegrity/conviction/courage)2006:Modelisrefined模型更新正直、诚信信信念勇气CARGILL领导力模型型-组成成部分领导力的核核心HeartofLeadership每位领导人人不可或缺缺的特质Non-negotiable四个能力象象限FourQuadrantsofCapabilities应用这些能能力的方式式，以及每每种能力需需要的胜任任程度因人人而异，视视你的角色色、业务挑挑战等因素素而定。IntegrityConvictionCourageIntegrity正直、诚信信Conviction信念Courage勇气HeartofLeadership领导力核心心正直诚信是你的价值值观与行动动的一致表表现。它展展现如下：：‧-忠于你的的信念，有有与Cargill指导原则相相一致的强强烈的道德德准则‧-对人诚实实与真挚‧-言出必行行‧-值得信赖赖正直诚信建建立在你所所持有的个个人价值观观与信念的的基础之上。它支持Cargill所定义的价价值观，对对高效领导导力的发挥挥至关重要。正直诚信造造就信任。信任是成功功领导人的的重要特质质，它包含真真挚、能力力与可信赖赖度。正直、诚信信Integrity信念是引发行动的坚定信仰或念头头。它展现现如下：‧将信念转化化成行动‧用信念激发发他人的行行动领导力由信信念所激发发。如果领导导者有着对对更好未来来的憧憬，，他们就会会有实现它它的强烈欲欲望。如果只有信信念,而没没有引发承承诺和行动动，那么信信念将失去去其意义。。只有坚定的的信念,并并而伴以承承诺和行动动,才能感染他他人。信念Conviction勇气是指主动面面对并战胜胜恐惧的意意愿，依据据个人的价价值观、信信仰及为实实现承诺（commitment）而不惧风险险并采取行行动。它展展现如下：：‧体现勇敢、、战胜恐惧惧、不屈不不挠、具有有坚强意志志。‧不惧困难、、风险、阻阻逆与不确确定性，努努力达成目目标。勇气是促使使你以决心心面对危险险与困难的的心态。勇气并不只只是不害怕怕，而是面面对恐惧依依然采取行行动。真正的领导导者有信心心和勇气独独立做出艰艰难的决择择。勇气CourageActivity-HeartofLeadership领导力核心心YourexamplesDiscussexamplesofhowconviction,andcouragearedemonstratedwithpeersand/orcustomers.Discusstheimpact.讨论对同事事和/或者者客户表现现出信念和和勇气的例例子并讨论论其影响。。Activity-HeartofLeadership领导力核心心Part1:15minutes(tablegroups)Discussexamplesofhowconviction,andcouragearedemonstratedwithpeersand/orcustomers.Discusstheimpact.讨论对同事事和/或者者客户表现现出信念和和勇气的例例子并讨论论其影响。。Part2:10minutes(largegroup)Discussafewexamplesfromtablediscussions.从小组讨论论中选出几几个实例讨讨论正直、诚信信信念勇气领导力的核核心HeartofLeadership每位领导人人不可或缺缺的特质buildtrustenhanceemployeeengagementsustainandnourishacultureofethics.contributetosustainableresults.Thesetraitssupportallotherleadershipbehaviorsand,whenusedappropriately,willenhancealeader’seffectivenessineachofthefourquadrantsofcapabilities这些特质若若能运用得得当，则可可强化领导导者在以上上四个方面面发挥领导导能力的效效果。正直直诚信、坚坚定的信念念与勇气是是四个方面面所有行为为展现的核核心原则。。ExecutionCapacity执行能力Behaviors行为能力Knowledge知识LearningCapacity学习能力IntegrityConvictionCourage正直、诚信信念勇气LearningCapacity学习能力LCurious––passiontolearnmorethantaught求知欲-期期望主动学学习甚于被被动教导Adaptable,nimble适应力强，，灵活Broadperspective开阔的视野野Conceptualstrength理性思维ourbusinessisrapidlygrowingandchanging;therefore,wehavetobeopentolearningaboutnewcustomers,marketsandtechnologies.Weneedtorespondtochange,lettinggooftraditionalwaysofdoingthings(e.g.oldpractices,ideas).Weneedtobroadenourperspectiveinanexpandingworld.Leadersalsoneedtocreatevisionsforthefuture.LearningCapacity学习能力L工作中的应应用/examplesExecutionCapacity执行能力ELKeensenseofpriorities敏锐的优先先顺序判断断力Relentlessdetermination&couragetomakethingshappen志在完成目目标的坚定定决心和勇勇气Motivateforhighperformance&excellence追求高绩效效和卓越Developothers培养他人Optimistic乐观Compelling/authenticcommunicator具说服/真真诚地沟通通能力Resilient极强的反弹弹力Leadersneedtobeabletoprioritize–whatneedstobedone,theimportanceandurgency,makingdecisionsastowhichideastopursue,takingavisionandtranslatingitintoresults.Wemustdriveforresultsandpriorities,takeinitiative.Wealsomustmotivate,inspireandengageotherstoworktowardavision.Leadersmustmaintainapositiveoutlookindifficulttimesandsituations;instillthebeliefthataggressivegoalscanbeachieved.Wemustcommunicateinacompelling,authenticway,beopentoothersideas,anddisplayintegrity.LeadersmustseesituationsasnewchallengesoropportunitiesExecutionCapacity执行能力EL工作中的应应用/examplesKnowledge知识Deep&practicalbusinessacumen深刻而实际际的商业眼眼光Graspofmacroeconomics&politicaltrends对宏观经济济和政治趋趋势的把握握Changeleadership变革领导VariousfunctionalknowledgeLeadersneedtounderstandtherelationshipsanddynamicsbetweenexternalfactorsandinternalareas,theyneedtounderstandtheimpactofeconomicandpoliticalchangesonthebusiness,understandhowtoeffectivelyintroducesignificantchangeandachievedesiredresults.Inaddition,theyneedtohaveknowledgeofvariousfunctionalareas.ThedepthofknowledgeandmasteryneededwilldependoneachofyourrolesELＫKnowledge知识ELＫ工作中的应应用/examplesBehaviors行为LEBKDiscuss,decide,champion讨论、决定定、拥领Demonstraterespect,candor&commitment尊重、坦率率、承诺Developandleveragedeepcustomerknowledge&insights对客户的深深刻洞察力力Pursue&reinforcecollaboration寻求并加强强合作Holdselfandothersaccountable让自己和他他人承担责责任Challenge,innovate,change挑战、创新新、变革Valuedifferences重视多样性性Behaviors行为LEBK工作中的应应用/examplesExecutionCapacity执行能力Behaviors行为能力Knowledge知识LearningCapacity学习能力IntegrityConvictionCourage正直、诚信信念勇气Whichquadrantisthemostimportantone,why?©2006CargillIncorporated.AllRightsReserved.©2006CargillIncorporated.AllRightsReserved.Questions?Objectives目标Tounderstand了解为什么么重要:“Why””Tounderstand:理解领导力力模型“what””buildcommonunderstandingofleadershipmodel(heart/4capabilities)-Learntoapply学以致用“How”Applythemodelinleadershipself-developme