领导力框架课件

领导力框架ppt课件1Introduction简介TheLeadershipframeworkhasbeendevelopedtodemonstrate“whatgoodlookslike”intermsoftheskillsandbehavioursyouneedtosuccessfullyleadandmotivateothersoryourself.领导力框架的建立用于展示当你成功领导和激励他人或自己时，所需要的技能和行为中的“好的做法”。Youcanuseitaspartofthe“HowAmIDoing”performancemanagementprocesstohelpyoureviewandwriteyourPersonalDevelopmentPlan.Therewillalsobeothertimeswhenyouwanttothinkaboutleadership.你可以把它作为“我做的怎么样”绩效管理程序的一部分来帮助你检核和建立你的个人发展计划。也可以用在其他你考虑领导力问题的时候。Itwillenableyoutofocusonthethingsthatwillmakethemostdifferencetoyourleadershipbyconfirmingyourstrengthsandidentifyingwhereyoucanimprove.过程中你会确认自己的优势和确定你在哪方面需要改进，让你集中精力在领导能力上可以做到大不同的方面。AtTesco,weknowthatyourleadershipisabigpartofcreatingagreatplacetoworkforourpeopleanddeliveringEveryLittleHelpsforourcustomers.WehopethatyoufindtheLeadershipFrameworkasimpleandusefultool.在Tesco，我们知道你的领导能力在我们的员工创造了良好工作环境和向顾客传递“小帮助，大贡献”中占有重要作用。我们希望你会认同领导力框架是一种简单实用的工具。IntroductionTheLeadershipfra2TheLeadershipFrameworkwasdevelopedbytheBoardtodescribewhattheyseeoutbestleadersdoing.Ithasthreekeythemesthatlinktonineunderlyingcriticalsuccessfactors.Fiveofthefactorsaresharedbyeveryoneandfourofthemdependuponyourroleorworklevel.总部写了领导力框架，描述了他们所能看到的最好的领导该做的事。它由三个主要主题构成，这些主题与9项如下介绍的关键成功因素相联系。5项因素是共同须具备的，4项是由你的职责或工作层级来决定的。WhatistheLeadershipFramework?什么是领导力框架？Theme主题Description描述ConnectedFactors相关因素Description描述ImprovetheBusinessforCustomers为顾客改进企业Allaboutthebusinesscontext…对于企业而言Useexperience,analysisandjudgementtodelivercustomervalueandmakemoney使用经验，分析和判断来达到顾客价值并赚钱CreateSIMPLEandaffordableplanswiththeresourcerequiredtodeliverworkablesolutions以所需的资源创造简单的可承受的计划来作为解决办法Showrelentlessefforttounderstandthecustomeranddeliverunbeatablevalue以不懈的努力为顾客着想，实现无与伦比的价值Usechangeasanopportunitytofindnewandbetterwaystosatisfycustomers将变革当作一个寻找新的、更好令顾客满意的方式的机会CustomerFocus(shared)关注顾客（共同须具备的）Maximisespersonalcontributiontothebusinesstodeliver“EveryLittlehelps”让个人对企业的贡献做到最大化，实现“小帮助，大贡献”的观念AnalysisandDecisionMaking(changesbyrole)分析和制定决策（因职位不同而不同）Analysesproblemsthoroughlyandmakesgoodandtimelydecisions全面分析问题并做出良好和适时的决策ManagingChange(changesbyrole)变革管理（因职位不同而不同）Champions,supportsanddeliverschangestoimprovethings.Helpsothersbyovercomingbarriers拥护，支持并执行变革来取得改善现况。帮助他人，克服障碍TheLeadershipFrameworkwasd3WhatistheLeadershipFramework?什么是领导力框架？Theme主题Description描述ConnectedFactors相关因素Description描述TakePeopleWithYou带着员工和你一起前进Allaboutworkingthroughothers…与他人共同合作Setclearlydefinedobjectivesbasedonsteeringwheeltargets基于罗盘四分仪目标，设立清楚定义的目标Mobiliseandcommunicatesoeveryoneknowswhatneedstobedonetoachieveresults与员工沟通并激励他们，这样每个人都知道需要做什么才能达到结果Gaintheheartsandmindsofotherstogetthingsdone让雇员全心全意地完成任务Coachandsupportteamsandindividualstodeliversustainableresults辅导并支持团队及每个人来达到结果并保持好的结果DevelopingSelf/Others(shared)自我发展及发展他人（共同须具备的）Createsorcontributestoanenvironmentinwhichselfandothersaremotivatedtolearnanddevelop创造或构建能够激发自己和他人学习和发展动力的环境TeamWorking(shared)团队工作（共同须具备的）Buildsandmaintainspositiverelationshipswithinandacrossteams建立并保持团队内和跨团队间的积极的关系ManagingPerformance(changesbyrole)绩效管理（因职位不同而不同）Supportsandchallengesindividualstoachievetheirfullpotential.Setsstretchingobjectivesandmeasuresprogressagainstthem.Managesresourceseffectively支持并让个人挑战自我能完全发挥个人潜力。制订具挑战的工作目标并基于此来衡量。有效管理资源GainingCommitment(changesbyrole)取得承诺（因职位不同而不同）Energisesandinfluencesotherstogetthejobdoneandusesrelationshipstodelivergreatresults激励并影响他人来完成工作并运用良好的关系来创造出色的成果WhatistheLeadershipFramewo4Theme主题Description描述ConnectedFactors相关因素Description描述LivetheValues实践合乎价值的行为Allaboutyourpersonalapproach对于个人提升AretrustedandbehavewithintegritytogainrespectforthemselvesandTesco可以用取得他人信任的态度，并言行一致地工作，这样能赢得员工和公司的尊重Providesupportandpraisemorethancriticise提供支持，赞美多于批评Getthingsdonebyshowingdeterminationandresilience以坚定的决心和毅力来完成工作Askmorethantellandshareknowledgesoitcanbeused多垂询，少指示，分享可用的知识Drive(shared)自我驱策力（共同须具备的）Strivestoachieveresultsthroughdeterminationandcommitment.Keepgoingwhenthingsaredifficult.有决心并承诺努力达到结果。遇到困难，仍然坚持。PersonalIntegrity(shared)个人诚信（共同须具备的）Matcheswordswithactionstobuildtrustandrespect言行一致来建立信任和尊重。WhatistheLeadershipFramework?什么是领导力框架？ThemeDescriptionConnectedFact5WhatistheLeadershipFramework?什么是领导力框架？PLAN计划Collectanyfeedbackyouhavee.g.yourlastperformancereview,careerdiscussion,360feedbackreportorsimplybyaskingcolleagues收集任何你收到反馈，比如，你最近一次的绩效考核，职涯讨论，306反馈报告或就单纯询问你的同事的看法Readthroughtheframeworkbeforeyoustart在你开始前，详细看领导力框架的内容Allowabouthalfanhouruninterruptedtime.准备半小时时间，不受干扰。DO执行Workthrougheachofthecriticalsuccessfactorsandplaceyourorasobjectivelyasyoucan完成每一项关键成功因素并尽可能客观的以或来评定你自己

meansyoubelieveyoudothisormeansthatyoubelieveyoudon’tdothis

指你认为你是这么做的，指你认为你不是这么做的Usethefeedbackyouhavetoberealisticandchallenging使用反馈，你必须实事求是并具挑战性Ifyoucan’torthenleaveitblank如果你不无法确定是还是

，那就留空白Choosetwoorthreebehavioursthatyouthinkwillmakemostdifferencetoyou(thesewillusuallybeaorablank)选择两到三种行为，你认为你能做到很不同的方面（通常是或空白的部分）Discussandgetfeedbackonyourchoicesfromyourmanager与同事或主管讨论，最后从主管那里获得最终的反馈Whenyouhaveagreedtheareastofocuson,thentransferthatstatementtoyourPersonalDevelopmentPlan(see“HowAmIDoing”performancemanagementtoolkitformoredetails)当你和主管对你关注的领域达成一致，可以将其加入你的个人发展计划（见“我做的怎么样”绩效管理工具包获得详细内容）DiscusswithyourmanagerwhatactionyoucantakeonyourPersonalDevelopmentPlan(therearesomeideaslaterinthisbooklet)与你的主管讨论在你的个人发展计划中可以采取什么行动（在这本小册子中你可以看到一些信息）Takeactionontheareasyouidentify就你确定的区域采取行动Review检核

UpdateyourPersonalDevelopmentPlanaspartofthe“HowAmIDoing”performancemanagementcycle将个人发展计划作为“我做的怎么样”绩效管理循环的一部分来更新Updateyourobjectivesasyoudevelop随着你的发展，更新你的目标Re-visityourscoringontheLeadershipFrameworkasyouprogress随着你的进步，就领导力框架重新打分WhatistheLeadershipFramewo6The“HowAmIDoing”processshowsyouindetailhowtowriteaPersonalDevelopmentPlan.“我做的怎么样”过程会让你知道如何建立个人发展计划的详细信息。TheLeadershipFrameworkwillhelptoidentifywhichareasofyourleadershipskillstoworkon.Youcanevencopyoutthewordingintheframeworkintothe“AreaofDevelopment”boxonthePersonalDevelopmentPlanformbutremembertomakesurethatyouknowtherootcause.领导力框架帮助你确定哪个领域的领导技能你需要努力。你也可以将领导力框架中的内容建入个人发展计划表的“发展区域”中，但切记你了解根本原因Whenyouaredecidingwhatactiontotake,practisingonthejobandseekingadvicefromcolleaguesarebothvalidoptionsandoftenthemosteffectivewaytomakeachange.当你决定采取什么行动后，记得把它运用于实际工作中并在同事中寻求意见，这两者都是正确的选择ThebestPersonalDevelopmentiswhathappenseveryday.最好的个人发展是每天都在发生。Thefollowingtableshowssomeotherideas:以下表格显示一些其他的观点：WritingaPersonalDevelopmentPlan?如何建立个人发展计划？OntheJobCoachingandFeedback工作中指导和反馈Yourmanagerwillgiveyoucoachingandfeedbackonanongoingbasis.Ifheorshedoesnot,thenaskforit!Youcanalsoidentifysomeonewhorolemodelstheskillyouarelookingforandaskforsomefeedbackandcoaching.你的主管会持续提供指导和反馈。如果他或她不那么做，要求他们一定做到！你也可以确定一位学习的典范,他具备你正在寻找的技能向他询问反馈和寻求指导。PlannedExperience/Developmentassignments职务技能提升计划Arrangetovisitpartofthebusinessyouwanttoknowmoreabout.安排学习那些你想要了解企业运作的领域。Takeaprojectorrolewhichwillstretchyourskillse.g.adevelopmentassignmentinadifferentfunctionorcountry.Takethetimetoreviewyourlearning.Whathasworkedwellornotsowell.用负责专案或担任某一职位的方式来提升你的技能，比如在不同部门或国家工作。花时间检核一下你的所学。哪些方面做得好，哪些方面做得不好。The“HowAmIDoing”processs7TrainingCourses培训课程Thefollowingleadershipcoursesareavailable:包括以下领导力课程:Target

LeadershipTraining

GeneralTraining目标领导力培训一般培训WorkLevel层级WorkLevel5

Leadership:

BusinessAwareness:第五层级领导力:公司认识:

GeneralManagement

Jobshadowinginother

一般管理跟着工作典范学习

Programmes(Harvard/INSEAD)

benchmarkcompanies

项目(哈佛/INSEAD)同性质企业比较WorkLevel4

LeadershipDevelopmentCentre

Planningand

Organising:

CEOBridgingProgramme

计划与组织

第四层级领导力发展中心CoreSkills

首席执行官项目核心技能

JobShadowingExperiencedManagers有经验的经理成为工作榜样

WorkLevel3

LeadershipProgramme

BusinessAwareness:第三层级领导力项目公司认识

(office/stores/international)

TWISTinStores,orDistribution

Influencing

门店或物流TWIST

ProjectManagement

Distribution(总部/门店/国际)物流影响力专案管理WorkLevel2

AskMoreThanTell

WaysofWorking:第二层级多垂询，少指使工作方式

CoreSkills

CoreSkills

核心技能核心技能

ChangeManagement

PeopleManagement:

变革管理人事管理

PersonalEfficiency

Performanceand

Development

个人效率绩效管理与发展

Delegation

SupportingYour

Attendance

授权出勤

TeamBuildingforManagers

TalentSelection

团队建立(适用主管)人才选择

SituationalLeadership

情景领导力

Coaching

教练式指导WorkLevel1

AskMoreThanTell

WaysofWorking:第一层级多垂询，少指使工作方式

LivingServiceTraining

CoreSkills

服务培训核心技能OtherResources其他资源Books,DVD’sorinternetresearchSeeseparatelist书，DVD或网上研究资料另见附表WritingaPersonalDevelopmentPlan?如何建立个人发展计划？TrainingCoursesThefollowing8CriticalSuccessFactors:Shared关键成功因素：分享CustomerFocus关注顾客Definition:

Maximisespersonalcontributiontothebusinesstodeliver“EveryLittlehelps”定义：将自己对企业的贡献做到最大化，实现“小帮助，大贡献”□Understandsthecustomerbetterthananyone□比任何人都了解顾客□Respondsenergeticallytocustomerfeedback□积极回应顾客反馈□Ensuresallactivitiesanddecisionsmakeslifebetterforcustomers□保证所有的活动和决定都能使顾客更满意□Trackscompetitoractivityandmarkettrends□掌握竞争者活动和市场趋势□Deliverscostefficiencyinallactivities□在所有活动中都有效运用成本□Makesnoeffortorunabletounderstandorsatisfycustomerneeds□不努力或不了解或不能满足顾客的需求□Failstorespondtocustomerfeedback□忽视顾客反馈□Carriesouttaskwithnothoughtoftheimpactonthecustomer□执行任务，却不考虑它会给顾客带来的影响□Takesnointerestincompetitoractivity□对竞争者活动不感兴趣□Missescostimplicationsofactions□忽视行动的成本产生的影响PersonalIntegrity

个人诚信Definition:Matcheswordswithactionstobuildtrustandrespect定义：言行一致，建立信任和尊重□Treatspeopleinafairandconsistentway□公平一致地对待人□Maintainsconfidentiality□保守机密□Buildstrustandrespectbykeepingtocommitmentsmade□遵守允诺，建立信任和尊重□ChallengesotherswhentheValuesarenotdemonstrated□当价值未做到时，向他人质询□DemonstratesValuesbehavioursinalldecisions/actions□所有的决定/活动中都体现出价值行为□Hasapersonalvisionofwhattheywantforthemselves/others□重视对自己/他人的需求□Treatspeopledifferentlybasedonpersonalpreferences□根据个人喜好待人不同□Breaksconfidentiality□泄露机密□Saysonethinganddoesanother□言行不一致□DisregardstheValuesorfailstonoticewhenothersdo□漠视价值，或当别人忽视价值时，自己视而不见□DoesnotconsidertheValueswhentakingdecisions/actions□做决定/活动时忽视价值□Nothoughtgiventowhattheywantforthemselves/others□不考虑对自己/他人的需求SHARED共同须具备的SHARED共同须具备的CriticalSuccessFactors:Shar9CriticalSuccessFactors:Shared关键成功因素：分享Drive

自我驱策力

Definition:Strivestoachieveresultsthroughdeterminationandcommitment.Keepgoingwhenthingsaredifferent定义：通过决心和承诺来努力达到结果。若出现困难，仍然坚持下去□Demonstratespassionatecommitmenttothebusiness□对企业热忱地付出□Iscommittedtocontinuousimprovementandachievesresultswhilsttakingaccountofimpactonothers□努力持续的改进来实现结果同时影响他人也做到□Showstenacityinovercomingobstacles/difficulties□克服障碍/困难展现出坚韧精神□Remainsresilientandoptimisticinchallengingtimes□对于工作挑战具有良好适应性和乐观度□Meetsdeadlines□如期完成工作□Takesresponsibilityformakingthingshappen□对所发生的事承担责任□Takescalculatedandconsideredrisks□能计算和考虑风险值□Findsitdifficulttomaintainenergyandenthusiasmwhenunderpressure□在压力下，继续保有动力和积极是有困难的□Isfocussedonresultsonly,irrespectiveofthecostorimpactonothers□太注重结果，不管成本和影响的层面□Becomesdiscouragedwhenfacedwithdifficulties□面对困难时显得气馁□Avoidstakingdecisionsoractionsinchallengingsituations□面临挑战时逃避做决定和行动□Findsreasonsfornottakingordelayingaction□不采取行动或拖延为自己找籍口□Tendstobethevictim,blamingothersfordifficulties□经常认为自己是受害者，指责是别人造成的□Eithertakesnoriskortakesunnecessaryrisks□不能注意任何风险或注意的是不必要的风险SHARED共同须具备的CriticalSuccessFactors:Shar10CriticalSuccessFactors:Shared关键成功因素：分享TeamWorking

团队工作Definition:Buildsandmaintainspositiverelationshipswithinandacrossteams

定义：在部门内和跨部门建立并维持积极的关系□Recognisesoneteam–TheTescoTeam□认同是一个团队–Tesco团队□Commitstoteamdecisions□忠于团队决定□Worksinpartnershipwithotherstoachieveindividualandteamobjectives□和他人合作来达到自己和团队目标□Sharesinformation,knowledgeandexperiencefreelywithothers□无私地和他人分享信息，知识和经验□Enjoysworkandhasapositiveimpactonothers□乐在工作而且对他人有积极的影响。□Buildsandmaintainspositiverelationshipswithinandacrossteams□在部门内和跨部门间建立和保持积极关系□Takeslittleinterestinactivitiesoutsideofownarea□对自己范围外的事情没什么兴趣□Onlycommitstoteamdecisionswheninowninterest□只忠于和自己有关系的团队决策□Iscompetitivewithinandacrossteams□部门内和各部门间都是相互竞争的□Doesnotshareinformation,knowledgeorexperience□不与人分享信息，知识和经验□Hascynicalornegativeattitudetoworkwhichimpactsothers□对工作抱有嘲讽和消极的态度，同时也影响到他人□Putslittleeffortintobuildingrelationships□不努力建立友好关系SHARED共同须具备的CriticalSuccessFactors:Shar11CriticalSuccessFactors:Shared关键成功因素：分享DevelopingSelf/Others

自我发展和发展他人

Definition:Createsanenvironmentinwhichselfandothersaremotivatedtolearnanddevelop

定义：创造一个环境，让自己和他人都能受到激励去学习和发展□Givessupporttoothersandpraisesmorethancriticises□给别人支持，赞美多于批评□Encouragespeopletotakerisksandmakemistakesaspartoflearning□鼓励人们冒险，因为犯错也是一种学习□Makestimetocoach,guideandgivefeedbacktoothers□花时间对其他人指导，给予他人反馈□Seeksfeedbackandinveststimeinowndevelopment□寻求反馈并花时间在自我发展□Spotstalentedpeopleandfindsappropriateopportunitiestolearnanddevelop□发掘人才和找寻合适的机会去学习并发展□Celebratessuccess□庆祝成功□Knowshowtotakecareofyourselfsoyoucanbeatyourbest□知道如何照顾自己，那样你会做到最好□Forgetstosupport,praiseorrecognizeotherscontribution□不支持，不表扬或不认可他人的贡献□Isintolerantofothersdevelopmentneeds/mistakes□不能包容别人的发展需求/错误□Avoidspersonalinvolvementindevelopingothers□不愿意真正去帮助别人的发展□Reactsdefensivelyoraggressivelywhengivenfeedback□当收到反馈时，展现出自卫或侵犯的态度□Failstoidentify,developorencouragetalentedpeople□不能判别，发展和鼓励有才能的人□Pointsoutfailureandignoressuccess□只看到缺点而漠视成功之处□Doesnottakecareofself/team□没有照顾自己/团队SHARED共同须具备的CriticalSuccessFactors:Shar12CriticalSuccessFactors:Level1关键成功因素：第一层级AnalysingandDecisionMaking

分析和制定决策

Definition:Analysesproblemsthoroughlyandmakesgoodandtimelydecisions

定义：全面分析问题，做出合适且及时的决定□Takesininformationquicklyandaccurately□快速准确地采集信息□Resolvesknowproblemsusingexistingguidelines□运用已知的指导方针解决现存的问题□Worksindependentlyandknowswhentoescalateissuestoresolveproblems□独立工作并了解何时让上级了解，以解决问题□Takesactionbasedonknowguidelines□基于已知的指导方针，采取行动□Misunderstandsinformationonaregularbasis□经常误解信息□Failstoresolveproblemsoruseexistingguidelines□无法解决问题或不善使用现存的指导方针□Reluctanttomakeowndecisionsandescalatesproblemsinappropriately□不愿意自己做决策且不恰当的让上级来解决□Failstotakeactionordoesnotfollowguidelines□没有采取行动或没有遵循指导方针ManagingPerformance

绩效管理

Definition:SupportsandchallengesindividualstoachievetheirfullpotentialSetsstretchingobjectivesandmeasuresprogressagainstthem.Managesresourceseffectively.定义：支持和挑战个人来激发他们全部的潜力。建立前瞻性目标，并根据目标来衡量。有效管理资源□Workstoachieveobjectivesthathavebeenagreedwithmanager□努力完成与主管达成共识的目标□Isaccountableformeetingandexceedingobjectives□负责地达成并超越目标□Identifieswhenobjectivesarenotgoingtobedeliveredandtakesactiontoensuretargetsaremet□可以确定何时目标会出现不能继续被执行并采取行动确保目标达成□Plansowntimeeffectively□有效计划个人时间□Doesnotsetclearordefinedobjectives□没有订定清楚的目标□Failstomeetagreedobjectives.□无法达成一致的目标□Doesnotnoticewhenobjectivesarenotontrack□没有意识到目标的推广运作已出现问题□Doesnotplanowntimeeffectivelyandfailstocompletenecessarywork.□没能有效计划个人时间，没能完成必要的工作WORKLEVEL1第一层级WORKLEVEL1第一层级CriticalSuccessFactors:Leve13CriticalSuccessFactors:Level1关键成功因素：第一层级ManagingChange

变革管理Definition:Champions,supportsanddeliverschangetoimprovethings.Helpsothersbyovercomingbarriers

定义：拥护，支持，达到变化来改进事物。帮助他人克服障碍□Understandstheneedforchangeandhasapositiveattitude.□了解变革的需求并且态度积极□Spotsopportunitiestoimprovethingsinownarea□在自己领域内持续发现进步的机会□Acceptschangepositively□积极接受变革□Resistschangeandisnegativeabouttryingnewthings□抵制变革，抗拒尝试新事物□Acceptsthingsastheyareanddoesnotlookforopportunitiestoimprove□被动接受新事物,而不寻求改进的机会□Isresistanttonewideas□抵制新观念和意见GainingCommitment

取得承诺

Definition:Energisesandinfluencesotherstogetthejobdoneandusesrelationshipstodelivergreatresults

定义：给他人以动力并影响他人来完成工作，并且使用关系来完成好的结果□Keepsallcommunicationclearandsimple□确保所有的沟通都清楚，简单□Adaptsinfluencingstyletosuitcustomersandcolleagues.□将影响力技巧应用到顾客及同仁□Usesownknowledgetogaincommitmentofothers□使用自己的专业来取得他人的承诺□Isoverlycomplexandconfusingincommunication□沟通时过于复杂，使人困惑的□Ignorestheneedsandfeelingsofothers□忽视他人的需求及感受□Doesnotshareownknowledgetohelpothers□不肯分享自己的专业帮助他人WORKLEVEL1第一层级WORKLEVEL1第一层级CriticalSuccessFactors:Leve14CriticalSuccessFactors:Level2关键成功因素:第二层级AnalysingandDecisionMaking

分析和制定决策

Definition:Analysesproblemsthoroughlyandmakesgoodandtimelydecisions

定义：全面分析问题，做出合适且及时的决定□Takesininformationquicklyandaccurately□快速准确地采集信息□Explorestherootcausesofproblemsusingexistingprocessesandknowledgebeforetakingaction□采取行动前，使用现有的程序和知识发掘问题的根本原因□Worksindependentlyandproposessolutionstoproblems□独立工作并提议问题的解决方案□Takesdecisiveactionbasedonaquickandaccurategraspofthefacts□以迅速准确获得的事实为依据，采取决定性的行动□Iseasilyswampedbyinformation□容易被信息淹没□Takesactiontosolveproblemswithoutcarefulanalysis□没有仔细地分析就采取行动解决问题□Regularlyseekshelpfromseniormanagementtosolveroutineproblems□经常从上一级的主管那里寻求帮助来解决问题□Avoidstakingdecisionsortakesdecisionswithoutanalysis□避免做出决策或没有分析就做出决策ManagingPerformance

绩效管理

Definition:Supportsandchallengesindividualstoachievetheirfullpotential.Setsstretchingobjectivesandmeasuresprogressagainstthem.Managesresourceseffectively定义：支持和挑战个人来完成激发他们的潜力。建立前瞻性目标，并根据目标来衡量。有效管理资源□Setsclearlydefinedobjectivesforself/others□为自己/他人设定清楚的目标□Holdsself/othersaccountableformeetingandexceedingobjectives□让自己/他人负责任地达成并超越目标□Givesorseeksfeedbackandcoachingasrequired□如有需要，提供或寻求反馈和指导□Tracksperformanceagainstobjectivesandtakesactiontoensuretargetsaremet.□基于目标追踪绩效，采取行动，确认达成目标□Proactivelymanagesunder-performance□前瞻性地管理不好的绩效□Plansandmanagesowntimeandbudgetseffectively.□有效的计划并管理自己的时间和预算□Doesnotsetclearordefinedobjectivesforself/others□没有为自己/他人设定清楚的目标□Doesnotcommittoachievingobjectivesonceagreed□认可的目标，却不去完成它□Notabletogiveorisreluctanttoreceivefeedbackandcoaching□没有提供或不愿接受反馈和指导□Failstoidentifyorremoveobstaclestoprogress□误判或没有妨害进步的障碍□Failstospot/ortoleratesunder-performance□无法发现或容忍绩效不佳的表现□Doesnotplanowntime/budgeteffectively□不能有效计划自己的时间/预算WORKLEVEL2第二层级WORKLEVEL2第二层级CriticalSuccessFactors:Leve15CriticalSuccessFactors:Level2关键成功因素：第二层级ManagingChange

变革管理

Definition:Champions,supportsanddeliverschangetoimprovethings.Helpsothersbyovercomingbarriers

定义：拥护，支持，达到变化来改进事物。帮助他人克服障碍□Understandstheneedforchange,canseeandconvinceothersofthebenefits□清楚变革的需求并看到和使他人相信会带来收益□Identifiesandproposesopportunitiestoimproveexistingroutines,productsandservices□能确定并提议改进现有流程，成果和服务的机会□Triesandsustainsnewideasandinitiativeswithenthusiasm□尝试并维持新观念并富有热情地采取行动□Managesresistancetochangepositively□积极地管理因变革所产生的抵触情绪□Resistschangeanddoesn’ttrytounderstandtheneedforit.□抵制变革，不试着了解变革的需求□Failstoseetheneedtoimprovecurrentroutines,productsandservices□看不到改进目前流程，成果和服务的需要□Iscynicalaboutchangeandresistnewideasandimprovements.□对变革嘲讽，抵制新观念和拒绝改善□Confrontsresistancetochangeaggressivelyandwithoutunderstandingtherootcause□强硬面对因变革所产生的抵触情绪并且不知道发生的根本原因GainingCommitment

取得承诺

Definition:Energisesandinfluencesotherstogetthejobdoneandusesrelationshipstodelivergreatresults

定义：给他人以动力并影响他人来使工作完成，并且使用关系来达到好的结果□Mobilisesotherstodeliverresults□激励他人来执行成果□Keepsallcommunicationclear,simpleandwellstructured□确保所有的沟通都清楚，简单并有条不紊□Adaptsinfluencingstyletosuitdifferentsituations,individualsorteams□让影响力技巧普及不同场合，个人或团队□Usesowntechnicalorprofessionalknowledgetogaincommitment□使用自己特有的或专业知识来取得承诺□Gainsconsentbutnotcommitment□同意却不执行份内工作□Isoverlycomplex,unstructuredandconfusingincommunication□沟通时过于复杂，没有条理□Ignores,orisunabletorecognisetheneedsandfeelingsofothers□忽视或没有察觉他人的需求和感受□Usesowntechnicalorprofessionalasasourceofpoweroverothers□使用自己特有的或专业知识作为树立权威的手段WORKLEVEL2第二层级WORKLEVEL2第二层级CriticalSuccessFactors:Leve16CriticalSuccessFactors:Level3关键成功因素：第三层级AnalysingandDecisionMaking

分析和制定决策

Definition:Analysesproblemsthoroughlyandmakesgoodandtimelydecisions.Problemsareusuallyfamiliarandwithinaoneyeartimeframe.定义：全面分析问题，做出合适且及时的决定。问题类型属于普遍发生而且考量周期是一年内的□Identifiespatternsandtrendsininformationquicklyandaccurately□迅速准确的归纳信息的模型和趋势□Spotspotentialproblemsandtakesactiontoresolve.□发掘潜在问题并采取行动解决□Takesdecisionsbasedonanalysisofpatternsandtrendsandrecognisingwiderbusinessimpact.□对于信息模型和趋势的分析采取行动，周密确定出对企业的影响□Prioritisesandresolvescomplexinter-relatedproblemsusingownknowledgeandtheresourcesoftheteam□使用你自己的专业知识和团队资源优先解决复杂的问题□Isabletomaketoughdecisionstosupportbusinessneeds□能做坚定的决定来支持企业需求

□Contributesconstructivelytopolicyandstrategy□对政策和策略提出有建设性的意见□Failstospotpatternsandtrendsininformation□没能发现并建立信息的模式和趋势□Failstoanticipateproblemsonaregularbasis□没能预测常见的问题□Takesdecisionswithoutrecognisingoranalysingbusinessimpact□没有分析对企业影响就做决定了□Isoftenconfusedbyaflowofinter-relatedproblemsandfailstoresolvethem.□经常受复杂的难题所困扰并无法解决□Avoidsmakingtoughdecisions□逃避做坚定的决定□Missesopportunitiestocontributetopolicyandstrategy□错失对政策和策略提出建议的机会WORKLEVEL3第三层级CriticalSuccessFactors:Leve17CriticalSuccessFactors:Level3关键成功因素：第三层级ManagingPerformance

绩效管理

Definition:Supportsandchallengesindividualstoachievetheirfullpotential.Setsstretchingobjectivesandmeasuresprogressagainstthem.Managesresourceseffectively

定义：支持和挑战个人来激发他们全部的潜力。建立前瞻性目标，并根据目标来衡量进度，有效管理资源□Demandscontinuousimprovementfromselfandothersbysettingclearlydefinedobjectives.□制订清楚的目标，让自己和他人的获得持续改进□Abletoreprioritiseobjectivestomeetchangingbusinessneeds□为了满足企业需求，重新订定目标的优先顺序□Spotsanddealswithlowperformanceusingcoachingandfeedback□运用指导和反馈来发现和处理绩效不佳的情况□Recognisesandencourageshighperformerswithpotentialusingcoachingandfeedback□运用指导和反馈，来认同并鼓励有潜力的高绩效表现者□Negotiates,plansandmanagesresourcesandbudgetstodeliverobjectives□在执行目标时，能协商，计划并管理资源和预算□Acceptscurrentlevelofperformanceandsetsobjectivesforself/othersthatareunclear□满足于目前的绩效水平，没有为自己/他人设定清楚的目标□Failstoreprioritiseobjectivestomeetchangingbusinessneeds□不能重新订定优先目标来满足企业需求□Failstomanageunderperformanceandgivesunclearfeedback□无法管理绩效差者，提供不清楚的反馈□Doesnotdifferentiatehighperformanceanddoesnotinvesttimeincoaching□无法区分高绩效者，不投资时间来指导他们□Failstoallocateresourceseffectively.□无法有效分配资源WORKLEVEL3第三层级CriticalSuccessFactors:Leve18CriticalSuccessFactors:Level3关键成功因素：第三层级ManagingChange

变革管理

Definition:Champions,supportsanddeliverschangetoimprovethings.Helpsothersbyovercomingbarriers

定义：拥护，支持，达到变化来改进事物。帮助他人克服障碍□Activelypromotesandchampionschangetoimproveexistingperformance□积极地