[推荐]各级领导者的培养(Cultivate Leaders At All Levels)

各级领导者的培养
Cultivate Leaders At All Levels
Richard Evans
United Utilities董事会主席

All organizations, big or small, need leadership. By and large, people take great pride in high quality leadership. It’s not just a question of looking at the guy at the top of the company; the chairman or the CEO. People today need to have leadership in all areas of the company and organizations in which they work.
Leadership comes in so many different forms, packages and sizes. There isn’t a stereotype model for leadership. People provide leadership in a whole variety of different ways, but the end result has to be the same.
Leadership is about motivating people; making people want to follow them to achieve the objectives that the leadership or the board of the company has set out. You’ve got to have a process that comes down from the top of the company; it’s very much a part of changing the culture of an organization.
With a few exceptions, individuals actually don’t like being seen to be the leader. That’s particularly true in the UK; it’s part of the British psyche. If you go to the States, it’s quite the opposite.
You’ve got to work hard at encouraging people to change their behaviors, to want to be leaders and to want to show leadership. You’ve then got to force that down the whole of the organization.
It’s quite surprising, if you’re successfully doing that because people suddenly stop delegating upwards – which is a very easy way of running the day-to-day job – and start taking decisions because they believe they’ve got some ownership of the leadership.
In any culture change program – and in all companies to some extent – you are trying to drive down the different ways we should be working, different attitudes, making people behave differently. We actually have to get people to understand that the guy at the top hasn’t got the sole prerogative on leadership despite people calling him the boss or the chairman. But real leadership is the empowerment of people down inside the organization and particularly in the engine room of the organization, where things get done.
People at the ‘doing’ end of it do much more in the middle and junior ranks of management than they do in the senior ranks. At the top, all you can basically do is make policies and, occasionally, make a few rules. But the big difference about being at the top of the company is when you pull the lever, it takes a hell of a long time for something to happen down at the bottom of the organization.
Actually, the further down the organization you are, the greater the connectivity is; it’s much, much easier to make things happen. So if people believe in leadership down in the organization, those are the guys who can really make a difference.
At the end of the day, that’s a competitive difference as well. It differentiates you from a lot of the competition because you can get things done much more quickly. You’re much slicker: you get products designed quicker, get them to market quicker and build up the business quicker.

       对于所有的企业而言，不论大小，领导者都是必不可少的。那些英明的领导者常常会让自己的员工引以为豪。企业的领导者并不仅仅是最顶层的那一群人，如董事长或首席执行官。对于企业公司而言，各个领域各个层面，都需要有优秀的领导者。
　　领导的风格、方式以及行为都各有千秋。它并没有一种固定的模式。但是，不管领导者采取怎样的方式，目的都是为了企业的成就和发展。
　　领导者必须能激发员工的斗志，促使员工跟随自己去实现企业领导阶层设定的种种目标。企业必须有一个自上而下的机制，从很大程度上来说，这与企业本身的文化有关。
　　除了极少数人之外，大部分人都不愿意被人当作领导者。这在英国尤其如此，这与英国国民的思维方式有关。但是在美国，情况却恰恰相反。
　　你必须想方设法鼓励员工改变自己的行为，让他们愿意担负起领导者的责任，勇于担负领导者的责任。你必须在整个企业中都灌输这样一种文化。
　　如果你做得成功的话，那你就会获得令人惊奇的效果，因为员工们就不再会事事都向上级请示汇报——这样简单的工作谁都会做——他们开始学会自己拿主意、做决定，因为他们觉得，自己也具备了一定领导者的素质了。
　　在任何企业文化改革中，从某种程度上来说，在所有的公司里，你都必须想方设法地去向员工们灌输这样一个观点，即每一个人都应该有不同的工作方式和态度。我们得让员工清楚，并非只有公司顶层的老板或者是董事长才称得上领导。领导者应当能鼓舞公司员工的士气，尤其是激励那些对公司的发展起着关键作用的员工。
　　中层和基层管理者所做的实事，要比高层管理者所做的要多。顶层管理者的工作大都是制定政策以及一些规章制度，但它们最大的不同则是，公司顶层下达的指令，有时要花很长时间才能传达到底层员工那里。
　　实际上，你在企业中越接近基层，你和组织的联系就越强，做起事来也就越容易。因此，人们应当重视在基层的领导者，他们能够真正地为企业的发展做些实事。
　　最后，我想告诉大家的是，这些人就是公司的竞争优势所在。他们会让你在激烈竞争中显得与众不同，因为有了这些人的努力，公司的行动会变得更加迅速。你会变得更灵活：无论是在产品设计，还是在市场推广方面，你都会抢先一步，从而获得企业发展壮大的先机。

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