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高潜力领导
书籍

高潜力领导

如何迅速成长、承担新责任并做出改变

Wiley, 2017 más...

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关键特征

  • 实用性

导读荐语

著名的领导力大师拉姆·查兰和格里·韦利根合著的这份手册,介绍了五个提升领导力所需要的实用技巧。让这本书从同类书籍中脱颖而出的关键有三点:首先,作者有数十年观察、培训和指导很多世界上最重要的商业领袖的经验。第二,查兰强调借助于快速发展领导力的技巧和技术来处理最紧迫的需求。第三,他在每一章节的后面都设置了详细的清单方便读者练习和应用这些领导力发展技巧。getAbstract将这份查兰的实用指南推荐给以下人群:

  • 所有希望拥有执行领导力的人
  • 人力资源管理者
  • 需要帮助公司发展领导人才的人们。

浓缩书

新领导

企业都在寻找高潜力领导者(“hipo”)。数字化、大数据和潮流变化的迅速会对领导者和后起之秀们提出新的要求。有着高潜力领导力的员工应该有更强的适应能力,更加灵活和更有远见。他们应该能够处理好自己的关系网并且乐意去寻求帮助。高潜力领导都是资源丰富、行动导向且大胆的。他们能看见更远的未来,并且找到自己工作的意义,并不为了钱而工作。

从公司内部和外部寻找高潜力的领导人才。迅速寻找可能的人才。为了那个目的,通用电气定期进行员工评估来寻找和衡量员工的领导力。企业为每一个高潜力领导制定详细的计划,包括任命他们去陌生且有很高风险的领导岗位。

如果你希望拥有执行领导力,不要坐等其他人聘用你当领导。你需要掌控你自己的事业。如果你有领导力才能,你能够激励他人取得更好的表现。然而,当你拥有一个高潜力领导的才能和进取心时,你也应该明白很多高潜力领导者都作为极有天赋的个人对企业做出贡献,并非担任执行者的岗位。不要浪费你的才能和激情去追求领导职位,除非你天生就是做领导的料。

如果你是一个有追求的执行者,可以从以下五个方面培养你的能力:

1. “提升时间的回报率”

你必须学会管理你的时间,否则它就会比其他任何元素都限制你的发展。获得更好的时间管理的第一步是聘用好的人才——那些比你好的候选人——把任务分配给他们。聘用那些有潜力的、能够和公司一同成长并随着环境变化而变化的人才。

关于作者

拉姆·查兰(Ram Charan)是在敏捷实践和大数据领域的知名教练。他在引导数字转型方面有着广泛的经验。他还著有《高效领导企业的董事会——领导力潜力人才库》和《进攻者的优势》。


恭喜你又学完了一篇干货!复述、评论及做笔记是对知识最大的致敬↓

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