什么是领导补给线? 释义
对于公司来说,有时候从外部选聘经理人员只能作为一时的权宜之计。 斯蒂芬·德罗特(Stephen Drotter)、詹姆士·诺埃尔(James Noel)、拉姆·查安(Ram Charan)三位学者认为,作为长久之计,公司必须从内部构建、发展并保持一条高技能领导力的补给线。 他们为此提出的领导补给线(Leadership Pipeline)模型,通过关注和解释在领导人才培养的各个过渡阶段,那些诸如时间配置、工作技能以及工作价值等发生的至关重要的变化,来帮助公司构建一条管线漏斗型的未来人才补给线。 这一模型还能够帮助理解在不同的层级上对于管理者的不同要求。
领导补给线的起源。 历史
领导补给线概念起源于人力资源顾问、培训师沃尔特·马勒于1970年代在通用电气公司所做的研究工作。
马勒界定了成功走上不同层级上的领导所需的各项变化。 结合工作价值的考虑,他认为最为重要的变化是: 在接手新工作时,你认为什么是最重要的? 马勒还开发出了一项十字路模型(Crossroads Model),他认为每一个组织内部都有其特定的领导力十字路口,对领导力的需求也各不相同。 斯蒂芬·德罗特是马勒的学生兼好友,他调整了十字路模型,并将其发展成为领导补给线模型。 后来,高级管理人员发展培训顾问詹姆士·诺埃尔,以及顶级成功规划顾问拉姆·查安教授亦对领导补给线模型的研究做出了贡献。
领导补给线的6条通道。 阶段
- 从管理自己到管理他人(From Managing Self to Managing Others)。 管理者进入这一阶段,则显示出他不仅是富有技能的人,而且表现出他具有与人合作的能力。
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时间配置的变化: 他们必须学会如何重新配置自己的时间,不仅要保证按时完成自己的工作,还要帮助他人高效作业。
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工作技能的变化: 从亲力亲为的动手能力转变成通过他人完成工作的能力。
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工作价值的变化: 从独立工作的价值向管理工作的价值转变。
- 从管理他人到管理管理者(From Managing Others to Managing Managers)。
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时间配置的变化: 进入这一阶段,管理者所有工作唯有管理, 无需再理会那些亲力亲为的个人化工作任务,他们一定要把自己从这些工作中解放出来。
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工作技能的变化: 在这一阶段,他们必须要驾驭好一些事情,包括为第一阶段的管理位置挑选合适人选;将管理型、领导型的工作任务交给这些一线管理者,并进行管理绩效衡量,提供适当的Coaching[教练]。
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工作价值的变化: 学会领导一线管理人员尽职于管理性工作,而非技术性工作。
- 从一般经理到职能经理(From Managing Managers to Functional Manager)。
- 从职能经理到业务经理(From Functional Manager to Business Manager)。
- 从业务经理到集团经理(From Business Manager to Group Manager)。
- 从集团经理到集团高管(From Group Manager to Enterprise Manager)。
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时间配置的变化: 为企业发展设定方向,制定运营机制,并结合长期战略,领导好企业日常的运营。 另一个细微的变化是从战略思考向愿景思考转变,从经营思维向全球思维转变。 走出经营管理的细枝末节,完全关注于全局问题上。 知人善任,组建高效团队。
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工作技能的变化: 前摄性地开展工作,能够与各种各样的企业外部人员处理好关系。
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工作价值的变化: 学会中庸之道(Trade-offs)。 视管理集团、领导全局为价值。
领导补给线的优势。 优点
- 有助于理解组织不同层级的管理与领导亦各不相同,并逐一指出各个管理层级在时间配置、工作技能以及工作价值的不同之处。
- 动态模型。 有助于个人前途发展、职业规划、Mentoring[启导]、Coaching[教练]、培训、经验评估等。
- 有助于企业接班人规划和领导力发展。 有助于辨识和防范领导补给线存在的潜在问题。
- 有助于改进选拔程序。
- 有助于更为客观的选拔和提升决策。
- 帮助人力资源部门关注人才培养过渡阶段的各种变化,而不是大而化之地依靠千篇一律的人才培训和发展计划。
- 提供了人与职错配情况的诊断和修补工具。
- 有时间感。 补给线提供了界定过渡阶段时间的系统性方法。
- 高效率。 很少甚至没有时间浪费于仅仅是复制技能。
领导补给线的局限。 缺点
- 着眼于大型组织。 但是,还能够应用于中等规模的企业,只要将集团领导层去掉,由业务经理担负集团高管的职能。
- 执行这一模型,需要长期的、持续性的努力。
- 与应用其他任何模型一样,要避免生搬硬套、机械复制。 通盘考虑,将组织和人员考虑得非常复杂。
参考书: Ram Charan, Stephen Drotter and James Noel - The Leadership Pipeline - How to Build the Leadership-powered Company [中译本《越领导之路:如何建立领导动力机制》,上海交通大学出版社,2002]
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比较: Coaching[教练] | Mentoring[启导] | Cultural Dimensions[文化尺度] | Cultural Intelligence[文化智能] | Contingency Theory[权变理论] | Situational Leadership[情境领导] | Leadership Styles[领导风格] | 4 Dimensions of Relational Work[关系工作的四个类型] | Spiral Dynamics[螺旋动力学] | Seven Habits[七个习惯] | Seven Surprises[七大惊奇] | Johari Window[乔哈里资讯窗] | EPIC ADVISERS[史诗顾问] | Level 5 Leadership[第五级领导] | Hagberg Model of Personal Power[哈格伯格个人力量模型]
返回到分类主页: 变革与组织 | 沟通与技能 | 人力资源管理 | 领导力
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