تدريب ليس كافي
ب [رهتّ] [فربر]
أن ليس يخلق شركة الزعماء, يدرّب كافي. أيضا حرجة فعّالة راتب نظامات, إرشاد يوميّة ومشجّع عمل بيئة.
في الصين دوليّة عمل بيلة, [نو لونجر] هو [سنيور منجر] صحيحة الذي يتطلّب قيادة مهارات. [ميد-لفل] يحتاج مديرات, fi [رست-لين] مشرفات وحتّى [بروجكت منجر], [بروغرم منجر] و [برودوكت منجر] مهارات أن يحثّ ودرّبت أخرى وأن يجعل استراتيجيّة وخطط تكتيكيّة. يخلق داخليّة قيادة خطّ الأنابيب [سترتينغ فروم] fi [رست-لين] مشرفات وبعد مباشرة إلى [توب إكسكتيف] الحل وحيد مجدّة طويل الأجل إلى يلتقي هذا بسرعة يزيد طلب.
مهما, ليس قيادة يدرّب فحسب الجوابة. بينما مفيدة, يزوّد [ترينينغ كورس] فقط عابرة, فوائد [نون-سوستينبل]. هم ينبغي كنت ساندت بالمتضامنة بيئة, تعويض نظامة و [منجمنت بركتيس]. [إين برتيكلر], [ب-فور-برفورمنس] نظامات سوفت كنت صمّمت أن يشجّع مديرات أن باستمرار طوّرت ونصحت ملاكتهم.
إلى ما بعد تدريب
المهارة مهمّة أكثر ل يقود شركة تنافسيّة على نحو شامل يرشد ويدرّب, [رثر ثن] يوجّه ملاكة. يفوّض موظفات أساسيّة أن يضمن أنّ يجعل هم سريعة ويعلم قرارات على إصدارات ملحّة [د-تو-دي]. واضحة ليس تعليمات واتّجاه فحسب غالبا كافي أن يحصل الشغل يتمّ. مديرات ينبغون أيضا يعطي رسميّة تغذية مرتدّة وإرشاد على أساس نظاميّة عندما لازمة أو يستحقّ. دوريّة مراجعات جلسات أيضا [فلوبل] [منس] أن يعزّز وأوضحت نقاشات [أد-هوك].
بشكل متناسب, راتب ممارسات سوفت زوّدت دافع نقديّة لمديرات إلى عمل على يطوّر أفرقتهم. أداء راتب, يؤسّس على fi نتيجات [ننسل] فحسب, يستطيع كنت [كونتر-برودوكتيف] ومنعت تغير في إدارة تصرف. For example: if sales targets and other quantitative measures are given much more weight in measuring performance than developing the team, a sales manager will naturally focus on securing the sales himself if targets are not being met - thus neglecting the objective of developing the sales team.
However, if the targets are balanced and include goals related to the manager’s role as a leader rather than as a salesman (e.g. the manager’s targets are related to average percentage achievement of subordinates’ goals), he is more likely to concentrate on making sure the team achieves the numbers.
How do you develop leaders?
Successful training and development must take a holistic and long-term approach, rather than focusing on short-term fixes for specific shortcomings. To ensure that this happens, leadership development strategies should incorporate six fundamental principles:
1. Individual commitment: Individual employees must be responsible for their own development. The organization needs to cultivate the desire within employees to manage their own growth by encouraging learning and rewarding employees for self-development.
2. Management consistency: Management style, supervisor-staff relationships and performance management systems - through all levels of management - must support the change in leadership style.
For example, if the company wants to encourage more decision-making among middle managers, top managers need to buy into this concept. Top managers must guide rather than direct middle managers, encourage them to make informed decisions and hold back criticism for minor mistakes in judgment. Companies must review their policies and practices to ensure there is alignment between their aspirations for change and the way things get done on a daily basis.
3. Engagement: Development must fully engage employees. It must encompass the head (learning), the heart (empathy), and the body (action).
4. Practical and tangible: Learning and development must be an active process of building upon previous experience. Development should involve practical problem-solving through case studies and working through real-life issues, and should require direct interaction with others through experiential team-building and group exercises.
5. Alignment with corporate culture: The social and organizational environment and culture must be aligned to match the learning and development provided to the individual.
6. Reward: Learning and development should include a stimulus for change. An individual will change only if he is given greater awareness, new abilities or more career opportunities.
The need for leadership development in China is urgent. With effctive leadership training and development combined with real organization change, companies can meet the challenge and stand well prepared for the future.
Rhett Farber, General Manager IWNC, Shanghai
The article first appeared here on the IWNC website.
September 5th, 2008 at 4:30 pm
Dear Mr Farbet,
Thanks for such a good article on the needs of managers in China. I want to seek your advice on an education related but private subject. I have been admitted to Wuhan University of Technology, Mater of Business Adm. program. However, I haven’t satisfactory information about the quality of that school. I want to make biz with China later. Now, I am considering to find a US university.
Could you personally suggest that program considering my ambition to be a manager trading with Turkey, US, Europe and China?
Best regards,
Halil
September 8th, 2008 at 1:31 am
This is an excellent write-up. Thank you very much!
I am still on a quest for finding the loyalty inducing compensation system.
September 9th, 2008 at 3:58 pm
Dear Rhett,
Thank you very much for your article .
JFK Partners is currently expanding its network to help accomplish this goal!
Change is a dominant force in our world; needs, trends and expectations are evolving ever faster.
Whether the change is large or small, the ability to comprehend and guide it is of the utmost importance
Colin Powell said “Strategy equals Execution”
Imagine your (customers’) people being more successful in the execution of the strategy.
When you really begin to enable people’s full potential then they deliver a different class of Performance and this in the right way for all Stakeholders.
How we will make the difference that makes the difference for you and your customers?
“It ain’t what we do,
Operational Excellence,
Supply Chain Management,
Asset Management,
Customer Relation Management,
Performance Management,
Revenue Growth and Innovation
it’s the way that we do it by your side”
You’ve probably already heard of “The 8th Habit”, and may even have watched the DVD. But like most leaders, you may have had some challenges getting the principles to work in your (customer’s) organisation. We have been exploring these ideas for the past 22 years, and have discovered all kinds of practical best practises to make people, at every level, more successful in the execution of the strategy.
We integrated this expertise and extensive experience with eg. Lean Six Sigma (Analysis, Business Case, S.I.D.E. loop, ECSTM …) and developed the innovative holistic “By your S.I.D.E.TM” approach to accelerate Performance by realizing people’s full potential {P = [E * (D + I)]S} and this really makes a difference to that provided by the larger firms.
One of the things you’re really going to love about this (non-dogmatic) behaviour-driven “By your S.I.D.E.TM” approach is how quickly people create sustainable value, aspire and deliver clearly defined breakthrough bottom-line results.
People can, you know, do this Human Capital Transformation right the first time right.
This is a major opportunity for organisations to transform the way they manage their human capital.
There is no need for your customers to invest in Human Capital transformation, Knowledge transfer, Leadership development, High Performing Teams building, Experienced learning and Executive coaching. We absorb this cost ourselves by providing these extra services as part of the holistic learning experience.
People and organisations are unique and so are their aspirations.
You’re not going to create the business you want by copying what your competitors are doing. You have to do something new, something different, something driven by your own dreams.
What we do works, not because we’ve done it a hundred times before but because it has never been done before. Everything we do is unique, truly innovative. That’s why it works.
We accelerate excellence in execution by measurably and radically improving the performance of your leaders, teams and people through unique, innovative and impactful programs that enable you and the people in your business to become all that you aspire to be.
And through that, the success of your business accelerates beyond your wildest dreams.
Our Change Pilots deliver business performance right through making your people successful in removing the performance blocking behaviours and (non-dogmatic) adjust their behaviours not only to sustain and maintain but to accelerate performance levels. No one else is integrating these services in the way that we are, and that means that no one else is delivering the impact and return on investment that your people are.
Looking forward to hearing from you,
With kind regards,
Franky