由Rhett Farber   

要创造领导公司，训练不是足够。 并且重要的是有效的薪水系统、每日教导和一个令人鼓舞工作环境。

在中国的国际商业环境，不再它要求领导技能的正义高级管理人员。 中等水平的经理、first线监督员和甚而项目负责人，程序管理员和产品管理员需要技能刺激和教练其他和做战略和作战计划。 创造一条内部领导管道从first线监督员开始和跟随通过对高级主管是唯一的可实行的长期解答到适应这个迅速地增长的需要。

然而，领导单独训练不是答复。 当有用时，培训班提供只短命，非能承受的好处。 必须由公司环境、报偿系统和管理实践支持他们。 特别是，应该设计支付为表现系统鼓励经理连续发展和建议他们的职员。

在训练之外

最重要的技巧为带领一家全球性地竞争公司是引导和教练，而不是指挥职员。 授权雇员是根本保证他们在迫切每日问题做出迅速和消息灵通的决定。 单独清楚的指示和方向经常不是完成工作的足够。 经理必须经常也给不拘形式的反馈和教导，当需要或该当。 定期审查会议也是贵重物品手段加强和澄清特别讨论。

相应地，薪水实践应该为经理提供金钱刺激给工作在开发他们的队。 Performance pay, based on financial results alone, can be counter-productive and inhibit change in management behavior. 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.