鲍威尔管理的18个真谛(英文版)(ppt 20页)

鲍威尔管理的18个真谛内容摘要：
"The day soldiers stop bringing you their problems is the
day you have stopped leading them.  They have either lost
confidence that you can help them or concluded that you
do not care.  Either case is a failure of leadership."
If this were a litmus test, the majority of CEOs would fail.  One, they build so
many barriers to upward communication that the very idea of someone lower
in the hierarchy looking up to the leader for help is ludicrous.  Two, the
corporate culture they foster often defines asking for help as weakness or
failure, so people cover up their gaps, and the organization suffers accordingly.
Real leaders make themselves accessible and available.  They show concern
for the efforts and challenges faced by underlings, even as they demand high
standards.  Accordingly, they are more likely to create an environment where
problem analysis replaces blame.
"Don't be buffaloed by experts and elites.  Experts often
possess more data than judgment.  Elites can become so
inbred that they produce hemophiliacs who bleed to death
as soon as they are nicked by the real world."
Small companies and start-ups don't have the time for analytically detached
experts.  They don't have the money to subsidize lofty elites, either.  The
president answers the phone and drives the truck when necessary; everyone
on the payroll visibly produces and contributes to bottom-line results or they're
history.  But as companies get bigger, they often forget who "brought them to
the dance": things like all-hands involvement, egalitarianism, informality,
market intimacy, daring, risk, speed, agility.  Policies that emanate from
ivory towers often have an adverse impact on the people out in the field
who are fighting the wars or bringing in the revenues.  Real leaders are
vigilant, and combative, in the face of these trends.
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