人力资源管理相关英汉互译
阅读好习惯Leaders need personal capability
The cond critical tent pole of leadership is the personal capability the leader posss. The personal capabilities are not skills that would typically be described as leadership skills, yet our rearch proves they must be in place for any individual to be perceived as a strong leader. Here are some of the individual capabilities:
Technical knowledge. The best leaders have at least a working knowledge of the
technological side of the business.
Product knowledge. Great leaders need a thorough understanding of what the
organization produces and why it is superior to competitive products.
Problem analysis and problem-solving skills. The skills include the ability to define
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problems, analyze them, and come up with solid recommendations for resolving complex issues.
Professional skills. Excellent leaders must be able to write intelligently and concily,
make compelling prentations, organize their work efficiently, monitor progress, and work without clo supervision.
Innovation. This refers to a leader's ability to have a fresh outlook in approaching a
problem, to shake loo from old methods, and e new possibilities.线条组合
Initiative. The best leaders e if something is falling between the cracks and
immediately step in to make certain it is handled.
Effective u of information technology. Great leaders t an example in the
consistent u of e-mail, powerful software applications, and any technology that escalates performance.
Career experts, Gene Dalton and Paul Thompson, explain that the most successful leaders progress through a ries of four career stages, which cannot be skipped. Stage one is the time when individuals must prove they can learn the business and develop a solid foundation of technical experti. In stage two, individuals continue to build technical skills and become independent contributors. By stage three, they become wentors-developing the careers and experti of others. In stage four, they become organizational visionaries—leading the organization in new directions.
Too often, leaders reach a position they've been eking and start to coast—believing the learning pha of their career is over. They assume that there is a time for learning and a time for execution, and they are done learning. The best leaders never quit learning.
Here are some techniques to maximize your personal capability:
Understand the technology: Employees can e through attempts to cover up your lack of knowledge. Get up to speed by asking questions. Be willing to admit what you don't know.
Perfect professional Skills: Managers can't manage unless they can communicate.
Try new things: Great managers innovate and take initiative. They think outside the box and don't hesitate to experiment.
"Leadership cannot be delegated to others."
—John H. Zenger and Joph Folkman梦见自己没穿衣服
Focus on results
Leadership is ultimately about producing results. This is the third leadership tent pole. Leaders can have talent and character, but unless they produce sustained, impressive results for their organization, they simply are not good leaders.
轻快的音乐One study of 1000 managers showed that the best managers translate ideas into action. They push to take the next step forward by bringing energy, enthusiasm, and urgency to their role. They continually look for ways to improve. The leaders are in the driver's at, with a foot on the accelerator—presd to the floorboard most of the time.
How do leaders focus on results? Extraordinary leaders do the following:
Establish stretch goals for their people.
Take personal responsibility for the outcomes of the group.一年级元宵节手抄报
Provide ongoing feedback and coaching to their people.
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Set lofty targets for the group to achieve.
Personally sponsor an initiative or action.
Initiate new programs, projects, process, client relationships, or technology.
Focus on organization goals and ensure that they are translated into actions by their
department.
Operate with speed and intensity; accelerate the pace of the group.
Champion the cau of the customer.
李梅火攻Balance long-term and short-term objectives.
The best leaders get things accomplished, even under duress. They choo the right goals and follow through.
The are some ways to bring about results:
Know What the organization expects: Ask, "What does the organization expect from my department?" "From me personally?" The answers can be quite eye-opening.
Stay fOCUSed On long-ternr results: We've all en executives who can make earnings soar—temporarily. Extraordinary leaders resist the urge to sacrifice long-term for short-term results. They keep the welfare of the organization ahead of their own personal agendas.
Take action: Extraordinary leaders wake up in the morning with a plan and put it into effect. They don't always wait for permission before moving ahead. Instead, they simply try new things.
