華為戰(zhàn)略性領(lǐng)導(dǎo)力素質(zhì)模型草案p65

1、<p>　　Strategic LeadershipCompetency ModelDictionary</p><p><b>　　DRAFT</b></p><p>　　華為戰(zhàn)略性領(lǐng)導(dǎo)力素質(zhì)模型字典</p><p><b>　　草案</b></p><p>　　February,

2、2005Version 1</p><p><b>　　DRAFT</b></p><p>　　Huawei Strategic Leadership Model Competencies</p><p>　　Building Customer Capability Cluster構(gòu)建客戶能力的素質(zhì)群3</p><p&

3、gt;　　Customer Focus 關(guān)注客戶3</p><p>　　Partnering 建立伙伴關(guān)系8</p><p>　　Building Huawei Capability Cluster構(gòu)建華為能力素質(zhì)群11</p><p>　　Inspiring Leadership鼓舞式領(lǐng)導(dǎo)11</p><p>　　Building

4、Organizational Capability塑造組織能力17</p><p>　　Cross-functional Collaboration跨部門(mén)合作24</p><p>　　Building Individual Capability Cluster構(gòu)建個(gè)人能力素質(zhì)群30</p><p>　　Drive for Results結(jié)果導(dǎo)向30</

5、p><p>　　Commitment to Huawei獻(xiàn)身華為35</p><p>　　Strategy Thinking 戰(zhàn)略思維39</p><p>　　Understanding Others理解他人43</p><p>　　Baseline Competencies基本素質(zhì)47</p><p>　　Ana

6、lytical Thinking分析思考47</p><p>　　Impact and Influence 施加影響51</p><p>　　Information Seeking信息搜集58</p><p>　　Initiative積極主動(dòng)62</p><p>　　Building Customer Capability Clust

7、er構(gòu)建客戶能力的素質(zhì)群</p><p>　　Customer Focus 關(guān)注客戶</p><p>　　Definition:定義</p><p>　　The passion to understand and serve the customer, meeting their needs in creative and innovative ways. “Cus

8、tomer” refers to current, potential and internal customers.</p><p>　　致力于理解客戶需求，并為客戶提供創(chuàng)造性解決方案的行為特征?！翱蛻簟笔侵脯F(xiàn)在的、潛在的、和內(nèi)部客戶。</p><p>　　Dimension: 維度</p><p>　　Depth of the customer’s needs.

9、</p><p>　　Complexity of the action.</p><p><b>　　對(duì)客戶理解的深度</b></p><p><b>　　采取行動(dòng)的難度</b></p><p>　　Discussion: 討論</p><p>　　Customer Focu

10、s is at the heart of Huawei’s values and purpose, and it is strongest characteristic in the market. It should inform almost everything Huawei does. At the higher levels Customer Focus involves customer-driven innovation;

11、 at lower levels it is responsiveness to customer needs.</p><p>　　關(guān)注客戶是華為價(jià)值和目的的中心，也是市場(chǎng)上最重要的特征。它應(yīng)該反映華為所作的幾乎任何事情。從較高的層次上來(lái)說(shuō)，關(guān)注客戶是指客戶驅(qū)動(dòng)創(chuàng)新；從較低的層次上來(lái)說(shuō)，關(guān)注客戶指滿足客戶的需求。</p><p>　　How it relates to other com

12、petencies: 如何與其他素質(zhì)相聯(lián)系</p><p>　　To be done well, Customer Focus needs to be supported by:</p><p>　　Understanding Others, to truly listen to and understand the customer’s underlying needs, not jus

13、t what we assume that the customer needs.</p><p>　　Strategic Thinking, to shape Huawei’s response to the customer</p><p>　　Appropriate Building Huawei Capability competencies, to ensure a full d

14、epartmental or organizational response. </p><p>　　要良好應(yīng)用，關(guān)注客戶素質(zhì)需要以下素質(zhì)的支持：</p><p>　　理解他人素質(zhì)：真正地去傾聽(tīng)和理解客戶的潛在需求，而不是我們假設(shè)客戶需求什么。</p><p>　　戰(zhàn)略思考素質(zhì)：來(lái)規(guī)范華為對(duì)客戶的反應(yīng)。</p><p>　　適當(dāng)?shù)臉?gòu)建華為能力

15、的素質(zhì)群：確保整個(gè)部門(mén)或組織的充分反應(yīng)。</p><p>　　Customer Focus should exist in a creative tension with Drive for Results and Strategic Thinking. To some extent the leader’s Drive for Results supports Customer Focus, by helpin

16、g the leader focus on understanding the customer’s business and on supporting the customer’s profitability. On the other hand, the leader needs to exercise discretion in choosing which customer needs receive a full respo

17、nse. Considerations of Huawei’s own profitability, the commercial potential of the project and its fit </p><p>　　關(guān)注客戶應(yīng)存在于一種創(chuàng)造性地緊迫感當(dāng)中，這種緊迫感與結(jié)果導(dǎo)向素質(zhì)和戰(zhàn)略思維素質(zhì)相聯(lián)。在一定程度上，領(lǐng)導(dǎo)的結(jié)果導(dǎo)向素質(zhì)通過(guò)幫助領(lǐng)導(dǎo)注重理解客戶的業(yè)務(wù)，并維護(hù)客戶的利潤(rùn)，支持了關(guān)注客戶。另一方

18、面，在選擇應(yīng)該充分滿足哪些客戶的需求上，領(lǐng)導(dǎo)需要慎重決策?？紤]華為自身的利潤(rùn)，項(xiàng)目的商業(yè)潛力和它與華為戰(zhàn)略的匹配性也應(yīng)該影響領(lǐng)導(dǎo)對(duì)潛在的客戶需求序列的反應(yīng)。</p><p>　　Level 1: Responds to Clear Customer Needs</p><p>　　Based on a clear understanding of the customer’s needs

19、and Huawei’s products and services, obtains needed resources to address customer needs.</p><p>　　The customer needs here are quite straightforward and well understood by the customer.</p><p>　　S

20、olutions are developed based on previous experiences, cases or available products.</p><p>　　Includes taking action to establish relationships with potential customers.</p><p>　　層級(jí)一: 對(duì)于明確的客戶需求的反應(yīng)

21、</p><p>　　在明確理解客戶需求和華為的產(chǎn)品和服務(wù)的基礎(chǔ)上，獲得需要的資源來(lái)滿足客戶的需求 </p><p>　　這里的客戶需求是非常簡(jiǎn)單的，并且客戶自身也能夠充分地理解。</p><p>　　基于先前的經(jīng)驗(yàn)、案例或現(xiàn)有的產(chǎn)品，找到解決途徑。</p><p>　　包括采取行動(dòng)來(lái)與潛在客戶確立關(guān)系</p><p>

22、;<b>　　Example:</b></p><p>　　Our scheme to resolve the problem for the customer was successful but it was delayed for 3 hours. At 11:30 this system was restored completely. There were many technic

23、al decisions involved in it. I learned upon arrival that the engineer was so worried that he cried. He was near about 30 and had too much pressure. When the customer implemented their own scheme, I especially told the pe

24、rson in charge of the information center that nobody should be allowed into the equipment room except the several</p><p><b>　　范例：</b></p><p>　　我們旨在解決客戶問(wèn)題的計(jì)劃是成功的，但卻被延誤了三個(gè)小時(shí)。11點(diǎn)30分，系統(tǒng)完

25、全修復(fù)。這其中牽涉到很多技術(shù)性決定。我到達(dá)后才知道工程師擔(dān)心得都哭了。他將近30歲承受了很大壓力。當(dāng)客戶實(shí)施他們自己的計(jì)劃時(shí)，我特意告訴信息中心的負(fù)責(zé)人說(shuō)：“除了在場(chǎng)的幾個(gè)人外，不要允許任何人進(jìn)入設(shè)備間，其他人都應(yīng)該回到自己的崗位上去，不要給他們制造更大的壓力?！庇捎谥車奂颂嗳耍膲毫妥兊酶?。我也要求相關(guān)負(fù)責(zé)人對(duì)內(nèi)部客戶匯報(bào)進(jìn)展情況，并請(qǐng)客戶耐心等待。我需要不斷的安慰他們，我相信客戶也理解我們。最后，這個(gè)問(wèn)題得到解決而且沒(méi)有

26、造成過(guò)多混亂，那是因?yàn)槲覀兲幚淼胤浅Ｐ⌒摹?lt;/p><p>　　Level 2: Reacts to Customer Concerns </p><p>　　Understands the customer’s needs and the rationale of Huawei’s products and services and provides solutions.</p&g

27、t;<p>　　The customer’s needs are unclear or are presented simply as objectives, but the customer explicitly states a need and asks for help</p><p>　　No mature products or services are available as ref

28、erence. The leader needs to modify what is available to meet customer needs.</p><p>　　Decision making involves balance between cost and effect.</p><p>　　Responds quickly and decisively to custom

29、er service emergencies.</p><p>　　層級(jí)二：解決客戶的擔(dān)憂</p><p>　　在理解客戶的需求以及華為產(chǎn)品/服務(wù)背后原理的基礎(chǔ)上，為客戶提供解決方案。</p><p>　　客戶的需求不是非常明確或是以簡(jiǎn)單的目的顯示，但是客戶的需要往往相對(duì)清晰。</p><p>　　沒(méi)有現(xiàn)成的產(chǎn)品或服務(wù)可以提供可循，需要對(duì)已有

30、的方法/方案進(jìn)行一定的改進(jìn)或創(chuàng)造。</p><p><b>　　決策時(shí)要權(quán)衡風(fēng)險(xiǎn)。</b></p><p>　　在出現(xiàn)客戶服務(wù)方面的緊急情況時(shí)，可以迅速地果斷地進(jìn)行回應(yīng)。</p><p><b>　　Example:</b></p><p>　　We were the first to negoti

31、ate, in December, and I was not the main negotiator. The main negotiator of the customer was its mobile general manager, and our main negotiator was the chief of the local office. I was listening for future reference. Th

32、e customer said that Huawei was nice, but our price should be reduced. After the negotiation, I chatted with the mobile general manager to get clearer on the progress, our position and what we should do next. I wanted to

33、 master more accurately what was </p><p><b>　　范例：</b></p><p>　　十二月份，我們是第一個(gè)要談判的，我并非主要談判者。客戶的主要談判者是移動(dòng)總經(jīng)理，我們的主要談判者是當(dāng)?shù)剞k事處的領(lǐng)導(dǎo)。我在傾聽(tīng)以備將來(lái)參考。客戶說(shuō)華為很好，但我們應(yīng)該降低價(jià)格。談判之后，我與移動(dòng)總經(jīng)理聊天以了解談判的進(jìn)展、我們的處境以及我們

34、下一步應(yīng)該怎么做。我希望能更清晰地掌握客戶的想法。他是一個(gè)友好的阿拉伯人，不善掩飾，想法很自然地表露出來(lái)。他告訴我他們的領(lǐng)導(dǎo)很想和華為合作，但是華為的價(jià)格很高；并且還告訴我價(jià)格應(yīng)該降多少。那對(duì)我們后期的談判幫助很大。從那時(shí)起，我一直做談判的幕后工作——聽(tīng)報(bào)告、與其他人做分析和降低價(jià)格。</p><p>　　Level 3: Uncovers and Meets New Customer Needs</p&g

35、t;<p>　　Identifies or senses the customer needs, coordinates Huawei resources to come up with solutions.</p><p>　　The customer’s needs sometimes are quite conceptual or difficult to grasp, or the cust

36、omer may express a need without explicitly asking for a proposal.</p><p>　　Can include interaction or cooperation with the customer, working together to design the solution.</p><p>　　Or, identif

37、ies the potential customer’s interest and takes action to build up the relationship.</p><p>　　層級(jí)三：想客戶所想，發(fā)掘并滿足客戶新的需求</p><p>　　捕捉或澄清客戶的興趣點(diǎn)，通過(guò)協(xié)調(diào)華為有關(guān)資源，找到解決方案。</p><p>　　客戶的需求有時(shí)是比較抽象或難以把

38、握的，或者，客戶可能會(huì)表示一個(gè)需求但沒(méi)有明確要求提建議。。</p><p>　　可包括與客戶的合作和互動(dòng)，共同設(shè)計(jì)解決方案。</p><p>　　或明確潛在客戶的興趣并作出行動(dòng)建立關(guān)系</p><p><b>　　Example:</b></p><p>　　During the Beijing Exhibition a

39、t the end of Oct. 2002, the vice-president of one potential customer mentioned the idea of using soft switch for transit network. I thought it was a chance, and that I should analyze our plans carefully, and know clearly

40、 how to proceed. Moreover, I should make the plans detailed. I organized a team to do it. We had been considering the idea, but had not made them clear. We became clearer about the plans after he said those words. Eventu

41、ally, I visited the customer </p><p><b>　　范例：</b></p><p>　　在2002年十月底舉辦的北京展覽會(huì)期間，一位潛在客戶的副總裁提到在網(wǎng)絡(luò)傳輸中使用軟交換。我認(rèn)為這是一個(gè)機(jī)會(huì)，應(yīng)該仔細(xì)分析我們的計(jì)劃，搞清楚如何進(jìn)行。還有，我應(yīng)該制定詳細(xì)的計(jì)劃。我組織了一個(gè)小組來(lái)做這件事情。我們考慮了這個(gè)想法，但卻沒(méi)有弄清楚。他說(shuō)

42、了那些話之后，我們對(duì)計(jì)劃清楚了很多。最終，在等了很長(zhǎng)一段時(shí)間之后，我在2003年三月拜訪了客戶。拜訪過(guò)程中，我對(duì)客戶副總裁介紹了有關(guān)本公司所做的3G、軟交換技術(shù)以及辦公室網(wǎng)關(guān)等概念。我所說(shuō)的是關(guān)于整個(gè)3G網(wǎng)絡(luò)的建設(shè)，尤其是移動(dòng)軟交換的應(yīng)用。緊接著，我也講了具體的技術(shù)區(qū)別。重要的是，客戶總裁對(duì)他的手下講了什么。他說(shuō)他要求他們用軟交換建設(shè)長(zhǎng)途電話網(wǎng)但還沒(méi)有結(jié)果。因此他傾向于與華為合作來(lái)制定一個(gè)計(jì)劃。</p><p>

43、　　Level 4: Innovates to Meet Anticipated Customer Needs</p><p>　　Studies customers, clarifies the potential needs of the customers and the capability of Huawei to provide new solutions.</p><p>　

44、　Customers might not be aware of their needs, or may not imagine that their problem could be solved by Huawei.</p><p>　　Includes providing the strategic suggestions for the customer’s business model and bein

45、g the “trusted advisor” to the customer, regarding the customer’s business.</p><p>　　層級(jí)四：想客戶所不想，創(chuàng)造性的服務(wù)客戶</p><p>　　研究客戶，發(fā)掘華為的潛力以及客戶的潛在需求，提供全新的解決方案。</p><p>　　客戶往往也沒(méi)有意識(shí)到有這樣的需求，或者沒(méi)有想象到他

46、們的問(wèn)題可以得到華為解決。</p><p>　　包括為客戶的業(yè)務(wù)模式提供戰(zhàn)略性的建議，成為客戶的長(zhǎng)期戰(zhàn)略伙伴。</p><p><b>　　Example:</b></p><p>　　I talked about how we can succeed and what are the important things from the cus

47、tomer’s angle. Huawei was a new comer in this field. If we wanted to enter the market and compete with others, we would need to think for our customers. We would need to be able to tell them why they should use Huawei pr

48、oducts. So I tried to demonstrate how the contract would benefit the client and how it would improve their profitability. The carrier chose Huawei because we understood their needs and used this under</p><p>

49、;<b>　　范例：</b></p><p>　　我談到我們?nèi)绾稳〉贸晒σ约罢驹诳蛻舻慕嵌瓤词裁词侵匾囊蛩?。在這個(gè)領(lǐng)域，華為是一個(gè)新來(lái)者。如果我們想進(jìn)入市場(chǎng)并與其他公司競(jìng)爭(zhēng)，我們要考慮客戶的利益，要能準(zhǔn)確地告訴客戶為什么他們應(yīng)該使用華為的產(chǎn)品。因此我試著證明這個(gè)合同將如何使客戶獲得好處并將如何提高他們的利潤(rùn)。運(yùn)營(yíng)商 選擇華為是因?yàn)槲覀兝斫饬怂麄兊男枨蟛⑶疫\(yùn)用這種理解為他們?cè)O(shè)計(jì)了產(chǎn)品?？蛻粼?/p>

50、公開(kāi)招標(biāo)時(shí)并沒(méi)有明確解決方案適用的環(huán)境，獲得合同之后，我們分析這些設(shè)備可能如何在這些收入水平低的地區(qū)使用。以前，當(dāng)運(yùn)營(yíng)商 構(gòu)建網(wǎng)絡(luò)時(shí)，他們通常建造一建筑物，安裝空調(diào)等。然后，他們把一個(gè)大的櫥柜放進(jìn)房間——盡管櫥柜的成本很高，這樣他們就能夠覆蓋整個(gè)地區(qū)。因?yàn)檫@些地區(qū)的人口很少，所以其成本占收入的比例很高。如果他們花100,000元人民幣在整棟建筑物上，將只有30,000元會(huì)用來(lái)購(gòu)買設(shè)備，剩余的70,000元?jiǎng)t用來(lái)租賃土地、建造建筑物、布置

51、建筑物和安裝空調(diào)?？紤]到這種情況，我們?cè)O(shè)計(jì)了一種10,000用戶的小型產(chǎn)品，這樣就不必建造大樓。該產(chǎn)品是一個(gè)安裝在戶外的小盒子，它有一個(gè)內(nèi)置的半導(dǎo)體熱分散系統(tǒng)，并且防曬、防塵，為客戶節(jié)約了大量的成本。</p><p>　　Partnering 建立伙伴關(guān)系</p><p>　　Definition: 定義</p><p>　　The desire and abili

52、ty to find a common ground to build mutually beneficial partnerships with other carefully selected organizations, to better serve Huawei’s customers. The other organizations involved may be Huawei’s competitors in areas

53、other than the area of partnership. This desire to partner is based partly on the sense of safety in number, of not wanting to be the single, exposed entity, separate from other companies. The partnerships should be base

54、d on the desire to serve the customer be</p><p>　　愿意并能夠找出華為與其他精心選擇的企業(yè)之間的共同點(diǎn)，與他們建立具有共同利益的伙伴關(guān)系，以更好地為華為的客戶服務(wù)。包含的其他企業(yè)可能是華為只在該領(lǐng)域的伙伴，而在其他領(lǐng)域是競(jìng)爭(zhēng)對(duì)手。合作的愿望部分基于數(shù)量上的安全感，不想單打獨(dú)斗、暴露自己以及孤立于其他公司等。雙方愿意合作，以便比任何一家公司單獨(dú)來(lái)做都能更好更完全地服

55、務(wù)于客戶，這是伙伴關(guān)系建立的基礎(chǔ)。</p><p>　　Dimension: 維度</p><p>　　Completeness of action</p><p>　　Degree of closeness to the partner</p><p><b>　　行動(dòng)的完全性</b></p><p

56、><b>　　與伙伴的親密程度</b></p><p>　　Discussion: 討論</p><p>　　Partnering, especially with competitors, is a complex and sophisticated competency, supported by many other competencies. In ad

57、dition to the competencies suggested below, the effective builder of partnerships needs exceptional emotional maturity, patience and a flexible and open attitude to deal with all the vicissitudes of negotiating and reali

58、zing a partnership with another company, which will inevitably have its own culture, history and interests. </p><p>　　建立伙伴關(guān)系——尤其是與競(jìng)爭(zhēng)對(duì)手，是一種綜合的和復(fù)雜的素質(zhì)，且需要其他多種素質(zhì)的支持。除了下面提到的素質(zhì)之外，有效伙伴關(guān)系的營(yíng)造者還需要在情感上特別的成熟，極具耐心，在處理所有談

59、判成敗和實(shí)現(xiàn)與另外一家公司（不可避免地該公司有其自身的文化、歷史和興趣。）的伙伴關(guān)系時(shí)具有靈活開(kāi)放的態(tài)度。</p><p>　　How it relates to other competencies: 如何與其他素質(zhì)相聯(lián)系</p><p>　　The ability to effectively partner with competitors is somewhat like Cros

60、s-Functional Collaboration at greater degree of difficulty, because the leader must collaborate with leaders from a different and sometimes competing organization, rather than just with leaders of other functions within

61、Huawei.</p><p>　　與競(jìng)爭(zhēng)對(duì)手有效地建立伙伴關(guān)系，有些像跨部門(mén)合作素質(zhì)，只是難度更高。這是因?yàn)轭I(lǐng)導(dǎo)必須與來(lái)自不同，有時(shí)甚至是相互競(jìng)爭(zhēng)的組織的領(lǐng)導(dǎo)相配合，而不是僅僅與華為內(nèi)部其他部門(mén)的領(lǐng)導(dǎo)合作。</p><p>　　Partnering is supported by a combination of virtually all the other competencies:

62、</p><p>　　Information Seeking (baseline competency) at the highest levels, to choose a partner and to learn about the partner company and its role, markets, potentials etc.</p><p>　　Strategic Th

63、inking at the highest levels to recognize and realize the long-term strategic potential of the partnerships, and to think outside of the normal boundaries. Also to recognize the strategic interests of the partner</p&g

64、t;<p>　　Customer Focus, to keep the needs of the customer – and the reason for partnering – always in mind.</p><p>　　Drive for Results, to ensure that the partnership makes sound business and economic

65、 sense.</p><p>　　Understanding Others, to hear others’ reasons, emotions and interests accurately, even across national and company cultures and potentially competing business interests.</p><p>

66、　　Commitment to Huawei to recognize that Huawei’s best interests may lie in a good partnership, and to transcend the local loyalty to Huawei against all competitors. </p><p>　　Impact and Influence (baseline

67、competency), at the highest levels to convince the partner and to learn about the partner company and its role, markets, potentials etc.</p><p>　　Some or all of the building Huawei Capability competencies, t

68、o get the necessary parts of Huawei to support and implement the partnership.</p><p>　　Partnering directly embodies and supports Huawei’s strategy and value for Harmony in the Business Environment. Effective

69、 partnerships also support Customer Focus, and customer-driven innovation.</p><p>　　建立伙伴關(guān)系幾乎需要其他所有素質(zhì)的綜合支持：</p><p>　　在最高層級(jí)的尋找信息素質(zhì)（基本素質(zhì)），選擇一個(gè)伙伴并且了解該伙伴公司及其角色、市場(chǎng)、潛力等方面的信息。</p><p>　　在最高層

70、級(jí)的戰(zhàn)略思維素質(zhì)上，認(rèn)識(shí)并了解伙伴企業(yè)的長(zhǎng)期戰(zhàn)略性潛力，超越常規(guī)界限來(lái)思考，這樣也可以認(rèn)識(shí)到伙伴的戰(zhàn)略興趣。</p><p>　　關(guān)注客戶，頭腦中時(shí)刻想著客戶的需求——和建立伙伴關(guān)系的原因。</p><p>　　結(jié)果導(dǎo)向，確保合作伙伴做出成熟合理的商業(yè)和經(jīng)濟(jì)上的判斷。</p><p>　　理解他人，準(zhǔn)確地聽(tīng)取他人的理由、情感和興趣，即便是跨越國(guó)界、公司文化和潛在競(jìng)爭(zhēng)

71、性的商業(yè)利益。</p><p>　　獻(xiàn)身華為，要認(rèn)識(shí)到華為的最佳利益在于一個(gè)良好的伙伴關(guān)系，要超越那種與競(jìng)爭(zhēng)者對(duì)抗的狹隘的忠誠(chéng)。</p><p>　　施加影響（基本素質(zhì)），在最高的層級(jí)上說(shuō)服伙伴、了解伙伴公司及其角色、市場(chǎng)潛力等。</p><p>　　以部分或所有構(gòu)建華為能力素質(zhì)群的因素，去獲得華為必要的部門(mén)，來(lái)支持和實(shí)現(xiàn)伙伴關(guān)系。</p><p

72、>　　建立伙伴關(guān)系直接包含和支持了華為追求和睦產(chǎn)業(yè)環(huán)境的戰(zhàn)略和價(jià)值。有效的伙伴關(guān)系也支持客戶關(guān)注和客戶驅(qū)動(dòng)創(chuàng)新。</p><p>　　Level 1: Opens the door and makes contact</p><p>　　Makes contact or establishes rapport with other thoughtfully selected orga

73、nizations, with an eye to potential partnerships. May scan the environment to learn about various potential partners, their reputation, their market position, their strengths, size and other characteristics that may make

74、 them suitable partners for Huawei. May “market” Huawei’s potentials and establish Huawei’s reputation to other organizations. </p><p>　　May become friendly with executives in the other company, establishin

75、g a positive relationship with them (on a personal level).</p><p>　　層級(jí)一：對(duì)外開(kāi)放，建立聯(lián)系</p><p>　　與那些精心挑選的企業(yè)進(jìn)行接觸或建立友好關(guān)系，同時(shí)留意潛在的合作伙伴。審視環(huán)境以了解各種各樣潛在的合作伙伴，他們的名聲、市場(chǎng)地位、實(shí)力、規(guī)模及其他的那些使其成為華為合適的合作伙伴的特征。這些都可能“推銷”華為

76、的潛力并確立華為對(duì)其他企業(yè)的聲譽(yù)。</p><p>　　可能對(duì)其他公司的主管人員變得友好，并與他們確立一種積極的關(guān)系（在個(gè)人層面上）。</p><p>　　Level 2: Has the conversation</p><p>　　Listens and exchanges information with potential partner to explor

77、e opportunities for cooperation to serve the customers.</p><p>　　Communicates Huawei’s sincerity and their intention to be part of a team of relatively equal partners. </p><p><b>　　層級(jí)二：有對(duì)話

78、</b></p><p>　　傾聽(tīng)潛在合作伙伴的想法并與其溝通交流，以尋求共同服務(wù)客戶的合作機(jī)會(huì)。</p><p>　　表達(dá)華為的誠(chéng)意，以及他們想成為小組一分子的意圖。這個(gè)小組中的每個(gè)成員相對(duì)平等。</p><p>　　Level 3: Cooperatively develops partnership</p><p>　　De

79、velops the shape of the partnership cooperatively together with the partner.</p><p>　　May use a strong understanding of the culture, organizational politics and market position of the potential partner, and

80、why they might or might not want to partner with Huawei, in order to develop a mutual understanding and a way forward.</p><p>　　層級(jí)三：共同確定伙伴關(guān)系</p><p>　　與合作伙伴一起確定合作關(guān)系的形式。</p><p>　　對(duì)于潛在

81、的伙伴，要準(zhǔn)確了解他們的文化、組織結(jié)構(gòu)及市場(chǎng)地位，還要知道他們可能想或不想與華為合作的原因，以便確立共同的理解和將來(lái)合作的方式。</p><p>　　Level 4: Reaches Agreement</p><p>　　Negotiates a mutually beneficial partnership, and achieves agreement. At this point

82、many other competencies are needed to enable Huawei and the partner, to adapt their organization, practices and culture to enable the partnership to work effectively.</p><p><b>　　層級(jí)四：達(dá)成共識(shí)</b><

83、/p><p>　　商定一個(gè)共同獲利的伙伴關(guān)系，并達(dá)成共識(shí)。使華為及其合作伙伴適應(yīng)他們的組織、經(jīng)驗(yàn)和文化，以便伙伴關(guān)系良好運(yùn)行。在這一點(diǎn)上，還需要許多其他的素質(zhì)。</p><p>　　Building Huawei Capability Cluster構(gòu)建華為能力素質(zhì)群</p><p>　　Inspiring Leadership鼓舞式領(lǐng)導(dǎo)</p><

84、p>　　Definition:定義</p><p>　　The ability to lead teams by focusing them on key issues and empowering them to solve problems and harness their collective wisdom.</p><p>　　通過(guò)推動(dòng)團(tuán)隊(duì)成員關(guān)注要點(diǎn)、鼓舞團(tuán)隊(duì)成員解決問(wèn)題

85、以及運(yùn)用團(tuán)隊(duì)智慧等方法來(lái)領(lǐng)導(dǎo)團(tuán)隊(duì)的行為特征。</p><p>　　Dimensions:緯度</p><p>　　Degree of empowering or inspiring the team. The depth of collective wisdom and/or energy that is tapped .</p><p>　　授權(quán)以及鼓舞團(tuán)隊(duì)的程度

86、，集思廣益的深度和所發(fā)掘出的團(tuán)隊(duì)能量的大小</p><p>　　Discussion:討論</p><p>　　Inspiring Leadership is a unique Huawei form of team leadership that combines direct personal leadership with the ability to empower the tea

87、m and release the collective energies and wisdom of the team. The unique feature of this form of leadership is its focus on drawing out the contributions, ideas and commitment of the team members, in a fairly structured

88、and consistent manner. </p><p>　　鼓舞式領(lǐng)導(dǎo)是華為團(tuán)隊(duì)領(lǐng)導(dǎo)層獨(dú)一無(wú)二的組織形式，這種形式直接將個(gè)人領(lǐng)導(dǎo)能力與授予團(tuán)隊(duì)權(quán)利、釋放集體力量和團(tuán)隊(duì)智慧相結(jié)合。該領(lǐng)導(dǎo)形式的獨(dú)一無(wú)二的特征即：以一種相當(dāng)結(jié)構(gòu)化的持續(xù)的方式來(lái)激發(fā)團(tuán)隊(duì)成員的貢獻(xiàn)心、想法和忠誠(chéng)感。</p><p>　　How it relates to other competencies: 與其他素質(zhì)的

89、關(guān)聯(lián)：</p><p>　　The effectiveness of Inspiring Leadership is improved when it is supported by:</p><p>　　Understanding Others - to recognize and respond to the team members’ concerns and contributio

90、ns.</p><p>　　Impact and Influence (baseline competency) to know how to bring others into agreement with you.</p><p>　　Information Seeking (baseline competency) – a genuine curiosity and interest

91、 in finding out the reasons for a situation or for someone’s opinion.</p><p>　　Strategic Thinking and/or Drive for Results to ensure that the team is focused on the most important issues.</p><p>

92、;　　Commitment to Huawei to ensure that team focus does not over-balance the enterprise focus.</p><p>　　Inspiring Leadership is crucial to accomplishing almost any organizational effort, including customer-dr

93、iven innovation, building external partnerships, or improving quality, service and reducing cost.</p><p>　　在以下條件的支持下，鼓舞式領(lǐng)導(dǎo)的有效性會(huì)得到提升：</p><p>　　理解他人，能夠認(rèn)識(shí)到并對(duì)團(tuán)隊(duì)成員關(guān)注的問(wèn)題和他們的貢獻(xiàn)作出反應(yīng)</p><p>

94、　　施加影響（基本素質(zhì)），要知道如何使他人同意你的觀點(diǎn)。</p><p>　　尋找信息（基本素質(zhì)）當(dāng)出現(xiàn)一種狀況或者某人提出一種觀點(diǎn)時(shí)，探究其中的原因完全是出于自己的好奇心和興趣。</p><p>　　戰(zhàn)略思維和/或結(jié)果導(dǎo)向，確保團(tuán)隊(duì)關(guān)注于最重要的問(wèn)題。</p><p>　　獻(xiàn)身華為，確保團(tuán)隊(duì)關(guān)注沒(méi)有超出對(duì)企業(yè)的關(guān)注。</p><p>　　鼓

95、舞式領(lǐng)導(dǎo)對(duì)于獲得幾乎任何組織的成果——包括客戶導(dǎo)向創(chuàng)新、建立外部的伙伴關(guān)系或提高質(zhì)量和服務(wù)、降低成本——都是很關(guān)鍵的。</p><p>　　Level 1: Orients the group to the task</p><p>　　Positions self as the team leader, organizes the team activities effectively.

96、</p><p>　　Keeps team members informed.</p><p>　　Engages team members in clarifying their accountability and task.</p><p>　　Ensures team members have sufficient resources for complet

97、ing the job.</p><p><b>　　層級(jí)一：任務(wù)式領(lǐng)導(dǎo)</b></p><p>　　自我定位為團(tuán)隊(duì)領(lǐng)導(dǎo)，有效地組織團(tuán)隊(duì)活動(dòng)。</p><p>　　確保團(tuán)隊(duì)成員獲知必要的信息。</p><p>　　明確團(tuán)隊(duì)成員的職責(zé)和工作任務(wù)。</p><p>　　確保團(tuán)隊(duì)成員獲取足夠的資源來(lái)完成

98、工作。</p><p><b>　　Example:</b></p><p>　　I remember there were three people in the group. We once had a meeting together, for they didn’t take part in the previous communication with th

99、e EVP and the boss. So I talked about our discussions and the general idea formed after my talk with the EVP. I told them the background clearly and its origin: the company wanted to build up a flexible and mobile organi

100、zation out of the consideration of the maturity of the organization and of the managerial personnel, interrelationship between departmen</p><p><b>　　范例：</b></p><p>　　我記得我們那個(gè)團(tuán)隊(duì)中有三個(gè)人，有

101、一次我們?cè)谝黄痖_(kāi)會(huì)，由于他們沒(méi)有參加之前與EVP和老板的溝通交流，在與EVP談話之后，我告訴他們我們與EVP談?wù)摰脑掝}和得出的結(jié)論。清楚地告訴他們整個(gè)事情的背景和起源：在沒(méi)有考慮組織和管理人員是否成熟、部門(mén)之間的內(nèi)部關(guān)系以及IPD流動(dòng)是否適應(yīng)等因素的情況下，公司想要構(gòu)建一個(gè)靈活移動(dòng)的組織。因?yàn)槲倚〗M中有兩個(gè)成員一直對(duì)組織結(jié)構(gòu)的變化很負(fù)責(zé)任，知道這個(gè)之后，他們很高興。然后，我告訴他們自己對(duì)3-3想法 的構(gòu)想，但沒(méi)給他們機(jī)會(huì)表達(dá)自己的想法。

102、理由是他們沒(méi)有很多前期的工作經(jīng)驗(yàn)?；谖业挠^察，我并未要求他們談?wù)撟约旱南敕?，而是直接告訴他們整個(gè)的結(jié)構(gòu)。我要他們看看這個(gè)結(jié)構(gòu)與目前的結(jié)構(gòu)有多大的變化，崗位和層級(jí)將會(huì)如何變化。</p><p>　　Level 2: Set expectations</p><p>　　Clarifies norms for good teamwork.</p><p>　　Faci

103、litates continuous improvement of team effectiveness through establishing systems or mechanisms of team operation.</p><p>　　Praises team members and expresses positive expectations publicly.</p><p

104、>　　Builds a habit of providing performance feedback to team members</p><p><b>　　層級(jí)二：設(shè)定期望</b></p><p>　　明確團(tuán)隊(duì)合作的行為準(zhǔn)則。</p><p>　　通過(guò)建立團(tuán)隊(duì)運(yùn)作的方法和機(jī)制，幫助團(tuán)隊(duì)能力的持續(xù)提升。</p><

105、;p>　　公開(kāi)地表達(dá)對(duì)團(tuán)隊(duì)成員的贊賞以及積極的期望。</p><p>　　逐漸培養(yǎng)對(duì)團(tuán)隊(duì)成員給予及時(shí)反饋的意愿和習(xí)慣。</p><p><b>　　Example:</b></p><p>　　We used PDCA. P means plan; D means do; C means check; A means alter. We

106、would turn complaints into early stage plans and come up with improvement suggestions. Everyone should share his idea without any reservation. I still had one better method which was not used yet. We conducted a PDCA not