领导力框架

领导力框架领导力框架Introduction简介The Leadership framework has been developed to demonstrate“what good looks like”in terms of the skills and behaviours you need to successfully lead and motivate others or yourself.领导力框架的建立用于展示当你成功领导和激励他人或自己时，所需要的技能和行为中的“好的做法”。You can use it as part of the“How Am I Doing”performance management process to help you review and write your Personal Development Plan.There will also be other times when you want to think about leadership.你可以把它作为“我做的怎么样”绩效管理程序的一部分来帮助你检核和建立你的个人发展计划。也可以用在其他你考虑领导力问题的时候。It will enable you to focus on the things that will make the most difference to your leadership by confirming your strengths and identifying where you can improve.过程中你会确认自己的优势和确定你在哪方面需要改进，让你集中精力在领导能力上可以做到大不同的方面。At Tesco,we know that your leadership is a big part of creating a great place to work for our people and delivering Every Little Helps for our customers.We hope that you find the Leadership Framework a simple and useful tool.在Tesco，我们知道你的领导能力在我们的员工创造了良好工作环境和向顾客传递“小帮助，大贡献”中占有重要作用。我们希望你会认同领导力框架是一种简单实用的工具。The Leadership Framework was developed by the Board to describe what they see out best leaders doing.It has three key themes that link to nine underlying critical success factors.Five of the factors are shared by everyone and four of them depend upon your role or work level.总部写了领导力框架，描述了他们所能看到的最好的领导该做的事。它由三个主要主题构成，这些主题与9项如下介绍的关键成功因素相联系。5项因素是共同须具备的，4项是由你的职责或工作层级来决定的。WhatistheLeadershipFramework?什么是领导力框架？什么是领导力框架？Theme主题主题Description描述描述ConnectedFactors相关因素相关因素Description描述描述Improve the Business for Customers为顾客改进企业All about the business context对于企业而言对于企业而言Use experience,analysis and judgement to deliver customer value and make money使用经验，分析和判断来达到顾客价值并赚钱 Create SIMPLE and affordable plans with the resource required to deliver workable solutions以所需的资源创造简单的可承受的计划来作为解决办法Show relentless effort to understand the customer and deliver unbeatable value以不懈的努力为顾客着想，实现无与伦比的价值Use change as an opportunity to find new and better ways to satisfy customers将变革当作一个寻找新的、更好令顾客满意的方式的机会Customer Focus(shared)关注顾客（共同须具备的）Maximises personal contribution to the business to deliver“Every Little helps”让个人对企业的贡献做到最大化，实现“小帮助，大贡献”的观念Analysis and Decision Making(changes by role)分析和制定决策（因职位不同而不同）Analyses problems thoroughly and makes good and timely decisions全面分析问题并做出良好和适时的决策Managing Change(changes by role)变革管理（因职位不同而不同）Champions,supports and delivers changes to improve things.Helps others by overcoming barriers拥护，支持并执行变革来取得改善现况。帮助他人，克服障碍WhatistheLeadershipFramework?什么是领导力框架？什么是领导力框架？Theme主题主题Description描述描述ConnectedFactors相关因素相关因素Description描述描述Take People With You带着员工和你一起前进All about working through others与他人共同合作与他人共同合作Set clearly defined objectives based on steering wheel targets基于罗盘四分仪目标，设立清楚定义的目标Mobilise and communicate so everyone knows what needs to be done to achieve results与员工沟通并激励他们，这样每个人都知道需要做什么才能达到结果Gain the hearts and minds of others to get things done让雇员全心全意地完成任 务Coach and support teams and individuals to deliver sustainable results辅导并支持团队及每个人来达到结果并保持好的结果Developing Self/Others(shared)自我发展及发展他人（共同须具备的）Creates or contributes to an environment in which self and others are motivated to learn and develop创造或构建能够激发自己和他人学习和发展动力的环境Team Working(shared)团队工作（共同须具备的）Builds and maintains positive relationships within and across teams建立并保持团队内和跨团队间的积极的关系Managing Performance(changes by role)绩效管理（因职位不同而不同）Supports and challenges individuals to achieve their full potential.Sets stretching objectives and measures progress against them.Manages resources effectively支持并让个人挑战自我能完全发挥个人潜力。制订具挑战的工作目标并基于此来衡量。有效管理资源Gaining Commitment(changes by role)取得承诺（因职位不同而不同）Energises and influences others to get the job done and uses relationships to deliver great results激励并影响他人来完成工作并运用良好的关系来创造出色的成果Theme主题主题Description描述描述ConnectedFactors相关因素相关因素Description描述描述Live the Values实践合乎价值的行为All about your personal approach对于个人提升对于个人提升Are trusted and behave with integrity to gain respect for themselves and Tesco可以用取得他人信任的态度，并言行一致地工作，这样能赢得员工和公司的尊重Provide support and praise more than criticise提供支持，赞美多于批评Get things done by showing determination and resilience以坚定的决心和毅力来完成工作Ask more than tell and share knowledge so it can be used多垂询，少指示，分享可用的知识 Drive(shared)自我驱策力（共同须具备的）Strives to achieve results through determination and commitment.Keep going when things are difficult.有决心并承诺努力达到结果。遇到困难，仍然坚持。Personal Integrity(shared)个人诚信（共同须具备的）Matches words with actions to build trust and respect言行一致来建立信任和尊重。WhatistheLeadershipFramework?什么是领导力框架？什么是领导力框架？WhatistheLeadershipFramework?什么是领导力框架？什么是领导力框架？PLAN计划计划Collect any feedback you have e.g.your last performance review,career discussion,360 feedback report or simply by asking colleagues收集任何你收到反馈，比如，你最近一次的绩效考核，职涯讨论，306反馈报告或就单纯询问你的同事的看法Read through the framework before you start在你开始前，详细看领导力框架的内容Allow about half an hour uninterrupted time.准备半小时时间，不受干扰。DO执行执行Work through each of the critical success factors and place your or as objectively as you can完成每一项关键成功因素并尽可能客观的以或来评定你自己 means you believe you do this or means that you believe you dont do this 指你认为你是这么做的，指你认为你不是这么做的Use the feedback you have to be realistic and challenging使用反馈，你必须实事求是并具挑战性If you cant or then leave it blank如果你不无法确定是还是，那就留空白Choose two or three behaviours that you think will make most difference to you(these will usually be a or a blank)选择两到三种行为，你认为你能做到很不同的方面（通常是或空白的部分）Discuss and get feedback on your choices from your manager与同事或主管讨论，最后从主管那里获得最终的反馈When you have agreed the areas to focus on,then transfer that statement to your Personal Development Plan(see“How Am I Doing”performance management toolkit for more details)当你和主管对你关注的领域达成一致，可以将其加入你的个人发展计划（见“我做的怎么样”绩效管理工具包获得详细内容）Discuss with your manager what action you can take on your Personal Development Plan(there are some ideas later in this booklet)与你的主管讨论在你的个人发展计划中可以采取什么行动（在这本小册子中你可以看到一些信息）Take action on the areas you identify就你确定的区域采取行动Review检核检核 Update your Personal Development Plan as part of the“How Am I Doing”performance management cycle将个人发展计划作为“我做的怎么样”绩效管理循环的一部分来更新Update your objectives as you develop随着你的发展，更新你的目标Re-visit your scoring on the Leadership Framework as you progress随着你的进步，就领导力框架重新打分The“How Am I Doing”process shows you in detail how to write a Personal Development Plan.“我做的怎么样”过程会让你知道如何建立个人发展计划的详细信息。The Leadership Framework will help to identify which areas of your leadership skills to work on.You can even copy out the wording in the framework into the“Area of Development”box on the Personal Development Plan form but remember to make sure that you know the root cause.领导力框架帮助你确定哪个领域的领导技能你需要努力。你也可以将领导力框架中的内容建入个人发展计划表的“发展区域”中，但切记你了解根本原因When you are deciding what action to take,practising on the job and seeking advice from colleagues are both valid options and often the most effective way to make a change.当你决定采取什么行动后，记得把它运用于实际工作中并在同事中寻求意见，这两者都是正确的选择The best Personal Development is what happens every day.最好的个人发展是每天都在发生。The following table shows some other ideas:以下表格显示一些其他的观点：WritingaPersonalDevelopmentPlan?如何建立个人发展计划？如何建立个人发展计划？On the Job Coaching and Feedback工作中指导和反馈Your manager will give you coaching and feedback on an ongoing basis.If he or she does not,then ask for it!You can also identify someone who role models the skill you are looking for and ask for some feedback and coaching.你的主管会持续提供指导和反馈。如果他或她不那么做，要求他们一定做到！你也可以确定一位学习的典范,他具备你正在寻找的技能向他询问反馈和寻求指导。Planned Experience/Development assignments职务技能提升计划Arrange to visit part of the business you want to know more about.安排学习那些你想要了解企业运作的领域。Take a project or role which will stretch your skills e.g.a development assignment in a different function or country.Take the time to review your learning.What has worked well or not so well.用负责专案或担任某一职位的方式来提升你的技能，比如在不同部门或国家工作。花时间检核一下你的所学。哪些方面做得好，哪些方面做得不好。Training Courses培训课程The following leadership courses are available:包括以下领导力课程:Target Leadership Training General Training目标目标 领导力培训领导力培训 一般培训一般培训Work Level层级层级Work Level 5 Leadership:Business Awareness:第五层级 领导力:公司认识公司认识:General Management Job shadowing in other 一般管理 跟着工作典范学习 Programmes(Harvard/INSEAD)benchmark companies 项目(哈佛/INSEAD)同性质企业比较Work Level 4 Leadership Development Centre Planning and Organising:CEO Bridging Programme 计划与组织计划与组织 第四层级 领导力发展中心 Core Skills 首席执行官项目 核心技能 Job Shadowing Experienced Managers 有经验的经理成为工作榜样Work Level 3 Leadership Programme Business Awareness:第三层级 领导力项目 公司认识公司认识 (office/stores/international)TWIST in Stores,or Distribution Influencing 门店或物流TWIST Project Management Distribution (总部/门店/国际)物流 影响力 专案管理 Work Level 2 Ask More Than Tell Ways of Working:第二层级 多垂询，少指使 工作方式工作方式 Core Skills Core Skills 核心技能 核心技能 Change Management People Management:变革管理 人事管理 Personal Efficiency Performance and Development 个人效率 绩效管理与发展 Delegation Supporting Your Attendance 授权 出勤 Team Building for Managers Talent Selection 团队建立(适用主管)人才选择 Situational Leadership 情景领导力 Coaching 教练式指导Work Level 1 Ask More Than Tell Ways of Working:第一层级 多垂询，少指使 工作方式工作方式 Living Service Training Core Skills 服务培训 核心技能Other Resources其他资源Books,DVDs or internet researchSee separate list书，DVD或网上研究资料另见附表Writing a Personal Development Plan?如何建立个人发展计划？如何建立个人发展计划？CriticalSuccessFactors:Shared关键成功因素：分享关键成功因素：分享CustomerFocus关注关注顾客客Definition:Maximises personal contribution to the business to deliver“Every Little helps”定定义：将自己对企业的贡献做到最大化，实现“小帮助，大贡献”Understands the customer better than anyone 比任何人都了解顾客Responds energetically to customer feedback积极回应顾客反馈Ensures all activities and decisions makes life better for customers 保证所有的活动和决定都能使顾客更满意Tracks competitor activity and market trends 掌握竞争者活动和市场趋势Delivers cost efficiency in all activities 在所有活动中都有效运用成本Makes no effort or unable to understand or satisfy customer needs 不努力或不了解或不能满足顾客的需求Fails to respond to customer feedback 忽视顾客反馈Carries out task with no thought of the impact on the customer执行任务，却不考虑它会给顾客带来的影响Takes no interest in competitor activity 对竞争者活动不感兴趣Misses cost implications of actions 忽视行动的成本产生的影响PersonalIntegrity 个人个人诚信信Definition:Matches words with actions to build trust and respect定定义：言行一致，建立信任和尊重Treats people in a fair and consistent way公平一致地对待人Maintains confidentiality 保守机密Builds trust and respect by keeping to commitments made 遵守允诺，建立信任和尊重Challenges others when the Values are not demonstrated 当价值未做到时，向他人质询Demonstrates Values behaviours in all decisions/actions 所有的决定/活动中都体现出价值行为Has a personal vision of what they want for themselves/others重视对自己/他人的需求Treats people differently based on personal preferences 根据个人喜好待人不同Breaks confidentiality 泄露机密Says one thing and does another 言行不一致Disregards the Values or fails to notice when others do 漠视价值，或当别人忽视价值时，自己视而不见Does not consider the Values when taking decisions/actions 做决定/活动时忽视价值No thought given to what they want for themselves/others不考虑对自己/他人的需求SHARED共同须具共同须具备的备的SHARED共同须具共同须具备的备的CriticalSuccessFactors:Shared关键成功因素：分享关键成功因素：分享Drive 自我驱策力自我驱策力 Definition:Strives to achieve results through determination and commitment.Keep going when things are different定定义：通过决心和承诺来努力达到结果。若出现困难，仍然坚持下去Demonstrates passionate commitment to the business 对企业热忱地付出Is committed to continuous improvement and achieves results whilst taking account of impact on others 努力持续的改进来实现结果同时影响他人也做到 Shows tenacity in overcoming obstacles/difficulties克服障碍/困难展现出坚韧精神 Remains resilient and optimistic in challenging times 对于工作挑战具有良好适应性和乐观度 Meets deadlines如期完成工作Takes responsibility for making things happen 对所发生的事承担责任Takes calculated and considered risks能计算和考虑风险值Finds it difficult to maintain energy and enthusiasm when under pressure 在压力下，继续保有动力和积极是有困难的 Is focussed on results only,irrespective of the cost or impact on others 太注重结果，不管成本和影响的层面 Becomes discouraged when faced with difficulties 面对困难时显得气馁 Avoids taking decisions or actions in challenging situations 面临挑战时逃避做决定和行动Finds reasons for not taking or delaying action 不采取行动或拖延为自己找籍口 Tends to be the victim,blaming others for difficulties 经常认为自己是受害者，指责是别人造成的 Either takes no risk or takes unnecessary risks不能注意任何风险或注意的是不必要的风险SHARED共同须具共同须具备的备的CriticalSuccessFactors:Shared关键成功因素：分享关键成功因素：分享TeamWorking 团队工作团队工作Definition:Builds and maintains positive relationships within and across teams 定定义：在部门内和跨部门建立并维持积极的关系Recognises one team The Tesco Team 认同是一个团队 Tesco团队 Commits to team decisions 忠于团队决定 Works in partnership with others to achieve individual and team objectives 和他人合作来达到自己和团队目标 Shares information,knowledge and experience freely with others 无私地和他人分享信息，知识和经验 Enjoys work and has a positive impact on others 乐在工作而且对他人有积极的影响。Builds and maintains positive relationships within and across teams 在部门内和跨部门间建立和保持积极关系 Takes little interest in activities outside of own area 对自己范围外的事情没什么兴趣 Only commits to team decisions when in own interest 只忠于和自己有关系的团队决策 Is competitive within and across teams 部门内和各部门间都是相互竞争的Does not share information,knowledge or experience 不与人分享信息，知识和经验 Has cynical or negative attitude to work which impacts others 对工作抱有嘲讽和消极的态度，同时也影响到他人 Puts little effort into building relationships不努力建立友好关系SHARED共同须具共同须具备的备的CriticalSuccessFactors:Shared关键成功因素：分享关键成功因素：分享DevelopingSelf/Others 自我发展和发展他人自我发展和发展他人 Definition:Creates an environment in which self and others are motivated to learn and develop 定定义：创造一个环境，让自己和他人都能受到激励去学习和发展Gives support to others and praises more than criticises 给别人支持，赞美多于批评 Encourages people to take risks and make mistakes as part of learning 鼓励人们冒险，因为犯错也是一种学习Makes time to coach,guide and give feedback to others 花时间对其他人指导，给予他人反馈 Seeks feedback and invests time in own development 寻求反馈并花时间在自我发展Spots talented people and finds appropriate opportunities to learn and develop 发掘人才和找寻合适的机会去学习并发展Celebrates success 庆祝成功 Knows how to take care of yourself so you can be at your best知道如何照顾自己，那样你会做到最好Forgets to support,praise or recognize others contribution 不支持，不表扬或不认可他人的贡献 Is intolerant of others development needs/mistakes不能包容别人的发展需求/错误Avoids personal involvement in developing others 不愿意真正去帮助别人的发展 Reacts defensively or aggressively when given feedback 当收到反馈时，展现出自卫或侵犯的态度 Fails to identify,develop or encourage talented people 不能判别，发展和鼓励有才能的人Points out failure and ignores success 只看到缺点而漠视成功之处 Does not take care of self/team 没有照顾自己/团队SHARED共同须具共同须具备的备的CriticalSuccessFactors:Level1关键成功因素：第一层级关键成功因素：第一层级AnalysingandDecisionMaking 分析和制定决策分析和制定决策 Definition:Analyses problems thoroughly and makes good and timely decisions 定定义：全面分析问题，做出合适且及时的决定 Takes in information quickly and accurately 快速准确地采集信息Resolves know problems using existing guidelines运用已知的指导方针解决现存的问题Works independently and knows when to escalate issues to resolve problems 独立工作并了解何时让上级了解，以解决问题Takes action based on know guidelines 基于已知的指导方针，采取行动Misunderstands information on a regular basis 经常误解信息Fails to resolve problems or use existing guidelines 无法解决问题或不善使用现存的指导方针Reluctant to make own decisions and escalates problems inappropriately 不愿意自己做决策且不恰当的让上级来解决Fails to take action or does not follow guidelines 没有采取行动或没有遵循指导方针ManagingPerformance 绩效管理绩效管理 Definition:Supports and challenges individuals to achieve their full potential Sets stretching objectives and measures progress against them.Manages resources effectively.定定义：支持和挑战个人来激发他们全部的潜力。建立前瞻性目标，并根据目标来衡量。有效管理资源 Works to achieve objectives that have been agreed with manager努力完成与主管达成共识的目标Is accountable for meeting and exceeding objectives 负责地达成并超越目标 Identifies when objectives are not going to be delivered and takes action to ensure targets are met 可以确定何时目标会出现不能继续被执行并采取行动确保目标达成Plans own time effectively 有效计划个人时间Does not set clear or defined objectives没有订定清楚的目标 Fails to meet agreed objectives.无法达成一致的目标Does not notice when objectives are not on track 没有意识到目标的推广运作已出现问题Does not plan own time effectively and fails to complete necessary work.没能有效计划个人时间，没能完成必要的工作WORKLEVEL1第一层第一层级级WORKLEVEL1第一层第一层级级CriticalSuccessFactors:Level1关键成功因素：第一层级关键成功因素：第一层级ManagingChange 变革管理变革管理Definition:Champions,supports and delivers change to improve things.Helps others by overcoming barriers 定定义：拥护，支持，达到变化来改进事物。帮助他人克服障碍Understands the need for change and has a positive attitude.了解变革的需求并且态度积极Spots opportunities to improve things in own area 在自己领域内持续发现进步的机会Accepts change positively 积极接受变革 Resists change and is negative about trying new things 抵制变革，抗拒尝试新事物Accepts things as they are and does not look for opportunities to improve 被动接受新事物,而不寻求改进的机会Is resistant to new ideas 抵制新观念和意见GainingCommitment 取得承诺取得承诺 Definition:Energises and influences others to get the job done and uses relationships to deliver great results 定定义：给他人以动力并影响他人来完成工作，并且使用关系来完成好的结果 Keeps all communication clear and simple确保所有的沟通都清楚，简单Adapts influencing style to suit customers and colleagues.将影响力技巧应用到顾客及同仁Uses own knowledge to gain commitment of others使用自己的专业来取得他人的承诺Is overly complex and confusing in communication 沟通时过于复杂，使人困惑的 Ignores the needs and feelings of others 忽视他人的需求及感受 Does not share own knowledge to help others 不肯分享自己的专业帮助他人WORKLEVEL1第一层第一层级级WORKLEVEL1第一层第一层级级CriticalSuccessFactors:Level2关键成功因素关键成功因素:第二层级第二层级AnalysingandDecisionMaking 分析和制定决策分析和制定决策 Definition:Analyses problems thoroughly and makes good and timely decisions 定定义：全面分析问题，做出合适且及时的决定 Takes in information quickly and accurately 快速准确地采集信息Explores the root causes of problems using existing processes and knowledge before taking action采取行动前，使用现有的程序和知识发掘问题的根本原因Works independently and proposes solutions to problems 独立工作并提议问题的解决方案Takes decisive action based on a quick and accurate grasp of the facts以迅速准确获得的事实为依据，采取决定性的行动Is easily swamped by information 容易被信息淹没Takes action to solve problems without careful analysis 没有仔细地分析就采取行动解决问题Regularly seeks help from senior management to solve routine problems 经常从上一级的主管那里寻求帮助来解决问题Avoids taking decisions or takes decisions without analysis 避免做出决策或没有分析就做出决策ManagingPerformance 绩效管理绩效管理 Definition:Supports and challenges individuals to achieve their full potential.Sets stretching objectives and measures progress against them.Manages resources effectively定定义：支持和挑战个人来完成激发他们的潜力。建立前瞻性目标，并根据目标来衡量。有效管理资源Sets clearly defined objectives for self/others为自己/他人设定清楚的目标Holds self/others accountable for meeting and exceeding objectives 让自己/他人负责任地达成并超越目标 Gives or seeks feedback and coaching as required如有需要，提供或寻求反馈和指导Tracks performance against objectives and takes action to ensure targets are met.基于目标追踪绩效，采取行动，确认达成目标Proactively manages under-performance 前瞻性地管理不好的绩效 Plans and manages own time and budgets effectively.有效的计划并管理自己的时间和预算Does not set clear or defined objectives for self/others 没有为自己/他人设定清楚的目标 Does not commit to achieving objectives once agreed 认可的目标，却不去完成它 Not able to give or is reluctant to receive feedback and coaching没有提供或不愿接受反馈和指导Fails to identify or remove obstacles to progress 误判或没有妨害进步的障碍 Fails to spot/or tolerates under-performance 无法发现或容忍绩效不佳的表现Does not plan own time/budget effectively 不能有效计划自己的时间/预算WORKLEVEL2第二层第二层级级WORKLEVEL2第二层第二层级级CriticalSuccessFactors:Level2关键成功因素：第二层级关键成功因素：第二层级ManagingChange 变革管理变革管理 Definition:Champions,supports and delivers change to improve things.Helps others by overcoming barriers 定定义：拥护，支持，达到变化来改进事物。帮助他人克服障碍 Understands the need for change,can see and convince others of the benefits清楚变革的需求并看到和使他人相信会带来收益Identifies and proposes opportunities to improve existing routines,products and services 能确定并提议改进现有流程，成果和服务的机会Tries and sustains new ideas and initiatives with enthusiasm 尝试并维持新观念并富有热情地采取行动Manages resistance to change positively 积极地管理因变革所产生的抵触情绪 Resists change and doesnt try to understand the need for it.抵制变革，不试着了解变革的需求Fails to see the need to improve current routines,products and services 看不到改进目前流程，成果和服务的需要 Is cynical about change and resist new ideas and improvements.对变革嘲讽，抵制新观念和拒绝改善Confronts resistance to change aggressively and without understanding the root cause 强硬面对因变革所产生的抵触情绪并且不知道发生的根本原因 GainingCommitment 取得承诺取得承诺 Definition:Energises and influences others to get the job done and uses relationships to deliver great results 定定义：给他人以动力并影响他人来使工作完成，并且使用关系来达到好的结果 Mobilises others to deliver results 激励他人来执行成果 Keeps all communication clear,simple and well structured 确保所有的沟通都清楚，简单并有条不紊 Adapts influencing style to suit different situations,individuals or teams 让影响力技巧普及不同场合，个人或团队Uses own technical or professional knowledge to gain commitment使用自己特有的或专业知识来取得