是什么让某些人比别人更加优秀或者与别不同?
一个优秀的领导者不一定是一个优秀的管理者。一个优秀的管理者也不一定是一个优秀的领导者。在公司里,想要让人们追随于你的,光靠头衔或职位是远远不够的。要想在公司组织架构上不断提升,必然需要比别人付出更多。
在我为公司工作的33年多的时间里,我已经经历了很多的挑战,一些最困难的障碍来源于那些与你自身有关东西,关于你的自信、你的潜力、你的信誉、你的表现、耐力和远见。但可惜的是在大多数时间里,却与公司内部人员、政治、嫉妒、保护主义等等相关。
对我有用的东西,不一定对别人有用,但肯定的这是一个指南,对你作为有潜力的未来管理者、一个公司的领导者可能有所帮助。
所以,这里有一些事物帮助我取得了进步,使我成为一个更好的管理者、领导、个人、指导者、导师,让我到达现在的位置。
传统的管理者会告诉你,他想让你做什么,他想让你怎么做。这是一种过时的旧方法,但仍被广泛使用。更有效的方法是,分享你的愿景,对此承诺并邀请员工参与进来成为这个愿景的一部分。如果你成功了,将会得到数倍的成果。
另一件我非常确定且能产生巨大差异的事情是,一个人在管理位置上让他的员工明白不按部就班或不准时完成工作的后果,依赖此道控制员工。而一个优秀的领导者则激发对员工的信任,让他们尽其所能做到最好。
接受现状还是挑战现状,这是另一个让我自己与众不同的好方法。即使事情表面看起来是对的,我也常常会质疑。我会问自己:这还能更好吗?是不是用不同的方法会获得更好的结果?不同在于,大多数人只看到冰山顶部的一角就对此感到高兴,而我总是提出疑问,是否有更大、更好的东西藏在表象之下。
这正是我搬到中国之前发生的事情。当我们每个月从中国采购40个集装柜的瓷砖进行销售时,美国的同事都感到极其高兴,当我想挑战现状,告诉他们还有每月能卖200、300甚至500个柜的潜力时,没有人相信我,他们甚至发笑。所以,我不得不搬到中国来向他们证明我看到了冰山的底部或冰山好的那部分。我搬到这里,我们最终达到了每月销售500个柜的目标,甚至我们在中国开始营运经销,有120多家店面。我不得不承认,我仍然看不清这座冰山有多深,有多大。我还在探索中!
考虑的短期还是长期是另一个非常重要的事情。当我搬到中国的时候,我知道这不是100米、200米的短跑,也不是3年或4年的实验,我知道这是一场马拉松,是10-15-20年的项目!大多数人会半途而废,不知道自己离终点线有多近。但是我的话,不会放弃!你可能会取得一些阶段性的进步目标,但并没有终点线,哪怕你需要有一些具挑战性的长期目标。
最后一个,是实现预期还是描绘新的成长。大多数人认为,实现目标=完成任务,他们只关注底线,而一个伟大的领导者会将目光放得更长远,虽然事情可能已经达到预期或目标,但他只是为下一阶段奠定基础!
Everyone who is a great leader isn’t necessarily a great manager. And great managers aren’t necessarily great leaders. It takes a lot more than a title or position in the company to get people to follow you. It certainly takes even more to keep moving up in the organizational ladder of any company.
In all the years that I have worked for the company 33+ already I have faced many challenges, some of the most difficult obstacles are the ones related specifically about yourself and believing in you, your potential, your credibility,performance, endurance and vision. But most of the time unfortunately are related to people within the company and politics, envy, protectionism, and so on.
What has worked for me, not necessarily would work for others, but certainly is a guide that might be helpful to you as a potential future manager, leader of a company.
So, here are a few of the things that help me make progress, made me a better manager, leader, person, guide, teacher and to get to the position that I am at now.
The traditional manager tells you what he wants you to do and how he wants you to do it. This is an old traditional style that is still widely used even today. What is better much more effective is when you share your vision, commit to it and invite the employees to participate and be part of this vision. If you are successful, the results will be exponentially better.
Another thing that was very clear to me that makes a huge difference is when a person on a management position relies on controlling the people making them know the consequences if they get out of line or don’t meet work time lines. While a great leader inspire trust to the employees to do the best they can do and be.
Accepting the status quo vs challenging it is another good one that help myself to set me apart. I always questioned things even when they seem to be right. I asked myself: Could this be better? Could this be done in a different way to get better results? The difference is that most people only see the tip of the iceberg and are happy with that while on the other side we always question if there may be something much bigger under the surface.
That was exactly what happened to me before moving to China. People in America were extremely happy when we were selling 40 containers a month of tile from China but when I challenged the status quo by telling them that the potential was to get to 200, 300 or up to 500 containers per month nobody believed me, they even laughed. I had to move to China to prove to them that I was seeing the bottom of the iceberg or a good part of it, so I moved here we reached eventually 500 and even open distribution in China we have more than 120 stores in China and I have to admit that I still do not see clearly how deep, how big is this iceberg. I am still exploring!
Thinking short term versus long term is another one very important. When I moved here to China, I knew this was not going to be a sprint run of 100, 200 meters, it was not going to be a 3 or 4-year experiment, I knew it was going to be a marathon a 10-15-20 project! Most people simply quit half way down not understanding how close they may be of the end line when there is one. In my case there is not one! There may be some progress targets but no end line even though you need to have some challenging longer-term goals.
Last one is meeting expectations versus charting new growth. Most people believe that meeting goals=mission accomplished, they only eye the bottom line while a great leader sets its eyes on the horizon and while things may have met expectations or goals, he sets the ground work for the next phase!
Humberto Valles
ICC General Manager
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