构建基于企业战略的领导力模型

第一篇：构建基于企业战略的领导力模型

构建基于企业战略的领导力模型

华电国际电力股份有限公司陈建华钟统林 随着电力体制改革的持续深入，市场竞争日趋激烈，发电企业积极寻求战略转型，对作为人力资源核心组成部分的领导干部的素质能力提出了新的更高要求。如何更好地实现领导干部的选拔任用、培养教育、监督管理和激励约束，提升组织绩效，同时有目的地引导领导干部自主开发潜能，提升领导力水平，进而为打造一流的企业领导团队，推动企业战略目标的落实提供坚实的管理基础，成为发电行业人力资源管理的重要课题。

为进一步契合战略发展要求，提升人力资源管理水平，华电国际电力股份有限公司（以下简称“华电国际”）根据企业实际，密切结合公司发展战略和文化，探索建设了“基于企业战略和相对竞争力的具有华电国际特色的领导力模型”。

领导力模型理论概述

“领导力模型”是指基于特定的行业、企业和环境要求，为支撑企业实现既定战略目标，推动企业发展，领导干部需具备的最佳行为和领导能力模式的总和，是对领导干部胜任要素的综合，主要包括领导者的个性、动机、价值观、态度、素质和能力，这些要素是支持企业战略愿景取得成功的重要因素。

领导力模型的理论基础可以直观地通过“洋葱模型”加以描述（图1），各种领导力的特征对应洋葱的各个部分，最外面的部分代表浅层的特征，如知识、技能等；最里面的核心部分代表深层次的领导力特征，如价值观、动机等。对于个体来说，浅层的知识、技能等领导力素质，相对易于改进和发展；而深层次、核心的领导力素质，相对稳定，是长期、深刻、有效地影响领导干部行为和绩效的关键因素。因此，如果需要清晰区分绩效表现优秀者和一般者，就需要对价值观、动机、个性等决定性“关键因素”进行鉴别，但是传统人力资源管理实践，比较重视知识技能的考察和培养，针对价值观、动机等方面的辨别、分析、评价不够。“领导力模型”正是基于改善此类问题应运而生的——深层次、核心的领导力特征是领导力模型关注的重点。

构建基于企业战略的领导力模型的背景

华电国际的快速发展和战略转型，要求人力资源管理与企业发展战略实现动态匹配。同时，公司对现代人力资源管理的探索，也需要结合实际情况不断健全完善。

企业战略发展对人力资源管理提出更高要求

华电国际根据企业内外部形势变化，提出了“实施二次创业，加快战略转型，建设具有较强相对竞争力综合性能源公司”的战略目标。事业发展，关键在干部。要切实保障公司发展战略目标的实现，企业管理水平和干部队伍素质必须与之匹配、持续提升，这就需要建立与公司发展战略要求相一致的领导干部素质能力标杆评价体系，使各级干部具备的素质能力与企业要求相一致，促进人力资源体系更好地贯彻落实

企业战略。

企业领导干部评价机制需创新完善

建立科学合理的领导干部考察评价机制，是培养造就高素质干部队伍的关键。随着干部考察评价工作的深入，公司发现以往的干部考察评价以定性评价为主，存在一定的主观因素，不能充分量化领导干部的表现，需要进一步创新完善，更加注重深层次能力考察，形成对领导干部更为科学合理、客观准确的评价机制和体系。

企业人力资源管理平台需优化

随着华电国际规模、区域、产业的拓展，各级领导团队的建设日益重要，需要建设能够打造一流管理团队，传承企业文化，提升企业相对竞争力，推动企业战略目标落实的人力资源管理平台。通过这个平台，明确企业对相应岗位的素质、能力要求，发现公司人才储备与战略发展要求之间的差距，帮助企业选拔、培养所需素质和潜力的后备干部；发现领导干部与岗位的匹配度，促进领导班子的合理搭配和结构优化。总体构思

领导干部各岗位的岗位职责不同，所承担的任务和发挥的作用也不同，基于此，华电国际考虑领导力模型包括核心能力（基础领导力）模型、通用领导力模型和正职领导力模型，充分体现对领导干部的基本要求和不同领导岗位的差异性。核心能力（基础领导力）模型是对领导干部素质能力的基本要求，直接源于公司企业文化与核心价值观；通用领导力模型是对不同岗位领导者领导力的通用要求，因其职责及承担角色差异，对各项领导力有所侧重；正职领导力模型是对领导干部正职的特定要求，体现了正职领导者与其他领导者领导力的差异性要求。在构建模型形成领导干部素质能力标杆体系的基础上，进一步完善领导干部考察评价标准和评价方式，深入推进领导干部综合评价体系的建设，持续提升华电国际人力资源管理水平，保障华电国际发展战略的顺利实施。

主要方法及步骤

华电国际主要采用了三种领导力模型的构建方法，一是战略导向法，确定与企业战略、核心理念和价值观相一致的领导力要素；二是行为事件访谈法，根据以往的成功经验和事例预测将来能否胜任工作，提取相应的领导力要素；三是标杆研究法，根据行业关键成功因素，借鉴适用的领导力要素。综合运用这三种方法，华电国际开展了领导力模型的构建工作，分为三个阶段。

第一阶段，信息收集和访谈。该阶段主要分为三个环节。首先，运用战略导向法，通过对行业特征、企业特性、企业相对竞争力、领导者职责特性以及企业需要改进完善问题的厘清、分析，逐步分解企业文化、发展战略，提炼战略和文化对领导岗位素质、能力的要求，明确领导干部的绩效要求和角色划分；其次，运用行为事件访谈法，通过对绩优领导者的行为事件访谈，明确绩优者所反映的关键工作任务、关键成功行为和关键能力要求，整理形成典型素质能力材料，总结提炼各项角色所应具备的标杆素质能力；第三，运用标杆研究法，研究分析行业标杆，依据公司战略、文化和核心价值观，发现可供参考的模型构建最佳实践要素以及能够支撑大型企业经营发展的较为通用的领导力要素。

第二阶段，方案设计。该阶段主要是对战略需求分析、绩优领导者成功经验访谈、标杆研究三个环节

收集的信息进行汇总、整理和分析，根据其“交集”和“相互印证”，归纳导出与华电国际发展战略、企业文化需求相匹配的领导者角色定位和领导力要素，经进一步的遴选、优化，构建领导力模型。

第三阶段，实施。该阶段主要是依托建立的领导力模型，形成领导干部素质能力标杆体系，开发相应的人力资源管理工具，进一步完善领导干部考察评价标准和评价方式，深入推进领导干部综合评价体系的建设，提高华电国际领导干部选拔任用、培养教育、监督管理和激励约束的科学性及针对性，增强领导干部提升自身素质能力的方向性和积极性。

华电国际基于企业战略的领导力模型

通过上述方法和步骤，构建的领导力模型如图2所示。

模型图解

——正方形寓意企业发展立足根基，是领导者内在的价值观和基本素质，干部必须坚守的内核和基石。——圆形寓意企业的相对竞争力均衡发展，内部与外部环境和谐相处；内圆寓意领导者的各项角色互相补充。

——十字线代表核心价值观传递的通路。

——深蓝色、天蓝色为华电集团视觉识别系统所采用的标准色。

——绿色寓意华电国际秉承华电集团“价值华电、绿色华电、创新华电、幸福华电”的要求，突出打造“高效煤电、清洁能源、煤炭产业”综合性能源公司的发展战略。

能力项及简要说明

（1）核心能力（基础领导力）。根据华电国际对核心能力（基础领导力）的要求，通过对上述三种方法“交集”得出的能力要素进行梳理、优化，确定核心能力（基础领导力）为“正直心、尽责心、事业心”三心。

（2）通用领导力。华电国际将领导干部角色划分为四种，在每种角色之下，又分别归纳导出两个通用能力项。分别为“市场开拓者”角色：商业敏锐、资源整合；“社会公关者”角色：沟通协调、合作共赢；“运营管理者”角色：创新突破、高效执行；“团队管理者”角色：团队领导、人才培养。

（3）正职领导力。正职领导力来源于通用领导力又高于通用领导力，在上述三种方法的“交集”中，反映正职所应具备能力要素最为集中的是“战略思维（愿景引航）”、“全局驾驭（宏观掌控）”，因此确定为能力项。

素质能力标杆体系的构成华电国际领导力模型由角色定位、能力项、能力定义、能力项的能力维度、对能力维度的行为描述以及角色权重、评价权重等构成，并进行详细诠释和内涵丰富，形成领导干部素质能力标杆体系。角色定位、能力项、能力定义、能力维度和行为描述的具体表达如表1所示。

基于华电国际领导力模型构建的总体思路，因领导干部各岗位的岗位职责不同、华电国际对各岗位的要求不同，其所承担的任务和发挥的作用也不同，因此，华电国际依据企业发展战略和文化、领导干部的岗位职责、工作定位，结合各岗位绩优领导者访谈情况、标杆研究、公司总部职能部室及所属企业对各领

导干部岗位的评价需求，综合考量，相应设置了各岗位的角色权重和评价权重，如表

2、表3所示。领导力模型及素质能力标杆体系的特征

领导力模型是针对特定的组织，在特定的时期内而设计的，具有自身的特征和特性。华电国际领导力模型及形成的素质能力标杆体系主要具有以下五个特征。

（1）具有前瞻性。基于华电国际战略和相对竞争力，能支撑、促进企业实现长远战略目标，并代表企业未来发展方向；

（2）反映文化特色。与华电国际企业文化紧密相关，体现公司核心价值观的精髓；

（3）内涵互相独立。能力项各自具有其独特的内涵，没有相互包含或交叠的关系；

（4）实现行为锚定。能力项具备的各种典型行为可被描述，以此为参考依据，可对领导干部的实际工作行为进行测评；

（5）易于被观察评价。能力项具有能通过行为显示出来的特性，从而能被直接感知。

管理工具开发

在构建领导力模型的基础上，华电国际依托领导力模型素质能力标杆体系，优化、完善主要工作流程，开发了相应的领导干部管理评价工具。

建立360度能力测评框架

根据领导干部在管理层级中的位置和企业特性，建立360度能力测评框架，通过上级、同级、下级等角度对领导班子和领导干部能力进行评估，了解其能力水平和发展现状。

开发述职述能模板和调研测评问卷

针对干部考察评价中的述职环节，开发述职述能模板，要求领导干部围绕领导力模型对干部素质能力的要求进行述职，直观体现领导干部对自身领导力的评价。同时，针对民主测评、民主推荐环节，对每一能力项、能力维度，编制正向或反向测评题，形成调研测评问卷，由评价人依据问题对考察对象各能力项打分，形成考察对象的素质能力评价结果。

开发结构化访谈提纲

针对干部考察评价中的个别谈话环节，按照每一能力项、能力维度，编制领导干部素质能力结构化访谈提纲，开展访谈测评，由考察组对考察对象打分，形成考察对象各能力项访谈测评结果。

开发领导班子和领导干部个人素质能力评估报告模板

在素质能力评估报告模板中，通过将考察对象各能力项成绩的汇总，描述在雷达图、象限图等比较型图表中，可清晰地反映出各层级人员对考察对象各项能力评价的差异以及考察对象各项能力评价与领导力模型标杆的差距，判断考察对象的长处与短板，在领导班子的报告中，还可进行不同领导班子各项能力的比较，从而对考察对象进行综合地分析，有针对性地采取管理措施。

模型的应用及成效

“基于企业战略和相对竞争力的具有华电国际特色的领导力模型”的建立，丰富了华电国际人力资源管理工具，促进了华电国际人力资源管理理念和方法的进一步优化、提升。

建立了“三位一体”干部综合考核评价体系

通过领导力模型，明确了基于企业战略、相对竞争力和核心价值观，华电国际不同岗位领导人员应具备的素质能力要求，形成了各级领导岗位素质能力标杆参照体系，为考察评价领导人员、调整优化领导岗位提供了科学的标准和依据。

根据此标杆体系，通过对现有领导干部评价机制的评价标准、评价方式与评价流程的完善、优化和整合，华电国际建立了基于领导力模型的干部考察评价机制、职能管理和人力资源管理相融合的评价机制、年度与任期相结合的经营业绩评价机制“三位一体”的干部综合考核评价体系。该评价体系在贯彻落实中组部、国资委和华电集团干部管理有关要求的基础上，与华电国际发展战略、企业文化及领导干部岗位职责结合更加紧密，全面涵盖思想道德、品格特质、素质能力、专业管理和工作实绩等内容，针对个人和组织进行诊断分析，做到了领导干部定性评价与定量评价的有机结合、更为客观准确地评价，评价结果作为干部选拔任用、培养教育、监督管理、激励约束的重要依据。

有效发挥了更为科学地选人用人作用

依托领导力模型，发现领导干部性格、能力、价值观等各方面与标杆体系之间的差异度，衡量领导干部与岗位、企业以及领导班子之间的匹配度，结合综合评价体系形成的对领导干部的综合评价，对于综合评价排名前30%的干部优先选拔任用，对排名后30%的干部原则上不予提拔，并加强考核与教育，必要时进行组织调整，有针对性地选拔任用干部，合理配置领导班子，实现了领导干部与岗位的匹配，为打造能力互补、结构合理的领导团队提供了坚实保障。

优化了符合企业战略需求的领导干部培养教育平台

华电国际通过运用基于领导力模型的人力资源管理体系，取得了明显成效。公司选人用人工作评价、风气评价满意度逐年提高，公司系统领导干部的专业结构、知识结构、年龄结构得到持续优化，综合素质能力和工作绩效得到持续提升。同时，在领导干部中有效传导了企业发展战略和企业文化，统一了思想，提升了凝聚力，推动了企业整体管理水平、发展质量和盈利能力的提升，为公司产业结构调整、“二次创业”战略部署的贯彻落实提供了坚强的组织保障，有力促进了公司的科学健康持续发展。

开展领导力模型构建和应用工作是华电国际进一步加强企业领导班子和干部队伍建设、提升企业相对竞争力、实现企业发展战略的必然要求，是企业干部管理工作的一次创新。虽然华电国际进行了深入地研究、探索，取得了一些成果，但是许多工作仍需要在实践中不断改进和完善，以进一步推动企业人力资源管理工作的创新和提升，为企业发展战略的实施提供强力支撑。（本成果参与创造人：尹荣峰、韩嵩、王福森、谢明）

第二篇：领导力素质模型

解读华润集团领导力素质模型

http://fj.house.sina.com.cn 2009-02-14 09:40 新浪福建房产

“我宣布，华润集团领导力素质模型正式启用！”2008年12月22日上午，在深圳观澜湖骏豪酒店骏豪演讲厅里，伴随着华润集团领导力素质模型水晶彩球的亮灯仪式，集团宋林董事长向集团各部室、一级利润中心总经理和人力资源负责人揭开了华润集团领导力素质模型的神秘面纱。

宋董即兴进行了简短的演讲。他指出：华润集团领导力素质模型的发布是华润集团历史上一个非常重要的里程碑，标志着华润集团在文化的打造、团队的打造、领军人物的打造上树立了一个价值标准。说到底华润集团领导力素质模型首先是对一把手的要求，也是对全集团的要求，是华润集团核心的文化价值观，它将引领华润集团走向未来，引领华润经理人不断成长，引领华润每一个员工都以素质模型的基本要求去培养自己、锻炼自己、发展自己。

那么，华润集团领导力素质模型究竟是什么？建立领导力素质模型对华润集团有什么意义？未来我们应该如何正确理解并运用领导力素质模型？针对集团各级领导者和广大员工在首次接触“华润集团领导力素质模型”时可能产生的种种疑惑，华润集团领导力发展项目组给出了解释。

一、什么是素质模型？

1、什么是素质？

在商业环境中，素质是指在既定的岗位、角色、组织和文化中，驱动一个人产生优秀工作绩效的各种个性特征的集合。素质决定了一个人能否胜任或者很好地完成工作任务。每一个素质都与特定的行为表现相联系。Hay(合益)集团采用冰山理论阐述了对素质的理解。他们认为素质由以下六个部分组成：

·知识：个人在一个领域内所掌握的信息总和。例如了解财务方面的知识，掌握计算机语言和编程的方法等。

·技能：个人运用他/她所掌握知识的方式和方法。例如可以熟练地进行计算机的操作，或者可以进行流利的外语交流等。

·社会角色：个人呈现给社会的形象。例如，是一个制定战略者还是执行战略者，是发起变革者还是执行变革者等。

·自我形象：个人对自己的形象定位。例如把自己看成一个老师或领导者，把自己看成是善演讲的人或不善演讲的人等。

·个性特点：个人以一定的方式产生行为的性情和气质。例如是个很好的聆听者，有危机感，对数字敏感，有洞察力等。

·动机：对行为不断产生驱动作用的需要和想法。例如：想要自我成就某些事情，想要影响他人的绩效等。

在冰山模型上，知识和技能在冰山的顶部，较容易发现和测量。水线下的素质，尽管难于被发现，但是却对表面的行为有很大的直接的影响。社会角色和自我形象存在于意识的水平；个性特点和动机在更深的层次下，往往离人的“核心”最近。也就是说，在水面下越深的部分，越不容易被观察与测量，但是对绩效的影响却越长远。冰山模型说明了素质是如何潜在地作用于人的行为，并最终影响与预示着人的绩效。

2、什么是素质模型？

素质模型就是为了完成某项工作，达成某一绩效目标，要求任职者具备的一系列不同素质的组合。素质模型是针对特定的组织，在特定的时期内而设计的。不同的公司，因为它们组织结构、业务模式、所处行业等方面迥异，所以对员工的素质要求不可能相同。即使是同一个公司，处在不同的发展阶段，它们的素质模型也可能会发生变化。

素质模型通常由4-8个与工作绩效最相关的素质组成。素质模型可以帮助管理者判断并发现员工绩效好坏差异的关键驱动因素，据此指导员工改进并提高绩效。

素质模型一般分为三类，第一类是岗位族群的素质，这个一般是对专业岗位人才的要求；第二类是通用素质，是对所有人员的基本要求；第三类是领导力素质，是对领导者和管理者的要求。很显然，华润集团的领导力素质模型，属于第三类。

二、华润集团为什么要建立领导力素质模型？

宋林董事长在2008年7月13-14日的华润集团领导力发展项目阶段汇报会上提出，华润集团大力发展领导力，是为了应对华润集团发展的六大需要，为了消除华润领导者存在的五大现象，为了塑造简单、坦诚、阳光的企业文化，为了解决滞后的领导力发展水平同日益庞大的事业之间的矛盾。

华润集团领导力的发展，大致可以分为三个主要的阶段，第一个阶段是建立领导力素质模型，有了模型，就有了选拔和培养领导人的标准，这是领导力发展的起点，也是非常关键的一步。第二个阶段，是要建立测评与发展中心，这是将素质模型落地的非常重要的方式，真正实现基于模型的测评与发展。第三个阶段，是建立基于素质模型的完整的领导人才选、育、用、留的机制和流程，将领导力的发展流程同战略流程、运营流程、文化塑造流程等实现无缝链接，一体化运行。

因此，领导力素质模型的建立，是整个领导发展体系的基础工作。领导力素质能力模型的发布，意味着集团领导力发展已经迈出重要的一步，取得阶段性的成果。

三、如何正确理解华润集团领导力素质模型？

1、华润集团领导力素质模型图形解读

(1)构图：

·“创造组织优势”及“引领价值导向”置于图形底部，分别代表企业内部硬性能力和软性能力，是企业生存及发展的根基；“赢得市场领先”置于图形顶部，是企业努力的方向，是企业的战略目标。

·三个“人”字构成了一个朝上的“↑”形状，体现了积极向上、动态活力的精神内涵；

·三个“人”字体现了华润集团人力资源核心价值观：尊重人的价值；开发人的潜能；升华人的心灵；

·一个“众”字体现了华润集团领导力不仅是指个人领导力，同时也强调团队领导力、组织领导力。

(2)色系：

·琥珀黄——赢得市场领先：琥珀黄代表朝气、积极、领先，代表收获和成果；

·蓝色——创造组织优势：代表规则和程序，组织优势即是指企业的战略、文化、制度、流程、机制；

·绿色——引领价值导向：绿色代表生命和生机，价值导向是领导人的生命之本，是华润基业常青的根基。

2、华润集团领导力素质模型内涵解读华润集团领导力素质模型由三大类、八大项素质组成，每个素质包括一个定义，素质分级的维度及四个层级。具体如下：

第一类：赢得市场领先(Compete for Market Leadership)

(1)为客户创造价值(Creating Value for Customer)

定义：以客户为中心，研究并洞察其需求，不断驱动产品和服务的改善和创新，为客户创造价值，赢得忠诚的客户。

维度：对客户需求的满足程度

注释：客户在这里指的是外部的客户

层级四：引领需求，创新价值

♦前瞻性地预测客户需求可能的发展趋势，提前做出筹划，引领客户需求。

♦与客户缔结利益共同体，与客户建立长期的双赢战略伙伴关系，共同应对未来挑战，携手客户获得长期成功。

♦重塑产业价值链，为客户提供创新的增值服务。

层级三：洞察潜在需求，超越客户期望

♦基于对客户需求的深入研究，发现客户的潜在需求，通过额外的努力，完成对客户的服务，使客户感受到超出期望的服务质量。

♦根据客户的需求，在不增加客户的开支及不损失公司利益的前提下，提供超值的解决方案、产品或服务。

注释：潜在需求指的是客户已经意识到的需要但还未寄望会被满足。

层级二：不断反思及改进对客户的服务

♦主动反思产品和服务的问题，并提出改进措施。

♦从客户提出的问题中，找出背后在制度和流程中的漏洞，通过制度和流程的改进，保障产品和服务的持续优化，根治问题。

♦和客户保持密切联系，以主动沟通，倾听客户声音等方式，去总结及反思对客户服务的改进。

层级一：提供满意的服务，响应客户的要求

♦迅速响应，以真诚、负责的态度及时提供令客户满意的服务和产品。

♦当顾客提出问题时，以首问负责的态度花时间与精力为顾客处理问题。

(2)战略性思维(Thinking Strategically)

定义：面对各种情境，基于数据信息，运用多种思维方式，系统性地形成对业务的认识和判断，并最终做出有创意的战略性决策。

维度：围绕思考的广度、深度

层级四：洞察趋势，突破思维

♦判断行业未来3-5年变化趋势，进行突破性思考，指出战略方向。

♦颠覆性思考，创新商业模式，重新定义行业格局。

层级三：全局思考，把握本质

♦从全局的角度平衡各种因素的利弊，运用情景规划的方式思考不同战略的可行性，找出最佳战略。

♦在多变情境中，迅速抓住业务成败的核心因素，进行灵活的战略调整。

♦从多个维度进行思考，找到实现战略目标的杠杆解。

层级二：深刻分析，发现规律

♦运用结构性管理工具对行业、市场、产品、客户进行分析。

♦通过各种方式发现业务或行业规律。

注释：这里说的规律是指一些表面的周期性或常理性的现象或特点，如果是探讨现象的背后的深层原因，则属于本质的探讨。

层级一：指出联系，分清主次

♦基于数据信息分析，看清行业、市场、产品、客户等不同因素之间的直接关联。

♦基于战略目标进行优先级判断，分清主次。

(3)主动应变(Acting Proactively)

定义：预见未来可能存在的挑战或机遇，并且主动进行谋划布局，争取并整合资源，坚韧地致力于问题的解决。

维度：预见未来的难度、解决问题的难度

层级四：预见机遇或挑战，果断决策

♦在充分判断未来长期收益的基础上敢于果断做出决策

♦主动跳出现有运作框架，预见未来机遇或挑战。

♦充分调动、组合所有可利用资源，以把握机遇或降低风险。

层级三：灵活应变，坚定不移地完成既定的目标

♦运用多种可行性方案，争取整合各种资源，一计不成，再生一计，坚定持久地采取行动。

♦在逆境中沉着应对、处理突发性、复杂的事件，灵活改变工作计划，并有效推进工作，坚持达成原定的目标。

层级二：设定中长期行动目标，制定行动方案

♦设定中长期目标，构思细化方案，考虑关键节点，并据此制定行动方案。

♦建立长期的监控机制，以保障方案的有效执行。

层级一：积极正向、直面问题

♦主动思考每天日常工作中存在的问题，并采取相应的行动去解决。

♦以正向的心态看待日常工作的困难，直面问题，不退缩，不逃避。

第二类：创造组织优势(Re-generate Organizational Advantage)

(1)塑造组织能力(Building Organizational Capability)

定义：根据企业整体战略、文化、价值观的要求，建立并持续优化、完善组织架构、业务与管理流程、团队人才发展机制等，落实战略、文化、价值观，提升组织能力，从而形成难以复制的竞争优势。

维度：塑造手段的复杂性、与战略匹配程度

层级四：传播落实文化价值观、打造难以复制的组织优势

♦深刻意识到公司文化、价值观重要性，通过持续不断在组织内宣传贯彻、身体力行等方式，在组织内落实公司文化和价值观的要求。

♦打破组织壁垒和层级，推动建立独特的组织文化，比如无边界沟通的跨组织协作文化、以集体反思为核心的组织学习文化等。

层级三：聚焦战略目标，建立战略中心型组织

♦以战略为中心，构建组织架构、业务与管理流程、团队人才发展机制等，保持业务战略与组织建设的一致性。

♦深刻理解公司战略，时时督促和检查组织内的组织架构、流程、人才发展等机制是否符合公司战略要求。

层级二：整体规划，系统地提升组织有效性

♦规划并建立组织架构、业务与管理流程、团队人才发展等组织机制。

♦建立组织能力提升的动态调整和监督机制，如设定组织能力提升的目标，并定期持续评估和跟踪。

层级一：以组织能力的视角看问题，局部改善调整

♦当问题发生时，不仅仅只是解决具体问题，而是通过组织架构、业务与管理流程、团队人才发展机制等角度进行局部调整，以避免问题再次发生。

♦调查、了解并思考组织在组织架构、业务与管理流程、团队人才发展机制等上存在的问题。

(2)领导团队(Leading Your Team)

定义：明确团队目标，建立规则和体系，实现团队有序运作，并激励团队，培养团队能力，有效提升凝聚力，最终打造高绩效团队。

维度：团队有效性的程度、团队领导的影响程度

层级四：凝聚团队灵魂，打造高绩效团队

♦通过身体力行的方式，或通过象征性的事件，塑造、落实团队文化和价值观。

♦通过持续地描绘、阐述愿景和使命，不断感召、激励团队，营造高绩效的工作氛围。

♦采取多样的领导风格，针对不同团队成员的特点和不同工作情境的要求，灵活应对，打造高绩效的团队。

层级三：优化团队运作机制，确保团队高效运作

♦系统地评估、发现团队的薄弱之处，并采取措施加以改善，如优化团队配置等。

♦优化团队运作机制，如建立奖惩规则、协作流程制度等，并有效落实。

♦规划团队人才发展培养计划，建立人才梯队。

层级二：促进团队互动，创造学习氛围

♦倡导团队合作，群策群力，鼓励团队积极互动。

♦分享经验，辅导队员间的合作，化解团队合作冲突。

♦为团队学习提供资源，创造有利的学习环境与氛围。

层级一：明确工作标准，时时监督反馈

♦明确团队工作任务、目标及具体要求，并明确团队成员各自的任务及角色。

♦合理进行授权，并对任务的执行过程进行检查，并给予反馈。

♦坚持绩效标准，赏罚分明。

(3)跨团队协作(Collaborating across Team)

定义：尊重和认可跨团队的成员，并与之通力协作，提供相互支持与帮助，以实现资源共享，发挥组织的协同优势，提升核心竞争力。

维度：协作的难度，协作所产生的效果

注释：跨团队指的是跨部门、跨业务单元。

层级四：建立持久合作机制，产生多元化协同效应

♦通过不断协商，总结与反思等方式，创造多元化业务协作模式，建立持久的跨团队合作机制。

♦坚持大华润视角，打破边界，产生多元化协同效应，形成集团核心竞争优势。

层级三：不计局部得失，化解冲突

♦在处理协作出问题或矛盾时，保持沉着冷静，平衡灵活性和原则性，时刻关注整个集团的长远利益，而不计较自身利益的损失。

♦探求双赢方案，鼓励并引导化解跨团队合作中的利益冲突。

层级二：相互支持，建立合作

♦了解跨团队的资源分布情况，工作中有意识地寻求跨团队的支持。同时，当其他团队需要支持时，亦提供帮助。

♦通过共享资源等方式、建立初步、临时的跨团队合作。

层级一：彼此尊重，相互学习

♦尊重跨团队成员的多元化价值观与背景，认可他人的努力和成绩。

♦愿意向其他团队的同事学习，认真地向他们征求意见和建议。

♦积极主动地与其他团队的同事分享最佳实践，以求共同提高。

第三类：引领价值导向(Champion Corporate Credo)

(1)正直坦诚(Acting with Integrity)

定义：做人坦诚，敢于讲真话，处事公正，坚持原则，为公司利益，不畏权威。

维度：行为的难易程度、所承受外界压力的大小

层级四：不畏权威，犯颜直谏

♦为公司整体或长远利益考虑，即使可能危及个人利益或面临权威的巨大压力，仍勇于提出和坚持个人的不同意见。

♦当上级的言行失当，可能危害组织的利益或违背组织的原则时，敢于直谏。

层级三：直面冲突，坚持原则

♦面临冲突和分歧时，不回避矛盾，敢于表明并坚持个人观点，能够客观公正地做出决策。

♦面对利益诱惑时，坚守职业操守，不为所动。

层级二：处事公正，诚实可信

♦待人处事公平公正。

♦言行一致，遵守对他人的承诺。

层级一：遵守规则，坦率真诚

♦遵循组织规则，做事规范。

♦坦率真诚，说真话，说实话，少有顾虑，能当面主动分享信息、观点和评价。

(2)追求卓越(Driving for Excellence)

定义：勇于不断挑战自我，设定更高更具挑战性目标，突破与超越过去的成绩，积极主动地追求更加卓越的业务结果。

维度：所设定目标的难度、自我挑战的程度

层级四：挑战不可能的任务，颠覆性超越自我

♦即使在看似不可能达成的情况下，如超越或引领世界或行业顶级水准，仍勇于承担风险，同时积极投入必要的精力与资源，缜密分析风险点与详细计划，全力行动，以求最大可能地达成所追求的目标。

♦不迷信权威，不受制于自己已经取得的成就，勇于颠覆性突破及超越自我。

层级三：迎难而上，主动设定或承担挑战性目标

♦主动为自己定立具有挑战性的目标并积极采取具体行动去实现目标。

♦勇于迎难而上，主动带头承担公司所设定的挑战性目标，为其他团队成员起模范带头作用。

注释：挑战性目标是指预计在努力的状态下能达成的可能性也只有80%

层级二：不满足于现状，持续改进以提高效率

♦不满足现状，主动思考工作中仍能提高的地方，并积极采取行动，付诸实践。

♦通过对工作程序、规章制度、或工作方法等做出具体的改进，有效提高工作效率和质量，超越预期的业绩目标。

层级一：乐业敬业，坚持高质量完成工作

♦乐于接受工作安排或任务，愿意付出额外时间完成工作内容。

♦对于常规的事务性工作，不厌其烦，高标准、高质量完成。

四、如何应用华润集团领导力素质模型？

从当前国际前沿研究和大型跨国企业的实践来看，领导力素质模型可应用于招聘选拔、培训发展、绩效管理、薪酬管理、后备干部培养等领域。

1、招聘选拔

企业可以在现有的招聘选拔程序和制度中加入素质考核内容，同时在企业内部开展聚焦行为事件访谈的培训，让集团人力资源专业人士掌握相应的素质考查技巧。

2、培训发展

基于素质模型的培训发展体系有助于避免目光短浅或盲目随大流，保障整个培训发展体系是集中做正确的事，而不只是做眼前的事。

3、绩效管理

以素质为基础的绩效管理不仅强调要完成的工作指标，而且要帮助管理者明白怎么完成这些指标，需要哪些素质和能力作为支持。180度或者360度的领导力素质测评可以帮助管理者明确未来发展方向，同时兼顾硬指标和软指标两个方面。

4、薪酬管理

基于素质的薪酬管理与通常的薪酬管理相比，其优点在于：可以照顾到那些有潜质(素质)的人，可以较好的评价某些专家类型的岗位，同时也可以衡量那些很难用硬指标来衡量的岗位。

5、后备干部培养

借鉴领导力素质模型，当员工在考虑未来可能担任的领导岗位时，他可以比照这些素质来发展自己；从企业的角度出发，通过素质来培养和选拔后备干部，已经被证明是科学有效的方法之一。

根据集团对领导力发展工作的统一部署和要求，2009年将是集团领导力素质模型的宣导和试点应用阶段。集团部室及利润中心均应积极宣传和推广素质模型，并将试点成功的领导力素质模型应用模式推广到全集团，使集团领导力素质模型真正成为选拔和培养人的标准，成为文化价值观的核心，成为新一轮发展的重要驱动力量。

华润集团下属企业一览

2014-4-17 19:13:00 来源：金融界网站

华润（集团）有限公司核心业务包括消费品（含零售、啤酒、食品、饮料）、电力、地产、医药、水泥、燃气、金融等。华润的多元化业务具有良好的产业基础和市场竞争优势，其中零售、啤酒、电力、地产、燃气、医药已建立行业领先地位。

华润集团下属企业架构（按行业分类）：

华润创业有限公司：

1.1华润万家有限公司：是华润集团旗下优秀零售连锁企业集团，同时也是中国最具规模的零售连锁企业集团之一。旗下拥有华润万家、苏果、欢乐颂、中艺、华润堂、Ole‘、blt、VanGO、Voi_la！、VIVO采活、Pacific Coffee等多个著名品牌，其中超市业务已连续多年位居中国连锁超市第一位。

1.2 华润雪花啤酒（中国）有限公司：成立于1994年，是一家生产、经营啤酒的全国性的专业啤酒公司。总部设于中国北京。其股东是华润创业有限公司和全球第二大啤酒集团SABMiller。华润雪花啤酒在中国经营超过70家啤酒厂，旗下含雪花啤酒品牌及30多个区域品牌共占有中国啤酒市场的21%份额。2010年华润雪花啤酒销量超过928万千升，年增长达11%，公司总产销量连续六年遥遥领先国内其他啤酒企业。2010年雪花单品牌销量进一步增长16%达到841.3万千升，巩固了其作为全球领先啤酒品牌的地位。

1.3华润五丰有限公司：1951年成立於香港，隶属华润（集团）有限公司，现为香港恒生指数成分股“华润创业”的全资附属公司，是一家集食品研发、生产、加工、批发、零售、运输、国际贸易於一体的综合性食品集团。主营业务包括肉食业务、水产业务、综合食品业务三大类，业务区域涵盖香港、中国内地及海外市场。

1.4华润怡宝食品饮料（深圳）有限公司：隶属华润集团属下香港上市公司华润创业有限公司，总部位于深圳市 华润集团在2002年之前所使用的公司标志

高新技术产业园区（北区），主营“怡宝”牌系列饮用纯净水，1989年，华润怡宝在国内率先推出纯净水，是国内最早专业化生产包装饮用水的企业之一。2009年以“营养素饮料”为切入点，开发并推出具有“舒缓”功能的营养素果味饮料“零帕”，开创了中国功能性饮料细分市场的新品类。

华润电力控股有限公司：

2.1 华润新能源控股有限公司。2010年6月30日，华润集团董事会常务会议根据业务发展的需要，决定设立一级利润中心华润新能源控股有限公司，负责风电、核电、光伏、垃圾发电等项目的开发、建设、运营。

2.2 华润煤业控股有限公司（China Resources Coal Holdings Company Limited）（简称“华润煤业”）于2010年8月11日在香港注册成立，法定股本100亿港元，主要从事煤矿投资、建设与运营，是华润集团的一级利润中心、华润电力控股有限公司（简称“华润电力”）的全资子公司。

华润置地有限公司

华润水泥控股有限公司

华润燃气（集团）有限公司

华润医药集团有限公司：

华润医药的整体规模位居中国医药(行情,问诊)行业第二名，正在朝着2015年香港主板整体上市的目标迈进。

华润医药旗下拥有多家实力雄厚的企业，包括华润医药产业发展（北京）有限公司、创新孵化事业部、华润医药商业集团、华润三九(行情,问诊)、华润双鹤(行情,问诊)、东阿阿胶(行情,问诊)、华润赛科药业、紫竹药业等等；其中华润三

九、华润双鹤和东阿阿胶是国内A股上市公司。

华润医药提供的产品和服务遍及全国28个省市，在药品制造和医药分销方面都具有雄厚的产业基础和领先的竞争优势。华润医药旗下销售额过亿港元产品有超过20个，过10亿港元产品两个（即：999感冒灵、东阿阿胶块）。华润医药拥有多个“中国驰名商标”，“999”品牌还两次入选中国最具价值品牌50强，“东阿阿胶”等品牌被评为“中国500最具价值品牌”。华润金融控股有限公司：

珠海华润银行股份有限公司、华润深国投控股信托有限公司、华润投资控股有限公司、华润资产管理有限公司。

华润集团领导力素质模型内涵解读华润集团领导力素质模型由三大类、八大项素质组成，每个素质包括一个定义，素质分级的维度及四个层级。具体如下：

第一类：赢得市场领先(Compete for Market Leadership)

(1)为客户创造价值(Creating Value for Customer)

定义：以客户为中心，研究并洞察其需求，不断驱动产品和服务的改善和创新，为客户创造价值，赢得忠诚的客户。

维度：对客户需求的满足程度

注释：客户在这里指的是外部的客户

(2)战略性思维(Thinking Strategically)

定义：面对各种情境，基于数据信息，运用多种思维方式，系统性地形成对业务的认识和判断，并最终做出有创意的战略性决策。

维度：围绕思考的广度、深度。

(3)主动应变(Acting Proactively)

定义：预见未来可能存在的挑战或机遇，并且主动进行谋划布局，争取并整合资源，坚韧地致力于问题的解决。

维度：预见未来的难度、解决问题的难度

第二类：创造组织优势(Re-generate Organizational Advantage)

(1)塑造组织能力(Building Organizational Capability)

定义：根据企业整体战略、文化、价值观的要求，建立并持续优化、完善组织架构、业务与管理流程、团队人才发展机制等，落实战略、文化、价值观，提升组织能力，从而形成难以复制的竞争优势。

维度：塑造手段的复杂性、与战略匹配程度

(2)领导团队(Leading Your Team)

定义：明确团队目标，建立规则和体系，实现团队有序运作，并激励团队，培养团队能力，有效提升凝聚力，最终打造高绩效团队。

维度：团队有效性的程度、团队领导的影响程度

(3)跨团队协作(Collaborating across Team)

定义：尊重和认可跨团队的成员，并与之通力协作，提供相互支持与帮助，以实现资源共享，发挥组织的协同优势，提升核心竞争力。

维度：协作的难度，协作所产生的效果

注释：跨团队指的是跨部门、跨业务单元。

第三类：引领价值导向(Champion Corporate Credo)

(1)正直坦诚(Acting with Integrity)

定义：做人坦诚，敢于讲真话，处事公正，坚持原则，为公司利益，不畏权威。

维度：行为的难易程度、所承受外界压力的大小

(2)追求卓越(Driving for Excellence)

定义：勇于不断挑战自我，设定更高更具挑战性目标，突破与超越过去的成绩，积极主动地追求更加卓越的业务结果。

维度：所设定目标的难度、自我挑战的程度

第三篇：领导力的新模型

沃顿商学院的管理学教授凯瑟琳•克莱恩（KatherineJKlain）花了十个月的时间来研究上述小组，研究地点位于马里兰州的巴尔的摩外科急救中心，这是一所世界闻名的公共医院，每年治疗患者7000多人，其中大部分病人因为受到严重的、甚至危及生命的创伤而前来就医。由于此项目及其研究所收集的部分信息可用于研究在剧烈变

动和压力环境中的团队领导战略，所以它获得了美国军队研究机构的资助。这份研究成果已经转化成一份题为《紧急行动的领导系统：严格的等级制度和不断变化的灵活性》的论文。该文由克莱恩、沃顿访问学者乔纳森•齐格特（JonathanC.Ziegert）、沃顿商学院博士研究生安德鲁•奈特（AndrewP.Knight）以及马里兰大学巴尔的摩分校医学院的教授和学术带头人严肖（XiaoYan）共同完成。在这个外科诊疗中心，克莱恩和她的同事们研究了不同情况下的团队领导力。“令人吃惊的是，难道就因为已经有很多人分别研究了“团队”和“领导力”，居然就没有什么人研究“团队领导力”？”克莱恩说道：传统的研究一般都是以“统治”或者“转移”模型为基础，这些模型强调的是领导者在激励他/她的下属时所扮演的“激发”角色，前提假设是他们之间存在长期的领导——下属的关系。

研究者在他们的论文中指出，即使在当前许多组织中，这些“强调和假设都变得越来越不确切”。今天工作的节奏不仅越来越快，而且越来越难以预测，工作变得更加复杂，人员流动也更加频繁。此外，克莱恩说：近来的学术研究更关注那些组织性错误会带来严重后果的课题，例如核能工厂和航空公司。但其实其他组织，无论是咨询公司还是消防队，也面临着同样的问题。“团队必须融合新的成员，让他们尽快适应新的节奏，同时保持团队运行平稳而不出任何问题。这可是艰巨的挑战。”

克莱恩和她的同事们没有拘泥于传统的“统治”模型，而是提出了一个更加新颖、与一般直觉相反的方法来理解领导力。他们将它看作是“一个系统或者是一种结构——不是一种个人特征而是一种整体特征”，这是一种完全不同的领导力。克莱恩这样说道：“对于一个公司来说，不应只注重如何挑选和培训更好的人才，而是还要考虑如何合理制定结构和规范，使得领导者更有效率。充分打造领导角色、制定清晰的标准，这样的话，无论是谁出任都能有效率地开展工作。”

这种模式，如果推至极端地话，都可以在外科急救中心得到最好的验证。在那里，“与死神搏斗”是最大的任务。虽然急救中心的模型是“面临诸多挑战的当代组织”的缩影，但是研究者们一开始并不清楚急救小组的结构和运作。就像克莱恩指出：“我们走进去说，‘嗨，这种领导方式可不像我们以前听过的那些玩意儿。’”

急诊室的观察

当病人到达创伤治疗中心的时候，立刻会有一组专家对病人进行诊断，这组专家包括一名主治外科医生（小组中最有经验的外科成员），一名外科医生（其次富有经验的外科医生），一名或者多名的外科或者急诊内科住院医生，一名麻醉医师，一名注册护士以及一名外科专家。

作者在他们的论文中写道：“由于个人成员不断循环加入或者退出这个小组，而且他们的当班时间和长度又不同，因此，为治疗一名病人所集合起来的小组也许不同于一个小时后为治疗下一名病人而集合起来的小组。”所以小组的成员频繁变更。小组成员可以说是日日不同，周周不同，月月不同，特别是当小组成员完成了他们在急救中心的轮岗后，新的轮岗人员又会加入进来。一个小组的存在周期十分短暂，通常只有15到60分钟，这点时间差不多可以稳定一名病人的病情。

为了收集原始数据，研究者们和30多位急救中心的人员交谈，花费了150多个小时来观察100多名患者的治疗过程，包括在手术室内进行观察。(在克莱恩进行消毒准备去手术室的时候，一名麻醉医师对她说：“我将向别人介绍说，你是克莱恩医生，但是请不要碰任何东西”)。研究者们还不断收集其他数据，作为对面谈和观察记录的补充，例如他们分析了长达184页的住院医生培训手册，新进人员指导会以及来自于其他研究者的面谈记录。

他们最初的目标是寻求下列两个问题的答案：“谁是急救小组的领导者？这个人要完成什么样的领导职能？”虽然克莱恩和她的同事们假设：每一个急救小组都有一位领导者，但是“我们错了。领导权不只是停留在某一个人身上，它甚至也不仅仅停留在某一个职位上。”其实，急救小组的领导权存在于由三种职位所组成的等级体系内：最高职位的主治外科医生，第二层的“医师”职位，以及第三层的“实习医生”……领导的角色经常变换，在这三个关键职位的个人之间自由变动。

研究者们也想知道领导权是如何从一个职位转移到另一职位的，何时转移，为什么要转移，以及为什么这样的系统却不会导致“混乱、冲突和错误”？

他们发现：将领导权分散于三个主要职位的系统“适应小

第四篇：Huawei领导力素质模型

Strategic Leadership Competency Model Dictionary

DRAFT

战略性领导力素质模型字典 草案

February, 2005 Version

11DRAFT Huawei Strategic Leadership Model Competencies

Building Customer Capability Cluster构建客户能力的素质群...............................3  Customer Focus 关注客户..................................................................................................3  Partnering 建立伙伴关系....................................................................................................8 Building Huawei Capability Cluster构建华为能力素质群.....................................11  Inspiring Leadership鼓舞式领导......................................................................................11  Building Organizational Capability塑造组织能力..........................................................17  Cross-functional Collaboration跨部门合作.....................................................................24 Building Individual Capability Cluster构建个人能力素质群.................................30     Drive for Results结果导向...............................................................................................30 Commitment to Huawei献身华为....................................................................................35 Strategy Thinking 战略思维..............................................................................................39 Understanding Others理解他人........................................................................................43 Baseline Competencies基本素质..........................................................................47     Analytical Thinking分析思考..........................................................................................47 Impact and Influence 施加影响.........................................................................................51 Information Seeking信息搜集..........................................................................................58 Initiative积极主动............................................................................................................62 Building Customer Capability Cluster构建客户能力的素质群

Customer Focus 关注客户

Definition:定义

The passion to understand and serve the customer, meeting their needs in creative and innovative ways.“Customer” refers to current, potential and internal customers.致力于理解客户需求，并为客户提供创造性解决方案的行为特征。“客户”是指现在的、潜在的、和内部客户。Dimension: 维度     Depth of the customer‟s needs.Complexity of the action.对客户理解的深度 采取行动的难度

Discussion: 讨论

Customer Focus 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;at lower levels it is responsiveness to customer needs.关注客户是华为价值和目的的中心，也是市场上最重要的特征。它应该反映华为所作的几乎任何事情。从较高的层次上来说，关注客户是指客户驱动创新；从较低的层次上来说，关注客户指满足客户的需求。

How it relates to other competencies: 如何与其他素质相联系 To be done well, Customer Focus needs to be supported by:  Understanding Others, to truly listen to and understand the customer‟s underlying needs, not just what we assume that the customer needs. Strategic Thinking, to shape Huawei‟s response to the customer

 Appropriate Building Huawei Capability competencies, to ensure a full departmental or organizational response.要良好应用，关注客户素质需要以下素质的支持：

 理解他人素质：真正地去倾听和理解客户的潜在需求，而不是我们假设客户需求什么。 战略思考素质：来规范华为对客户的反应。

 适当的构建华为能力的素质群：确保整个部门或组织的充分反应。

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 helping 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 response.Considerations of Huawei‟s own profitability, the commercial potential of the project and its fit to Huawei‟s strategy should also shape the leader‟s response to the array of potential customer needs.关注客户应存在于一种创造性地紧迫感当中，这种紧迫感与结果导向素质和战略思维素质相联。在一定程度上，领导的结果导向素质通过帮助领导注重理解客户的业务，并维护客户的利润，支持了关注客户。另一方面，在选择应该充分满足哪些客户的需求上，领导需要慎重决策。考虑华为自身的利润，项目的商业潜力和它与华为战略的匹配性也应该影响领导对潜在的客户需求序列的反应。Level 1: Responds to Clear Customer Needs

 Based on a clear understanding of the customer‟s needs and Huawei‟s products and services, obtains needed resources to address customer needs. The customer needs here are quite straightforward and well understood by the customer. Solutions are developed based on previous experiences, cases or available products. Includes taking action to establish relationships with potential customers.层级一: 对于明确的客户需求的反应

 在明确理解客户需求和华为的产品和服务的基础上，获得需要的资源来满足客户的需求

 这里的客户需求是非常简单的，并且客户自身也能够充分地理解。 基于先前的经验、案例或现有的产品，找到解决途径。 包括采取行动来与潜在客户确立关系

Example: 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 technical 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 person in charge of the information center that nobody should be allowed into the equipment room except the several people on the site and everybody else should go back to his own position and couldn‟t create more pressure to them.Because so many people gathered around him, his pressure would be much higher.I also asked the responsible supervisor to report on the progress to their internal customer and ask them to wait patiently.I had to comfort them constantly.I believe the customer could also understand us.So finally this problem was solved without causing too much chaos.That was because we handled it very carefully.范例：

我们旨在解决客户问题的计划是成功的，但却被延误了三个小时。11点30分，系统完全修复。这其中牵涉到很多技术性决定。我到达后才知道工程师担心得都哭了。他将近30岁承受了很大压力。当客户实施他们自己的计划时，我特意告诉信息中心的负责人说：“除了在场的几个人外，不要允许任何人进入设备间，其他人都应该回到自己的岗位上去，不要给他们制造更大的压力。”由于周围聚集了太多人，他的压力就变得更大。我也要求相关负责人对内部客户汇报进展情况，并请客户耐心等待。我需要不断的安慰他们，我相信客户也理解我们。最后，这个问题得到解决而且没有造成过多混乱，那是因为我们处理地非常小心。Level 2: Reacts to Customer Concerns

 Understands the customer‟s needs and the rationale of Huawei‟s products and services and provides solutions. The customer‟s needs are unclear or are presented simply as objectives, but the customer explicitly states a need and asks for help  No mature products or services are available as reference.The leader needs to modify what is available to meet customer needs. Decision making involves balance between cost and effect. Responds quickly and decisively to customer service emergencies.层级二：解决客户的担忧

 在理解客户的需求以及华为产品/服务背后原理的基础上，为客户提供解决方案。 客户的需求不是非常明确或是以简单的目的显示，但是客户的需要往往相对清晰。 没有现成的产品或服务可以提供可循，需要对已有的方法/方案进行一定的改进或创造。

 决策时要权衡风险。

 在出现客户服务方面的紧急情况时，可以迅速地果断地进行回应。Example: We were the first to negotiate, 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.The 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 master more accurately what was in the customer mind.He was a friendly Arabian and what he thought was disclosed naturally.He told me that their leader was for Huawei, but Huawei‟s price was on the high side;he also told me how much we should reduce.That was of great help to our later negotiation.I was behind the negotiation from then on.I listened to reports and made analysis with others and reduced the price.范例：

十二月份，我们是第一个要谈判的，我并非主要谈判者。客户的主要谈判者是移动总经理，我们的主要谈判者是当地办事处的领导。我在倾听以备将来参考。客户说华为很好，但我们应该降低价格。谈判之后，我与移动总经理聊天以了解谈判的进展、我们的处境以及我们下一步应该怎么做。我希望能更清晰地掌握客户的想法。他是一个友好的阿拉伯人，不善掩饰，想法很自然地表露出来。他告诉我他们的领导很想和华为合作，但是华为的价格很高；并且还告诉我价格应该降多少。那对我们后期的谈判帮助很大。从那时起，我一直做谈判的幕后工作——听报告、与其他人做分析和降低价格。

Level 3: Uncovers and Meets New Customer Needs  Identifies or senses the customer needs, coordinates Huawei resources to come up with solutions. The customer‟s needs sometimes are quite conceptual or difficult to grasp, or the customer may express a need without explicitly asking for a proposal. Can include interaction or cooperation with the customer, working together to design the solution. Or, identifies the potential customer‟s interest and takes action to build up the relationship.层级三：想客户所想，发掘并满足客户新的需求

 捕捉或澄清客户的兴趣点，通过协调华为有关资源，找到解决方案。

 客户的需求有时是比较抽象或难以把握的，或者，客户可能会表示一个需求但没有明确要求提建议。

 可包括与客户的合作和互动，共同设计解决方案。 或明确潜在客户的兴趣并作出行动建立关系

Example: During the Beijing Exhibition at 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 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.Eventually, I visited the customer in March, 2003 after waiting for a long time.During the visit, I presented the conceptions about what we did in 3G, softswitch technology, and gateway office to the vice-president of the client.What I said was about the construction of the whole 3G network, especially about the application of the mobile soft switch.Next, I also spoke the specific technical differences.The important thing was what the president of the customer told his people.He said he asked them to construct toll telephone networks with soft switch but there was still no result.So he pushed them to cooperate with Huawei make a plan.范例：

在2002年十月底举办的北京展览会期间，一位潜在客户的副总裁提到在网络传输中使用软交换。我认为这是一个机会，应该仔细分析我们的计划，搞清楚如何进行。还有，我应该制定详细的计划。我组织了一个小组来做这件事情。我们考虑了这个想法，但却没有弄清楚。他说了那些话之后，我们对计划清楚了很多。最终，在等了很长一段时间之后，我在2003年三月拜访了客户。拜访过程中，我对客户副总裁介绍了有关本公司所做的3G、软交换技术以及办公室网关等概念。我所说的是关于整个3G网络的建设，尤其是移动软交换的应用。紧接着，我也讲了具体的技术区别。重要的是，客户总裁对他的手下讲了什么。他说他要求他们用软交换建设长途电话网但还没有结果。因此他倾向于与华为合作来制定一个计划。Level 4: Innovates to Meet Anticipated Customer Needs  Studies customers, clarifies the potential needs of the customers and the capability of Huawei to provide new solutions. Customers might not be aware of their needs, or may not imagine that their problem could be solved by Huawei. Includes providing the strategic suggestions for the customer‟s business model and being the “trusted advisor” to the customer, regarding the customer‟s business.层级四：想客户所不想，创造性的服务客户

 研究客户，发掘华为的潜力以及客户的潜在需求，提供全新的解决方案。 客户往往也没有意识到有这样的需求，或者没有想象到他们的问题可以得到华为解决。

 包括为客户的业务模式提供战略性的建议，成为客户的长期战略伙伴。

Example: I talked about how we can succeed and what are the important things from the customer‟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 products.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 understanding to design a product for them.The customer did not specify the situations in which a solution would be applied when they invited public bidding.After we got the contract, we analyzed how the equipment would be used in these places, in areas where revenue was low.Previously when the carrier constructed the network, they used to build a building, install air conditioners, etc.Then they put a big cabinet into the house no matter how expensive it is, so they can cover the area.The cost was high relative to the revenue because the population of the area was small.If they spent RMB100,000 in total on the building, only RMB30,000 was used to buy the equipment and the other RMB70,000 was for renting the land, building the building, fitting the building up, and installing air conditioners.Considering this situation, we designed a kind of product with a small capacity for 10,000 people.No need to build a building.It is a small box installed outdoors.It has a built-in semiconductor heat dissipation system.It is lightning-proof and dustproof.It saved a lot of costs for the customer.范例：

我谈到我们如何取得成功以及站在客户的角度看什么是重要的因素。在这个领域，华为是一个新来者。如果我们想进入市场并与其他公司竞争，我们要考虑客户的利益，要能准确地告诉客户为什么他们应该使用华为的产品。因此我试着证明这个合同将如何使客户获得好处并将如何提高他们的利润。运营商 选择华为是因为我们理解了他们的需求并且运用这种理解为他们设计了产品。客户在公开招标时并没有明确解决方案适用的环境，获得合同之后，我们分析这些设备可能如何在这些收入水平低的地区使用。以前，当运营商 构建网络时，他们通常建造一建筑物，安装空调等。然后，他们把一个大的橱柜放进房间——尽管橱柜的成本很高，这样他们就能够覆盖整个地区。因为这些地区的人口很少，所以其成本占收入的比例很高。如果他们花100,000元人民币在整栋建筑物上，将只有30,000元会用来购买设备，剩余的70,000元则用来租赁土地、建造建筑物、布置建筑物和安装空调。考虑到这种情况，我们设计了一种10,000用户的小型产品，这样就不必建造大楼。该产品是一个安装在户外的小盒子，它有一个内置的半导体热分散系统，并且防晒、防尘，为客户节约了大量的成本。Partnering 建立伙伴关系

Definition: 定义

The desire and ability 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 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 based on the desire to serve the customer better and more completely than either company could do separately.愿意并能够找出华为与其他精心选择的企业之间的共同点，与他们建立具有共同利益的伙伴关系，以更好地为华为的客户服务。包含的其他企业可能是华为只在该领域的伙伴，而在其他领域是竞争对手。合作的愿望部分基于数量上的安全感，不想单打独斗、暴露自己以及孤立于其他公司等。双方愿意合作，以便比任何一家公司单独来做都能更好更完全地服务于客户，这是伙伴关系建立的基础。

Dimension: 维度

 Completeness of action  Degree of closeness to the partner  行动的完全性  与伙伴的亲密程度

Discussion: 讨论

Partnering, especially with competitors, is a complex and sophisticated competency, supported by many other competencies.In addition 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 realizing a partnership with another company, which will inevitably have its own culture, history and interests.建立伙伴关系——尤其是与竞争对手，是一种综合的和复杂的素质，且需要其他多种素质的支持。除了下面提到的素质之外，有效伙伴关系的营造者还需要在情感上特别的成熟，极具耐心，在处理所有谈判成败和实现与另外一家公司（不可避免地该公司有其自身的文化、历史和兴趣。）的伙伴关系时具有灵活开放的态度。How it relates to other competencies: 如何与其他素质相联系

The ability to effectively partner with competitors is somewhat like Cross-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 Huawei.与竞争对手有效地建立伙伴关系，有些像跨部门合作素质，只是难度更高。这是因为领导必须与来自不同，有时甚至是相互竞争的组织的领导相配合，而不是仅仅与华为内部其他部门的领导合作。Partnering is supported by a combination of virtually all the other competencies:  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. Strategic Thinking 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  Customer Focus, to keep the needs of the customer – and the reason for partnering – always in mind. Drive for Results, to ensure that the partnership makes sound business and economic sense. Understanding Others, to hear others‟ reasons, emotions and interests accurately, even across national and company cultures and potentially competing business interests. 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. Impact and Influence(baseline competency), at the highest levels to convince the partner and to learn about the partner company and its role, markets, potentials etc. Some or all of the building Huawei Capability competencies, to get the necessary parts of Huawei to support and implement the partnership.Partnering directly embodies and supports Huawei‟s strategy and value for Harmony in the Business Environment.Effective partnerships also support Customer Focus, and customer-driven innovation.建立伙伴关系几乎需要其他所有素质的综合支持：

 在最高层级的寻找信息素质（基本素质），选择一个伙伴并且了解该伙伴公司及其角色、市场、潜力等方面的信息。

 在最高层级的战略思维素质上，认识并了解伙伴企业的长期战略性潜力，超越常规界限来思考，这样也可以认识到伙伴的战略兴趣。

 关注客户，头脑中时刻想着客户的需求——和建立伙伴关系的原因。 结果导向，确保合作伙伴做出成熟合理的商业和经济上的判断。

 理解他人，准确地听取他人的理由、情感和兴趣，即便是跨越国界、公司文化和潜在竞争性的商业利益。

 献身华为，要认识到华为的最佳利益在于一个良好的伙伴关系，要超越那种与竞争者对抗的狭隘的忠诚。

 施加影响（基本素质），在最高的层级上说服伙伴、了解伙伴公司及其角色、市场潜力等。

 以部分或所有构建华为能力素质群的因素，去获得华为必要的部门，来支持和实现伙伴关系。

建立伙伴关系直接包含和支持了华为追求和睦产业环境的战略和价值。有效的伙伴关系也支持客户关注和客户驱动创新。Level 1: Opens the door and makes contact  Makes contact or establishes rapport with other thoughtfully selected organizations, 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 them suitable partners for Huawei.May “market” Huawei‟s potentials and establish Huawei‟s reputation to other organizations. May become friendly with executives in the other company, establishing a positive relationship with them(on a personal level).层级一：对外开放，建立联系

 与那些精心挑选的企业进行接触或建立友好关系，同时留意潜在的合作伙伴。审视环境以了解各种各样潜在的合作伙伴，他们的名声、市场地位、实力、规模及其他的那些使其成为华为合适的合作伙伴的特征。这些都可能“推销”华为的潜力并确立华为对其他企业的声誉。

 可能对其他公司的主管人员变得友好，并与他们确立一种积极的关系（在个人层面上）。Level 2: Has the conversation  Listens and exchanges information with potential partner to explore opportunities for cooperation to serve the customers. Communicates Huawei‟s sincerity and their intention to be part of a team of relatively equal partners.层级二：有对话

 倾听潜在合作伙伴的想法并与其沟通交流，以寻求共同服务客户的合作机会。 表达华为的诚意，以及他们想成为小组一分子的意图。这个小组中的每个成员相对平等。Level 3: Cooperatively develops partnership  Develops the shape of the partnership cooperatively together with the partner. May use a strong understanding of the culture, organizational politics and market position of the potential partner, and why they might or might not want to partner with Huawei, in order to develop a mutual understanding and a way forward.层级三：共同确定伙伴关系

 与合作伙伴一起确定合作关系的形式。

 对于潜在的伙伴，要准确了解他们的文化、组织结构及市场地位，还要知道他们可能想或不想与华为合作的原因，以便确立共同的理解和将来合作的方式。Level 4: Reaches Agreement  Negotiates a mutually beneficial partnership, and achieves agreement.At this point 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.层级四：达成共识

 商定一个共同获利的伙伴关系，并达成共识。使华为及其合作伙伴适应他们的组织、经验和文化，以便伙伴关系良好运行。在这一点上，还需要许多其他的素质。Building Huawei Capability Cluster构建华为能力素质群

Inspiring Leadership鼓舞式领导

Definition:定义

The ability to lead teams by focusing them on key issues and empowering them to solve problems and harness their collective wisdom.通过推动团队成员关注要点、鼓舞团队成员解决问题以及运用团队智慧等方法来领导团队的行为特征。Dimensions:纬度

 Degree of empowering or inspiring the team.The depth of collective wisdom and/or energy that is tapped. 授权以及鼓舞团队的程度，集思广益的深度和所发掘出的团队能量的大小 Discussion:讨论

Inspiring Leadership is a unique Huawei form of team leadership that combines direct personal leadership with the ability to empower the team 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 and consistent manner.鼓舞式领导是华为团队领导层独一无二的组织形式，这种形式直接将个人领导能力与授予团队权利、释放集体力量和团队智慧相结合。该领导形式的独一无二的特征即：以一种相当结构化的持续的方式来激发团队成员的贡献心、想法和忠诚感。How it relates to other competencies: 与其他素质的关联：

The effectiveness of Inspiring Leadership is improved when it is supported by:  Understanding Others-to recognize and respond to the team members‟ concerns and contributions. Impact and Influence(baseline competency)to know how to bring others into agreement with you. Information Seeking(baseline competency)– a genuine curiosity and interest in finding out the reasons for a situation or for someone‟s opinion. Strategic Thinking and/or Drive for Results to ensure that the team is focused on the most important issues. Commitment to Huawei to ensure that team focus does not over-balance the enterprise focus.Inspiring Leadership is crucial to accomplishing almost any organizational effort, including customer-driven innovation, building external partnerships, or improving quality, service and reducing cost.在以下条件的支持下，鼓舞式领导的有效性会得到提升：

 理解他人，能够认识到并对团队成员关注的问题和他们的贡献作出反应  施加影响（基本素质），要知道如何使他人同意你的观点。

 寻找信息（基本素质）当出现一种状况或者某人提出一种观点时，探究其中的原因完全是出于自己的好奇心和兴趣。

 战略思维和/或结果导向，确保团队关注于最重要的问题。 献身华为，确保团队关注没有超出对企业的关注。

鼓舞式领导对于获得几乎任何组织的成果——包括客户导向创新、建立外部的伙伴关系或提高质量和服务、降低成本——都是很关键的。Level 1: Orients the group to the task     Positions self as the team leader, organizes the team activities effectively.Keeps team members informed.Engages team members in clarifying their accountability and task.Ensures team members have sufficient resources for completing the job.层级一：任务式领导

 自我定位为团队领导，有效地组织团队活动。 确保团队成员获知必要的信息。 明确团队成员的职责和工作任务。

 确保团队成员获取足够的资源来完成工作。

Example: 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 the 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 organization out of the consideration of the maturity of the organization and of the managerial personnel, interrelationship between departments and the adaptation to the IPD flow.Because two of my team members had always been responsible for the change of the organization structure, they were happy to know that.Then I told them my conception of the three-three idea but didn‟t give them any chance to speak out their ideas.The reason was that they didn‟t have much work experience in the front.Based on my observation, I didn‟t ask them to talk about their ideas.I just directly told them about its general structure.I asked them to see how great a change there was between this structure and our current structure and how the posts and hierarchy would change.范例：

我记得我们那个团队中有三个人，有一次我们在一起开会，由于他们没有参加之前与EVP和老板的沟通交流，在与EVP谈话之后，我告诉他们我们与EVP谈论的话题和得出的结论。清楚地告诉他们整个事情的背景和起源：在没有考虑组织和管理人员是否成熟、部门之间的内部关系以及IPD流动是否适应等因素的情况下，公司想要构建一个灵活移动的组织。因为我小组中有两个成员一直对组织结构的变化很负责任，知道这个之后，他们很高兴。然后，我告诉他们自己对3-3想法 的构想，但没给他们机会表达自己的想法。理由是他们没有很多前期的工作经验。基于我的观察，我并未要求他们谈论自己的想法，而是直接告诉他们整个的结构。我要他们看看这个结构与目前的结构有多大的变化，岗位和层级将会如何变化。Level 2: Set expectations

 Clarifies norms for good teamwork. Facilitates continuous improvement of team effectiveness through establishing systems or mechanisms of team operation. Praises team members and expresses positive expectations publicly. Builds a habit of providing performance feedback to team members

层级二：设定期望

 明确团队合作的行为准则。

 通过建立团队运作的方法和机制，帮助团队能力的持续提升。 公开地表达对团队成员的赞赏以及积极的期望。 逐渐培养对团队成员给予及时反馈的意愿和习惯。

Example: We used PDCA.P means plan;D means do;C means check;A means alter.We 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 only on a daily basis but also on a weekly and monthly basis.Our daily work was a PDCA.Soon everyone was so impressed that we entered the quadrant of management.Of course our work was not that profound.We had to make plans in the evening and put them into practice the next day.We made them and implemented them together.Everyday we discussed over our short comings and had a meeting for improvement.Everyday things would be different.Aside from that, the external pressure had not overpowered us.I quoted an example and gave some slogans.Later some colleagues said you instanced so many cases but we didn‟t know what you were thinking in your mind.You just told stories to us.Actually many technical schemes were made by them.I just listened to them;sometimes I would join them and give some advice.But my contribution was less than 20%, even 15%.Of course their schemes were finally given to me for approval.I told them this could be done by vice head of the project group and asked if they agreed.In fact, my work was just organization.Sometimes, the organization was decentralized.I did little work in technical demonstration.范例：

我们使用PDCA方法。P指计划；D指做；C指检查；A指改变。我们将投诉转化为早期的计划并提出改进的建议。任何人都应该毫不保留的将他的想法分享给大家。我有一个较好的办法目前还没用过。我们不仅每天，而且每周每月都实施着这个PDCA模式，我们的日常工作就是一个PDCA。每个人对我们的印象都很深，我们很快就进入管理区。当然，我们的工作并非造诣那么深。我们必须在晚上制定计划，第二天将计划运用于实践。我们制定计划并实行。我们每天都讨论我们的缺点，并开会进行改进。任何事情都是不同的。除那之外，外部的压力并没有打倒我们。我曾引经据典发出口号，之后，一些同事说：“你举了这么多例子，但我们都并不知道你的脑中到底在想什么，你只是在给我们讲故事”。事实上，许多技术性很强的计划都是由他们完成的，我只是一个倾听者，有时候我也会加入到他们中去并给出我的建议。但是，我的贡献低于20%，甚至15%。当然，他们的计划到最后都得由我批准。我告诉他们这个活可以由项目集团的副主管来做，并征求他们的意见。实际上，我的工作就是组织。有时，组织是分散的，在技术方面，我做的工作很少。Level 3: Empowers the team

 Creates transparent and democratic team dynamics. Encourages free expression and exchange of ideas among the team members. Leverages collective wisdom by understanding strengths and limitations of the group and its members. Takes initiative to resolve conflicts in the team. Empowers the team to solve problems and builds their capability, willingness and confidence in problem solving.层级三：授权于团队      建立开放民主的团队氛围。鼓励成员畅所欲言、集思广议。

在充分了解自身的优势和局限的基础上来发挥所长，协调集体智慧的应用。主动地采取各种有效的方法在团队内解决冲突和矛盾。

充分授权于团队去解决问题，并利用各种方法培养团队成员解决问题的意愿、能力和信心

In cross-cultural setting, takes initiative to facilitate integration among Chinese and international colleagues, to assist integration of international colleagues into Huawei, and to enhance Chinese colleagues‟ mindset of embracing cross-cultural diversity.在跨文化工作中，能主动采取措施促使不同文化的团队成员融合，并且帮助外籍员工有效、快速融入华为，以及提高中国员工的文化包容性。Example: After the problem was raised at the meeting, I set up a dedicated project team and held two discussion meetings to discuss the capability of the supply chain.A discussion meeting indicated that, participants are required to prepare opinions and thoughts in written form around a specific subject such as building global supply capability.Every participant would brainstorm in the first half of the meeting, that is, to express his or her opinions.In this stage, we talked about the construction of procurement about capability of global supply, logistics, order fulfillment and human resources.I also expressed my opinions on this point, commonly at the end of each representation.The rest of the meeting was a discussion.Based on our discussion, we decided our tasks, which were discussed by us in the week before last week.We just hoped our executives realize those points.Consequently, we set up a dedicated project team to engage in constructing multiple manufactories for global supply chain.Then we gradually started it with our work divided up.Participants at the meeting include more than ten major directors from sales departments, some level 2 or level 3 directors from some departments related to the construction of the overseas supply chain.Subject of the meeting was specified in advance, hence it was necessary for everyone to express his ideas and opinions.Those opinions commonly include what we should do, what problems will be caused, and how to overcome these problems.After that, we decided which points currently being discussed should be implemented for both short-term and long-term, and who should be responsible for carrying that out.Sometimes such discussions led to no conclusion.Then we just continue to complete tasks as before.Commonly, we would hold such meeting from 9 o‟clock to lunch time.范例：

会议上将问题收集之后，我组建了一个专用的小组，组织了两次会议来讨论供应链的能力问题。一个讨论会的结果表明：针对具体的问题，比方说组建一个全球性的供应链，需要参与者以书面的形式表明他们的观点和想法。每一个参与者在会议的前半场，都应产生头脑风暴，也就是说，表达他或她的观点。在这个阶段，我们讨论如何将获取全球供应能力、后勤准备、命令履行以及人力资源等协调好。关于这个问题，一般在每位代表讲完后，我也会表达自己的看法。会议的剩余时间是讨论，按照讨论的结果，我们决定任务，这些任务我们在前一周讨论过。只希望高层能认识到那些观点。因此，我们组织专门的团队参与建造多种多样的制造厂以满足全球供应链的需要。接着，我们逐渐开始工作并进行分工。会议参与者中包括有十余名来自销售部的总监，还有一些与国外供应链构建相关的部门中的二级或三级主管。会议的主题提前说明得很具体详细，因此要求每个人表达自己的观点和看法是必要的。那些观点通常包括：我们应该做什么，将会导致什么问题及如何解决这些问题。之后，我们确定从短期及长期角度来看，目前讨论的观点应该采用哪一个，谁来负责实施。有时，一些讨论是没有结果的，我们便按照以前的安排继续完成任务。通常这样的会议可以从上午9点持续到午饭时间。

Level 4: Inspires the team

 Uses vivid, powerful metaphors or stories to share experience, inspire the team and set the direction. Reframes the team‟s view of the situation, particularly when the team is feeling negative or is unable to reach consensus. Inspires the team with an exciting vision to elicit great enthusiasm and dedication from the team members.层级四：鼓舞士气

 用生动有力的比喻或故事等多种方式来分享经验、鼓舞士气、指明方向。

 重新构画团队的整体观点，特别是在所有团队成员的负面感受下，或是不能达成共识的时候。

 用激动人心的远景激励成员，使团队成员对团队的使命表现出极大的热情与奉献精神。Example: I wondered how could I encourage them? So I made a metaphor.As known to all, if you wanted to play toy bricks, you‟d have to pile them up.The more you piled, the farther you were from death.You didn‟t know when you would be stopped by others.All you should do was to continue your work in an orderly way, keep the fullest confidence, the least resistance and the highest harmony.Those who didn‟t have confidence in themselves would lose and be thrown out of the game.Since the resistance we faced was less and less, the most important factor was perseverance.If you could carry on to the last moment, the success was yours.We should prepare for a long-term battle and go on with our daily work.I shared my view with others and told them not to convert the external pressure into internal pressure, not to complain about each other, to increase the planning and transparency of our work, conduct more mutual communication and ask things of each other.We talked about it at the meeting and listed it as our common plan, encouraging them to set requirements for themselves and for others.Even Zhu Geliang once said that it is no use complaining after a thing is done;make ample planning to stop possible complaints afterwards.This became a slogan and also an operation concept.I wanted to hear no more complaints.It was no use.If you had any question, just raise it.We could work together on it for a solution.I believed even as cobblers, we could out do Zhu Geliang, the mastermind by taking efforts.After a period of time, we had attained the preset objective of the company.Though there was still some distance from the uppermost objective, we were very satisfied with the result.What was more important, the time had not worn thin our morale and determination and we had very happy cooperation among the project group.We came from different places, eager for success.Everyone was excellent but we didn‟t have any problem due to this project.Our perseverance worked as my former metaphor implied.I asked them if they had any good metaphors that could be used to encourage others when it was darkness before the dawn.My role, as a member of the project group was to encourage others to carry on.范例：

如何鼓励他们？这是我一直思考的问题。为此，我打了一个比喻。所有人都知道，如果你想玩积木，就必须把它们堆积起来，堆得越多，积木堆就越牢固。你不知道他人什么时候会阻止你。所有你应该做的就是有条理地继续你的工作，保持充分的信心、最少量的反抗情绪和最高程度的和谐。那些缺乏自信的人将会失败并且被淘汰出局。由于我们面临的阻力越来越少，坚定不移是最重要的因素。如果你能坚持到最后一刻，成功就属于你了。我们应该准备着作长期的战斗，并继续日常的工作。我把自己的见解与其他人一起分享，告诉他们不要把外部的压力转化成内部的压力，不要互相抱怨，要增强工作的计划性和透明度，彼此间要多问多交流。会议上我们讨论这个事情，并把它列在我们的日常计划表中，鼓励他们对自己和他人提出要求。即使是诸葛亮也曾经说过，事情发生之后再去抱怨没有任何 作用。我们要制定完善的计划以尽可能阻止事后的抱怨。这成为一句口号，也是一个操作概念。我不想听任何的抱怨，那是没有用的。如果你有任何问题，尽管提出来，我们可以来一起解决它。我相信，即便我们是臭皮匠，我们也一定会做得比诸葛亮好，一定要精心策划。一段时期之后，我们达到了公司预先设定的目标。虽然离最大的目标还有一段距离，但有这样的结果，我们已非常满意。更重要的是，时间并没有降低我们的士气和决心，我们在项目团体中合作得很愉快。我们来自不同的地区，渴望成功。每个人都是优秀的，在这个项目上，我们没有任何难题。我们的坚持不懈起了很大的作用，正如我前面所包含的比喻那样。我问他们，在黎明到来之前最黑暗的时期，有没有任何好的比喻来鼓励他人。作为项目组的一员，我的角色就是鼓励他人继续工作。Building Organizational Capability塑造组织能力

Definition:定义

The ability to recognize and address opportunities to improve the organization‟s abilities, processes and structure.这是一种辨别并发现机会，以不断提升组织能力、流程和结构的行为特征。

Dimensions:纬度  Impact of Change. 变化的冲击 Discussion:讨论

While Inspiring Leadership is about drawing out the very best that the team has to offer today, Building Organizational Capability is about investing one‟s own thought, time and energy in increasing the teams‟ skills and capabilities for tomorrow(so that the next time the leader uses Inspiring Leadership there will actually be more abilities, knowledge and skills to draw upon).Building Organizational Capability moves from recognizing the problem, to improving the abilities of the people currently available, to improving the net performance by getting the right human resources in place, to improving overall effectiveness by restructuring the work and the organization.当我们说鼓舞式领导是关于激励团队，使其发挥出最好潜力时，塑造组织能力就是关于投入自己的思考、时间和精力来增加团队将来的技巧和能力（因此，领导下一次使用鼓舞式领导时，实际上将会有更多的能力、知识和技巧供利用）。塑造组织能力从认识到问题开始，到提高现有人员的能力，通过获得当地合适的人力资源来提高工作绩效，再通过调整工作和组织结构来整体上提高效率。How it relates to other competencies:与其他能力的联系： Building Organizational Capability is supported by:  Understanding Others, to assess the strengths and needs of the team, and to effectively match individuals to roles. Strategic Thinking and/or Drive for Results, to ensure that the organizational improvements are beneficial and are aligned with the overall strategy

Building Organizational Capability enables the organization to improve performance generally(Drive for Results)and may be required to support specific efforts to support customer needs and customer-driven innovation(Customer Focus), or to adapt the organization in particular ways to work with an external partner(Partnering).塑造组织能力受以下因素的支持：

 理解他人，评定团队的实力和需求，有效地将每个人的角色分配好。

 战略思维和（或）结果导向，确保组织的改进有益，并且与整体战略息息相关。塑造组织能力能从整体上改善组织的绩效（结果导向），可能需要它支持那些具体的尝试，如支持客户需求和客户驱动创新（关注客户），或使组织以一种特殊的方式来适应与外部伙伴一起工作（建立伙伴关系）。Level 1: Identifies areas for improvement

 Recognizes and understands problems inhibiting capability, e.g., performance management systems, developmental needs of individuals, organizational design and process flaws.层级一：识别需改进的领域

 清晰辨别并理解有关组织能力方面的问题，如绩效管理系统、人员发展需求、组织设计和流程等方面。Example: Although the company has been investing more now, in my opinion, we also need to introduce some sales persons with rich experience and good qualification directly from the wireless industry instead of depending on ourselves.Especially in relatively developed markets, if we totally rely on our internal resource, it will take too long to achieve success.Also, to achieve a leading level in the industry, our present human resource scale is generally insufficient.As a result, we are not fully prepared in forecasting, and the promotion of our human resource will fall behind.范例：

从我个人观点来看，虽然公司现在投入的更多，我们还需要直接从无线行业引入一些有丰富经验和良好个人素质的销售人员，而不是仅仅依靠我们自己。尤其是在那些相对发达的市场上，如果我们完全依靠自己的内部资源，获得成功可能需要花很长时间。同样，要到达行业内的领导地位，我们目前的人力资源规模总体上来说还是不够的。因此，可以预测：我们准备不充分，我们人力资源的提升将会落伍。

Level 2: Teaches the team. Teaches the team in order to improve capability of members and of team. Often teaches lessons from own experience that can be generalized(e.g., a case study)or teaches particular skills to the group that are necessary for achieving company goals(e.g., building processes to encourage learning English).层级二：教导团队

 为了提高团队成员个体水平以及团队整体水平而教导团队。

 以个人经验分享、案例学习或传授一些特殊技巧等方式以推动团队实现公司的整体目标。（如构建鼓励学习英语的程序）

Example: Later I asked them to make it into a case study and deliver it to each regional division to learn something from it.I didn‟t think it a very important issue but it provided some points for us to learn: First, adhere to your principle.Your professional background requires you to take the standpoint of the company so that you could handle anything with professionalism;second, we can consider the demand of the market sector at their standpoint but we shouldn‟t tamper the interest of the company.If I casually let the sum of debts enter our account, I could stay on good terms with the general manager and also got high evaluation.But that would hurt the interest of our company;third, don‟t care too much about how you are evaluated.I myself don‟t mind others‟ criticism of me.I remained so during the process of this event.Before 2003, my boss had communicated with me over my transfer and asked me to instruct an assistant as my successor.So whenever there were some events, I would call him over and ask for his opinions, for I wanted to bring him up.This event was also helpful to him.At our standpoint, we should learn to say NO but also know how to take flexible measures to solve problems: you have to make concessions and cannot make the same mistake again.I‟d dealt with the international market for 3 to 4 years but never come into such a conflict with an overseas supervisor.Though they often complained against us when the CEO went there for business trips and we kept explaining for ourselves, we had never been trapped in such a conflict.Through this event, I let the market department and our own department understand that we could say no to them.范例：

稍后，我要求他们将这个事件制做成一个案例来研究，并把它分发到地区分部去学习。我并不认为这是一个很重要的问题，但它为我们的学习提供了一些要点：首先，与你的原则相关联。你的专业背景要求你接受公司的立场这样你才能很专业地处理任何事情。其次，我们可以站在市场部门的立场来考虑他们的需要，但不应该损害公司的利益。如果我不小心将债务总额计入我们的账户，与总经理的好关系会继续保持，也会得到很高的评价。但那将损害公司的利益；再次，不要太在意他人怎么评价你。我自己并不在乎他人对我的批评，这件事发生的过程中，我都是这么做的。2003年以前，老板跟我谈调任的事，并要我通知一个助手接任我的职位。因此无论什么时候，只要有事情发生，我都会给他打电话，询问他的看法，因为我想培养他。这件事对他来说也是有帮助的。站在我们的立场上，我们应该学会说“不”，也应该知道如何采用灵活的方式来解决问题：你必须作出让步，不能再犯同样的错误。我已经在国际市场上历练了三、四年，但还没有与国外管理者产生过这样的冲突。虽然CEO到那里作商务旅行时，他们常常抱怨我们，而我们总是为自己辩护，但从没陷入到这样的冲突当中过。通过这个事件，我让市场部和我的自己的部门明白：我们可以对他们说“不”。

Level 3: Matching resources. Gets the right resources in place to build capability. Thinks carefully about the requirements of the job, diagnoses specific problems, and identifies the qualifications or characteristics of the person to find the most effective person for the job. OR, redesigns the job,(responsibilities, tasks, etc.)around the person, so the job matches the person and they are able to be most effective.层级三：匹配资源

 获取恰当的资源进行能力建设。

 考虑职位需求、诊断问题、了解个人特长，为岗位找到最适当的资源。

 或者根据个人的特点来重新设计岗位（包括职责、任务等），以便相互进行完美的匹配，使岗位任职者可以最大程度地发挥自己的水平。Example: The product manager had was very smart and could cooperate with his colleagues quite well.The cadre of his kind was needed in the early stage when the department was founded.But he also presented his weakness on handling services and identifying product directions.And he showed insufficient aggressiveness or initiatives at work.For example, he seldom took initiative to do a thing unless either I or the product supervisor pushed him.So by the end of 2002, I began to look out for another person to replace his position.Through the conversations with some people from my surrounding departments, I got an idea to see if there was one among my subordinates fit for the position.I hoped to have the most aggressive person be the new product manager.So I consciously observed who was capable of being the head.I indeed showed great cautions during the observation process.Then someone recommended to me a person with the skills required.He was in charge of a small product line.I came to worry whether he could manage a much larger product line well.So I first transferred him to the department as the assistant of the original product manager, and observed his performance for some time.I forwarded some tasks on him to see whether he could fulfill perfectly.Frequently changing a head would surely bring a lot of negative effects to the organization.After he was settled, I asked him and his manager to allocate their jobs respectively.The new manager was assigned to concentrate on exploring overseas markets.After a period of operations, we did find that he performed better than the original head both in internal management and project operations.So I decided to promote him to be the new project manager by early 2004.范例：

产品经理非常聪明，能很好地与他的同事合作。在部门建立的早期阶段，需要他这种类型的干部，但同时也暴露了他在处理服务和定位产品方向方面的缺陷。工作上，表现为侵略心不够或主动性不强。例如，他很少主动去做一件事情，除非我或者产品主管人逼迫他做。因此，在2002年底，我开始寻找另外一个人来替代他。通过与周围部门一些人的谈话，我打算从下属中挑选一个适合该职位的人。由于希望那个侵略心最强的人作新的产品经理，我有意识地观察谁能胜任这个位置。确实，我在整个观察 过程当中非常的小心。然后，有人向我推荐说某人具备需要的能力，他是负责一个小的产品线的。我开始担心他是否能够很好的管理一个大的产品线。因此，首先我把他调到产品部做原来产品经理的助手，对他的表现观察了一段时间。我给他一些任务看他能否完美地完成。领导换的太频繁肯定会给组织带来一些负面的影响。安排好他之后，我让他还有他的经理分别分配他们的工作。指派新任经理集中开发海外市场。一段之间的运行之后，我们确实发现，不管是在内部的管理上还是在项目的运行上，他的表现都比原来的那个要好。因此，2004年初，我决定提升他为新一任产品经理。Level 4: Redesigns structures and processes and builds commitment for lasting improvement  Uses organizational design and processes, such as building cross-functional teams, to improve organizational capability(e.g., improve efficiency). Builds commitment to the redesign with the people who will be direct reports, often by facilitating open discussion, by listening to and addressing the concerns of those who will be affected.层级四：进行组织或流程的重新设计，以持续提升绩效。

 进行组织、系统或流程重整，建立跨部门团队，以提升组织的能力或效率。

 使员工形成对组织重组的承诺，比如展开公开的研讨，听取那些可能受到影响的员工的担心并作出回应。Example: We had several considerations at that time.One of the problems about the original wireless department was that the core network and base station were in the same R&D department and the base station development were in the charge of personnel came from the core network research and development department.Huawei had been engaging in switches and most managers had been engage in the development of switches and had seniority.They had been working on base stations.But base station is far different from switch.Therefore, I wanted to separate the base station R&D department from the core network R&D department and established the base station R&D department as a specialized department.In the future, we must view personal cultivation, team construction and capability improvement from the point of the base station.In addition, I move the resources development headquarter to Shanghai because all personnel of our resources development department were in Shanghai, they moved to Shanghai from Shenzhen before.We set the headquarter of our base station R&D department in Shanghai, and move some personnel to Shanghai to supervise Shenzhen, that is our concept about extended site.Outside is outside, not inside.We set our the headquarter of the base station R&D department in Shanghai, and supervise Shenzhen from Shanghai, then Shenzhen becomes its extended site.范例：

那时我们有几件事情要考虑。其中的一个关于原无线部门的问题是，核心网络和基站在同一个研发部，且基站的开发由一个来自核心网络研发部的人负责。华为已经参与到交换机中，大部分经理也都参与到交换机的发展中并且有一定的资历。他们都曾做过基站，但基站于交换机区别很大。因此，我想把基站的研发部从核心网络的研发部中分离出来，使基站研发部成为一个专业化的部门。将来，我们必须站在基站的角度上重新审视人事培养、团队构建以及能力的提高。此外，我把资源发展总部迁到上海，因为我们资发部的所有人员在上海，他们是以前从深圳迁到上海的。我们把基站研发部总部设在上海，调一些人员到上海以检查深圳方面的情况，这就是我们关于延伸站点的概念。外部就是外部，不是内部。我们把基站总部设在上海，从上海监督深圳的工作，那么深圳就变成了一个延伸的站点。

This was our first idea.The second idea was, traditionally we set the test department in the organizational structure of the R&D, and the test department was integrated with the R&D department.When establishing the wireless product lines we had pointed out that our test department should be subordinate to the company.But the test department did not want to give up the wireless test department.They wanted to maintain a big test department.But we insisted on our opinion, and we reached common understanding soon.We debated the test department at a meeting.The test department did not want to split the system big test department and we insisted our opinion.I told them why I wanted to take back the test department, and why it should not be put in the big testing system.I said we were developing the wireless product line but the testing was in your control.The test department should work with the R&D department.The test department was out of the control of the wireless product line, which was broken line management.I said things needed to be changed.The big test department thought it was not easy to form a big test department.There had been a stable team.If the wireless testing team was separated, there might be problem such as the team would become unstable.I promised that if the wireless test department was moved to the wireless product line, there would not be any problem about unstableness, further more, it could increase their sense of belonging, because their target was in consistency with that of the wireless product line.It was very clear that the test department should work together with their respective product lines.这是我们的第一个概念。第二个概念，传统上我们把测试部放在研发部的组织结构内，测试部与研发部是一个整体。在确定无线电产品线时，我们已指出，测试部应该是公司的下级部门。但测试部不想放弃无线检验部，他们想维持一个大的测试部。但我们坚持自己的观点，很快就达成了共识。在一个会议上与测试部辩论，测试部不想分解大测试部体制，我们坚持要分。我告诉他们收回测试部的原因，以及为什么它不应该被放在大测试体系中，我说我们要发展无线产品线，但测试却要受你们的控制，测试部应该与研发部一起工作。测试部不受无线产品线的控制，这破坏了管理的规则。事情需要改变，大测试部说，建立一个这么大的部门很不容易，他们曾是一个稳定的集体，如果无线测试部被分离出去，可能会出现一些诸如团队变得不稳定等问题。我许诺说，如果无线测试部迁到无线产品部，将不存在任何与不稳定有关的问题。另外，这将增强他们的归属感，因为他们的目标是与无线产品线一致。很明显，测试部应该与各自的产品线一起工作。

When the wireless product lines was first established, it needed to set an complete organizational structure, so we took a section from this functional department and another from another functional departments.As it is an experiment in the wireless product line, we need to specify section by section.At that time we held many meetings to discuss.In such a condition, we got a place for discussion.Most people wanted to place the test department and the R&D department together, but we insisted that the test department should be an independent department.I cannot accept that the test department was subordinate to the R&D department, because the function of the test department is to measure goodness or badness of the products developed by the R&D department.It could find out how many problems you had.If the test department was subordinate to the R&D supervisor, it could not be an organization that could or dare to express opinions.无线产品线起初确立时，需要建立一个完整的组织结构，因此我们从这个职能部要一部分，从那个职能部要一部分。由于这是无线产品线所做的一个尝试，我们需要逐个部门做详细说明。那时，我们举办了很多次会议来讨论，在这种情况下，我们有了一个地方供讨论。大多数人想把测试部和研发部放在一起，但我们坚持说，测试部应该是一个独立的部门，测试部变成研发部的下级部门，我无法接受。这是因为测试部的功能是测试研发部研发出来的产品的优劣的，它能发现你们有多少问题。如果测试部隶属于研发部的管理者，它就不会成为一个能够或者敢于表达自己观点的组织。

If the test department became an independent organization, it might dare to express a fair opinion on the quality of the product developed by the R&D department, so that I could know what the problems were.If the R&D department did not do well and the test department did not point it out, then we could not be aware of how about the products.The test department should stand in a fair position and make test and transfer the test results to senior management.If so, the test department would promote the whole research and development.In addition, an independent test department benefits the stableness and construction of the test personnel team.Testing team was unstable, everyone wants to make research and development because their thought testing was boring.Comparatively testing is lack of creativeness, isn‟t it? But if the test department becomes an independent department, it can develop its own team and capability according to its development.Therefore, we said anyhow it was an experiment.如果测试部是一个独立的组织，它可能敢于对研发部研制出来的产品的质量做出公正的评估，我可以通过这个知道问题在哪儿；如果研发部做得不好，测试部没有指出来，那么我们就不可能知道自己的产品怎么样。测试部应该站在一个公正的位置上作测试，并将测试结果传递到高级管理部门。做到了这一点，测试部将推动整体的研究和发展前进。另外，一个独立的测试部有利于人事测试队伍的稳定和构建。测试团队不稳定，每个人都想做研发，因为他们认为测试的过程很乏味。相对来说，测试工作缺少创造性，不是吗？但是如果测试部变成一个独立的部门，它就可以按照发展的需要来发展自己的团队和能力。因此，我们认为，不管怎么样，这都是一个尝试。Cross-functional Collaboration跨部门合作

Definition:定义

The ability and willingness to collaborate, to offer support and to gain commitment, in order to create end-to-end solutions.是一种为了形成端到端解决方案而愿意与其它团队合作、提供支持性帮助并获取其他部门承诺的行为特征。Dimensions:纬度

 Degree of effort needed to reach a solution beneficial to Huawei rather than to the separate departments within Huawei  需要在华为内部团队之间达成解决方案的努力程度，这里的解决方案不是只对华为的某个部门有利，而是对整个华为有利 Discussion:讨论

Cross-functional Collaboration is the ability to see beyond the confines and interests of one‟s own function or department and to act on that vision to create end-to-end communication and solutions.In any complex organization that is trying to create end-to-end solutions, many cross-departmental or cross-functional difficulties arise: disagreements, failures of communication and coordination, conflicts of interest.Cross-functional Collaboration, while a difficult competency to acquire and use, is essential to the smooth resolution of the many difficulties that arise.Sometimes the individual or the department must trust that acting in the interests of the enterprise as a whole will benefit everyone, even though at the time the most beneficial resolution may, in the short term, run against the apparent interests of the individual or department.跨部门合作是一种能力，这种能力使得一个人能超越界线及个人自身或部门的利益采取行动，以形成端到端的交流和解决方案。任何组织，只要试图形成端到端解决方案，就会产生很多跨部门或跨职能难题：意见不统一，交流协作失败，利益冲突。跨部门合作是一种很难掌握和应用的素质，对顺利解决产生的这些难题，是很关键的。有时候，个体或部门必须相信为了企业的整体利益行动将使每个人都获益。即便是从短期来看，大部分有利的解决方案与个体或本部门的利益相悖。How it relates to other competencies:与其他素质的联系

Cross-functional Collaboration is supported by the following competencies(though none are sufficient to create collaboration, which requires a special attitude in addition to supporting competencies):  Understanding Others, to listen attentively and deeply to other functions‟ concerns and interests. Information Seeking, to seek out information to help understand the other functions or to find beneficial resolutions. Impact and Influence, to express one‟s own function‟s concerns and interests effectively. Commitment to Huawei at the highest levels, to put the interests of the entire enterprise first. Drive for Results and/or Strategic Thinking, to guide and focus the resolutions of difficulties.Cross-functional Collaboration may often be required in order to support the end-to-end solutions that customers need(Customer Focus)or that are necessary to realize external partnerships(Partnering).Cross-functional Collaboration is needed to broaden the subject matter for Strategic Thinking, moving it from one‟s own immediate function or department into taking the wider enterprise into account.The frequent cross-functional career moves seen at Huawei ought to facilitate cross-functional collaboration, because people have experience in other departments, which should help them understand the other function‟s concerns and perspective, although this benefit is not apparent in the data.跨部门合作受以下素质的支持（虽然这些素质不足于形成合作。因为除了辅助性素质之外，形成合作还需要一种特殊的态度。）

 理解他人，注意听取其他部门的顾虑和利益。

 发现信息，挑出那些有助于理解其他部门或找到有益的解决方案的信息。 施加影响，实际地表达某人自己部门的担忧和利益。 最高度的献身华为，把整个企业的利益放在第一位。 结果导向和（或）战略思维，引导并关注困难的解决。

为支持客户需要（关注客户）的端到端解决方案，或为实现外部的伙伴关系（建立伙伴关系），通常需要跨部门合作能力。跨部门合作对扩展战略思维的主要内容也是必要的，从只考虑个人自身短暂的职能或部门到考虑整个企业。华为内部频繁的跨部门职业流动应该有助于跨部门合作。因为在其他部门有工作经验的人员，应该会帮助他们理解那些部门的忧虑和观察问题的视角，不过这种好处在数据中还没有反映。

Level 1: Respects Others  Respects and gives people from other departments opportunity to express their ideas freely. Takes initiative to contribute own ideas and perspectives to other departments in order to reach consensus.层级一：尊重他人

 尊重并给予他人发表不同观点的机会和权利。

 在合作中主动贡献自己的观点，以便尽快达成共识。Example: I was proud that I collected everyone‟s suggestions and ideas to solve any problems.I kept holding meetings to discuss with others no matter how late the meeting was.Next I said actually my technical specialty and advantages had been lost for too many years of management work.We had many young comrades, who were more expert and advantageous than me in this aspect.We should respect them and listen to their opinions during discussions.We could rely on their opinions to make decisions and reach agreement very quickly.They had very strong technical advantages, which should be brought into full play.We also had professional experts, who were clear about failure cases.If you didn‟t know much about technologies, you should listen to others‟ ideals.范例：

由于收集了每一个人的建议和想法来解决一些问题，我感到很骄傲。不管会议开到多晚，我都坚持开会来与他人讨论问题。下面我要说的是，实际上，太多年的管理工作使得我技术上的特长和优势全部失去。我们有许多年轻的同志，他们在这方面比我有优势，技术性更强。在讨论过程中，我们应该尊重并倾听他们的意见。我们可以依靠他们的想法作决定，并很快达成一致。他们有很强的技术优势，应加以充分利用。我们也有职业专家，他们对失败案例很清楚。如果对技术知道的不多，你应该听听他们的想法。

Level 2: Deals with conflicts  Is open when conflicts arise between departments and is willing to compromise in order to come up with the best solutions.层级二：处理冲突

 在发生冲突的时候能坦诚相见，为获取最佳方案愿意做出妥协。

Example: Every time at the meeting the minister of the service software section would quarrel hotly with the software manager of the fixed network department.He even slammed the table.I remember clearly at one meeting, I was late when I arrived there.They arranged this meeting in this way: first one side presented a plan about how to conduct the switchover, for we had requirements for this part, according to the modules you had were made by which platforms and would be made by products in the future and how to divide the personnel.They had made the slides and determined everything.But the person from the product department was very dissatisfied with it.So he quarreled and argued saying this personnel division was not reasonable and the quality of some people was very low.I listened first of all to the plan that was laid out, because it couldn‟t be satisfactory to all sides.He also knew some people would disagree but I encouraged him to explain it and let us see the positive points in it.I calmed him down and asked about his consideration for the fixed network.He said he had made it clear that he needed some experts.Without them, he would not use their platform.If so, then their work would be in vain.So after they gave their reasons, I asked them to seek some common ground and relax the atmosphere.Then they asked me what to do and enquired my attitude regarding it.I said this negotiation was between you, I could not make the decision for you, and otherwise I should take the responsibility if any problem arose.Secondly, we had two principles.One was for the platform department.They needed more people, otherwise they couldn‟t meet your requirement and you still would suffer from losses;the product department wanted more experts to implement the system.We all agreed on that.Then we should nail down the candidates.Originally he had three men in a project group and the other had 5.Well, the good and the poor were separated.So we re-arranged the list.We listed 5 people‟s name on the blackboard.We were familiar with them, who were the experts and who were common engineers.Okay the experts should be evenly divided;so should the common engineers but more could be assigned to the platform department.In this way, they coordinated with each other and in one and half an hour, the job was done.范例：

每次开会，软件服务部部长都会跟硬件网络部的软件经理发生激烈争吵，甚至会敲桌子。很清楚地记得有次会议，我到的有点晚。他们的会议是这么安排的：首先，一方陈述一份关于如何生产交换机及如何分配人员的计划表。因为我们对这一部份有要求，根据模块是用哪一个平台做的，将来会做成产品。他们准备好了幻灯片，安排好一切。但产品部的那个人却非常不满，他争辩说人事分配不合理，有些人的素质很低。由于计划不可能使所有方面都满意，他也知道会有人不同意，我想先听听他们设计的计划表，就鼓励他给我们讲解一下，好让我们知道其中的优势。我使他镇静下来，询问关于硬件网络他是怎么考虑的。他说自己已经表示的很清楚——需要一些专家，没有这些专家，他将不能使用他们的平台，他所作的工作是徒劳。提出自己的原因之后，我要他们找出共同点以缓和气氛。接着，他们问下面要做什么，并询问我对计划的态度。我说谈判是你们之间的谈判，我不能为你们做决定。否则，我反而要为产生的任何问题负责。其次，我们有两个原则：一，对于平台部来说，他们需要更多的人，否则就不能满足你们的要求，你们将会继续遭受损失。产品部想要更多的专家以实施系统，我们完全同意。之后，我们应公布候选人名单。起初，他在一个项目组分三个人，另外一个分五人。然而，好的跟差的分开了。所以我们重新安排了名单，将五个人的名字列在黑板上。谁是专家，谁是普通的工程师，我们很清楚。专家应该均匀分配，普通的工程师也应该这样分，但普通工程师可以多给平台部分配一些。他们用这种方式相互合作，一个半小时之后，工作完成。Level 3: Looks for Win-Win solutions  Cooperates with other teams by offering and deploying own resources to come up with win-win solutions that satisfy the needs of both departments.层级三：寻找双赢

 在跨部门的团队合作中，能够动用自身资源，积极配合其他部门工作，寻找可以满足两个部门之间需求的双赢的解决方案。

Example: I just wanted to tell the facts to him.He made some explanations at the beginning, but it was useless to me.Then, we set out some principles to be followed in the future.Firstly, he allowed us to join the project at once.Then we felt we should be more realistic.I said I would accept his contribution, and if I adopted his accomplishment in my future work, I would make it clear to everyone that it was his success.We just inherited it and wouldn‟t take his credit.Secondly, when our power was relatively weak, he could preside over our work.However, if we were powerful enough, he should return the entitlement to us.Thirdly, we hoped we could make an agreement that he would cooperate with the Financial Department, and preside over them according to our arrangement, on setting out an internal-control system and inspecting CSA.First, you can see that I was angry.They changed their ideas for many times.I didn‟t like this.Second, I felt they were not sincere and frank.I was less careful about problems than sincerity.Third, I was reluctant to hear explanations.He made excuses whenever I said something.But for this event, I also criticized my department during the course.Any conflict must involve both parties.So, I said: “For our party, we should be more active.If we are assigned to one task and lack active attitude, accomplishment of such task will finally owe to the other department.Why should we need their assistance?” I said this directly to my subordinate in the meeting, and at the same time, I also said to the others in the junior meeting.I said my words didn‟t mean we have individual problems.My purpose was to make us cooperate well in our work.In addition, I said we were not perfect in the cooperation.First, we were not active enough.Second, our capabilities were not strong.I heard that some personnel took part in the project group, but had no personal idea and couldn‟t take the responsibilities.So, we should improve ourselves in this aspect.I also hoped they could give me some suggestions and supports.The frozen atmosphere at the beginning turned to be peaceful at the end of our communication.范例：

我只想告诉他事实，他起初做了一些解释，但对我来说毫无意义。然后，我们确定了将来遵循的一些原则。首先，他允许我们立刻参与项目，之后，我们都觉得应该更现实一点。我说我将接受他的成果，如果我在将来的工作中采纳了他的成果，我会让每个人都清楚，那是他的成功。我们继承的是他的成果而不是他的荣誉。其次，当我们的能力相对薄弱时，他可以主持我们的工作。然而，如果我们的能力足够的强，他应该把权力交还给我们。再次，我希望我们能够达成一致：他应该与财政部门合作，并根据我们的安排主持财政部门的工作，展示一个内部控制系统和检查CSA的工作。首先，你看到我很生气。他们多次改变想法。我不喜欢这样。第二，我感觉他们并不是真诚和坦白的。与问题相比，我更注重真诚。第三，听到解释时我很难处理，无论我说什么他总是找借口。

但在这一事件中，我也批评了我部门的员工。任何的冲突总是牵涉两个团队。因此，我说：“对于我们的团队，我们应该更积极一些。如果我们被指派了一项任务但却缺乏积极的态度，这一任务的完成最后将归功于其他部门。为什么我们要他们的援助呢？”我在会上直接对我的下属们说了这些，同时，我也在初级员工的会上说了这些话。我说我的话不意味着我们有个人问题。我的目的是使我们在工作中合作好。另外，我说我们在合作过程中做得并不好。首先，我们不够积极；第二，我们的能力不够强。我听说有些人参加了项目组，但没有自己的想法，也不能承担起相应的责任。因此，我们应该在这方面提高自己。我也希望他们给我一些建议和支持。在开始时紧张的气氛到了我们交流的后期变得平和起来。

Level 4: Maximizes the integrated benefit for the enterprise  Takes a long-term perspective to motivate the disagreements or conflicts between teams. Makes sacrifices of his team to maximize the integrated benefit for the enterprise.层级四：整体利益最大化

 从长远利益出发来解决团队间的争执或冲突。 牺牲团队利益来实现整体利益最大化。Example: I was one of the project members, belonging to high-ranking support, so to speak.I did two things: I held a meeting and prepared a summary on how to hold a project analysis meeting, to popularize the mode.I gave the summary to the team members in the Customer Group Management Office, DMSMC.You could not expect that the mode would be popularized in one stroke, no;hindrance would come from each person.But the market law is merciless;there is only 0 or 1;you either win over a contract or lose orders.In case of sharing a project, either you get more or I get more.If you want to win in the market, you should solve whatever problems arise before it is too late, say, when the contract is won over by others.At some of these meetings, some participants felt embarrassed as the atmosphere was getting a bit too outright.Take the product solutions for instance.Someone in charge of the customers told the guy in charge of solutions: You think your solutions are good, but the customers say they are not persuasive.In this case, dispute was inevitable.I let the guy associated with marketing finish his opinions and I demanded that the solutions be shown to us all, and some problems were really found.He was asked to make modification, of course.Finally, the solutions became very satisfactory indeed.I let the guy from marketing finish his words because I thought that any opinion from the customer must be treated with care.To lose a project would not be something for one person only, it involves us all.I told them that we must cooperate as well as a team of football players, if we were to win.范例：

我是这个项目组的一名成员，属于高级支持，可以这么说。我做了两件事情：我举行了一个会议并准备了一个关于怎样开项目分析会的摘要，以普及这种模式。我把这个摘要发给顾客管理办公室（DMSMC）的每一个成员，你不能期望这种模式能够在一次努力后就普及，不能；从每个人那都会产生障碍。但是市场规则是无情的；这只能是0或1；你或者赢得一个合同，或者丢掉订单。在共享一个项目时，或者是你得到更多，或者是我得到的更多。如果你想在市场中获胜，你应该在事情变得太迟即对手赢得合同之前解决任何出现的问题，在一些这样的会议上，当气氛变得有点太直率时，有的与会者感到困窘。以产品解决方案为例，负责客户的人告诉负责产品解决方案的人，你认为你的解决方案很好，可是客户说他们是不那么容易被说服的。在这种情况，争论是必然的。我让负责市场的人结束他的观点，并决定让他们把解决方案演示给大家，真的发现了一些问题。当然，于是要求他做出修改。

最后，解决方案实际上已经非常令人满意。我让负责市场的人结束他的话，是因为我想任何从顾客那里来的观点都应该认真对待。丢掉一个项目对一个单独的个人并没有什么大不了的，但他影响了我们所有的人。我告诉他们，如果我们想赢得话，我们必须象一队足球运动员那样合作。Building Individual Capability Cluster构建个人能力素质群

Drive for Results结果导向

Definition:定义

Focused attention on the goals and activities that will bring the most net benefit to Huawei with regard to efficiency and improved performance.是一种关注于最终目标，并关注可以为华为带来最大利益的行动的行为特征。Dimension:纬度

 Level of challenge and of benefit for performance  挑战及表现所带来的利益程度 Discussion:讨论

Drive for Results reflects the leader‟s ability to „think like a business person‟, to consider the business and especially the financial implications of decisions and to maintain their own and their team‟s focus on the goals and decisions that will bring the most net benefit to the organization.Drive for Results includes both a personal drive to make things better in measurable, quantitative ways, and the specific thoughts and considerations that make this possible in a business setting.结果导向反映了领导“象商人一样思考”的能力，考虑这一笔买卖尤其是决定的财政上的意义，以支持他们自己和他们的团队关注于目标和决定将给企业带来最大的净利润。结果导向包括一个人使事情在可测量性上及定量上变得更好，也包括特殊想法和考虑使这在生意场上称为可能。

How it relates to other competencies and skills:与其它能力和技巧的关系

 Business Acumen, the knowledge of business concepts(Return on Investment, net profit, and other financial measures), and of business practices and market realities supports Drive for Results and shapes the underlying drive for excellence into a specifically business-results oriented competency. 商业敏锐，商业概念的知识（投入的回报，净利润，和其他的财政指标），商业实践和真实的市场 的知识支持结果驱动，并影响潜在的成就驱动力，使之变成商业结果导向的素质。

Drive for Results should shape and be a part of virtually all of the leader‟s decisions-whether it is how to make the organization better(Building Organizational Capability), how to support the customer‟s business(Customer Focus), which strategic choice to make(Strategic Thinking), or what partnerships to form, and on what terms(Partnering

结果导向应该指导并几乎是所有领导者所做的决定的一部分；无论是如何使组织变得更好（塑造组织能力），如何支持客户的业务（客户导向），做出那一个战略性选择（战略思维），或是在什么条件下，形成什么样的伙伴关系（建立伙伴关系），等。

Level 1: Does things better  Meets a performance target in a quicker or more efficient way

层级一：把事情做得更好

 用更快更有效的方法达到业务目标 Example: At the beginning of the product development, our human resources were very limited, so under this condition I adopted a shared platform design for the product development.I was the first person initiating the idea of “shared platform” at that time.Fewer people are needed in the shared platform so our performance improved.This was a great turning point for me as the group could share resources.范例：

在产品开发的开始，我们的人力资源很有限，因此在这种条件下我采用一个为产品开发设计的共享的平台。在那时候，我是开始“共享平台”这个想法的第一个人。通过这种共享平台，只需要很少的几个人，因此，我们的效率提高。对我来说，这是一个巨大的转折点，因为团队可以共享资源。Level 2: Sets and meets challenges  Seeks out or sets challenging but realistic goals.层级二：设定并实现挑战

 主动设定并完成有难度但可实现的目标 Example: I talked with him and he agreed to invest more resources.I asked the project leader to report to one of my colleagues for resources.I told them that they must accomplish it in 2005.I believed they could do it.But the pressure in the first half of that year would be great.I set a goal for everyone in the department in the New Year greetings at the end of the year.范例：

我与他谈了之后，他同意投入更多的资源。我请项目领导对我的一个同事关于资源进行汇报。我告诉他们，必须在2005年内完成。我相信他们可以做到这一点。但是前半年，压力会非常大。在年末的新年庆祝会上，我给这个部门的每个人设立了一个目标。

Level 3: Makes Cost-Benefit Analyses  Based on calculated input and output, makes decisions and takes actions to maximize the return for Huawei.层级三：作出成本/效益分析

 在仔细权衡投入和产出后，作出决定，采取行动使组织获得最大利益

Example: Next I was concerned about the product‟s profit-making capability in a short term as well as in a long term.I just wanted to see how much loss we might suffer in a short time and if there was any means to reduce the loss.On the other hand, did the adverse situation continue? Probably, because we were only a marketing department and many other supportive departments were also involved.Things were up to the whole company, instead of my unit alone.R&D said that the technical scheme was mature and the demands for this service were large.They were willing to sacrifice some profits and bear the possible loss;but the loss would be too large.They were also very upset for the price of the terminal, which cannot be lowered.Therefore they hoped that some measures could be taken to lower the price of the materials going into the terminal.But the procurement department said it was impossible for the supply was also problematic.You just couldn‟t get the necessary components even if you offer a high price.This quantity might be the largest one in the world.So it was hard for the supply link.I was very surprised at the very beginning at the news that the price couldn‟t be lowered, but I was eager to know what would become of the situation 3 months later, because I knew from the very beginning about the loss of profits.It would determine whether this situation would continue.Besides, what was our profit-gaining point? Was it worth promoting? I had to judge all these because I would have to be responsible for the marketing.I should be clear about the costs of my own products.范例：

下一步，我关心的是产品创造效益的能力，无论是短期还是长期。我想看到在短期内我们必须承受多少损失，是否有减少损失的方法。另一方面，这种不利局面持续没有？或许，因为我们仅仅是一个市场部而其他支持部门也卷入近来。是整个公司在从事这个事情，而不是我的部门单独在做。研发部说技术方案已经成熟，对这种服务的需求很大。他们愿意牺牲一些利益和忍受可能的损失；但是损失会太大。他们也因为终端的价格无法降低而心烦。因此，他们希望能采用一些办法来降低终端所使用的材料的价格。但采购部门说，这是不可能的，因为供应也有问题。你即使出高价也无法买到必须的部件。因为数量可能是世界上最大的，所以对供应环节来说很难。在最初的时候，听到价格无法降低我很惊奇，但我盼望知道3个月后的情况会是什么样子，因为我从最开始就知道关于利润的损失。它将决定这种情形是否会继续下去。除此之外，我们的利润产生点在哪里？值得我们继续推广么？因为我必须对市场营销负责，我不得不判断所有这些。我必须清楚我自己产品的成本。Level 4: Takes Calculated Entrepreneurial Risks  Commits significant resources and/or time(in the face of uncertainty)to increase benefits in the long term.层级四：敢于冒险

 为了提高效益，在不确定的情况下，敢于投入相当数量的人力、物力和财力。

Example: I believe, in the past two years, the most important thing that I did – it might be the most risky one, but also the most beneficial one – is what I did for the whole service system, and it was called service innovation.At that time, the company obtained much benefits from its services, and we hoped we could gain more profits through our services.The company was short of personnel, as it did not recruit new people for the past several years.Therefore, part of the service innovation was an organization adjustment to realize the specialization and definite divisions and responsibilities of the staff.We hoped to improve the personnel efficiency.Benefit and efficiency were the two targets of this innovation.We used to stress the quality only, but ignored other factors, including the efficiency.At that time, the company could not progress.When the market thrived, the resources were limited obviously, so we did several things, hoping to change the conditions.One of them is to reduce the cost.For all the projects, we spent RMB500-RMB600 million on the outsourcing, whose price was too high at that time under the planned economy.We had approximately one hundred cooperation units, including many clients and relative units.I reclaimed all the assets to send and invite public biddings again.Then the price declined about 40%.This action was large enough to undoubtedly exert great influences on us.I also implemented a structure reclassification.This structure was divided based on product before.For the service, I have several kinds of big services: the first one is engineering.It means to do projects, that is, to perform installations for the customers.The second one is technique supports, which means customer feedbacks.The third one is training.The last one is service sales, which means to sell the services.We used to take charge of each product independently.The management of wireless field, switch field and transmission field was separated.The staff in this field was responsible for all the relevant events.When he was doing a project, someone called him to repair a.Then the others were going to sell services, he had to negotiate with the clients on the price.In a word, one person took charge of anything, resulting in bad results.Even when the money was not received, the client still was unsatisfied.This kind of things could easily hurt the feelings of both parties.The disorder forced me to divide the fields, namely, all the product projects, product supports and the sales into four centers.This took one year, and a lot of work, but the performance improved dramatically.Totally, the cost is reduced, especially, in this year.Only the cooperation cost was reduced one or two hundred million at that time.In fact, before doing this thing, I was prepared for criticisms.However, I still decided to go on when others were hesitated due to the great risk.It is so large an action that no one wanted to deal with it.But I thought, if we did not carry out the innovation, we would get failure.The cost was so high that the company could not support it.范例：

我相信，在过去的两年里，我所做的最重要的事情——也可能是最冒险的事情，但也是最有益的事情——就是我所做的关于整个服务系统的工作，称作服务创新。在那时，公司通过服务获得了大量的益处，我们希望能够通过服务系统获得更多。公司缺少人员，因为在过去的几年里没有招收新人。因此，服务创新中有一部分是一种组织结构的调整，以实现团队的专门化和明确的分工及责任。我们希望提高个人效率。利益和效率是这一创新的两大目标。我们一般强调品质而忽略其他因素，包括效率。那时候，公司无法进步。当市场繁荣时，资源明显缺乏，因此，我们做了几件事情，希望改变这种情况。其中之一是减少成本。对所有的项目，我们要花500万到600万人民币用于外部采购，在那个计划经济的时代，价格实在是太高了。我们有将近100家合作单位，其中包括一些顾客和关系单位。我宣布所有的物资采购要重新进行公开招标。这样，价格下降了大约40%。这一行动无疑对我们发挥了巨大的影响。我还实施

了一种结构化的分类。这种结构基于以前的产品分类。就服务而言，有几个大的分类：第一个是工程，指做项目。即为客户进行安装实施。第二个是技术支持，指顾客反馈。第三个是培训。最后一个是服务的销售，即我们在卖服务。我们习惯于分别管理各种产品。无线领域、交换领域和传输领域的产品都是分开的。本领域的职员对所有的相关事件负有责任。当他在做一个项目的时候，有人叫它去修理一台机器，然后另一个人要卖服务，他又不得不去与顾客就价格问题进行谈判。一句话，一个人对所有的事情负责，导致了不良的后果。即使是我们还没有收到钱，顾客仍然不满意。这种事情很容易伤害双方的感情。这种无序状态迫使我把这些领域即所有的产品项目，产品支持和销售划分成四个中心。这花了一年时间，做了许多的工作，但性能提高的非常显著。总之，成本降低了，尤其是在这一年。那时，仅协作费用就降低了100到200万。实际上，在做这件事情之前，我做好了接受批评的准备。这个行动大得无人愿意去涉及。但我想，如果我们不实行创新，我们就会失败，因为成本高得公司已经无法承受。

Commitment to Huawei献身华为

Definition:定义

The ability and willingness to take on any task or challenge that supports Huawei‟s needs and goals.为了支持华为公司的发展需要和目标，愿意并能够承担任何职责和挑战的行为特征。Dimensions:纬度

Degree of commitment being exhibited in support of Huawei 为了支持华为公司所表现出来的献身程度。Discussion:讨论

Commitment to Huawei is the tendency to dedicate one‟s thoughts and energies to Huawei, showing loyalty and dedication to the enterprise, feeling pride in being a part of the organization, and even personal identification with the organization.At Huawei, commitment is often expressed in a unique manner, by the willingness to take on a job or role for which one feels unprepared, simply because the company needs the job done.Commitment is partly a characteristic of the individual, but it can be elicited or discouraged by the organization itself.Commitment is facilitated when there is alignment between the individual‟s values and those values expressed and realized by the organization.Commitment is based on the alignment between the individual‟s personal Integrity and the organization.The individual‟s Integrity promotes basic loyalty to the organization, acting in appropriate ways to support the organization, and resisting behavior that might undermine the organization.The individual‟s personal Integrity also sets ethical boundaries around the higher levels of commitment to the organization, ensuring that the leader does not let their enthusiasm for the organization lead them into un-ethical behavior on behalf of the organization(which would eventually have negative repercussions for the organization).献身华为是把个人的思想和精力致力于华为，对企业显示忠诚和奉献，为作为企业的一分子而骄傲，甚至视个人与企业为一体。在华为，献身经常体现为一种独特的方式，即乐于接受一项个人认为没有准备好的工作或任务，而这仅仅因为公司需要人来完成这项工作。

献身是个人的部分特征，但是，它可以由企业本身来引起或使之丧失。当个人价值与由企业表现或实现的价值形成一致时，献身行为得到促进。献身行为基于个人正直和企业两者之间的一致。个人正直促进了对企业的基本忠诚，以适当的方式支持着企业，并反对破坏企业的行为。围绕着对企业的更高层面的献身行为，个人正直具有伦理上的边界，保证领导者不会使他们对企业的热情而为企业作出不道德的行为（这种不道德的行为终究会对企业造成负面的影响）。How it relates to other competencies:与其它能力的关联

Commitment to Huawei enhances the leader‟s credibility by creating consistency between the values the leader talks about, the actions the leader takes and the values and actions of the organization and its highest leadership.In this way, the leader‟s own Commitment to the

Organization supports Inspiring Leadership, and also inspires the team‟s own commitment to the organization.Commitment to Huawei is also a necessary foundation for Cross Functional Collaboration, promoting the leader‟s focus on what is good for the wider organization.献身华为，通过领导谈论的价值和行动，及与组织价值和行动以及其最高的领导权的价值和行动的一直性，而增强领导者的可信度。这样，领导者的华为献身素质会支持鼓舞型领导素质，也鼓舞团队人员对企业的奉献。

献身华为也是跨部门合作素质的基础，促使领导关注什么才是对更大的组织有益。Level 1: Tries to Fit In  Respects the ways things are done in Huawei, and does what is expected.层级一：主动融入组织

 尊重华为的传统习惯做法，做符合期望的事情。

Example: I called on several persons especially to witness signature of the contract.Finally, my boss called and yelled at me.He forced me to sign the contract.I persisted in rejecting the contract.But in the end I signed the contract because that is what Huawei wanted.范例：

我拜访了几个人，尤其是曾目睹合同签署的人。后来，我的老板给我打电话并对我吼了一通。他强迫我签这个合同。我坚持拒绝合同，但最后我还是签署了因为这是华为想要你做的事情。

Level 2: Promotes Huawei’s image

 Respects and accepts what Huawei sees as important. Expresses pride, pleasure, and/or dedication about being part of Huawei. Promotes and/or defends Huawei‟s reputation with outsiders.层级二：推广华为的形象

 尊重并认同华为认为是重要的事情。

 表达作为华为一员的骄傲、愉快和奉献精神。 在外界面前维护或提高华为的信誉。

Example: It was the first time that I had ever taken part in such a high-level government delegation.The leader of the highest level in our country met the highest leader in their countries, such as presidents and head of parliaments.We just sat by and listened to their conversations.It was a completely new experience for me.At least it enriched my personal experience.I felt very proud that whenever we arrived at a representative office, they had very good performance.They also made us feel proud of being part of Huawei and being Chinese.Wherever we went，36 the minister would recommend us to his equivalent and especially commended our company whenever he made a speech in our embassies and in front of overseas Chinese representatives.范例：

这是我第一次参加这样一个高级别的政府代表团。我国的最高领导人与它们国家的高级领导人会谈，如总统和议会首脑。我们只是坐在一边聆听他们之间的谈话。这对我来说是一个完全全新的经历。至少它丰富了我的个人经历。无论什么时候我们到达一个典型的办公室，它们都做得很好。他们也使我们为自己是华为的一员和是一名中国人而骄傲。无论我们去哪，无论什么时候在我们的大使馆和在海外华人面前做演讲，部长都会把我们推荐给对方，并尤其称赞我们的公司 Level 3: Makes practical choices to support Huawei  Makes choices and sets priorities to meet Huawei‟s needs and fit with Huawei‟s mission. Cooperates with others to achieve objectives in the larger organization.层级三：支持华为

 根据华为的目标和需要来决定自己在工作中的选择和轻重取舍。 与他人合作以实现更高一层组织的目标。

Example: At the end of 2003, the CEO decided to work on the mobile and fixed integrated switch.I didn‟t attend that meeting myself but relevant R&D leaders talked about setting up a team working on how to produce such a switch.I thought the direction was correct but it was important to handle the approach properly.That was the responsibility for the executive layer, and I worked to make that happen.范例：

2003年末，CEO决定开发移动式和固定式集成在一起的交换机。我自己没有参加那次会议，但相关的开发部领导谈论建立一个团队来做如何生产这样的交换机的工作。我认为这个方向是正确的但操作方法并不重要。那是执行层的任务，我的工作是使之发生。

Level 4: Makes Personal Sacrifices for Huawei  Put Huawei‟s needs before one‟s own needs or preferences. Is willing to accept any challenges and accept any positions.层级四：作出牺牲

 牺牲小我，成全大我

 愿接受新挑战，做任何工作

Example: They said one of the senior managers wanted you me be head of the project group and lead the group for some time and they asked my opinion.I felt the trust they invested in me.Next I felt I had so many responsibilities.So I was worried to know that I was nominated as head of the project group, and it involved much management, resource deployment right, assessment right and etc.But I took the assignment despite my reservations.范例：

他们来问我的意见，说一个高级经理希望我能够做这个项目组的主管并带领他们工作一段时间。我感觉到他们邀请我的诚意。随之，我感觉到我的责任很多。担心如果做了项目组的主管，会牵涉太多的管理、资源分配、权利分配等等。但是我还是服从了安排，保留了自己的意见。

Strategy Thinking 战略思维

Definition:定义

The ability to see underlying issues in complex or ambiguous situations and to address strategic issues in creative and far-sighted ways.在复杂、模糊的情境中，用创造性或前瞻性的思维方式，识别潜在问题、制定战略性解决方案的行为特征。

Dimensions:纬度     Complexity of the situation being conceptualized Insightfulness or innovativeness of the pattern being recognized 概念化的复杂程度

对所认识的模式的洞察力或创新能力

Discussion:讨论

In Strategic Thinking, the leader is “thinking like a business person”, making sense of many events and opportunities to clarify a business plan and approach.As this competency develops, the leader moves from finding effective and creative ways to implement the strategy set out by others to formulating a clear strategy for their own part of the business.Ideally, EMT leaders would be applying this competency to help shape as well as implement the overall strategy for the whole enterprise.在战略思维中，领导者是“象商人一样思考”，搞懂众多的事件和机会以使其商业计划或方案清楚明了。当这种素质不断成长时，领导者会从找到有效、富有创造力的方法去实施别人设定的战略，转变到自己对自己的生意作出一个清晰的战略。理想地，EMT领导会运用这一素质来形成和实施整个企业的整体战略。How it relates to other competencies and skills: 与其他素质和技巧的关联 Strategic Thinking is supported by:  Analytical thinking, a baseline competency, and to provide the understanding of how issues break down. Business Acumen, the knowledge of current market realities, business models and related business practices and concepts such Return on Investment.战略思维由以下素质支持：

 分析思考，一种基本能力，提供对怎样分解问题的理解。

 商业敏锐，对当前市场情况、商业模型和相关商业实践和如投资回报等概念的理解。

Strategic Thinking is critical in leaders, to ensure that the energy and efforts of the organization are aligned and focused in the areas that are most important for the overall success of the entire enterprise.Thus, Strategic Thinking supports and directs the Building Huawei Capability competencies and also the external partnerships a leader may build.39

对领导者来说，战略思维是关键的。它能确保企业的精力与努力会一致地被聚焦到对整个企业的成功最重要的领域。因此，战略思维会支持和引导塑造华为能力的素质群，及领导者想建立的外部伙伴关系。Level 1: Recognizes patterns to implement strategy  Sees patterns, trends, and missing pieces, or how one situation is similar to or dissimilar from another. This includes recognizing opportunities to implement existing strategy(recognizing similar situations)and anticipating need for changing planned execution of strategy(recognizing dissimilar situations).层级一：通过辨别模式来实施战略

 能够看到事物的全貌、发展趋势以及缺失的部分，或能够辨别两中情况之间的异同之处。

 这里包括发现机会去实施现有的战略（识别类似的情况），以及预测到战略实施过程中不断变化的需要（识别不同的情况）。Example: We have to start from consulting to produce an integrated solution.If we omit consulting, the result is poor.In other words, we have to offer consulting to better understand the customer‟s requirements.With consulting we can better exploit the market.Consulting can be regarded as a means of market exploitation.But presently we must focus on service by making profit.Some destination customers may require consulting in the future.But in China now, consulting is hard.First, the charge is not affordable.On a small market, few companies will pay for consulting, like Huawei.范例：

我们应该从咨询开始来产生一个整体的解决方案。如果我们不做咨询，结果会是很差的。换句话说，我们不得不提供咨询以更好地理解客户的需求。通过咨询，我们可以更好地开拓市场。咨询可以看作是一种开拓市场的方法。但目前由于市场利润的原因我们必须聚焦于服务。有的目标客户将来有可能要求我们做咨询。但在现在的中国，咨询很不好做。首先，费用负担不起。在一个很小的市场里，很少有公司愿意象华为一样为咨询而支付费用。

Level 2: Applies complex concepts to implement strategy  Applies knowledge, experience or understanding of trends to understand situations or to achieve strategic objectives. Includes making decisions using principled conceptual approaches(such as Return on Investment, market research, strategic analysis or other concepts learned from business schools or other sources)or seeing a market opportunity that is not obvious.层级二：运用复杂的概念去实施战略

 运用对有关模式的知识、经验和理解去解释现有的情况，或去实现战略目标。 包括运用概念性、原则性的方法去增强组织能力（比如投资收益分析，市场调研，战略分析或者其他从商业学院等地方学习到的方法），或者发现模糊的市场机会。

Example: Our sales amount this year has reached more than RMB4 billion, compared with RMB2.2 billion last year and RMB1 billion the previous year.It is a change of quality rather that quantity.The increase from RMB2 billion to RMB4 billion indicates that changes have occurred to our customer groups and we need to execute our projects with higher-level customer groups.It is a big risk to follow traditional marketing methods for the process from contract negotiation to customer payment or deferred pay-ment.Have we mastered a new marketing & sales method? It is a challenge that we have to discard the traditional way.Before a project begins, the financing must be followed, which is an essential marketing method;otherwise, the more you go further, the more risks the company will have.Suppose we have amounted to RMB10 billion all by means of installment, all the risks lies in the company.On the contrary, if we can have the banks and the customers share the risks with us, the company is expected to be on the normal way of development in the future, free from negative effects no matter how fast the company develops.So we regard it as a great challenge concerning how to put the financing to the sales.It‟s not simply to increase our sales amount to RMB4 billion from RMB2 billion.What we have to do this year is, on one hand, to improve the quality of customer groups;on the other hand, to quicken the innovations in our sales method.范例：

我们今年的销售额达到了40个亿，去年是22亿，前年10亿。销售额从20亿到40亿意味着我们的顾客群已经发生了改变，我们需要对更高级别的客户群来执行我们的项目。从合同谈判到顾客付款或推迟付款，仍然按照传统的市场方法来做就是一个很大的冒险。我们是否已掌握了一种新的营销和销售方法？我们必须抛弃传统的方法，这是一个巨大的挑战。当一个项目启动时，财务必须跟上，这是一个核心的时常方法；否则，你走得越远，公司就会面临更大的风险。假设我们有总计100亿都依靠安装实施而来，那么这种风险就完全由公司承担。相反，如果我们有银行，而且客户与我们共同承担这些风险，公司将来无论发展得多快都可以避免负面效果，能够正常发展。因此，我们把如何将财务与销售统一在一起看作是一个巨大的挑战。销售额从20亿增长到40亿并不是简单的事情。我们这一年所做的就是，一方面，提高客户群的质量，另一方面，加快销售方法的更新。

Level 3: Simplifies complex data for strategic insights  Makes complex ideas or situations clear and simple. Boils down complex data into a clear and simple explanation. Uses this understanding to develop strategic plans.层级三：深入浅出地去洞察战略

 能够将复杂的观点或情况简单化、通俗化。

 能够将复杂的信息“化繁为简”，得出清晰明确的解释。 运用这样的洞察力去发展新的战略性观点。Example: Yes, when I reviewed the product, I found the major composition in its cost was the rental.If I could reduce the cost of rental and installation, then I could save much money.I made a separate base station, like the independent air conditioner which could solve the previous problem of high noise.I made it because its rental was very high at that time.I could divide the base station into two halves: I tore down the base station into a small box and then put the radio frequency part under the tower line and connected it with the optical line.Thus, we not

only had the electricity, but there also was no need of equipment room or air conditioner.We saved at least 16 million Euro in rental costs every year and 160 million Euros in ten years.The customer required me to reduce by 80 million Euros, but I was far beyond his aim.范例：

是的，当我再考察这个产品的时候，我发现成本的主要组成部分是租金。如果我能够降低租赁和安装的成本，就可以节约大量资金。我做了一个独立的基站，就象分体空调一样可以解决以前的高噪音的问题。因为当时租金实在太高，所以我做了这样的东西。我把基站分成两半：把基站做成一个小盒子然后把无线发射部分放到楼顶，用光缆连接起来。这样，我们不仅有电，还不需要设备间或空调。每年至少节约了1600万欧元的租金，10年就是1.6亿欧元。客户要求我降低8000万欧元的费用，但我所做的远远超过了他的目标。

Level 4: Reconceptualizes the business or creates new concepts. Creates new concepts that are not obvious to others and not learned from previous experience. Looks at things in a really new way. Creates a new understanding of “what business we are in.”

层级四：对业务进行结构性的变革或创造新的战略概念  创造新的、别人没有发现的战略概念。 用全新的眼光来看待事物。

 创造对自己所在行业以及市场的全新理解。

Understanding Others理解他人

Definition:定义

The ability to accurately hear and understand the unspoken or partly expressed thoughts, feelings, and concerns of others.It measures increasing complexity and depth of understanding of others and may include cross-cultural sensitivity.这是一种准确地捕捉和理解别人没有直接表露或只是部分表达出来的想法、情绪以及对其他人的看法的行为特征。该素质衡量理解他人的深度和透彻程度，也可以包括对文化差异的敏感性。Dimension:纬度

 Thoroughness of understanding of specific other people  彻底地了解其他人的具体事宜 Discussion:讨论

Understanding Others does not usually directly impact business results, but it is the foundation for many critical competencies that do.The ability to accurately understand other people is a prerequisite for influencing, collaborating with, serving, partnering with or leading others.理解他人一般不会直接影响商业结果，但他是很多影响商业结果的关键素质的基础。准确地理解他人的能力是影响、合作、服务、建立伙伴关系或领导他人的前提。How it relates to other competencies: 如何与其他能力相联系 Understanding Others is an essential starting point for:  Impact and Influence(baseline competency), to understand how different persuasion techniques will impact the audience. Building Organizational Capability, to assess needs, match people to roles  Cross-Functional Collaboration, to understand the perspective of the other functions and take that perspective into account. Inspiring Leadership to understand the people one leads and how to help them work well together. Customer Focus, to understand the customer‟s needs and experiences and respond appropriately and to build a good working relationship with customers  Partnering, to understand the perspective of potential partners, build a good working relationship with them, and resolve potential conflicts.There has been some suggestion that cultural values may affect people‟s willingness to demonstrate Understanding Others in interviews.Whether or not this is the case, it is important for leaders to actually have and use this competency to guide and shape their other leadership competencies.理解他人对以下的素质是重要的起始点：

 施加影响（基本素质），理解不同的说服技巧会如何影响听众。 构建组织能力，评价需求、匹配人与职务。

 跨部门合作，理解其他部门的观点，并考虑在内。

 鼓舞式领导，了解所领导的人们，知道如何让他们一起工作。

 关注客户，理解客户的需求和感受，做出适当的反映，并与客户建立良好的工作关系。

 伙伴关系，理解潜在伙伴的看法，与他们建立良好的工作关系及解决潜在的矛盾。

Level 1: Recognizes emotion  Recognizes emotion in others by reading their body language, facial expression, and/or tone of voice.层级一：体会情绪

 通过对肢体语言、面部表情和说话语气等方面的理解来体会别人的情绪。

Example: So I gave her a warm greeting.I was more natural and warm in greeting her, but I felt from her expression that she was very cold.She looked very indifferent, right, very indifferent.I thought to myself why she was so cold to me suddenly, for it was she who introduced me to Huawei.So actually I was very grateful to her.So I took the initiative to greet her but suddenly felt she was cold.范例：

我很客气地和她打招呼。打招呼的时候我很自然也很和气，但感觉到她表现得很冷淡。她看起来很冷漠，对，是非常冷漠。我自己在想为什么她突然对我这么冷淡，因为就是他把我介绍到华为来的。因此我非常感激她，我主动和她打招呼，但忽然感觉到她很冷淡。

Level 2: Understands emotion and verbal content  Understands BOTH emotion(by reading body language, facial expression, and/or tone of voice)AND what the other person says about a business or other issue

层级二：理解情绪和内容

 既能理解别人的情绪（通过对肢体语言、面部表情和说话语气等），也能理解别人关于工作或其他方面讨论的内容 Example: After my customer got seated, I told him I had good news for him that our 3G contract in Netherlands had got the bidding including the contract sum and its scale.He was quite astonished at the news.Very excited.After my words, he stood up and grabbed my hands, saying: “Congratulations to you.You make us proud of being a Chinese.It is the greatest contract you‟ve ever got in Huawei.”

范例：

客户坐下后，我告诉他我有个好消息告诉他。我们的在荷兰的3G产品的项目已经中标，并告诉他合同的金额和项目规模。他听到这个消息很吃惊，非常激动。我说完

后，他站起来握住我的手说：“祝贺你！你使我们为自己是中国人而骄傲。这是你在华为签过的最伟大的合同。”

Level 3: Understands meanings  Understands current, unexpressed, or poorly expressed thoughts, concerns, or feelings  Identifies a single characteristic or the strengths of the other person(not enough for a “balanced assessment” and NOT simply a complaint about a negative characteristic)

层级三：理解意图

 把握别人没有公开表达出来或者表达得含混不清的想法或情绪。

 了解别人一个主要的个性特征或优点（既不是一个“平衡评价”的结果，也不是简单地对某个缺点的抱怨）。Example: Yes, he initially came to me.We had a talk in my office.He told me that he was glad to know the university wanted personnel, but he was afraid he was not qualified enough as the university might need personnel of high end, high education and specialty.I was surprised that he said so, as I had had respect for him and never looked down upon him, for he was a head, a vice director, a person in charge of that field, and I used to invite him to take part in our discussions.I asked him why he should think that way.He said he was told the university would introduce doctors and so on, but he was only a university graduate.范例：

是的，他主动来找我。我们在我的办公室里谈了一下。他告诉我他听说大学在招人很高兴，但是他担心自己的能力是否足够。因为大学可能需要的是具有良好教育和专长的高端人才。我很吃惊他会这么说，因为我对他期望很高，从没有小看过他，他是一个领导，负责那个领域的副主管。我常常邀请他参加我们的讨论。我问他为什么会那样想，他说听说大学会引入博士等等，而他只是大学毕业。

He also told me that he was engaged in that field, and he had hoped to create some opportunities for his fellow workmates;and he used to do something down to earth, as he thought he was not good at impressing himself, but he would be devoted to everything he was doing and would do it well.But, he said, if he was not suitable for the university, or commercial college, leadership center, or anything, he would go back to his previous work.I told him I wondered why he should think so, for he impressed me the other way round.I know he was in charge of the matter, and he was much devoted to what he was doing.他还告诉我 他一直从事这个领域的工作，也希望能为同事们创造一些机会，他通常脚踏实地地做事，因为并不擅长表达自己，但总是会致力于所做的事情并把它做好。但是，如果他不适合做这个大学或商业学院的工作，领导中心，或其他工作，就会回去做原来的工作。我告诉他我并不明白他为什么会这么想，因为他表现出来的是另一种深刻的印象。我知道他以前负责这工作，而且对于所做的事情非常投入。

He succeeded in working out many teaching materials together with his team;and earned millions of RMB for the company, without much support from the company.I told him: I see

you love the training work and you are devoted to it.We are introducing new persons, but it doesn‟t mean we are to discard the original ones, as we should respect history.I suddenly came to know why he should think he was not suitable for training.During a discussion in our preparatory group, I told him that he would be suitable to take up product sales planning, as he had been engaged in customer training, so he understood what customers required;and other jobs, such as recruitment, services and so on, could be assigned to other persons.In think he may be sensitive, so he may have thought that he would be asked to do sales planning from then on, and would be separated from customer training.I tried to clarify the situation.I said he might have misunderstood our work division.The division was temporary, and we should respect history, as we should extend anything on the basis of its original development, no matter in whose charge it had been before.He said he agreed with me, the only thing was that he was worried about his own ability.I told him: I understand you, and I would give you an opportunity of choosing to stay or leave.But at present, you do not really want to leave, and it will not be suitable for you to leave.So, why not stay and do the job for a period of time before you can make a decision.He agreed to stay and did his job very well.未依靠公司的支持，他和他的团队一起成功地做出了很多的培训资料，为公司赚回了成百万的人民币。我告诉他，我知道你热爱培训工作，并致力于此。我们是要引进新人，但并不意味着就会忽视老人，正如我们应该正视历史。我突然明白他为什么会认为自己不适合做培训工作。在一次筹备组的讨论中，我说他做产品销售计划更合适，因为他一直从事客户培训，了解客户的需求；而其他工作，如招聘、服务等，可以分配给其他人做。我想他有点敏感，因此认为自己以后可能会被派去做销售计划，而不能再做客户培训。我试图澄清这一情况。我说他可能误解了我们的工作划分。这种划分是临时的，我们要正视历史，正如我们应该按照其原有的规律来发展，而不管现在或以前是谁在负责这件事。他表示同意我的说法，唯一的问题是他担心自己的能力。我告诉他：我理解你的想法，我会给你一个选择去还是留的机会。但目前，你并不是真的想走，走也并不合适。因此，为什么不留下来，在你做出决定前再继续做你的工作。他同意了留下来，而且后来工作做得非常好。

Level 4: Understands underlying issues  Displays an in-depth understanding of the ongoing reasons for a person‟s behavior or responses. Understands the longer-term reasons for behavior. Makes an assessment of a person‟s specific strengths and weaknesses based on a deeper understanding of the individual.层级四：深度理解

 对他人行为产生的原因有深入的了解。

 理解导致别人目前或长期以来的感受、想法、行为或担心的原因。

 能够全面地认识他人，在基于对他人深刻了解的基础上，客观地评价对方的优点和缺点。

Baseline Competencies基本素质

Analytical Thinking分析思考

Definition:定义

Understanding a situation, issue, problem, etc.by breaking it into smaller pieces, or tracing the implications of a situation in a step-by-step way.Analytical Thinking includes organizing the parts of a problem, situation, etc., in a systematic way;making systematic comparisons of different features or aspects;setting priorities on a rational basis;and identifying time sequences, causal relationships, or if-then relationships.理解形势、主题、问题等。通过将其分解成小块，或用逐步渐进的方式来探索某种情况的内在含义。分析思考包括用系统的方法来组织问题的各个部分，在合理的基础上设置优先级，确定时间顺序，因果关系或假定的因果关系。Dimension:纬度

 Complexity of the causal thinking  因果思考的复杂程度 Level 1: Breaks Down Problems  Breaks problems into simple lists of tasks or activities without assigning values. Makes a list of items with no particular order or set of priorities.层级一：分解问题

 把问题分解成简单的任务或活动，但没有指定价值  列出没有特定顺序或优先级的清单 Example: I felt his requirement was unreasonable.First, any matter should be reported from a lower level to upper levels;secondly, he lost temper to me and was impolite;thirdly, he tried to intimidate me by saying “Do you know who I am? My work card No.is just under 3000;as an old employee in Huawei, I have good relation with your boss and can talk to him in person.Who do you think you are?”

范例：

我觉得他的要求毫无道理。首先，任何问题都应该由下级向上级汇报；其次，他对我发脾气，很没有礼貌；第三，他试图威胁我，说：“你知道你是谁么？我的工作卡号码不到3000号，做为华为的老员工，我和你的老板关系很好，可以私下里和他聊天，你以为是是谁？”

Level 2: Sees Basic Relationships  Identifies the cause-and-effect relationship between two aspects of a situation. Separates situations into two parts: pro and con. Sorts out a list of tasks in order of importance.47 层级二：明白基本关系

 从两个方面指出一个问题的因果关系  把事情分解成两个部分：好的和不好的  按照重要性顺序排列出任务清单 Example: If one product has domain in the market, it is difficult for another to enter in.It is not like switches.Therefore, the domain effect was very important.范例：

如果一个产品在市场上有自己的势力范围，则另一种产品很难进入，这不象交换机。因此，主导势力的影响是非常重要的。Level 3: Sees Multiple Relationships  Makes multiple causal links: several potential causes of events, several consequences of actions, or multiple-part chains of events(A leads to B leads to C leads to D.) Analyzes relationships among several parts of a problem or situation(e.g., anticipates obstacles and thinks ahead about next steps, in detail, with multiple steps.)

层级三：搞清多种关系

 做出多重因果链接：几个事件的潜在原因，几个行动的后果，或多级的事件链接（A导致B导致C导致D）。

 分析一个问题的几个部分之间的关系（如预见障碍并思考后续的详细的多个步骤）Example: I felt it was a two-edge sword.From the angle of the safety of our company and our employees, the employees should pay taxes to their local governments;but from the market angle, once they registered in the tax bureau, the local tax bureau would check if they had a work visa, which they didn‟t.If the local tax bureaus discovered that they did not have the proper visas, they would be forced to leave the country or to stop working, and in either case Huawei‟s entry into that market would be prevented.范例：

我觉得这是一把双刃剑，从我们公司和员工安全的角度，员工应该向当地政府纳税。但从市场的角度，一旦他们在税务局注册，当地的税务局就会检查他们是否有工作签证，而他们并没有。如果税务局发现他们没有适当的签证，则会命令其离开这个国家或停止工作。无论上述哪一种情况发生，则华为都无法进入当地市场。Level 4: Makes Complex Plans or Analyses  Identifies multiple elements of a problem and breaks down each of those elements in detail, showing causal relationships between them. Peels back multiple layers of a problem. Uses several analytical techniques to break complex problems into component parts. Uses several analytical techniques to identify several solutions and weighs the value of each.48 层级四：做出复杂的计划或分析     指出一个问题的多种元素，把每个元素分成细节，指出他们之间的因果关系。剥开一个问题的多个层次

使用几个分析技巧来把复杂的问题分解成多个部分

使用几个分析技巧来确定几个解决方案并权衡每一个方案的价值

Example: What we have is the review for the year before and the objectives plan for the year after.We wanted to review our performance for the current year and plan for the next three years, that is, the development plan of this year and the business plan of the next two years.We needed to plan the year-on-year increase of our sales volume.Then I hoped to rank the product lines.We discussed this problem at meetings and came up with four principles to rank the product line.I discussed how to rank the product lines with several core team members at one of the meetings.I did not know what each product line did before that.I think it is important to sort the product lines according to a scientific method.In this way, nobody could criticize us.We could modify the method, but not the sorting principles.So we came to understand the development of the product lines for the next several years.We considered the rate of increase.If the gross profit or the sale per person of the product line was high, it means that the workload was heavy.If the sale is low, the load is small.This is only one aspect.If a product is sold well and there is no reason to expect an increase in the future, the product is stable and we only need to maintain the current level of supply.If there will be an increase in the future, we need to invest more.In such a way we ranked the product lines according to their market-potentials in the next three years.The product lines were sorted according to the overall market space.Then we could also sort the product lines according to the sale per person or the gross rate per person.We valued the importance of a product line according to four or five criteria.We insisted that four or five criteria were enough.It is impossible to include more criteria and make it perfect.We could always improve it later.I think we need to observe a product for three years.The PBC of some product lines is sorted according to the market space or competition.I think it is important to judge the market space of the product lines.The market space represents the investment.My colleagues drafted the sorting and I made the final decision.范例：

我们要做的是回顾上年的工作并为下一年的项目做计划，希望审查当前的情况并为以后的三年做出计划。即当年的开发计划和下两年的商业计划。我们要计划的销售额的增长幅度。然后我希望给产品线分级。我们在会议上讨论这个问题，总结出四个原则来进行产品线的分级。

在一次会议上，我和几个核心的团队成员讨论如何进行产品线分级。在那以前，我不知道以前各个产品线做得怎么样。我想按照一个科学的方法来进行产品线分级非常重要。这样，没有人会职责我们。我们可以修改方法，但不能修改排序原则。因此，开始明白了后几年的产品线该如何发展。我们考虑增长率。如果这个产品线的销售每个人的毛利润都高，那么工作负荷就重。反之则轻。这仅是一方面。如果一种产品销售得很好但将来却没有增长的希望，这种产品就是稳定的我们只需维持目前的供应情况。如果将来预计会有增长，则应该增加投入。以这种方式，我们根据未来三年的市

场潜力把产品线进行了分级。产品线是根据整个的市场空间分级的。然后我们也可以根据每个人的销售额或毛利率来分级。我们根据四到五个关键点对一个产品线的重要性进行了评估。我们认为这四到五点足够了，不可能包括所有的关键点并做的非常理想，以后还可以进行提高。

我认为，应该对一种产品观察三年时间。有的产品线的PBC是根据市场空间或竞争力排序。我觉得判断产品的市场空间很重要。市场空间代表了投资额。同事们做出了排序，我做了最后决定。

第五篇：领导力素质模型学习总结

2010年领导力素质模型学习总结（安全管理部）

根据公司对领导力素质模型工作的统一部署和要求，安全管理部集中精力组织全体人员尤其是班组长进行了华润领导力素质模型学习，通过学习提高了对领导力素质模型理解，更新了全部室人员思维观念，明确工作目标，取到可喜的效果。提升了安全管理部整体素养，及团队工作能力，现总结如下：

一：部室领导高度重视，进行周密安排，精心组织。通过学习，使我们深刻理解了华润集团领导力素质模型的发布是华润集团历史上一个非常重要的里程碑，标志着华润集团在文化的打造、团队的打造、领军人物的打造上树立了一个价值标准。说到底华润集团领导力素质模型首先是对一把手的要求，也是对全集团的要求，同时更是对我们每个华润人的要求，是华润集团核心的文化价值观，它将引领华润集团走向未来，引领华润经理人不断成长，引领华润每一个员工都以素质模型的基本要求去培养自己、锻炼自己、发展自己。二：领导力素质模型学习初见成效

我们部室全体员工深深体会到这是一次收获颇丰、感受最多的培训，是一次务实管用、效果突出的培训。经过这次培训，启迪了思维，拓展了视野，获益匪浅。

（1）深刻体会了华润文化的博大精深，华润领导力素质模型同华润优秀企业文化是息息相关的，领导力素质模型集中体现了华润文化的内涵，追求卓越、主动应变、正直坦诚、领导团队等素质，就很好地体现了华润文化中的简单、坦诚、阳光、团队、反思和学习等文

化内核。引导每个人按照素质模型的标准发展自己，增强自己学习反思、积极主动、富有激情、勇于担当的意识，培养战略性思维、跨团队协作、塑造组织能力的素质，极大促进了部室的发展和个人价值实现的良性循环．解决了滞后的领导力发展水平同日趋繁重的工作之间的矛盾。

（2）领导能力进一步提升。通过学习培训，进一步深化了对提升了对领导力紧迫性和重要性的认识，深化了对领导力内涵的理解，了解和掌握了提升和开发领导力的方法途径，自我调适的能力、团结协作的能力、总揽全局的能力、科学判断形势的能力、驾驭安全管理工作的能力。

（3）安全工作思路得到了进一步清晰。通过领导力素质模型学习活动，进一步提高了对安全管理工作内在规律的认识，安全生产的灵魂是安全文化，安全文化核心是人的安全素质。为切实加强安全管理工作，月月开展安全生产业务培训，使每位员工牢牢树立 “安全第一”的哲学观；珍爱生命的情感观；安全效益的价值观；预防为主的科学观。通过安全生产形势分析例会，事故现场分析会和各种专题安全会议等形式，采取了课堂讲授法、实操演练法、案例研讨法进行了思想教育；通过系统的安全教育、定期培训、日常练功和不定期抽考等活动进行了业务培训，全面提高了部室员工的安全素养，有力的促进了安全工作。

三、华润集团领导力素质模型学习的几点启示

通过华润集团领导力素质模型学习培训，我们深刻体会到，作为安全管理部负责人，要着力在六个方面提升领导力．

（1）要提升学习力。要保持旺盛的学习热情，不断提高自身的文化知识层次和调整知识结构，汲取华润博大精深的文化营养，不断总结提高，以适应工作中出现的新的情况．

（2）要提升控制力。要善于谋全局、管方向、抓重点．

（3）要提升决策力。要善于科学决策、民主决策．

（4）要提升协调力。要协调处理好与上级、与下级、与同级的关系，善于调动一切积极因素，尤其要善于团结与自己有不同意见的同志一道工作，形成既有分工又有合作的创新型团队。

（５）要提升调适力。要不断增强心理调适力，掌握心理调适的方法，自觉进行心理调适，防止和克服不良心理状态．

（6）要提升创新力。要注重借鉴经验开拓创新的工作的能力。我们将借这次华润集团领导力素质模型学习培训的强大动力，结合实际运用好培训成果，进一步调整工作思路，完善决策措施，不断提升领导能力和工作水平，以促进安全管理工作健康前行．