來源｜ATD
標(biāo)題｜The Missing Leadership Competency
我們?nèi)狈︻I(lǐng)導(dǎo)能力
翻譯｜培訓(xùn)江湖（ID:ondemandchina2010）編輯組
聲明｜如需轉(zhuǎn)載請注明出處與來源。
我并不喜歡那些很長的領(lǐng)導(dǎo)能力清單，并且清楚地把每一項能力在所有項目中的應(yīng)用都列出來，如從領(lǐng)導(dǎo)力培訓(xùn)到招聘新員工。
當(dāng)我去看一張旨在培養(yǎng)優(yōu)秀領(lǐng)導(dǎo)者的能力清單時，我總覺得不知所措。這世上能有人掌握所有的這些能力？這些能力都跟領(lǐng)導(dǎo)相關(guān)嗎？這清單看起來像是某種愿望單，而非那種實際可用的能培養(yǎng)或選拔優(yōu)秀領(lǐng)導(dǎo)者的方法。
一般來說，能力指的是個人能夠有效融入工作、角色、功能、任務(wù)或職責(zé)中需要展現(xiàn)出來的素質(zhì)。
這些素質(zhì)包括了與工作相關(guān)的行為（個人說的內(nèi)容或做的事能夠?qū)е驴冃У膬?yōu)劣），動力（個人對工作、組織或地理位置的感覺）及技術(shù)知識/技巧（個人了解某些實況、科學(xué)技術(shù)、職業(yè)、流程、某工作、某組織等的相關(guān)知識）。能力是通過對工作或角色的研究來確定的。
—哈佛大學(xué)能力詞典
然而，似乎所有關(guān)于領(lǐng)導(dǎo)力的書籍、領(lǐng)導(dǎo)力的咨詢以及領(lǐng)導(dǎo)力培養(yǎng)項目都有著自己的能力清單。
很明顯，沒有人能夠完全掌握清單上所有的能力，也并不是組織內(nèi)部所有層級的領(lǐng)導(dǎo)角色都需要同等程度的所有領(lǐng)導(dǎo)能力。還有，如果是處于壓力的狀態(tài)下，我們要怎樣要求領(lǐng)導(dǎo)能力呢？比如說在組織進(jìn)行周轉(zhuǎn)緊迫、大規(guī)模合并及國際化擴(kuò)張的時候？
即時的業(yè)務(wù)環(huán)境決定其所需的領(lǐng)導(dǎo)力技術(shù)。不管你在業(yè)務(wù)環(huán)境中擔(dān)任什么樣的角色，你所需要的領(lǐng)導(dǎo)力技術(shù)的重要性肯定是不一樣的。事實上，我們能很明顯地看出來有一些領(lǐng)導(dǎo)能力地位要優(yōu)于其他的。但問題時，哪些能力是優(yōu)先的呢？
根據(jù)Daniel Goleman在《哈佛商業(yè)評論》中發(fā)表的文章“必需領(lǐng)導(dǎo)力技巧”所說，情商要優(yōu)先于其他所有的領(lǐng)導(dǎo)力技能 — 正如他所追求的，就是要成為情商大師。
IBM 最近對來自64個國家的1700名CEO做了調(diào)查研究，結(jié)果表明他們希望掌握的領(lǐng)導(dǎo)力能力都是跟其重點執(zhí)行業(yè)務(wù)相關(guān)的能力。領(lǐng)導(dǎo)力中最重要的三個能力分別是，關(guān)注客戶需求的能力、與同事合作的能力以及激勵他人的能力。
我可以背誦許多不同的“關(guān)鍵領(lǐng)導(dǎo)能力”清單。但每一次當(dāng)我看到那些長長的能力清單時，我都覺得缺了些什么。實際上，有一個最為關(guān)鍵的能力是其他所有能力的基本前提，那就是：勇氣。
但是你在《哈佛大學(xué)能力詞典》中是找不到勇氣一詞的，更為不幸的是，在如今的商業(yè)世界我們也很難找到有勇氣的人了。在這里我所說的勇氣，特別是領(lǐng)導(dǎo)力的勇氣，具體是指人們要有意愿、有魄力做到：
為了良好業(yè)務(wù)關(guān)系的目的和原則挺身而出。指出顯而易見的問題所在（房間里的大象），打開艱難的談話局面。做正確的事，不妥協(xié)、不取巧。
● 大聲指出不良行為，不忽略問題。
● 挑戰(zhàn)錯誤的決策和不良的領(lǐng)導(dǎo)，不冷眼旁觀。為受到主管或經(jīng)理欺負(fù)的員工討回公道。
解雇那些通過欺壓來管理的管理者
● 鼓勵員工說出壞消息，傾聽員工說出的壞消息管理保護(hù)那些不良現(xiàn)象的舉報者，避免他們受到打擊報復(fù)。
● 即便有可能會季度性回溯，仍然鼓勵可持續(xù)的發(fā)展和創(chuàng)新。
● 推薦最適合某個崗位的人員，而是不最“正確”的人員。
● 把客戶放在第一位，華爾街分析之類的放最后。
● 沒有勇氣，其他的領(lǐng)導(dǎo)能力產(chǎn)生的影響微乎其微。
如何培養(yǎng)更有勇氣的領(lǐng)導(dǎo)者
領(lǐng)導(dǎo)力培養(yǎng)項目及工作坊是把勇氣列入領(lǐng)導(dǎo)能力中理想的出發(fā)點。但比起用那些滿是重點的PPT演示稿和激勵性的語錄來鼓勵學(xué)員，我們還可以選擇應(yīng)用切實有效的真實業(yè)務(wù)場景模擬工具來讓學(xué)員進(jìn)行體驗式學(xué)習(xí)，從而了解勇氣領(lǐng)導(dǎo)力。
第一步是確定在你的組織內(nèi)部，現(xiàn)任的及未來的領(lǐng)導(dǎo)者可能要面臨哪些需要勇氣的真實困境。判定并開發(fā)這些情境非常關(guān)鍵。與組織內(nèi)部的高級領(lǐng)導(dǎo)者談話可以幫助你準(zhǔn)確判定這些情境。一般來說，此類情境中大部分都涉及某些道德問題、無誤選項的選擇問題或是與主流團(tuán)隊及員工共識相悖的問題。
我們必須以書面的形式來開發(fā)所有的情境，以此形成案例研究，讓每一位學(xué)員都能夠在情境中用自己的行動進(jìn)行不同的應(yīng)對。情境模擬后續(xù)的成果討論必須對在模擬過程中阻礙領(lǐng)導(dǎo)者做出有勇氣領(lǐng)導(dǎo)行為的文化壓力及同事壓力進(jìn)行梳理，因為這些是可能在現(xiàn)實工作中真正碰到的壓力。
如果做的好的話，應(yīng)用情境模擬的領(lǐng)導(dǎo)力培養(yǎng)項目能夠高效地鼓勵領(lǐng)導(dǎo)者更有勇氣地去接洽業(yè)務(wù)、應(yīng)對客戶及管理員工。
2016-11-09 星期三
John R. Childress
以下是源文檔：
The Missing Leadership Competency
I am not a fan of long lists of leadership competencies and their use in everything from leadership training to executive recruiting. When I look at a list of competencies that supposedly make a good leader, I feel totally overwhelmed. Could any one person have all these? Are they all relevant? It's more like a wish list than a useful way to develop or find good leaders.
Competencies, in the most general terms, are “things” that an individual must demonstrate to be effective in a job, role, function, task, or duty. These “things” include job-relevant behavior (what a person says or does that results in good or poor performance), motivation (how a person feels about a job, organization, or geographic location), and technical knowledge/skills (what a person knows/demonstrates regarding facts, technologies, a profession, procedures, a job, an organization, etc.). Competencies are identified through the study of jobs and roles.
—Harvard University Competency Dictionary
And yet it seems as though every leadership book, leadership consultancy, and leadership development program has a unique competency list.
Obviously, no one fulfills all these competencies, and not every leadership role in an organization calls for these traits in the same proportions. And what about leadership competencies under stressful situations, such as during a turnaround, megamerger, or global expansion?
The current business context determines the leadership skills required. Whatever the role or business context, they certainly all can't have the same level of importance. In fact, it should be obvious that some traits matter more than others. But which ones?
According to Daniel Goleman in the Harvard Business Review article “The Must-Have Leadership Skill,” emotional intelligence trumps all the other skills—as he would, being the guru of EQ. IBM recently surveyed 1,700 CEOs from 64 countries about the leadership traits they want in their key executives. The three leadership traits that mattered most were the ability to focus intensely on customer needs, the ability to collaborate with colleagues, and the ability to inspire.
I could go on and on reciting list after list of 'critical leadership traits.' But every time I read a long list of competencies, something seems to be missing. Indeed, there is one critical trait that gives meaning to all the rest: courage.
You don't find the word courage listed in the Harvard University Competency Dictionary, and unfortunately, courage is hard to find in business these days. What I mean by courage, particularly leadership courage, is the willingness and the moxie to:
● Stand up for the purpose and principles of good business.
● Expose the 'elephant in the room' and open up difficult conversations.
● Do what's right and not what's expedient or easy.
● Call out bad behavior rather than ignore it.
● Challenge poor decisions or poor leadership instead of turning a blind eye.
● Defend employees who are being bullied by supervisors or managers.
● Fire those who use bullying as a management tactic.
● Encourage and listen to bad news.
● Protect whistle-blowers from retaliation by management.
● Encourage sustainability and innovation, even at the expense of quarterly returns.
● Promote the best person for the job, not the 'right' person.
● Put the customer first and Wall Street analysts last.
● Without courage, all the other leadership traits will have very little impact.
How to Help Develop More Courage in Your Leaders
Leadership development programs and workshops are ideal places to begin the process of developing courage as a leadership competency. But rather than using PowerPoint slides full of bullet points and motivational quotations, the use of real business scenarios is an effective tool for experiential learning around the concept of leadership courage.
The first step is to find within your organization real examples of dilemmas involving the use of courage that current and emerging leaders might face. Identifying and developing these scenarios is critical. Speaking with senior leaders in the organization will typically bring some of these scenarios to light. More often than not they revolve around ethical issues, the choice between two right options, or issues that go against the majority of the team or the commonly accepted way of doing things.
Each scenario must be developed in written form, as a case study, and in a manner in which participants can act out the various parts. The resulting discussions following the scenario experiences must tease out the cultural and peer pressures that keep leaders from taking a courageous stand, as these are often the real workplace pressures.
Done well, leadership development programs with such scenarios at their core are highly effective in helping develop greater courage for the betterment of the business, customers, and employees.
Wednesday, November 09, 2016
by John R. Childress
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