Toyota has made many contributions to the lean scene, and one can learn a lot from the way the company works. One of the more interesting ideas worth exploring is the company’s general approach to developing their leaders, and the important points they emphasize on in this process. The process is broken down into four stages, and it’s important to have a good understanding of all of them.
日本豐田公司為精益界做出了諸多的貢獻，我們可以從該公司的運作方式上學(xué)到不少東西。其中一個值得探索的而且比較有意思的理念是該公司發(fā)展領(lǐng)導(dǎo)者的常規(guī)方法，以及他們在這一過程中所強調(diào)的要點。這一過程被細分為四個階段，去較好的理解領(lǐng)悟它們非常重要。
These 4 stages are explained in more detail in Jeffrey Liker’s book, The Toyota Way to Lean Leadership.
在杰弗里-萊克的《豐田模式-領(lǐng)導(dǎo)力篇》一書中有對前述四個階段的詳細解釋。
1. Self-development – seek to improve self and skills
自我發(fā)展-設(shè)法提升自己，提高技能
While it sounds self-explanatory, there are lots of finer nuances to the way one should approach their own personal development and growth. Identifying the correct opportunities for that is an important skill in itself, but a good leader must also be able to create the necessary space for this learning process.
雖然這聽起來確實是不言自明，但在個人發(fā)展和成長的方面，還是有許多細微的差別。識別合適的機會，這本身就是一項重要的技能，一個好的領(lǐng)導(dǎo)者也必須能夠為這一學(xué)習(xí)的過程創(chuàng)造必要的空間。
This means that a good leader must not only improve their leadership skills, but their core learning abilities as well. This is not a very easy concept to master for some, which is why Toyota put so much emphasis on it in their leadership training.
這就意味著，一個好的領(lǐng)導(dǎo)者不僅要提高他們自身的領(lǐng)導(dǎo)技能，而且，要提高他們的核心學(xué)習(xí)能力。對于一些人來說，這不是一個容易掌握的理念，這就是為什么豐田要在其領(lǐng)導(dǎo)力培訓(xùn)中對這一理念如此重視的原因。
2. Developing others
發(fā)展他人
Another important function of a good leader is to teach their employees and give them the necessary tools to rise up in the hierarchy. However, leaders must also be able to track the performance of their workers in an objective and accurate manner.
一個好的領(lǐng)導(dǎo)者的另一個重要作用是教導(dǎo)員工，并給予員工必要的工具，來提升他們的級別。然而，領(lǐng)導(dǎo)者也必須能夠以客觀和精準(zhǔn)的方式去跟蹤雇員的績效表現(xiàn)。
This is not meant to judge others, but rather to provide the leader with an adequate overview of how the company is currently moving forward, and what areas need to be addressed for improvement. If a particular department is showing signs of decreased productivity, this is often a problem of the leader themselves, not so much with the performance of the individual workers.
這本意并不是為了評判他人，而是要向領(lǐng)導(dǎo)者提供一個足夠的概述，說明公司目前正在向前推進，以及在哪些方面需要加以重點改進。如果某個部門表現(xiàn)出生產(chǎn)力下降的跡象，這往往是領(lǐng)導(dǎo)者自身的問題，而與單個的雇員的績效表現(xiàn)之間沒有太多的關(guān)聯(lián)。
3. Support daily Kaizen
支持日常的改善
Kaizen, the underlying philosophy behind Toyota’s leadership style, has close ties to the idea of continuous improvement. This means that it must be practiced regularly, ideally on a daily basis, otherwise there isn’t much point in applying it to the work of the company. The leader must coach their workers with a bottom-up approach, and must always retain their focus on the company’s improvement.
改善，是豐田領(lǐng)導(dǎo)風(fēng)格背后的基本理念，它與持續(xù)改進的理念密切相關(guān)。這意味著，必須經(jīng)常進行練習(xí)，理想的做法是每天進行，否則，在公司的工作中進行運用就沒有什么意義。領(lǐng)導(dǎo)者必須以自下而上的方式輔導(dǎo)員工，并且必須致力于聚焦在公司的改善方面。
4. Creating vision and aligning goals
創(chuàng)造愿景組合目標(biāo)
However, focusing only on a bottom-up style of development can lead to problems quite fast, which is why it’s just as important to integrate a solid top-down development plan as well. The company must have a proper long-term vision, and its goals must be aligned with the current actions of all departments.
然而，只關(guān)注自下而上的發(fā)展方式會導(dǎo)致問題很快發(fā)生，這也是為什么整合一個可靠的自上而下的發(fā)展計劃同樣重要的原因。公司必須有一個正確的長期的愿景，其目標(biāo)必須與所有部門當(dāng)前的行動保持一致。
Additionally, the two development approaches have to be perfectly aligned. Often, top-down and bottom-up development can lead to some serious clashes if they’re not implemented properly, and the company has to prevent that in its roots.
此外，這兩種發(fā)展方法必須完全一致。通常，如果兩者并沒有得到適當(dāng)?shù)膱?zhí)行的話，自上而下和自下而上的發(fā)展可能會導(dǎo)致一些嚴(yán)重的沖突，公司必須從根本上防止這種沖突的發(fā)生。
Conclusion
結(jié)論
It’s no secret that Toyota is one of the most progressive companies on the planet, and surprisingly, the key to their success is no secret either. They are quite open about the ideas that make their business work successfully, and the rest of the world has a lot to learn from the concepts implemented in their production facilities.
豐田公司是地球上最開明的公司之一，這并不是什么秘密，令人驚訝的是，他們成功的關(guān)鍵也不是秘密。豐田人對可以讓他們的企業(yè)成功運作的想法持相當(dāng)開放的態(tài)度，而世界其他地方（的公司）也可以從豐田公司的生產(chǎn)設(shè)施中落實的理念中學(xué)到不少東西。
Mastering the four stages of leader development can be of huge benefit to any company, regardless of the field they’re involved in, and it’s an important part of the growth of any person in a leadership position.
掌握領(lǐng)導(dǎo)力發(fā)展的四個階段，對任何一家公司來說都有巨大的好處，不管什么領(lǐng)域，對于領(lǐng)導(dǎo)崗位而言，人員的成長非常重要。
If you liked to hear more about Toyota’s Leader Development, check out a related article from Jeffrey Liker.
如果你想了解更多關(guān)于豐田公司的領(lǐng)導(dǎo)力發(fā)展的內(nèi)容，請查閱杰弗里-萊克的相關(guān)文章。
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