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Leadership Skills

Living in what Alan Greenspan called an era of "infectious greed" with corporate titans facing serious jail time, Ex-WorldCom CEO, Bernard Ebbers, leading the way facing life behind bars, and sobering laws in place such as the Sarbanes-Oxley Act making ethics and values increasingly important components in every organisation, it would do well to learn how to help organisations create heroic environments based on higher standards of excellence.

Mr Rob Lebow, former Director of Corporate Communications for Microsoft, with over twenty years experience helping companies implement his Shared Values Process to create what he calls, a Freedom-Based Workplace, attempts to do just that for readers in his book, "A Journey into the Heroic
Environment."

由美国主要大学社会心理学部门的研究生开展的1972年遗弃的“失败”的遗弃研究，有超过1700万个国家和经理的调查回应，并在32个标准的工业代码中，这不是能够揭示工作满意度和个人或组织绩效之间的任何完全联系，Lebow的研究团队先生开始了自己的调查。lebbow意识到解决克服文化挑战的谜团的关键，以创造出卓越的表现，并未在调查的硬度和统计数据中找到，但在实际，文字中没有找到所有参与者的评论。

使用这种创意智能，Lebow索引了所有丢弃的国家的最常见的主题。并启示的是，不同国家的所有调查都提到了相同的主题。这成为Lebow公司的20世纪Rosetta Stone，终于将代码破解了解锁高性能的秘密，这些秘密嵌入了先前未审图的1700万遍布原始研究未遗漏的调查。

Under the scrutiny of this new lens, the Lebow research group discovered that it was Values, not job satisfaction issues, which resided at the core between performance and what managers and workers were really looking for. Lebow's research suggested that there were eight values that all people respected throughout the world regardless of race, religion, nationality, industry, gender, educational level, or organisational status. Furthermore, the Lebow research group concluded: "that these eight Shared Values...represent the major factors that contribute not only to job satisfaction and employee morale, but to an organisation's performance, competitiveness, speed to change, innovation at every level, willingness to learn new things, and overall operational success. [That] this was the universal Cultural Return On Investment (ROI) linking people to performance."

While the author does not mention exactly how he came to this revolutionary conclusion, he claims that the correlation between organisational performance and these Shared Values has been tested and validated with over 2,300 organisational sites. These universal Shared Values which Lebow calls The Eight Principles of the Heroic Environment(R) are as follows:

1.对待他人和不妥协的truth.

2. Lavish trust on your associates.

3. Mentor unselfishly (and be open to mentoring from anyone).

4.无论他们的起源如何，都会接受新想法。

5.冒个人风险的组织的缘故.

6. Give credit where it's due.

7. Do not touch dishonest dollars. (Be honest and ethical in all matters).

8.在自己面前赋予他人的利益。

The Secret of Organisational Leadership

So that's the Big secret? Sounds like the everyday sage advice that a Corporate Yoda would give to his executive team of Jedi knights. Admittedly, this is something we all know and have heard before. They are timeless leadership principles - psychic energy patterns memorialised in the collective unconscious - embedded in human experience itself. But how many of us actually practice these principles?

是什么使得这项工作重大不是关于在董事会会议上致敬的价值观列表，并在花式斑块上展示，但该过程（“以英语为单位是一个过程”），Lebow Research Group在实施这些共享价值公司 -通过故事，示例，例证，图表，图形，通信方式和顺序步骤进行遵循。Lebow为读者提供了实用的工具，他们可以用来实际练习这些原则在将企业文化转变为英雄环境中。

那么“英雄环境”是什么样的？Lebow给我们一个模特，一个愿景，期待：“如果人们被赋予自由来行动的自由，他们就可以采取行动 - 勇敢，创造力和独立的自由，就想或者更糟糕的是。当人们受到尊重和赞赏时，他们希望更多地贡献更多，以升至他们的真实潜力。我称之为那种地方 - 一个人的行为的地方 - 英雄环境。“

I was skeptically at first with this rather rosy picture - feeling that employees given too much freedom would slack-off or go into their own little dream-world. But after finishing the book, I felt Lebow had pulled it off, in terms of providing tools that managers, employees, and consultants can use in transforming corporate culture for the better. After all, people don't get up in the morning wanting to fail; they want to feel significant - knowing they've done a job well-done.

One of the main tenets of the book is that the traditional corporate approach of solving problems from the top down is the kiss-of-death. Frontline workers need to be given autonomy, responsibility, and accountability to solve problems themselves, letting the customer's needs, rather than the company's policies, drive each transaction. To accomplish this, 'only hire people you trust, but once you've hired them, trust them.' Management's leadership role is simply to encourage people on the front lines to experiment and explore new ideas on their own. The best way to manage is to let go and let great, not stepping in to fix problems or criticising, but to examine the breakdown of the workflow and empowering front-line workers to make their own decisions and changes by providing them with the necessary resources.

According to Lebow, this is the only way to bring back respect to the phrase, "Made in America." He recounts how Toyota's plant workers average 50 changes every two and a half shifts, which would give most American managers a nosebleed. In America, Lebow states, fixing problems is management's job! In contrast, by empowering its front line people to experiment, fix problems, and make continual proactive changes without fear of failure, Toyota is now financially worth more than Ford, General Motors, and Chrysler-Mercedes all put together. To put things in perspective, Lebow goes on to point out that it took Ford about nine months to make a change to their production line, while it only took Toyota three and one-half hours!

总的来说，进入英雄环境的旅程，实现了其主要目的，作为创建基于自由的工作环境的指南，基于共享值。这不是学术书籍或学术读书，也不是科学期刊。使用信息和个人工作风格评估^（TM）（包括在书中），制定自己的领导假设，并提出您自己的结论。从开始完成的书本本身可以被视为企业转型的案例研究，以商业故事的形式被告知，约翰之间的电信公司的不满助理工厂经理约翰和kip，这是一个神秘的，高级行政导师人物。这本书的领导力方面很简单，但并不简单;易于阅读，但肯定不容易实现。我强烈推荐这本书作为一个奖励旅程的道路，将灵魂开辟一个勇敢的新英勇世界。

这篇文章由Sharif Khan贡献

Sharif Khan is a copywriter and communications specialist, inspirational keynote speaker, and author of the leadership bestseller, "Psychology of the Hero Soul". He publishes his monthly Hero Soul ezine for cutting-edge advice on success, leadership, and personal growth. To contact Sharif Khan about his business writing, consulting, or motivational speaking services, call 416-417-1259.