提高领导力 Leadership Competence

Leadership Competence-Behavior 领导力模型
Leadership competence traits
Drive
Energy Demands, shares and recognizes success Optimism via customer focused vision Competitive, profit driven 精力充沛 追求、分享并理智对待成功 以顾客为核心 驱动竞争力和赢利能力
驱动能力
1

Leadership competence traits
Develop
Coaching & freedom to act Freedom of information Treats others with dignity/fairness Builds best teams
发展能力
训练与发展 保持信息通畅 尊重并公平对待他人 建立最佳团队
Leadership competence traits
Decide
Keep things simple Quick, decisive Makes tough calls Challenges status quo
决策能力
把握重点 决断力 勇于发表个人意见 勇于突破现状
2

Leadership competence traits
Deliver
Acts with integrity Delivery a way of life Holds self/others accountable Re-invents competitive advantage
结果转化能力
诚实、廉正 坚持不懈地追求目标的实现 让自己和他人保持责任感 赢得竞争优势
Evaluation Guide
6=Very highly effective 5=Highly effective 4=Solid 3=Effective 2=Needs development 1=Ineffective
6=非常高效的 5=高效的 4=一贯有效的 3=有效的 2=需要发展 1=无效的
3

Definition --- Drive
Trait Energy 精力充沛 Definition Sets high standards for own performance and maintain a consistent, high level of productivity. 设立高的个人表现目标，并持续保 持高的生产力。
1. 2. 3.
Model actions for measurement Sets a challenge goal : Persists in the face of opposition, obstacles, and setback: Maintains high level performance: 设立有挑战的目标 在遇到反对、威胁或挫折时，坚持到底 保持高水平的工作表现 Encourages others to get a high level performance. Rewards and celebrates others’ contribution, input, and success Rewards and celebrates significant achievement of others 鼓励他人取得高水平的工作表现 奖励并庆贺他人的贡献、参与和成功 奖励并庆贺他人取得的重要成就 Identifies or anticipates the customers’ requirements, expectations, and needs Finds a way to improve customer service Develops long term relationship with the key clients 确定并预期顾客的期望和需求 改善客户服务 与关键客户发展长远关系 Works on success of organization Identifies and implements cost saving and revenue opportunities Takes action on key competitors 致力于组织的成功 把握利润机会 对关键竞争对手采取行动
Demands, shares, recognizes success 追求、分享 并理智对待 成功 Optimism via customer focused vision 以顾客为核 心
Creates an environment in which performance excellence is encouraged and rewarded. 创造一个鼓励并奖励优异工作表现 的环境。
1. 2. 3.
Identifies and anticipates customer requirements, expectations, and needs 确定并预期顾客的期望和需求。
1. 2. 3.
Competitive, profit driven 驱动竞争力 和赢利能力
Aggressively pursues organizational success in all its forms 尽一切可能努力追求组织的成功
1. 2. 3.
Definition --- Develop
Trait Coaching & freedom to act 训练与发展 Definition Coaches and empowers others, ensure and/or contribute to the availability and development of the talent needed 指导并授权给他人，保证或提供人才 的发展需求
1. 2. 3.
Model action Conducts development suggestions for others Understands strengthen and weakness of subordinates and help them to set development goal. Empowers others 对他人发展提出有用建议 了解下属的强弱项，帮助其确立发展目标 适当授权的能力 Shares information and viewpoints with other openly and directly Encourages others to exchange information and viewpoints Shares updated information with others 开放直接地与他人交流信息和想法 鼓励他人交流信息和想法 和他人分享最新的信息 Treats others fairly and consistently Treats others honest and truthful Focuses on problems instead of blaming others 对人公平一致 对人诚实可信 对事不对人 Encourages the others to form a team Sets up shared value and norm to enhance attraction of team Rewards others for team accomplishments 促进团队成员形成团队 建立共同的价值观和标准加强合作 奖励对团队的贡献
Freedom of information 保持信息通畅
Encourages the open exchange of information and viewpoints 鼓励开放地交换信息和观点
1. 2. 3.
Treats others with dignity /fairness 尊重并公平对待 他人
Treats others fairly and consistently and be honest and truthful in dealings with others. 对人公平一致、并诚实可信
1. 2. 3.
Builds best teams 建立最佳团队
Builds an effective team and fosters a sense of collaboration to achieve goals 建立一个通过彼此合作达成目标的有 效团队
1. 2. 3.
4

Definition --- Decide
Trait Keeps things simple 把握重点 Definition Focuses on important information and recognize key interrelationships and patterns, break down problems into manageable components. 以重要信息为核心，抓住关键影响和模 式，让问题化解为更容易处理的状态。
1. 2. 3.
Model action Focuses on key information concerned to problems and issues, without wasting time on insignificant matters Identifies interrelationships and patterns of problems and issues Breaks down problems into manageable and actionable components 关注与问题相关的关键信息，不浪费时间在细枝末节上 找出问题间的相互影响因素和模式 将问题进行简化 Makes timely decisions on problems or issues requiring immediately attention Makes progress on resolving problems Takes independent action to resolve issues or problems timely 对需要立即处理的问题作出及时决定 推进问题的解决 对解决问题采取及时行动 Addresses difficult issues and problem Takes stands on important issues or problems Encourages others to follow through on difficult action or initiatives 能正视困难的问题 对重大问题表明立场 鼓励并引导他人在困难面前坚持到底 Finds a new way to solve the old problems Uses a new way to look at the old problem, processes or solutions Opens to challenging status quo, thinks “breakout of the box” 用创新的方法解决老问题 用新视角审视老问题、程序或解决方法 突破现状，挑战习惯思维和想法
Quick, decisive 决断力
Makes timely decisions on problems/issues requiring immediate attention when necessary, take principled personal and organizational risks to do what is right and achieve organization success. 在必要的情况下，基于问题的情形和原 则，承担个人和组织风险，作出及时、 正确并有助于公司成功的决定 Raises difficult issues to ensure that they are addressed and lead others to follow through on difficulties. 指出困难的问题，确保它们被认识到， 引导他人克服问题和困难。
1. 2. 3.
Make tough calls 勇于发表个人 见解
1. 2. 3.
Challenges status quo 勇于突破现状
Champions innovative ideas, solutions, and opportunities that challenge status quo thinking and assumptions. 支持能突破现有想法和假设的观点、方 案和机会。
1. 2. 3.
Definition --- Deliver
Trait Acts with integrity 诚实、廉政 Definition Shows consistency between works/actions, and follow through on commitments and comply with rules and policies 言行一致、信守承诺、遵守 政策和规则 Demonstrates and fosters a strong commitment to achieve goals 展示并培养一种坚决达成结 果的氛围
1. 2. 3.
Model action Shows consistency between works and actions Accepts responsibility for own actions and their consequences Complies with rules and polices 言行一致 勇于承担责任，为结果负责 遵守政策和规则 Drives the achievement of meaningful results in meetings, without over process Fosters a sense of urgency of goals to others Keeps on moving work forward by addressing obstacles effectively 以目标为导向，达到并超越公司目标 培养并树立紧迫感 遇到问题仍然保持前进 Delegates tasks and accountabilities to staff by clear expectations and goals Tracks progress and directions in key activities Holds people accountable for hitting their targeted goals and results 通过设立清晰的目标和期望进行授权 在关键时候，追踪进程并指引方向 承担人员管理责任，促使他们达成目标和结果 Capitalizes strengths, market opportunities, and competitive threats to keep initiatives Contributes to improve the company’s competitive advantage Anticipates long term evolution of industry to gain company’s competitive advantage 运用公司优势、市场机会并针对潜在的竞争威胁保持公司竞争力的领先地位 提高公司总体竞争优势 对未来3 对未来3-5年外部竞争市场进行预测，赢得未来竞争优势
Delivery a way of life 坚持不懈地 追求目标的 实现
1. 2. 3.
Hold self /others accountabl e 让自己和他 人保持责任 感 ReRe-invents competitive advantage 赢得竞争优 势
Delegates significant responsibility and authority and foster a sense of energy, ownership, and personal commitment to the work 通过授权和授能，在工作中 培养一种朝气蓬勃，并勇于 承担个人责任的主人翁精神 Redefines organizational strategies to regain competitive advantage 重新确定组织策略以赢得竞 争优势
1. 2. 3.
1. 2. 3.
5

Rating --- Drive
Trait Energy 精力充沛 Definition Sets high standards for own performance and maintain a consistent, high level of productivity. Sets a challenge goal :
5-6for oneself and others, 3-4some goals for oneself, 1-2give up 31-
Rating
Persists in the face of opposition, obstacles, and setback:
5-6appropriately, 3-4sometime and may occasionally back down quickly, 1-2give up quickly 31-
Maintains high level performance:
5-6consistent, 3-4mostly, 1-2low level or inconsistent with peaks and valleys at unexpected 31times
Demands, shares, recognizes success 追求、分享 并理智对待 成功 Optimism via customer focused vision 以顾客为核 心
Creates an environment in which performance excellence is encouraged and rewarded.
Encourages other to get a high level performance.
5-6encourage to get aggressive and challenging goals; 3-4encourage to strive for high level 3performance, 1-2little encouragement for others to high level performance 1-
Rewards and celebrates others’ contribution, input, and success
5-6readily shares credit and gives visibility, 3-4acknowledges, 1-2discounts or misses 31-
Rewards and celebrates significant achievement of others
5-6celebrates and rewards, 3-4provides praise, 1-2with no acknowledge or praise 31-
Identifies and anticipates customer requirements, expectations, and needs
Identifies or anticipates the customers’ requirements, expectations, and needs
5-6proactively, 3-4in normally, 1-2takes limited steps 31-
Finds a way to improve customer service consistently
5-6consistently and proactively, 3-4normally, 1-2limited responding to customer complaints 31versus taking a proactive approach to improve CS
Develops the long term relationship with the key clients
5-6fully aligns with key clients in strategy, 3-4consider the customer’s needs of long term in 3company’s strategies, 1-2incompletely considers the customer’s needs in strategies 1-
Competitive, profit driven 驱动竞争力 和赢利能力
Aggressively pursues organizational success in all its forms
Works on success of organization
5-6in all company’s success forms, 3-4toward most success facets, 1-2no interest in company’s 31success
Identifies and implements cost saving and revenue opportunities
5-6significant opportunities in these areas, 3-4normal, 1-2misses opportunities 31-
Takes action on key competitors
5-6ancitipates the potential competition status and concerned action plan, 3-4stays abreast of 3the actions of key competitors, 1-2little awareness of actions of key competitors 1-
Rating --- Drive
Trait Energy 精力充沛 Definition 设立高的个人表现目标，并 持续保持高的生产力。 设立有挑战的目标：
5-6提升个人和他人工作表现的目标，3-4为个人设立一些，1-2放弃 提升个人和他人工作表现的目标，3 为个人设立一些，1
Rating
在遇到反对、威胁或挫折时，坚持到底：
5-6适度坚持，3-坚持偶尔会退缩，1-2很快退缩 适度坚持，3 坚持偶尔会退缩，1
保持高水平的工作表现：
5-6持续，3-4多数情况下，1-2不佳的表现或波动的表现 持续，3 多数情况下，1
Demands, shares, recognizes success 追求、分享 并理智对待 成功 Optimism via customer focused vision 以顾客为核 心
创造一个鼓励并奖励优异工 作表现的环境。
鼓励他人取得高水平的工作表现：
5-6鼓励设立挑战性目标并提供支持，3-4鼓励争取高的标准和目标，1-2很少鼓励他人突破现在表 鼓励设立挑战性目标并提供支持，3 鼓励争取高的标准和目标，1 现状况
奖励并庆贺他人的贡献、参与和成功：
5-6乐意分享荣誉并公开奖励，3-4感谢，1-2忽视好的表现 乐意分享荣誉并公开奖励，3 感谢，1
奖励并庆贺他人取得的重要成就：
5-6奖励他人，3-4感谢他人，1-2对他人的成绩没有任何表示 奖励他人，3 感谢他人，1
确定并预期顾客的期望和需 求。
辨别并预期顾客的期望和需求：
5-6超前辨别并预期顾客的需求，3-4辨别顾客现在的需求，1-2非常有限的行动 超前辨别并预期顾客的需求，3 辨别顾客现在的需求，1
改善客户服务：
5-6持续并超前地寻求有重大意义的途径，3-4寻求改善现有服务状况，1-2支持客服的改善，但对 持续并超前地寻求有重大意义的途径，3 寻求改善现有服务状况，1 顾客投诉的后续行动缺乏必要反应
与关键客户发展长远关系：
5-6与关键客户发展战略伙伴关系，3-4将客户的长远需求融入公司的策略中，1-2在制定长远计划 与关键客户发展战略伙伴关系，3 将客户的长远需求融入公司的策略中，1 时未考虑顾客的需求
Competitive, profit driven 驱动竞争力 和赢利能力
支持能突破现有想法和假设 的观点、方案和机会。
致力于组织的成功：
5-6最大限度地追求公司的全面成功，3-4致力于公司大部分层面的成功，1-2不关心公司的成功 最大限度地追求公司的全面成功，3 致力于公司大部分层面的成功，1
把握利润机会：
5-6找出利润提升的重要机会，3-4提升利润，1-2错失良机 找出利润提升的重要机会，3 提升利润，1
对关键竞争对手采取行动：
5-6制定长远计划，3-4制订现在的计划，1-2很少这方面的计划 制定长远计划，3 制订现在的计划，1
6

Rating --- Develop
Trait Coaching & freedom to act 训练与发展 Definition Coaches and empowers others, ensure and/or contribute to the availability & development of the talent needed Encourages the open exchange of information and viewpoints Conducts development suggestions for others
5-6specific, useful coaching, advice and guidance, 3-4some useful suggestions, 1-2little 31-
Rating
Understands strengthen and weakness of subordinates and help them to set development goal.
5-6accruate understanding, 3-4normal understanding, 1-2incomplete understanding 31-
Empowers others
5-6delegates significant responsibility, 3-4delegates task and the associated accountability, 1-2delegates few 31and make poor use of others
Freedom of information 保持信息通 畅
Shares information and viewpoints with other openly and directly
5-6sharing with no keeping, 3-4shares critical, 1-2hesitates to share 31-
Encourages others to exchange information and viewpoints
5-6actively to encourage others, 3-4normally, 1-2with no encourage 31-
Shares updated information with others
5-6proactively shares them timely, 3-4shares them with relevant parties by requirement， 1-2hesitates to share 3requirement，
Treats others with dignity /fairness 尊重并公平 对待他人
Treats others fairly and consistently and be honest and truthful in dealings with others. Builds an effective team and fosters a sense of collaboration to achieve goals
Treats others fairly and consistently
5-6consistently even during heated circumstances or when disagreeing, 3-4generally, 1-2inconsistently or can’t 31do it
Treats others honest and truthful
5-6consistently, 3-4typically, 1-2inconsistently harming healthy relationship 31-
Focuses on problems instead of blaming others
5-6focus on problems instead of blaming others, 3-4no blaming, 1-2assigns blame to others instead of focusing 31on problems
Builds best teams 建立最佳团 队
Encourages the others to form a team
5-6facilitates the effective interaction and contribution of others, 3-4encourage to work together as a team, 31-2interfere with the effective interaction and contribution of others
Sets up shared value and norm to enhance the attraction of team
5-6builds collaboration by establishing, communicating and reinforcing them, 3-4conveys a genera sense of 3them, 1-2fails to provide them 1-
Rewards others for team accomplishments
5-6rewards team milestones and accomplishments with enthusiasm, 3-4rewards others for team 3accomplishments, 1-2misses in rewarding 1-
Rating --- Develop
Trait Coaching & freedom to act 训练与发展 Definition 指导并授权给 他人，保证或 提供人才的发 展需求 对他人发展提出有用建议：
5-6提供明确有用的辅导、忠告和指引，3-4提供一些有用的发展建议，1-2缺乏辅导、指引和忠告给他人 提供明确有用的辅导、忠告和指引，3 提供一些有用的发展建议，1
Rating
了解下属的强弱项，帮助其确立发展目标：
5-6很了解下属并帮助其根据个人特点制定清晰的个人发展目标和计划，3-4了解下属并鼓励其制定发展目标和计 很了解下属并帮助其根据个人特点制定清晰的个人发展目标和计划，3 划，1 划，1-2不了解下属并缺乏对下属未来发展的支持
适当授权的能力：
5-6将重要职责和权利交给适当的人选并让他们有效利用可用资源作出贡献，3-4在员工能力和责任允许的范围内 将重要职责和权利交给适当的人选并让他们有效利用可用资源作出贡献，3 将任务和相关责任交给员工，1 将任务和相关责任交给员工，1-2过多参与较少授权，或不会用人
Freedom of information 保持信息通 畅
鼓励开放地交 换信息和想法
开放直接地与他人交流信息和想法：
5-6毫无保留，3-4必要的信息但有所保留，1-2不愿分享 毫无保留，3 必要的信息但有所保留，1
鼓励他人交流信息和想法：
5-6积极鼓励他人，3-4鼓励他人，1-2不鼓励讨论，或影响他人贡献信息和想法 积极鼓励他人，3 鼓励他人，1
和他人分享最新的信息：
5-6提前及时分享，3-4分享必要的相关部分，1-2不愿分享 提前及时分享，3 分享必要的相关部分，1
Treats others with dignity /fairness 尊重并公平 对待他人 Builds best teams 建立最佳团 队
对人公平一致、 并诚实可信
对人公平一致：
5-6无论在什么情况下都能如此，3-4通常情况下，1-2不能持续或不能 无论在什么情况下都能如此，3 通常情况下，1
对人诚实可信：
5-6持续如此，3-4通常情况下尽管有所保留，1-2不能如此破坏了开放和信赖关系 持续如此，3 通常情况下尽管有所保留，1
对事不对人：
5-6当问题出现时对事不对人，3-4出错时不责备他人，1-2问题出现时不是关注问题的解决而是责备他人 当问题出现时对事不对人，3 出错时不责备他人，1
建立一个通过 彼此合作达成 目标的有效团 队
促进团队成员形成团队：
5-6促进团队内外成员进行有效合作，3-4鼓励团队内外成员象团队一样地共同工作，1-2影响和团对的有效合作 促进团队内外成员进行有效合作，3 鼓励团队内外成员象团队一样地共同工作，1
建立共同的价值观和标准加强合作：
5-6通过建立沟通和强化团队价值观和标准来建立合作，3-4灌输共同的价值观和标准，1-2没有提供共同的价值观 通过建立沟通和强化团队价值观和标准来建立合作，3 灌输共同的价值观和标准，1 和标准
奖励对团队的贡献：
5-6通过公开认可和奖励团对的重大贡献鼓舞士气，3-4奖励对团队的贡献，1-2缺乏必要奖励 通过公开认可和奖励团对的重大贡献鼓舞士气，3 奖励对团队的贡献，1
7

Rating --- Decide
Trait Keeps things simple 把握重点
Definition Focuses on important information and recognize key interrelationships and patterns, break down problems into manageable components. 以重要信息为核心，抓住关 键影响和模式，让问题化解 为更容易处理的状态。
Rating Focuses on key information concerned to problems and issues, without wasting time on insignificant matters
5-6clearly focuses on the most relevant information, 3-4focuses on important information, but may 3get caught up in some extraneous information, 1-2focuses on too many factors 1-
Identifies interrelationships and patterns of problems and issues
5-6quickly and accurately identifies critical ones, even it’s subtle, 3-4recognize them by evident, 1-2 31misses some critical factor
Breaks down problems into manageable and actionable components
5-6do it consistently and effectively, 3-4breaks problems down into some manageable components 3to understand them better, but occasionally analysis is too broadly, 1-2can’t do so 1-
Quick, decisive 决断力
Makes timely decisions on problems/issues requiring immediate attention when necessary, takes principled personal and organizational risks to do what is right and achieve organization success. 在必要的情况下，基于问题 的情形和原则，承担个人和 组织风险，作出及时、正确 并有助于公司成功的决定
Makes timely decisions on problems or issues requiring immediately attention
5-6consistently makes timely decisions with balancing, 3-4makes timely decisions on most 3problems or Issues requiring, although delays on some or do a lot survey, 1-2fails to make timely 1decisions
Makes progress on resolving problems
5-6advances problems toward resolution whenever, 3-4identifies important intervention points to 3makes some reasonable progress on resolving, 1-2make little progress when it has some difficulty 1-
Takes independent action to resolve issues or problems timely
5-6takes immediately and independent action both in short term and long term, 3-4can do so although 3sometimes with undue caution or delay, 1-2delays taking action 1-
Rating --- Decide
Trait Make tough calls 勇于发表个 人见解
Definition Raises difficult issues to ensure that they are addressed and lead others to follow through on difficulties. Addresses difficult issues and problem
Rating
5-6steps forward, 3-4deals with them reluctantly and tentatively, 1-2fails to or too late 31-
Takes stands on important issues or problems
5-6well reasoned stands, 3-4may hesitate in unpopular side, 1-2avoids taking stands 31-
Encourages others to follow through on difficult actions or initiatives
5-6provides coaching and guidance to instill in others a strong senses of commitment and confidence to follow through on it, 3-4do so but may not instill commitment or provide enough 3guidance; guidance; 1-2 Provides little support or leadership for others to follow through on difficult actions or initiatives (e.g., gives limited guidance, becomes overly directive).
Challenge status quo 勇于突破现 状
Champions innovative ideas, solutions, and opportunities that challenge status quo thinking and assumptions.
Finds a new way to solve the old problems
5-6actively seeks out generates truly novel solutions, 3-4conveys an openness and contributes a 3new ideas,1-2can’t do so ideas,1-
Uses a new way to look at the old problems, processes or solutions
5-6actively promotes new ways, 3-4supports adopting new ways, 1-2can’t do so 31-
Opens to challenging status quo, thinks “breakout of the box”
5-6generates highly innovative way in ideas, solutions, and opportunities, thinks breakout of the box, 3-4open to challenging current process and procedure, 1-2can’t do so 1-
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Rating --- Decide
Trait Keeps things simple 把握重点 Definition Rating 以重要信息为核心， 关注与问题相关的关键信息，不浪费时间在细枝末节上： 5-6明确地关注与问题密切相关的信息上而不浪费时间在细枝末节，3-4关注重要情况但可能会抓住一些额外 明确地关注与问题密切相关的信息上而不浪费时间在细枝末节，3 抓住关键影响和模式， 信息，1 信息，1-2关注太多无用的信息抓不住重点 让问题化解为更容易 处理的状态。 找出问题间的相互影响因素和模式：
5-6快速准确地抓住关键问题尽管它们可能很不明显，3-4能抓住一些明显的问题，1-2不能综合处理支离破碎 快速准确地抓住关键问题尽管它们可能很不明显，3 能抓住一些明显的问题，1 的问题，找不到它们 比 此之间的关联和模式
将问题进行简化：
5-6一贯有效地如此，3-4多数情况下如此但有时把问题夸大，1-2不能如此 一贯有效地如此，3 多数情况下如此但有时把问题夸大，1
Quick, decisive 决断力
在必要的情况下，基 对需要立即处理的问题作出及时决定： 5-6一贯如此，3-4多数情况下如此尽管有时会有拖延，1-2不能如此 一贯如此，3 多数情况下如此尽管有时会有拖延，1 于问题的情形和原则， 承担个人和组织风险， 推进问题的解决： 作出及时、正确并有 5-6推进问题的解决即使在不明朗和不确定的情况下，3-4找出重要的因素推进问题的解决，1-2在遇到困难时 推进问题的解决即使在不明朗和不确定的情况下，3 找出重要的因素推进问题的解决，1 助于公司成功的决定 不能推进问题的解决 对解决问题采取及时行动：
5-6立即采取短期和长期行动确保问题的根本解决，3-4可以如此但有时有拖延或被催促，1-2即使在必要情况 立即采取短期和长期行动确保问题的根本解决，3 可以如此但有时有拖延或被催促，1 下也行动缓慢
Make tough calls 勇于发表 个人见解
指出困难的问题，确 保它们被认识到，引 导他人克服问题和困 难。
能正视困难的问题：
5-6勇于正式困难的问题，3-4通常可以处理已经明朗的问题，在初期可能有些勉强或试探，1-2不敢正视困难 勇于正式困难的问题，3 通常可以处理已经明朗的问题，在初期可能有些勉强或试探，1 的问题或有太多拖延
对重大问题表明立场：
5-6立场鲜明，3-4在重大问题上有自己的立场但在人少的情况下可能会犹豫，1-2逃避困难问题或立场不坚定 立场鲜明，3 在重大问题上有自己的立场但在人少的情况下可能会犹豫，1
鼓励并引导他人在困难面前坚持到底：
5-6提供训练和指导鼓足他人在困难面前坚持到底的信心和决心，3-4鼓励他人在苦难面前坚持到底但缺乏指 提供训练和指导鼓足他人在困难面前坚持到底的信心和决心，3 导和鼓励；1 导和鼓励；1-2在他人遇到困难是缺乏支持和引导（例如：缺乏指导，过度指示等）
Challenge status quo 勇于突破 现状
支持能突破现有想法 和假设的观点、方案 和机会。
用创新的方法解决老问题：
5-6积极寻求并启动前所未有的新方法，3-4贡献新想法，1-2不能如此 积极寻求并启动前所未有的新方法，3 贡献新想法，1
用新视角审视老问题、程序或解决方法：
5-6积极促进，3-4支持采用新视角看问题，1-2让他人继续采用老方法 积极促进，3 支持采用新视角看问题，1
突破现状，挑战习惯思维和想法：
5-6产生高度创新的想法，挑战习惯思维模式，3-4愿意挑战现有的状况，1-2拒绝挑战现有状况 产生高度创新的想法，挑战习惯思维模式，3 愿意挑战现有的状况，1
Rating --- Deliver
Trait Acts with integrity 诚实、廉政 Definition Model action Shows consistency Shows consistency between works and actions between works/actions, 5-6model that shows clear consistency; 3-4general consistency, 1-2inconsistency 31and follow through on Accepts responsibility for own actions and their consequences commitments and 5-6willingly to take, 3-4accasionally hesitates to do so, 1-2avoids 31comply with rules and Comply with rules and polices policies Demonstrates and fosters a strong commitment to achieve goals
5-6fully comply and advocates others do so, 3-4complies with most of them, 1-2fails to this 31-
Delivery a way of life 坚持不懈地 追求目标的 实现
Drives the achievement of meaningful results in meetings, without over process
5-6meaningful results, 3-4meet most objective, 1-2not meet objectives 31-
Fosters a sense of urgency of goals to others
5-6excellent performance, 3-4conveys important accomplishing goals on time, 1-2have little 31sense of urgency, doesn’t make significant progress even on priority issues
Keeps on moving work forward by addressing obstacles effectively
5-6readily intervenes to remove obstacles to move work forward, 3-4can do so but only takes general 3or gradual actions, 1-2delays or defers addressing obstacles, or addresses only the most obvious 1-
Hold self /others accountable 让自己和他 人保持责任 感
Delegates significant responsibility and authority and foster a sense of energy, ownership, and personal commitment to the work
Delegates tasks and accountabilities to staff by clear expectations and goals
5-6delegates significant responsibility and authority, 3-4delegates tasks and the associated 3accountability that are within the capabilities and responsibilities of the assigned staff, 1-2delegates 1few assignments and make poor use of others
Tracks progress and directions in key activities
5-6proactively monitors and quickly intervenes to redirect, 3-4do so but may be slow to redirect 3efforts, 1-2can’t do so 1-
Holds people accountable for hitting their targeted goals and results
5-6holds fully accountable, 3-4holds largely accountable, 1-2may hold loosely or partially Accountable 31-
Re-invents Recompetitive advantage 赢得竞争优 势
Redefines organizational strategies to regain competitive advantage
Capitalizes strengths, market opportunities, and competitive threats to keep initiatives
5-6capitalizes the all factors, 3-4do so but may not fully, 1-2misses significant opportunities 31-
Contributes to improve the company’s competitive advantage
5-6challenge status quo to keep company well ahead of its competitors, 3-4contrubutes some 3innovative ideas, 1-2mostly stays on status quo 1-
Anticipates long term evolution of industry to gain company’s competitive advantage
5-6anticipate the long term evolution, 3-4identifies key points about competition in the future 3-
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Rating --- Deliver
Trait Acts with integrity 诚实、廉政 Definition 言行一致、信守承诺、 遵守政策和规则 言行一致：
5-6言行一致的典范，3-4通常一致，1-2不能持续 言行一致的典范，3 通常一致，1
Model action
勇于承担责任，为结果负责
5-6乐意承担，3-4勇于承担偶尔会犹豫，1-2逃避责任 乐意承担，3 勇于承担偶尔会犹豫，1
遵守政策和规则：
5-6不仅个人遵守还提倡他人遵守，3-4遵守大多数政策和规则，1-2 不遵守 不仅个人遵守还提倡他人遵守，3 遵守大多数政策和规则，1
Delivery a way of life 坚持不懈地 追求目标的 实现
展示并培养一种坚决达 成结果的氛围
以目标为导向，达到并超越公司目标：
5-6取得意义重大的结果，3-4达到大部分目标，1-2未达到目标注重过程胜过结果 取得意义重大的结果，3 达到大部分目标，1
培养并树立紧迫感：
5-6培养他人的紧迫感，3-4按时完成目标尽管没有特别的紧迫感，1-2甚至对重要的事情也缺乏紧迫感 培养他人的紧迫感，3 按时完成目标尽管没有特别的紧迫感，1
遇到问题仍然保持前进：
5-6乐意排除各种障碍保持前进，3-4找到影响进度的障碍但只采取一般的或缓慢的行动，1-2拖延问题 乐意排除各种障碍保持前进，3 找到影响进度的障碍但只采取一般的或缓慢的行动，1 的解决影响结果
Hold self /others accountable 让自己和他 人保持责任 感 Re-invents Recompetitive advantage 赢得竞争优 势
通过授权和授能，在工 通过设立清晰的目标和期望进行授权： 5-6将重要职责和权利交给适当的人选并让他们有效利用可用资源作出贡献，3-4在员工能力和职责允许 将重要职责和权利交给适当的人选并让他们有效利用可用资源作出贡献，3 作中培养一种朝气蓬勃， 的范围内将任务和相关责任交给员工，1 的范围内将任务和相关责任交给员工，1-2过多参与较少授权，或不会用人 并勇于承担个人责任的 主人翁精神 在关键时候，追踪进程并指引方向：
5-6提前监控进展状况必要时指导方向，3-4可以如此但对调整方向很慢，1-2疏于关注 提前监控进展状况必要时指导方向，3 可以如此但对调整方向很慢，1
承担人员管理责任，促使他们达成目标和结果：
5-6承担全部责任，3-4承担大部分责任，1-2不管或管理松懈 承担全部责任，3 承担大部分责任，1
重新确定组织策略以赢 得竞争优势
运用公司优势、市场机会和潜在的竞争威胁保持公司竞争力的领先地位：
5-6可以如此，3-4认识到上述各种因素但可能未充分利用，1-2错失良机 可以如此，3 认识到上述各种因素但可能未充分利用，1
提高公司总体竞争优势：
5-6用创新突破现状保持公司的领先地位，3-4为提高公司竞争优势贡献新观点和新视角，1-2守旧 用创新突破现状保持公司的领先地位，3 为提高公司竞争优势贡献新观点和新视角，1
对未来3 对未来3-5年外部竞争市场进行预测，赢得未来竞争优势：
5-6预期未来行业竞争状况，3-4辨别未来3-5年关键的影响因素和竞争状况，1-2只能看到眼前不能着眼 预期未来行业竞争状况，3 辨别未来3 年关键的影响因素和竞争状况，1 于未来
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