What Makes a Leader
what_makes_a_leader
Vocabulary
• ambivalent [æ m'bɪvələnt] adj.
对某物、某人或某境况具有或显示矛盾情感的
I must have acquired ambivalent attitude towards women from her.
我对妇女的矛盾态度一定是从她那里学来的。
ambivalence n. 矛盾情绪；矛盾心理
Organization
• Para.1-8: What are the qualities of a good leader? The common traits that differentiate leaders from the rest. • Para. 9-14: Why is a good leader difficult to find? The truth: Leaders are made, not found.
Paragraph 2)
• How do you understand the sentence “The leader must appear on the scene at a moment when people are looking for leadership” • The leader appears only when the people feel the need for someone trustworthy who can lead them to attain their desired goals.
Leaders mentioned in the article
• • • • • • • Churchill Lincoln Lenin Roosevelt, FDR Truman Ike, Eisenhower Kennedy, JFK • Johnson, LGJ; Humphrey (VP) • Ford • Nixon • Carter • Reagan • Mao
what makes a leader
What Makes a Leader?By Daniel GolemanWhat distinguishes the outstanding leader from the merely adequate?Emotional intelligence —a powerful combination of self-management skills and the ability to work with others.The Idea in BriefAsk to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision. Often left off the list are softer, more personal qualities—but recent studies indicate that they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, what is called “emotional intelligence” may be the key attribute that distinguishes outstanding performers from those who are merely adequate. For example, in a 1996 study of a global food and beverage company, where senior managers had a certain critical mass of emotional intelligence, their divisions outperformed yearly earnings goals by 20%. Division leaders without that critical mass underperformed by almost the same amount.The Idea at WorkThere are five components to emotional intelligence: self-awareness, self-regulation, motivation, empathy, and social skill. All five traits sound desirable to just about everyone. But organizations too often implicitly discourage their people from developing them.Self-management skills1.Self-awareness. Emotional intelligence begins with this trait. People with a highdegree of self-awareness know their weaknesses and aren’t afraid to talk about them. Someone who understands that he works poorly under tight deadlines, for example, will work hard to plan his time carefully, and will let his colleagues know why. Many executives looking for potential leaders mistake such candor for “wimpiness.”2.Self-regulation. This attribute flows from self-awareness, but runs in a differentdirection. People with this trait are able to control their impulses or even channel them for good purposes.3.Motivation. A passion for achievement for its own sake—not simply the ability torespond to whatever incentives a company offers—is the kind of motivation that is essential for leadership. The ability to relate to others4.Empathy. In addition to self-management skills, emotional intelligence requires afacility for dealing with others. And that starts with empathy—taking into accountthe feelings of others when making decisions—as opposed to taking on everyone’s troubles.5.Social skill. All the preceding traits culminate in this fifth one: the ability to buildrapport with others, to get them to cooperate, to move them in a direction you desire. Managers who simply try to be sociable—while lacking the other components of emotional intelligence—are likely to fail. Social skill, by contrast, is friendliness with a purpose.Can you boost your emotional intelligence?Absolutely—but not with traditional training programs that target the rational part of the brain. Extended practice, feedback from colleagues, and your own enthusiasm for making the change are essential to becoming an effective leader.IQ and technical skills are important, but emotional intelligence is the sine qua non of leadership.What Makes a Leader?by daniel golemanDaniel Goleman is the author of Emotional Intelligence (Bantam, 1995) and Working with Emotional Intelligence (Bantam, 1998). He is cochairman of the Consortium for Research on Emotional Intelligence in Organizations, which is based at Rut gers University’s Graduate School of Applied and Professional Psychology in Piscataway, New Jersey. He can be reached at Goleman@.Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid - but not extraordinary–intellectual abilities and technical skills who was promoted into a similar position and then soared.Such anecdotes support the widespread belief that identifying individuals with the “right stuff” to be leaders is more art than science. After all, the personal styles of superb leaders vary: some leaders are subdued and analytical; others shout their manifestos from the mountaintops. And just as important, different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful authority.I have found, however, that the most effective leaders are alike in one crucial way:they all have a high degree of what has come to be known as emotional intelligence. It’s not that IQ and technical skills are irrelevant. They do matter, but mainly as“threshold capabilities”; that is, they are the entry-level requirements for executive positions. But my research, along with other recent studies, clearlyshows that emotional intelligence is the sine qua non of leadership. Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but he still won’t make a great leader.In the course of the past year, my colleagues and I have focused on how emotional intelligence operates at work. We have examined the relationship between emotional intelligence and effective performance, especially in leaders. And we have observed how emotional intelligence shows itself on the job. How can you tell if someone has high emotional intelligence, for example, and how can you recognize it in yourself? In the following pages, we’ll explore these questions, taking each of the components of emotional intelligence–self-awareness, self-regulation, motivation, empathy, and social skill–in turn.Evaluating Emotional IntelligenceEffective leaders are alike in one crucial way: they all have a high degree of emotional intelligence.Most large companies today have employed trained psychologists to develop what are known as “com petency model s” to aid them in identifying, training, and promoting likely stars in the leadership firmament. The psychologists have also developed such models for lower-level positions. And in recent years, I have analyzed competency models from 188 companies, most of which were large and global and included the likes of Lucent Technologies, British Airways, and Credit Suisse.In carrying out this work, my objective was to determine which personal capabilities drove outstanding performance within these organizations, and to what degree they did so. I grouped capabilities into three categories: purely technical skills like accounting and business planning; cognitive abilities like analytical reasoning; and competencies demonstrating emotional intelligence such as the ability to work with others and effectiveness in leading change.To create some of the competency models, psychologists asked senior managers at the companies to identify the capab ilities that typified the organization’s most outstanding leaders. To create other models, the psychologists used objective criteria such as a division’s profitabilit y to differentiate the star performers at senior levels within their organizations from the average ones. Those individuals were then extensively interviewed and tested, and their capabilities were compared. This process resulted in the creation of lists of ingredients for highly effective leaders. The lists ranged in length from 7 to 15 items and included such ingredients as initiative and strategic vision.When I analyzed all this data, I found dramatic results. To be sure, intellect was a driver of outstanding performance. Cognitive skills such as big-picture thinkingand long-term vision were particularly important. But when I calculated the ratio of technical skills, IQ, and emotional intelligence as ingredients of excellent performance, emotional intelligence proved to be twice as important as the others for jobs at all levels.Moreover, my analysis showed that emotional intelligence played an increasingly important role at the highest levels of the company, where differences in technical skills are of negligible importance. In other words, the higher the rank of a person considered to be a star performer, the more emotional intelligence capabilities showed up as the reason for his or her effectiveness. When I compared star performers with average ones in senior leadership positions, nearly 90% of the difference in their profiles was attributable to emotional intelligence factors rather than cognitive abilities.Other researchers have confirmed that emotional intelligence not only distinguishes outstanding leaders but can also be linked to strong performance. The findings of the late David McClelland, the renowned researcher in human and organizational behavior, are a good example. In a 1996 study of a global food and beverage company, McClelland found that when senior managers had a critical mass of emotional intelligence capabilities, their divisions outperformed yearly earnings goals by 20%. Meanwhile, division leaders without that critical mass underperformed by almost the same amount. McClelland’s findings, interestingly, held as true in the company’s U.S. divisions as in its divisions in Asia and Europe. In short, the numbers are beginning to tell us a persuasive story about the link between a compa ny’s success and the emotional intelligence of its leaders. And just as important, research is also demonstrating that people can, if they take the right approach, develop their emotional intelli gence. (See the insert “Can Emotional Intelligence Be Learned?”)Self-AwarenessSelf-aware job candidates will be frank in admitting to failure–and will often tell their tales with a smile.Self-awareness is the first component of emotional intelligence–which makes sense when one considers that the Delphic oracle gave the advice to“know thyself” thousands of years ago. Self-awareness means having a deep understanding of one’s emotions, strengths, weaknesses, needs, and drives. People with strong self-awareness are neither overly critical nor unrealistically hopeful. Rather, they are honest–with themselves and with others.People who have a high degree of self-awareness recognize how their feelings affect them, other people, and their job performance. Thus a self-aware person who knows that tight deadlines bring out the worst in him plans his time carefully and gets his work done well in advance. Another person with high self-awareness will be able to work with a demanding client. She will understand the client’s impact on her moods and the deeper reasons for her frustration. “Their trivial demands take us away from the real work that needs to be done,” she might explain. And she will go one step further and turn her anger into something constructive.Self-awareness extends to a person’s understanding of his or her values and goals. Someone who is highly self-aware knows where he is headed and why; so, for example, he will be able to be firm in turning down a job offer that is tempting financially but does not fit with his principles or long-term goals. A person who lacks self-awareness is apt to make decisions that bring on inner turmoil by treading on buried values. “The money looked good so I signed on,” someone might say two years into a job, “but the work means so little to me that I’m constantly bored.” Thedecisions of self-aware people mesh with their values; consequently, they often find work to be energizing.How can one recognize self-awareness? First and foremost, it shows itself as candor and an ability to assess oneself realistically. People with high self-awareness are able to speak accurately and openly–although not necessarily effusively or confessionally –about their emotions and the impact they have on their work. For instance, one manager I know of was skeptical about a new personal-shopper service that her company, a major department-store chain, was about to introduce. Without prompting from her team or her boss, she offered them an ex planation: “It’s hard for me to get behind the rollout of this service,” she admitted, “because I really wanted to run the project, but I wasn’t selected. Bear with me while I deal with that.” The manager did indeed examine her feelings; a week later, she was supporting the project fully.Such self-knowledge often shows itself in the hiring process. Ask a candidate to describe a time he got carried away by his feelings and did something he later regretted. Self-aware candidates will be frank in admitting to failure–and will often tell their tales with a smile. One of the hallmarks of self-awareness is a self-deprecating sense of humor.Self-awareness can also be identified during performance reviews. Self-aware people know–and are comfortable talking about–their limitations and strengths, and they often demonstrate a thirst for constructive criticism. By contrast, people with low self-awareness interpret the message that they need to improve as a threat or a sign of failure.Self-aware people can also be recognized by their self-confi dence. They have a firm grasp of their capabilities and are less likely to set themselves up to fail by, for example, overstretching on assignments. They know, too, when to ask for help. And the risks they take on the job are calculated. They won’t ask for a challenge that they know they can’t handle alone. They’ll play to their strengths.Consider the actions of a mid-level employee who was invited to sit in on a strategy meeting with her company’s top executives. Although she was the most junior person in the room, she did not sit there quietly, listening in awestruck or fearful silence. She knew she had a head for clear logic and the skill to present ideas persuasively, and she offered cogent suggestions about the company’s strategy. At the same time,her self-awareness stopped her from wandering into territory where she knew she was weak.Despite the value of having self-aware people in the workplace, my research indicates that senior executives don’t often give self-awareness the credit it deserves when they look for potential leaders. Many executives mistake candor about feelings for “wimpiness” and fail t o give due respect to employees who openly acknowledgetheir shortcomings. Such people are too readily dismissed as “not tough enough” to lead others.In fact, the opposite is true. In the first place, people generally admire and respect candor. Further, leaders are constantly required to make judgment calls that require a candid assessment of capabilities–their own and those of others. Do we have the management expertise to acquire a competitor? Can we launch a new product within six months? People who assess themselves honestly–that is, self-aware people–are well suited to do the same for the organizations they run.Self-RegulationPeople who have mastered their emotions are able to roll with the changes. They don’t panic.Biological impulses drive our emotions. We cannot do away with them–but we can do much to manage them. Self-regulation, which is like an ongoing inner conversation, is the component of emotional intelligence that frees us from being prisoners of ourfeelings. People engaged in such a conversation feel bad moods and emotional impulses just as everyone else does, but they find ways to control them and even to channel them in useful ways.Imagine an executive who has just watched a team of his employees present a botched analysis to the company’s board of directors. In the gloom that follows, the executive might find himself tempted to pound on the table in anger or kick over a chair. He could leap up and scream at the group. Or he might maintain a grim silence, glaring at everyone before stalking off.But if he had a gift for self-regulation, he would choose a different approach. He would pick his words carefully, acknowledging the team’s poor performance without rushing to any hasty judgment. He would then step back to consider the reasons for the failure. Are they personal–a lack of effort? Are there any mitigating factors? What was his role in the debacle? After considering these questions, he would call the team together, lay out the incident’s consequences, and offer his feelings about it. He would then present his analysis of the problem and a well-considered solution.Why does self-regulation matter so much for leaders? First of all, people who are in control of their feelings and impulses–that is, people who are reasonable–are able to create an environment of trust and fairness. In such an environment, politics and infighting are sharply reduced and productivity is high. Talented people flock to the organization and aren’t tempted to leave. And self-regulation has a trickle-down effect. No one wants to be known as a hothead when the boss is known for her calm approach. Fewer bad moods at the top mean fewer throughout the organization.Second, self-regulation is important for competitive reasons. Everyone knows that business today is rife with ambiguity and change. Companies merge and break apart regularly. Technology transforms work at a dizzying pace. People who have mastered their emotions are able to roll with the changes. When a new change program is announced, they don’t panic; instead, they are able to suspend judgment, seek out information, and listen to executives explain the new program. As the initiative moves forward, they are able to move with it.Sometimes they even lead the way. Consider the case of a manager at a large manufacturing company. Like her colleagues, she had used a certain software program for five years. The program drove how she collected and reported data and how she thought about the company’s strategy. One day, senior executives announced that a new program was to be installed that would radically change how information was gathered and assessed within the organization. While many people in the company complained bitterly about how disruptive the change would be, the manager mulled over the reasons for the new program and was convinced of its potential to improve performance. She eagerly attended training sessions –some of her colleagues refused to do so–and was eventually promoted to run several divisions, inpart because she used the new technology so effectively.I want to push the importance of self-regulation to leadership even further and make the case that it enhances integrity, which is not only a personal virtue but also an organizational strength. Many of the bad things that happen in companies are a function of impulsive behavior. People rarely plan to exaggerate profits, pad expense accounts, dip into the till, or abuse power for selfish ends. Instead, an opportunity presents itself, and people with low impulse control just say yes.By contrast, consider the behavior of the senior executive at a large food company. The executive was scrupulously honest in his negotiations with local distributors. He would routinely lay out his cost structure in detail, thereby giving the distributors a realistic understanding of the company’s pricing. This approach meant the execut ive couldn’t always drive a hard bargain. Now, on occasion, he felt the urge to increase profits by withholding informa tion about the com pany’s costs. But he challenged that impulse–he saw that it made more sense in the long run to counteract it. His emotional self-regulation paid off in strong, lasting relationships with distributors that be nefited the company more than any short-term financial gains would have.The signs of emotional self-regulation, therefore, are not hard to miss: a propensity for reflection and thoughtfulness; comfort with ambiguity and change; and integrity–an ability to say no to impulsive urges.–Like self-awareness, self-regulation often does not get its due. People who can master their emotions are sometimes seen as cold fish–their considered responses are taken as a lack of passion. People with fiery temperaments are frequently thought of as “classic” leaders–their outbursts are considered hallmarks of charisma and power. But when such people make it to the top, their impulsiveness often works against them. In my research, extreme displays of negative emotion have never emerged as a driver of good leadership.MotivationPeople who are in control of their feelings can tame their emotional impulses and redirect them in useful ways.If there is one trait that virtually all effective leaders have, it is motivation. They are driven to achieve beyond expectations–their own and everyone else’s. The key word here is achieve. Plenty of people are motivated by external factors such as a big salary or the status that comes from having an impressive title or being part of a prestigious company. By contrast, those with leadership potential are motivated by a deeply embedded desire to achieve for the sake of achievement.If you are looking for leaders, how can you identify people who are motivated by the drive to achieve rather than b y external rewards? The first sign is a passion for the work itself–such people seek out creative challenges, love to learn, and take greatpride in a job well done. They also display an unflagging energy to do things better. People with such energy often seem restless with the status quo. They are persistent with their questions about why things are done one way rather than another; they are eager to explore new approaches to their work.A cosmetics company manager, for example, was frustrated that he had to wait two weeks to get sales results from people in the field. He finally tracked down an automated phone system that would beep each of his salespeople at 5 p.m. everyday. An automated message then prompted them to punch in their numbers–how many calls and sales they had made that day. The system shortened the feedback time on sales results from weeks to hours.That story illustrates two other common traits of people who are driven to achieve. They are forever raising the performance bar, and they like to keep score. Take the perf ormance bar first. During performance reviews, people with high levels of motivation might ask to be “stretched” by their superiors.Of course, an employee who combines self-awareness with internal motivation will recognize her limits–but she won’t settle f or objectives that seem too easy to fulfill.And it follows naturally that people who are driven to do better also want a way of tracking progress–their own, their team’s, and their company’s. Whereas people with low achievement motivation are often fuzzy about results, those with high achievement motivation often keep score by tracking such hard measures as profitability or market share. I know of a money manager who starts and ends his day on the Internet, gauging the performance of his stock fund against four industry-set benchmarks.Interestingly, people with high motivation remain optimistic even when the score is against them. In such cases, self-regulation combines with achievement motivation to overcome the frustration and depression that come after a setback or failure. Take the case of an another portfolio manager at a large investment company. After several successful years, her fund tumbled for three consecutive quarters, leading three large institutional clients to shift their business elsewhere.Some executives would have blamed the nosedive on circumstances outside their control; others might have seen the setback as evidence of personal failure. This portfolio manager, however, saw an opportunity to prove she could lead a turn- around. Two years later, when she was promoted to a very senior level in the company, she described the experience as “the best thing that ever happened to me; I learned so much from it.”Executives trying to recognize high levels of achievement motivation in their people can look for one last piece of evidence: commitment to the organization. When people love their job for the work itself, they often feel committed to the organizations thatmake that work possible. Committed employees are likely to stay with an organization even when they are pursued by headhunters waving money.It’s not difficult to understand how and why a motivation to achieve translates into strong leadership. If you set the performance bar high for yourself, you will do the same for the organization when you are in a position to do so. Likewise, a drive to surpass goals and an interest in keeping score can be contagious. Leaders with these traits can often build a team of managers around them with the same traits. And of course, optimism and organizational commitment are fundamental to leadership–just try to imagine running a company without them.EmpathyThe very word empathy seems unbusinesslike, out of place amid the tough realities of the marketplace.Of all the dimensions of emotional intelligence, empathy is the most easily recognized. We have all felt the empathy of a sensitive teacher or friend; we have all been struck by its absence in an unfeeling coach or boss. But when it comes to business, we rarely hear people praised, let alone rewarded, for their empathy. The very word seems unbusinesslike, out of place amid the tough realities of the marketplace.But empathy doesn’t mean a kind of “I’m okay,you’re okay” mushiness. For a leader, that is, it doesn’t mean adopting other people’s emotions as one’s own and trying to please everybody. That would be a nightmare–it would make action impossible. Rather, empathy means thoughtfully considering employees’ feelings–along with other factors–in the process of making intelligent decisions. For an example of empathy in action, consider what happened when two giant brokerage companies merged, creating redundant jobs in all their divisions. One division manager called his people together and gave a gloomy speech that emphasized the number of people who would soon be fired. The manager of another division gave his people a different kind of speech. He was upfront about his own worry and confusion, and he promised to keep people informed and to treat everyone fairly.The difference between these two managers was empathy. The first manager was too worried about his own fate to consider the feelings of his anxiety-stricken colleagues. The second knew intuitively what his people were feeling, and he acknowledged their fears with his words. Is it any surprise that the first manager saw his division sink as many demoralized people, especially the most talented, departed? By contrast, the second manager continued to be a strong leader, his best people stayed, and his division remained as productive as ever.Empathy is particularly important today as a component of leadership for at least three reasons: the increasing use of teams; the rapid pace of globalization; and the growing need to retain talent. The very word empathy seems unbusinesslike, out ofplace amid the tough realities of the marketplace.Consider the challenge of leading a team. As anyone who has ever been a part of one can attest, teams are cauldrons of bubbling emotions. They are often charged with reaching a consensus–hard enough with two people and much more difficult as the numbers increase. Even in groups with as few as four or five members, alliances form and clashing agendas get set. A team’s leader must be able to sense and understand the viewpoints of everyone around the table.That’s exactly what a marketing manager at a large information technology company was able to do when she was appointed to lead a troubled team. The group was in turmoil, overloaded by work and missing deadlines. Tensions were high among the members. Tinkering with procedures was not enough to bring the group together and make it an effective part of the company.So the manager took several steps. In a series of one-on-one sessions, she took the time to listen to everyone in the group–what was frustrating them, how they rated their colleagues, whether they felt they had been ignored. And then she directed the team in a way that brought it together: she encouraged people to speak more openly about their frustrations, and she helped people raise constructive complaints during meetings. In short, her empathy allowed her to under- stand her team’s emotional makeup. The result was not just heightened collaboration among members but also added business, as the team was called on for help by a wider range of internal clients Globalization is another reason for the rising importance of empathy for business leaders. Cross-cultural dialogue can easily lead to miscues and misunderstandings. Empathy is an antidote. People who have it are attuned to subtleties in body language; they can hear the message beneath the words being spoken. Beyond that, they have a deep understanding of the existence and importance of cultural and ethnic differences.Consider the case of an American consultant whose team had just pitched a project to a potential Japanese client. In its dealings with Americans, the team was accustomed to being bombarded with questions after such a proposal, but this time it was greeted with a long silence. Other members of the team, taking the silence as disapproval, were ready to pack and leave. The lead consultant gestured them to stop. Although he was not particularly fa miliar with Japanese culture, he read the client’s face and posture and sensed not rejection but interest–even deep consideration. He was right: when the client finally spoke, it was to give the consulting firm the jobFinally, empathy plays a key role in the retention of talent, particula rly in today’s information economy. Leaders have always needed empathy to develop and keep good people, but today the stakes are higher. When good people leave, they take the company’s knowledge with them.That’s where coaching and mentoring come in. It has repeatedly been shown that。
新编大学英语5unit-9-What-makes-a-leader
• A leader should know to appear relaxed and confident.
• The leader follows, though a step aside.
• A leader rides the waves, moves with the tides, and understands the deepest yearnings of his people.
• ambivalent
• adj.
• uncertain because of the inability to make a choice; having opposed or conflicting attitudes, emotions, etc.
• e.g.
• Because of the big difference in family background she remained ambivalent about the marriage.
• Discussion • If you are elected the chairperson of your
country, what is the first thing you are going to do? Why is it important?
• 1. When you select a person to be your leader at some level, say, chairman of the Students' Union, editor of the college tabloid, what sort of person do you think he/she ought to be?
what_makes_a_leader教学文案
• Churchill • Lincoln • Lenin • Roosevelt, FDR • Truman • Ike, Eisenhower • Kennedy, JFK
• Johnson, LGJ; Humphrey (VP)
• Ford • Nixon • Carter • Reagan • Mao
Michael Korda has been the editor-in-chief at Simon & Schuster for over 40 years. He is also an accomplished and best-selling author.
Main Idea
• What makes a leader? • Timing (The leader must appear on the scene at a moment when
• A great leader must transform our needs and fears into coherent policies and progress.
• He is, after all, merely the sum of us.
Leaders mentioned in the article
of people.
Rhetoric technique: • Examples of well-known leaders
Details
ara.2? • “simplifier”, simply what? • Bigger-than-life, commanding features? • Why can’t a leader be too different? • What role does TV play in creating the image
Whatmakesagoodleader
Empathy Respect Fairness Initiative Preparation Understanding how today's actions influence tomorrows direction Lead by example A good leader demonstrates the willingness and ability to guide, influence, support, facilitate a group towards the achievement of goals. A good leader listens, plans, communicates, organizes, understands, delegates, and seeks improvement.
A good leader gives the example through their own behavior. A good leader can ask a question and truly listen to the answer before giving feedback. A good leader is willing to understand how a current process works before wanting to incorporate changes. A good leader involves everyone and makes everyone accountable.
一个好的领导者应具备条件英文作文
一个好的领导者应具备条件英文作文全文共6篇示例，供读者参考篇1What Makes a Great Leader?Leaders are very important people. They guide and inspire others to achieve big goals. A leader can be the president of a country, the principal of a school, the captain of a sports team, or even the line leader in your class! No matter what kind of leader, there are certain qualities that all great leaders should have.First and foremost, a truly great leader must be honest and have integrity. Integrity means doing the right thing, even when no one is watching. A leader with integrity is trustworthy and ethical. They don't lie, cheat, or take shortcuts. People look up to a leader who acts with honesty and strong moral principles.For example, let's say the soccer team captain knows one of their players broke an important rule, like being late to practice.A leader with integrity wouldn't cover it up or let it slide. They would handle the situation fairly according to the rules. The captain's honesty would earn respect from the whole team.Another key trait of leadership is good communication skills. Leaders need to be excellent speakers and listeners. They must clearly explain their vision and give directions that others can easily understand. Just as importantly, they listen carefully to the concerns and ideas of their team.Imagine if a class president just talked at the students without letting them voice their thoughts. The students would feel ignored and upset. But a leader who updates the class, then stops to hear everybody's input makes people feel valued. With strong communication, the team stays focused and motivated to succeed.Great leaders are also brave and confident, without being arrogant. They remain calm under pressure. They have courage to make tough decisions and stand up for their beliefs. At the same time, truly confident leaders don't need to brag or put others down to feel powerful. They are secure enough to learn from mistakes and change course when needed.Think about explorers like Christopher Columbus. To lead deadly ocean voyages into the unknown required tremendous bravery and confidence in one's abilities. Yet Columbus also had to have the humility to rely on maps, sailors, and maritimeknowledge. Too much unrealistic pride could have led his ships way off course!Furthermore, effective leaders inspire and motivate their followers. They keep the team's spirits up and maintain a positive, can-do attitude even when the going gets tough. With enthusiasm and encouragement, leaders push everyone to work hard and give their absolute best effort.Imagine your class had a big fundraiser coming up. If the leader seemed bored and unenthusiastic, soon the whole group would lose motivation and interest. But a leader who was excited and cheered everyone on would inspire the class to participate wholeheartedly. A motivating leader makes people believe they can overcome any obstacles.Finally, truly great leaders guide and empower others instead of just giving orders. They listen to all ideas, then help teammates build the best unified plan. They provide the tools, training and support for people to develop their skills and leadership potential.It's like the difference between a teacher who just lectures at students, versus one who gets them truly engaged through asking questions and hands-on projects. The most effectiveleaders make everyone feel valued and capable of contributing to the group's mission.In conclusion, the most successful leaders possess several key qualities. They act with integrity, communicate clearly, remain brave and confident, inspire motivation, and empower others to grow as leaders themselves. With these talents, exceptional leaders guide their teams to achieve truly great goals!篇2What Makes a Great Leader?Leaders are very important people. They help guide groups and make sure everyone is working together towards the same goals. Being a leader is a big responsibility. Not just anyone can be a good leader. There are many special qualities that great leaders must have.First and most importantly, a great leader needs to be a really good communicator. They have to be able to explain things clearly so everyone understands what needs to be done. The leader is like the captain of a ship – they need to steer the crew in the right direction by giving easy to follow instructions. Ifthe leader can't communicate well, then the team will get confused and lost.It's also super important for a leader to be a good listener. They can't just bark orders at people all the time. A wise leader listens to the ideas and concerns of the team members. Everyone should feel heard and respected. When the leader listens, it shows they value the thoughts of others. It also helps the leader make better decisions by getting input from many different viewpoints.Another key trait of great leaders is that they lead by example and practice what they preach. It wouldn't be fair for a leader to ask the team to work hard if the leader was lazy and slacking off. The best leaders don't just give orders, they get their hands dirty too and work just as hard (or harder!) than everyone else. When teammates see their leader's work ethic and dedication, it inspires them to give their best effort as well.Speaking of hard work, having lots of energy is crucial for leaders. Being in charge of a team or group is exhausting! There are always meetings, decisions to make, problems to solve, and fires to put out. It takes strength and stamina to keep powering through. Leaders have to be "energizer bunnies" who don't gettired or discouraged easily. Their positive attitude and high energy helps keep the team motivated and fired up.In addition to being hard workers themselves, truly great leaders also empower others and know how to delegate tasks. They can't do everything alone, so they have to trust their team and assign different roles and responsibilities. The best leaders provide training and support to help people succeed in their roles. They celebrate their team's accomplishments and make everyone feel valued and important, not just bossing them around.Having a moral compass and strong ethics is also essential for leadership. A leader's decisions affect lots of people, so they must always strive to be fair and do the right thing, not just what benefits themselves. A leader with integrity gains loyalty and respect from others. People are much more willing to follow a leader they know has strong principles and good judgment.Another big part of being an effective leader is having excellent problem-solving abilities. There are bound to be obstacles and setbacks that come up. The leader needs to calmly analyze the situations, weigh the options, and decide on the best courses of action to overcome the challenges. Great leadersdon't panic or make rash decisions based on emotions. They think things through logically and come up with smart solutions.Speaking of emotions, it's also important for leaders to have emotional intelligence and self-control. There will inevitably be stressful, heated situations that could cause tempers to flare. A leader who can stay cool, calm, and level-headed helps prevent spiraling into chaos. People look to the leader to set the tone. If the leader can keep their emotions in check during rough times, it rubs off on the rest of the team.Despite needing to be level-headed, leaders also need a fun, likeable side that allows them to motivate through positivity. The best leaders know how to celebrate wins, appreciate effort, and keep spirits high through tough stretches. Having a sense of humor and not taking themselves too seriously also makes a leader much easier to follow and approach. Leaders that are warm and approachable foster a much healthier environment than a cold, ruthless boss that everyone walks on eggshells around.Last but not least, humility is a vastly underrated but crucial trait for real leadership greatness. The most effective leaders don't get blinded by their power or arrogantly think they have all the answers. They remain hungry to continue growing andlearning from others. Truly great leaders aren't afraid to admit mistakes and accept feedback and criticism. They surround themselves with other talented people who can help cover their weaknesses. Leaders know they can't possibly be amazing at everything, so they defer to others whose strengths complement their own.In summary, the perfect leader is a clear communicator, good listener, hard worker, energetic, empowering, ethical, problem solver, emotionally intelligent, positive motivator, and humble student always striving to improve. That's a tall order, but those who can embody those qualities become highly effective captains that lead their teams to greatness. An ideal leader uplifts and brings out the best in everyone, creating and environment where the whole becomes greater than the sum of its parts.篇3What Makes a Great Leader?Have you ever wondered what it takes to be a really great leader? A leader is someone who guides and inspects a group of people. They help show the way and keep everyone working together. There are lots of different types of leaders – like leadersof countries, leaders of companies, leaders of sports teams, and even leaders in your classroom or friend group. No matter what kind of leader they are, the very best ones share some special qualities.First off, an awesome leader has to be a fantastic communicator. They have to be able to explain things clearly and in a way that everyone can understand. The leader is the one who sets the goals and vision for the group. If they can't communicate that vision properly, the whole group could get confused or head off in the wrong direction. Great communicators are also amazing listeners. They really pay attention when others speak up with ideas or concerns. A leader who doesn't listen is bound to make poor decisions.Another key trait of brilliant leaders is that they are super passionate about their cause or mission. You can always spot passionate leaders because of the energy, drive and enthusiasm they bring. Their passion is contagious and rubs off on the people around them, inspiring everyone to give their best effort. Passionate leaders don't just act energized on the outside either – it comes from a genuine inner fire and belief in what they're doing. If a leader seems bored or apathetic, why would anyone want to follow them?The most effective leaders are also highly organized and focused. They have a clear plan and set of priorities to achieve their goals. Organized leaders assign tasks, set schedules, and make sure everyone knows their roles and responsibilities. With their sharp focus, they are able to overcome obstacles and distractions that might throw other groups off track. Organized leadership provides structure and direction that allows groups to operate in an efficient, disciplined manner.Additionally, the greatest leaders possess incredible determination and perseverance. Running a team or organization is hard work filled with challenges and setbacks. Truly great leaders refuse to give up when facing these inevitable difficulties. Their grit, resilience and unwavering commitment inspire those around them to persevere as well instead of getting discouraged. The most successful leaders find a way to overcome every hurdle through their sheer force of will and persistence.Perhaps most importantly, the best leaders of all have a caring attitude and put the needs of their people first. These leaders take the time to personally know each individual on their team and understand their strengths, weaknesses, goals and motivations. They create an environment where everyone feels valued, respected and able to voice their thoughts. Caringleaders go out of their way to provide mentorship, support and opportunities for growth. They cheer on successes and lift people up through failures. With this people-first mindset, the most exceptional leaders are able to unite groups and bring out the full potential in each person.So in summary, the ideal leader is an excellent communicator and listener who is deeply passionate about their goals. They bring focus, organization and unwavering determination to achieve those goals. More than anything though, truly great leaders show they genuinely care about those they lead. They inspire through their attitude and actions. With a combination of all these amazing qualities, it's no wonder we look up to and admire our most skilled leaders so much!篇4What Makes a Great Leader?Leaders are very important people. They help guide groups and make sure everyone is working together towards a common goal. Leaders can be found everywhere - in schools, sports teams, companies, communities, and even countries! Some leaders are grown-ups, but kids can be leaders too.I think to be a truly great leader, you need to have certain special qualities. Here are some of the most important ones in my opinion:A Good ListenerThe best leaders don't just talk and give orders. They listen carefully to the people they are leading. A good leader pays close attention when others speak up and share ideas or concerns. Listening shows you care about your team and value their input. It helps build trust and respect.Treats Everyone FairlyA leader can't have favorites or play favorites. They need to treat every single person fairly and equally. This means following the same rules for everyone and not giving special treatment to certain people. It also means being fair when assigning tasks, rewarding good work, or enforcing consequences. Fairness is key for a leader to earn loyalty.Patient and CalmWhen problems come up, a great leader stays patient and calm instead of freaking out. They don't get angry or rattled easily. Keeping your cool helps you think clearly to find goodsolutions. Yelling and throwing tantrums is no way for a leader to act!Organized and PreparedRunning a team, group or organization is hard work. There are a lot of tasks and details to juggle. That's why leaders need to be extremely organized to keep everything running smoothly. They have to be prepared, do lots of planning, and always be a few steps ahead. Being disorganized would be a disaster!Confidence and CourageIt takes a lot of bravery and confidence to stand up and lead others. A good leader feels self-assured enough to make tough decisions and give directions. They have the courage to take risks and try new ideas instead of sticking with the same old approach. Their confidence can inspire others to feel more confident too.Passion and PositivityThe very best leaders are passionate about their goals and vision. They have a positive, optimistic attitude that rubs off on the rest of the team. Their energy, enthusiasm and positivity can lift everyone's spirits and motivate them to work harder. Negative, pessimistic leaders will only bring people down.Communication SkillsTo be an effective leader, you absolutely must have strong communication abilities. This means clearly explaining instructions, giving effective feedback, and making sure everyone understands the game plan. Leaders also have to be good public speakers sometimes to address their whole group. Poor communication leads to errors and confusion.Integrity and HonestyIt's crucial for a leader to be honest, trustworthy and have high moral integrity. They should lead by example and practice the behaviors they preach. If the team thinks the leader is a liar or a hypocrite, they'll lose all respect for that person's authority. An ethical leader earns more committed followers.FlexibilityEven with the best laid plans, things can still go wrong sometimes. That's why great leaders need to be flexible and adaptable. They don't get flustered by unexpected changes or bumps in the road. Instead, they quickly adjust as needed and roll with the punches. Having a rigid, inflexible mindset will ensure failure.Teamwork SkillsAlthough they guide the group, a leader is still part of the team. This means they have to be a team player and work cooperatively with others. Leaders can't just bark orders and expect obedience. They need strong teamwork abilities like collaboration, compromise and respecting roles. Working together as a unified front is essential.As you can see, it takes a very special combination of skills, qualities and characteristics to become a truly great leader that others are willing to follow. Some people are just born natural leaders. But luckily, most leadership abilities can also be learned and developed over time with practice. Who knows, maybe I'll grow up to be an awesome leader someday too!篇5What Makes a Great Leader?Hi there! My name is Tommy and I'm in the 5th grade. Today, I want to talk to you about leaders and what makes a really good one. This is an important topic because leaders help guide groups and make big decisions that impact lots of people. Whether it's the president of a country, the captain of a sports team, or the class president, having an awesome leader can make a huge difference!So what exactly makes someone a great leader? Well, after lots of thinking, reading, and observing the leaders around me, I've come up with a few key qualities that I believe are super important:A Good CommunicatorThis one is probably the most crucial. A leader has to be an excellent communicator to get their message across clearly to their team or followers. They need to explain their vision, strategies, and decisions in a way that everyone can understand. Poor communication often leads to confusion, misunderstandings, and disorganization – not ideal if you're trying to lead a group!Great leaders are also good listeners. They don't just talk at people, but really hear out different perspectives and viewpoints. This helps them make more well-rounded decisions. Mrs. Wilson, my amazing 3rd grade teacher, was a wonderful example of a leader with awesome communication skills.Decisive Yet Open-MindedSometimes leaders need to make tough choices, even if they're unpopular. The best ones analyze all the information, consider different options carefully, and then commit to a firmdecision. They're confident enough to stand by their choices while still remaining open to feedback and changing course if needed when presented with new facts.On the flip side, really indecisive leaders who can never make up their minds don't inspire much confidence. Groups need direction! My soccer coach Jack is a pro at making decisive yet fair calls during our games.Leading by ExampleIt's pretty hard to respect a leader who demands one thing from their people while doing another themselves. Truly great leaders "walk the talk" and lead from the front lines. They set the standards high but also work incredibly hard themselves to meet those standards.If a team captain is telling everyone to give 100% effort but then slouches off and goofs around, people won't be very motivated to follow. But if that captain is hustling hard, encouraging teammates, and showing stellar work ethic, it'll push everyone to step up their game too!Integrity and Strong ValuesNobody wants a leader who tells lies, cheats, or has shady ethics. The best leaders are honest, trustworthy, and have astrong moral code. Their actions and decisions are guided by principles like integrity, respect, and fairness for all. People need to believe in and admire their leaders' character.Leaders like Dr. Martin Luther King Jr. and Malala Yousafzai didn't just preach equality and justice, but lived those values courageously even when facing huge risks and challenges. That's leadership integrity at its finest!Passion and PositivityWho wants to follow an uninspired, negative grump as a leader? No thanks! The best ones are passionate about their cause or mission. Their enthusiasm is contagious and motivates everyone around them to give their best too. They remain positive and upbeat, even when facing setbacks or struggles.My buddy Mark's older sister is captain of the school volleyball team. You can just see how excited and fired up she gets during matches – that energy spreads to the whole team and pushes them to dig deeper. Great leaders make people feel pumped to be part of something bigger.Those are some of the biggest leadership qualities in my opinion, but I'm sure there are plenty more too. Like emotionalintelligence, vision, humility, confidence without being arrogant...the list could just go on and on!The world always needs more inspiring, ethical leaders who can bring people together and guide them towards meaningful goals. Whether it's running a business, a classroom, a sports team, or an entire nation, true leadership is a blend of skills, values, passion and character. Those are the kinds of leaders we should all aim to be!Well, thanks for reading my essay! Even though I'm still just a kid, I'll keep studying what makes great leaders so I can become a positive force in my community when I grow up. Our future needs more people willing to lead...but to lead in the right way. Leaders who'll make this world a little bit better than they found it!篇6What Makes a Great Leader?Being a leader is a very important job. Leaders have to make tough choices and guide others. Not just anyone can be a good leader though. There are many qualities a truly great leader must have.First of all, a great leader needs to be really smart and know a lot about the things they are leading people in. If the leader doesn't understand what's going on, how can they make good decisions? They have to study hard and learn as much as they can. My teacher is a leader in our classroom, and she is extremely knowledgeable about all the subjects she teaches us.A leader also has to be a wonderful communicator. They have to explain things clearly so everyone understands them. They can't use too many big fancy words that no one knows. The principal at my school is a great communicator. When she makes announcements over the loudspeaker, she speaks slowly and simply so we can all follow what she is saying.Honesty is another must-have quality for leaders. A dishonest leader will lose people's trust and respect very quickly. We would never want to follow someone we couldn't believe. My soccer coach is an honest leader. If we didn't play well, he tells us the truth about where we need to improve instead of just praising us.Confidence is key too. A leader has to believe in themselves and their abilities. If they seem unsure or worried, it makes the rest of us feel scared to follow them. We want our leaders to be brave and self-assured. The fireman who rescued my friend'skitten from a tree was so confident and calm. That's why we all felt safe listening to his instructions.However, too much confidence can turn into arrogance, which is a terrible trait for a leader. Arrogant leaders think they are always right and better than everyone else. They look down on others and refuse to listen to different opinions or ideas. That's a recipe for disaster! Leaders have to be humble and open-minded.Patience is enormously important as well. Sometimes things don't go as planned or people struggle. A good leader can't get angry or give up. They have to stick with it and keep guiding everyone with care. My dad is a very patient leader when he is teaching me how to ride my bike. He doesn't yell when I wobble or fall. He just calmly helps me get back on and try again.The very best leaders also possess creativity. They can't just follow the same old paths everyone else does. True leaders have to come up with unique, innovative solutions to problems. My favorite author must be a great creative leader. All of her stories are filled with such imaginative characters and plots that I've never seen anywhere else before.Finally, a leader absolutely must care about the people they are leading. They have to want what is best for everyone, not justfor themselves. A selfish leader is a terrible one since they will only look out for their own interests. My mom is an amazing leader at her job because she genuinely cares about her coworkers and making sure they are all treated well.As you can see, being a great leader is not easy at all! It takes brains, communication skills, honesty, confidence, humility, patience, creativity, and a caring heart. These qualities are rare to find altogether. That's why we should appreciate the excellent leaders in our lives and try our best to develop these traits too. Maybe we can become great leaders ourselves one day!。
一个好的领导者应具备条件英语作文
一个好的领导者应具备条件英语作文What Makes a Great Leader?Leaders are all around us – at school, on sports teams, in our communities, and even at home. A leader is someone who guides and directs others towards a common goal. But what makes a truly great leader? After observing different kinds of leaders, I've noticed some key qualities that separate the good ones from the not-so-good ones. Here are some of the most important traits that I think every great leader should have.Vision and DirectionA great leader has a clear vision of where they want to go and how to get there. They don't just wing it or make things up as they go along. Instead, they have a well-thought-out plan and can communicate that vision in a way that inspires others to follow them. Great leaders know how to set achievable goals and give their team the direction they need to reach those goals.Positivity and EnthusiasmNobody wants to follow a grumpy, negative leader who always sees the glass as half empty. Great leaders are positive and enthusiastic about their mission. They have a "can-do" attitude that energizes and motivates their team. Even whenfacing challenges or setbacks, they remain optimistic and focused on finding solutions. Their positive energy is contagious and helps boost the morale of everyone around them.Fairness and IntegrityTrust is essential for any leader, and to earn trust, they must be fair and have integrity. A great leader treats everyone with respect and doesn't play favorites. They make decisions based on what's best for the team or organization, not based on personal biases or selfish interests. They are honest, transparent, and live by the same rules they expect others to follow.Communication SkillsEffective communication is crucial for any leader. Great leaders are excellent listeners who truly hear and understand the perspectives of their team members. They also know how to communicate their ideas and directions clearly, in a way that everyone can understand. They are patient and willing to explain things in different ways until their message gets across.Confidence and HumilityParadoxically, great leaders possess both confidence and humility. They are confident in their abilities and decisions, which helps inspire confidence in their team. At the same time, theyremain humble and open to feedback and different perspectives. They acknowledge their own limitations and mistakes, and they are always willing to learn and grow.Empathy and Emotional IntelligenceGreat leaders understand that their team members are human beings with emotions, needs, and personal lives outside of work or the team. They have empathy and can relate to the experiences and feelings of others. They are emotionally intelligent, which means they can read and respond appropriately to the emotional states of their team members.Delegation and TrustA great leader knows that they can't do everything alone. They understand the importance of delegating tasks and responsibilities to their team members. They trust their team's abilities and give them the autonomy and resources they need to succeed. At the same time, they provide guidance and support when needed, without micromanaging.Resilience and AdaptabilityObstacles, challenges, and setbacks are inevitable, even for the best leaders. What sets great leaders apart is their resilience and ability to adapt. They don't crumble under pressure or giveup easily. Instead, they bounce back from failures, learn from their mistakes, and adjust their approach as needed. They are flexible and can pivot their strategies when circumstances change.Leading by ExampleOne of the most powerful ways a leader can inspire their team is by leading by example. Great leaders don't just talk the talk; they walk the walk. They embody the values, work ethic, and behaviors they expect from their team. They roll up their sleeves and get their hands dirty, working alongside their team and demonstrating the commitment and dedication they expect.Developing OthersFinally, great leaders understand that their success is tied to the success of their team. They invest time and effort into developing the skills and talents of their team members. They provide coaching, mentoring, and opportunities for growth. They celebrate the achievements of their team and help them reach their full potential.Being a great leader isn't easy. It requires a combination of various skills, qualities, and characteristics. But by cultivating these traits, anyone can become a more effective and inspiringleader, whether it's in a classroom, on a sports team, or in any other setting.。
ted演讲稿-whatmakesagreatleader
T E D演讲稿-w h a t m a k e s ag r e a t l e a d e r t o d a y(总2页)--本页仅作为文档封面，使用时请直接删除即可----内页可以根据需求调整合适字体及大小--0:12 What makes a great leader today Many of us carry this image of this all-knowing superhero who stands and commands and protects his followers. But that's kind of an image from another time, andwhat's also outdated are the leadership development programs that are based on success models for a world that was, not a world thatis or that is coming.0:45 We conducted a study of 4,000 companies, and we asked them,let's see the effectiveness of your leadership development programs. Fifty-eight percent of the companies cited significant talent gaps for critical leadership roles. That means that despite corporate training programs, off-sites, assessments, coaching, allof these things, more than half the companies had failed to grow enough great leaders. You may be asking yourself, is my company helping me to prepare to be a great 21st-century leader The odds are, probably not.1:28 Now, I've spent 25 years of my professional life observing what makes great leaders. I've worked inside Fortune 500 companies, I've advised over 200 CEOs, and I've cultivated more leadershippipelines than you can imagine. But a few years ago, I noticed a disturbing trend in leadership preparation. I noticed that, despite all the efforts, there were familiar stories that keptresurfacing about individuals. One story was about Chris, a high-potential, superstar leader who moves to a new unit andfails, destroying unrecoverable value. And then there were stories like Sidney, the CEO, who was so frustrated because her company is cited as a best company for leaders, but only one of the top 50 leaders is equipped to lead their crucial initiatives. And then there were stories like the senior leadership team of a once-thriving business that's surprised by a market shift, finds itself having to force the company to reduce its size in half or go out of business.2:48 Now, these recurring stories cause me to ask twoquestions. Why are the leadership gaps widening when there's so much more investment in leadership development And what are the great leaders doing distinctly different to thrive and grow One of the things that I did, I was so consumed by these questions and also frustrated by those stories, that I left my job so that I could study this full time, and I took a year to travel to differentparts of the world to learn about effective andineffective leadership practices in companies, countries and nonprofit organizations. And so I did things like travel to SouthAfrica, where I had an opportunity to understand how Nelson Mandela was ahead of his time in anticipating and navigating his political, social and economic context. I also met a number of nonprofit leaders who, despite very limited financial resources, were making a huge impact in the world, often bringing together seeming adversaries. And I spent countless hours in presidentiallibraries trying to understand how the environment had shaped the leaders, the moves that they made, and then the impact of those moves beyond their tenure. And then, when I returned to work full time, in this role, I joined with wonderful colleagues who were also interested in these questions.4:26 Now, from all this, I distilled the characteristics of leaders who are thriving and what they do differently, and then I also distilled the preparation practices that enable people to grow to their potential. I want to share some of those with you now.4:44 ("What makes a great leader in the 21st century")4:46 In a 21st-century world, which is more global, digitally enabled and transparent, with faster speeds of information flow and innovation, and where nothing big gets done without some kind of a complex matrix, relying on traditional development practices will stunt your growth as a leader. In fact, traditionalassessments like narrow 360 surveys or outdated performancecriteria will give you false positives, lulling you into thinking that you are more prepared than you really are. Leadership in the 21st century is defined and evidenced by three questions.5:29 Where are you looking to anticipate the next change to your business model or your life The answer to this question is on your calendar. Who are you spending time with On what topics Where are you traveling What are you reading And then how are you distilling this into understanding potential discontinuities, and then making a decision to do something right now so that you're prepared and ready There's a leadership team that does a practice where they bring together each member collecting, here are trends that impact me, here are trends that impact another team member, and they share these, and then make decisions, to course-correct a strategy or to anticipate a new move. Great leaders are not head-down. They see around corners, shaping their future, not just reacting to it.6:28 The second question is, what is the diversity measure of your personal and professional stakeholder network You know, we hearoften about good ol' boy networks and they're certainly alive and well in many institutions. But to some extent, we all have anetwork of people that we're comfortable with. So this question is about your capacity to develop relationships with people that are very different than you. And those differences can bebiological, physical, functional, political, cultural, socioeconomic. And yet, despite all these differences, they connect with you and they trust you enough to cooperate with you in achieving a shared goal. Great leaders understand that having a more diverse network is a source of pattern identification at greater levels and also of solutions, because you have people that are thinking differently than you are.7:29 Third question: are you courageous enough to abandon a practice that has made you successful in the past There's an expression: Go along to get along. But if you follow this advice, chances are as a leader, you're going to keep doing what's familiar andcomfortable. Great leaders dare to be different. They don't justtalk about risk-taking, they actually do it. And one of the leaders shared with me the fact that the most impactful developmentcomes when you are able to build the emotional stamina to withstand people telling you that your new idea is naïve or reckless or just plain stupid. Now interestingly, the people who will join you are not your usual suspects in your network. They're often people that think differently and therefore are willing to join you in taking a courageous leap. And it's a leap, not a step. More than traditional leadership programs, answering these three questions will determine your effectiveness as a 21st-century leader.8:45 So what makes a great leader in the 21st century I've met many, and they stand out. They are women and men who are preparing themselves not for the comfortable predictability of yesterday but also for the realities of today and all of those unknownpossibilities of tomorrow.。
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Vocabulary
• status quo 现状 • shake things up 打散后重新组合 勇于改革 • Leadership is as much as a question of timing at any else. 领导能力的展现也需要把握时机。 • He must offer a simple, eloquent message. 他传达给民众的信息一定要简单明了、令人信服。 • “blood, toil, tears and sweat” 流血流泪、辛苦劳累 • “the only thing to fear is fear itself” 我们唯一感到害怕的事情便是害怕本身。 • Lenin promised the war-weary Russians peace, land and bread. 列宁向厌恶战争的俄国人保证获得和平、土地和面包。 • Straightforward but potent messages. 这些表示诚实坦率，让人信服。
Vocabulary
• Straightforward [streit'fɔ:wəd] adj.
1.(人或行为) 坦诚的；坦率的；率直的
She gave me a straightfor-ward answer.
她坦率地回答了我。 2.简单的；易懂的；不复杂的
This is a straightforward task.
adj.
1.大脑的,脑的
['serəbrəl]
cerebral activity
脑的活动 2.要运用智力或理智的;诉诸理性的;非感情方面的
cerebrally
• magnify
vt.
['mæɡnifai]
1.放大; 扩大;增强
A microscope magnifies bacteria so that they can be seen and studied.
摇摆；犹豫;举棋不定
ambivalently adv.
Vocabulary
• eloquent ['eləkwənt]
adj. 1.雄辩的, 有口才的,流利的 The defence lawyer made an eloquent plea for his client's acquittal. 被告方的律师为委托人的无罪开释作了有说服力的辩护。 Her enthusiasm made her eloquent. 她的热情使她能言善辩。 2.清楚表现出来, 传神的 These ruins are an eloquent reminder of the horrors of war. 这些废墟形象地提醒人们不要忘记战争的恐怖。 eloquently adv.
Written by Michael Korda
Michael Korda
Born: 8,oct,1933 Born Birthplace: Birthplace London, England Occupation: Occupation Publisher, Novelist Nationality: Nationality United States summary: Executive summary Editor-in-Chief of Simon & Schuster service: Military service RAF (1952-54) Books: Books: Male Chauvinism: How It Works (1973) Power: How to Get It, How to Use It (1975) Success! (1977) Charmed Lives: A Family Romance (1979) Worldly Goods (1982) Queenie (1985, novel) The Fortune (1989) Man to Man: Surviving Prostate Cancer (1997, memoir) Another Life: A Memoir of Other People (2000) Country Matters (2001)
Vocabulary
• ambivalent [æm'bɪvələnt] adj.
对某物、某人或某境况具有或显示矛盾情感的
I must have acquired ambivalent attitude towards women from her.
我对妇女的矛盾态度一定是从她那里学来的。
ambivalence n. 矛盾情绪；矛盾心理
Vocabulary
• clumsiness
n.笨拙,简陋,丑陋 clumsily clumsy • clumsy ['klʌmzi] adj. 1.笨拙的, 笨重的 2.笨拙的；复杂难懂的，使用不便的；得罪人的，不得体的；难以移动 的
• affability
n. 和蔼,亲切 affable affably
Main idea
• A leader should know to appear relaxed and confident. • The leader follows, though a step aside. • A leader rides the waves, moves the tides, and understands the deepest yearnings of his people. • A great leader must have infectious optimism. • A great leader must transform our needs and fears into coherent policies and progress. • He is, after all, merely the sum of us.
• broad grin 咧嘴大笑 broad in the beam 臀部肥大 in broad daylight 大白天，光天化日 grin and bear it 苦笑忍受；逆来顺受 • stovepipe ['stəʊv,paɪp] n.火炉的烟囱,大礼帽
Vocabulary
• cerebral
Vocabulary
• He has to be able to project firmness—no physical clumsiness, no rapid eye movements. 他必须展现自己坚定刚毅的能力—没有笨拙 的身体，没有闪烁的眼神。 • the sickly grin that passes for good humor 为了幽默而故作欢颜 • climb out of the Depression 摆脱大萧条
显微镜把细菌放大, 使人们得以看见并研究它。 2.夸大;夸张
He tried to magnify the part he played in the battle.
他试图夸大他在战斗中发挥的作用。 3.夸奖; 赞美
My soul does magnify the Lord.
我的心确实是赞美上帝的。
magnifier
Vocabulary
• Even television, which comes in for a lot of knocks as an image-builder that magnifies from over substance, doesn’t altogether obscure the qualities of leadership we recognize, or their absence. 电视能塑造人的形象，因其过于美化候选人 的外表却忽略他们的素质而饱受非议，但 电视并不能掩盖领袖是否具备大家公认的 领导才能。
这是一项很容易完成的任务。
straightforwardly adv. straightforwardness n.
Vocabulary
• potent ['pəutənt] adj.
1.(药等)效力大的; 威力大的
The medicine had a potent effect on your disease.
Vocabulary
• substance
['sʌbstəns] n. 1.物质, 物品, 东西 Soil consists of various chemical substances. 土壤由各种化学物质组成。 2.主旨, 要旨, 要点, 实质, 基本内容 The substance of their talk is condensed into a paragraph. 他们谈话的要旨被压缩成一段话。 3.实质, 本体 Is there any substance to their claim? 他们的要求有实质内容吗? 常用词组 in substance 基本上，大体上 Basic rights are equivalent in substance to human rights. 基本权利大体上等同于人权。
Michael Korda has been the editor-in-chief at Simon & Schuster for over 40 years. He is also an accomplished and best-selling author.
Main idea
• The leader must appear on the scene at a moment when people are looking for leadership. • Great leaders are almost always great simplifiers. • Leaders must have bigger-than-life, commanding features for people to remember. • Leaders must be able to do something most of us can’t. • Leaders must know how to use power and have a way of showing he does.