跳到主要内容
回到新麦肯锡博客亚搏平台登录

三本书的磨砺你的领导能力在2020年

这是一个新的十年,而你致力于实现你的领导潜能的每一个最后盎司。 These titles from our组织实践同事们会有所帮助。 They offer masterclasses in how to develop, shape, and improve leadership within organizations of thousands or teams of one. Catch a glimpse of each in the interviews below.

领导在规模:更好的领导力,效果更佳

麦肯锡亚搏平台登录的领导力发展实践的共同创始人克劳迪奥Feser; former McKinsey Organization Practice global leader Michael Rennie; and McKinsey Associate Partner尼古拉陈尼尔森,我们与他们说话

领导在规模
我们努力为客户提供的残疾人等于我们的网站访问。 If you would like information about this content we will be happy to work with you. Please email us at: 亚博体育竞技开户网址-亚搏平台登录McKinsey_Website_Accessibility@mckinsey.com

为什么另一本书上的领导力?

有什么样的领导,甚至是很多不同的定义。 Is it a mindset? Is it about outcomes? It may be a bit of both.

在我们的书,我们定义为领导一组离散的那些高度依赖于上下文的观察到的行为的。 What works in one organization can be very wrong for another.

我们也相信领导周围目前了解的限制。 People often believe that leadership qualities are innate, that they can’t be taught. If that were true, there would be a finite number of leaders. We don’t believe that’s the case.

此外,我们认为它是有害的组织,以限制自己的潜在领导的游泳池。 We believe that organizations can and should build a sizeable cadre of leaders.

在我们的书,我们表明,该建的领导人的重要群众组织往往胜过那些专注于极少数。 We’re dedicated to developing a large number of leaders for every organization.

多少优秀的领导者确实组织需要什么?

根据不同的组织,它可能是多达数千人。

领导在规模约比CEO更。 It’s about the team leaders, department chiefs, and division heads all becoming better, more effective leaders. When that happens, it’s reflected in the effectiveness of the organization as a whole. An organization is merely the sum of behaviors of the people within it.

我们发现的是,你需要从事的就是我们所说的“关键影响力,”谁是他们的同事的尊重,不论其所有权的组织内的人一个临界质量。 In practice, we find that if around five to 15 percent of the pivotal influencers can change the way they lead, that’s enough to affect the broader organization.

最重要的是,成千上万的时人谁在正式的领导力项目是不是成千上万还是应该有什么了不起的领导看起来像一个共同的理解。 Ask ten people for their definition of leadership and they’ll give you ten different answers.

一个组织不能建立对没有这种共识东西。 With leadership, we can break it down to a set of behaviors, which are easier and more practical to define than any sort of intrinsic characteristics. This makes it easier for people to understand and aspire to, no matter their position in an organization.

作者克劳迪奥Feser和尼古拉陈尼尔森讨论四项原则,在规模发展的领导者。

读者为什么要投资自己的时间,这本书?

老总问我们类似的东西所有的时间:他们能真正买得起他们的时间和资源投入到程序中去的领导大规模?

我们知道的是,对于企业通过转型计划去,在领导发展的投资将让他们超过两倍更有可能比他们做不成功。

你的问题,你怎么投资你的时间是至关重要的。 I would encourage people to view the choice to read our book not as a “this or that” but as a “this and that,” creating the space in their day to enjoy the latest bestseller AND hone their leadership chops.

除了性能发挥到极致:一个行之有效的方法,以领先的大规模变化

麦肯锡亚搏平台登录资深合伙人yabo888QQ飞车-斯科特·凯勒比尔Schaninger在战略与公司财务和组织分别做法,全球领导者

除了性能
我们努力为客户提供的残疾人等于我们的网站访问。 If you would like information about this content we will be happy to work with you. Please email us at: 亚搏平台登录McKinsey_Website_Accessibility@mckinsey.com

什么将读者“超越性能发挥到极致”,他们在这本书的第一版没有发现?

第一版强调什么一个健康组织的模样,然后描述必要到那里的变更管理过程。 The emphasis of “Beyond Performance 2.0” is on the change management process itself.

我们还建立在我们所有的学习收获过去十年,在此期间,我们的研究基地已显著扩大。 It now includes over five million inputs from over 2000 companies around the world.

最后,我们调整这本书是一个实际的一步一步的指导变革领导者谁是认真的跳动成功的胜算。 And those odds aren’t great: something like 70 percent of companies that attempt a transformation of some kind end up failing at it.

是什么让一个组织健康吗?

一个健康的组织有效地一起工作,以追求一个共同的目标。 Healthier companies perform better, to the tune of three times higher total returns to shareholders and two-and-a-half times more returns on invested capital.

我们衡量关系健康九个成果,包括像方向,问责制和激励与37和的管理实践,推动这些成果,其中包括战略清晰,角色清晰,后果管理,等等一起。

为什么变更管理这么难?

组织不改变,人做。 So, to the extent that you can help people change, you can also help organizations change. But that’s not easy to do.

有领导者的好消息,但是。 Over the past few decades, psychology has shown us all how social, cognitive, and emotional biases systematically keep us from making good decisions, even though our rational mind tells us they shouldn’t. Leaders who understand this can turn roadblocks into powerful change accelerants.

经济学领域已经被这样的学习收获与行为经济学的出现改变。 Yet the field of change management hasn’t yet fully embraced them. That’s something we hope to change.

有些人可能不会想要改变。 What should leaders do then?

The first step is to uncover the root cause of such resistance, which is typically related to skill sets—asking people to do what they don’t know how to do—or mindsets, people believing that something about the change program isn’t possible.

从那里,我们再次从认知和社会心理学研究得出这表明有四个主要杠杆,领导人可以用它来克服阻力。

首先是建立理解和信念,才能得到“我知道什么是对我的期望,我同意了,我想这样做”,从每个人在组织中。 The second is providing reinforcement from formal mechanisms, in which the organization’s formal mechanisms reinforce the shifts in mindsets and behaviors that workers are being asked to make. The third is increasing confidence and skills, getting people to a place where they can think, “I have the skills and safe places necessary to practice thinking and behaving in the new way.”

最后,还有角色建模,那里的人们看到他们的领导和同事们的尊重,并采取有关从他们新的思维方式和行为他们的线索。 As you can see, a winning strategy depends on our understanding of people: what motivates us, what we desire, what we believe.

什么是水? How Young Leaders Can Thrive in an Uncertain World

麦肯锡亚搏平台登录组织实践顾问凯万吉安

什么是水?
我们努力为客户提供的残疾人等于我们的网站访问。 If you would like information about this content we will be happy to work with you. Please email us at: 亚搏平台登录McKinsey_Website_Accessibility@mckinsey.com

什么是的中心论点“什么是水?”

也就是说,在一个日益复杂的世界,一个欣欣向荣的生命取决于认识你可以控制,哪些是你不能。

你谈了很多关于上下文今天的年轻人进入领导角色。

是。 Many young people feel overwhelmed by the complex and rapidly changing world they have inherited. I’ve heard an acronym to describe it: VUCA – volatile, uncertain, complex, and ambiguous.

着眼于事情的人无法控制可以穿下来。 I’ve seen that happen firsthand. So I created a program called the青年领袖论坛,在20亚搏平台登录多岁和30岁,客户领导麦肯锡学院计划向人们展示如何识别因素,他们实际上能够控制。

跟我们说说程序。 What are you seeing? And what kind of impact is it having?

我启动了青年领袖论坛(YLF),以帮助人们理解上的东西重新聚焦的好处,他们能够控制在工作和生活中一般。 This skill frees up emotional energy and time to focus on the projects that mean the most to them.

到目前为止,我们已经接待了全球50个论坛活动,有2000余名人参加。 The response to our events has been overwhelmingly positive, and I’ve always wanted to make this knowledge accessible to those who can’t attend YLF. That played a major role in my decision to write this book.

你认为今天的年轻领导人与前几代不同,或者是它,再详细了解他们所面临的背景?

我不会说,物是人非。 There are many things that remain constant among every generation: a desire for meaning and to use their strengths, for instance.

当编辑的书,我得到了很多的高层领导,甚至退休的领导人,说:“哦,我希望我能在我的职业生涯早期阅读。”研究他们安然度过各自的风暴,但即使现在回想起来,他们可以 see how they would have benefited from understanding how to focus on the things that matter. In that sense, the things I discuss in the book are universal across generations.

但是,我想说的是,即使自从我于2007年加入麦肯锡,这些年轻的领导者所面临的环境 -亚搏平台登录 复杂,快速变化的世界 - 已在这本书更多的是必然的,而不是概念的奢侈品。

最后,什么是你的书的标题背后的故事?

它是在2005年的灵感来自大卫·福斯特·华莱士的凯尼恩学院毕业典礼演讲它是关于的意识到你的背景的重要性 - 以及如何努力,实际上是。

在演讲中,他给出了一个古老的故事,其中一个老鱼问两个小的鱼,“早上好! How’s the water?” To which one of the younger fish asks the other , “What is water?” I think it fits.

您最喜爱的主题保持最新