Honeywell CEO David Cole\u7684\u81ea\u4f20\uff0c\u4ed6\u5e26\u9886\u970d\u5c3c\u97e6\u5c14\u8fd1\u5e74\u5b9e\u73b0\u4e86\u975e\u5e38\u4e86\u4e0d\u8d77\u7684\u6210\u957f\u3002\u82f1\u6587\u7248\u8bfb\u8d77\u6765\u8fd8\u662f\u53ef\u4ee5\u7684\uff0c\u8bfb\u5230\u540e\u9762\u5f00\u59cb\u770b\u4e2d\u6587\u7248\uff0c\u8981\u7a0d\u5fae\u67af\u71e5\u4e00\u70b9\u3002\u6574\u4f53\u800c\u8a00\uff0c\u8fd8\u662f\u53ef\u8bfb\u7684\u4e00\u672c\u4e66\u3002<\/p>\n\n\n\n
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\u82f1\u6587\u540dWINNING NOW WINNING LATER\uff0c\u4e2d\u6587\u7ffb\u8bd1\u6210\u957f\u671f\u4e3b\u4e49\u611f\u89c9\u6709\u70b9\u504f\u9887\u3002\u8bfb\u5b8c\u5168\u4e66\u7684\u8bdd\uff0c\u4f1a\u53d1\u73b0\u8fd9\u4e24\u4e2a\u8d62\u5176\u5b9e\u662f\u51b2\u7a81\u7684\uff0c\u5927\u90e8\u5206\u7ba1\u7406\u8005\u9009\u62e9\u8d62\u5728\u5f53\u4e0b\uff0c\u5c11\u6570\u4eba\u4f1a\u9009\u62e9\u8d62\u5728\u672a\u6765\uff0c\u4f46\u672c\u4e66\u8bb2\u7684\u662f\u201c\u6210\u5e74\u4eba\u4e0d\u505a\u9009\u62e9\uff0c\u90fd\u8981\u201d\u3002\u8fd9\u5176\u4e2d\u7684\u7cbe\u9ad3\u6ca1\u6709\u7ffb\u8bd1\u51fa\u6765\uff0c\u81f3\u5c11\u8fd9\u79cd\u51b2\u7a81\u611f\u6ca1\u6709\u4f53\u73b0\u51fa\u6765\u3002\u786e\u5b9e\u8fd9\u4e2a\u4e5f\u975e\u5e38\u96be\u4e86\u3002<\/p>\n\n\n\n
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Accounting is your primary information system for making decisions, so if that information is bad, your decisions will be bad too. Our leaders were going through the motions, only pretending to run their businesses strategically or even competently. It was all a big mess\u2014short-termism run horribly amuck.<\/p>
What you do have to do is believe you can achieve two seemingly conflicting things at the same time\u2014short-term performance and investment in the future.\u00a0<\/p>
Strong short- and long-term performance only seem mutually exclusive. As a leader, you can and must pursue both at the same time. Unless you do, you and your team or organization will never reach your full potential.<\/p>
As I sat there pondering, it came to me that I would have to find a way to invest in new products, services, process improvement, geographical expansion, and so on. We would have to do both at the same time\u2014win today and set ourselves up to win tomorrow.<\/p><\/blockquote>\n\n\n\n
\u770b\u8d77\u6765\u7b80\u5355\u7684\u9053\u7406\uff0c\u4f46\u975e\u5e38\u6709\u4ef7\u503c\u3002\u7cbe\u51c6\u7684\u8d22\u52a1\u4fe1\u606f\u662f\u505a\u51b3\u7b56\u7684\u57fa\u7840\uff0c\u5927\u591a\u6570\u60c5\u51b5\u7a00\u91cc\u7cca\u6d82\u662f\u4e2a\u5927\u4e8b\uff0c\u8d22\u52a1\u662f\u57fa\u7840\uff0c\u505a\u597d\u4e5f\u4e0d\u6613\u3002 \u77ed\u671f\u4e1a\u7ee9\u548c\u957f\u671f\u6295\u8d44\u770b\u8d77\u6765\u662f\u76f4\u63a5\u51b2\u7a81\u7684\uff0c\u8fd9\u4e5f\u6b63\u662fLeader\u7684\u6838\u5fc3\u5de5\u4f5c\uff0c\u628a\u770b\u4f3c\u51b2\u7a81\u7684\u76ee\u6807\u5b8c\u6210\u597d\uff0c\u8fd9\u624d\u6709\u96be\u5ea6\u548c\u6311\u6218\u6027\u3002\u597d\u591a\u6210\u5c31\u7684\u53d6\u5f97\uff0c\u5b9e\u9645\u5c31\u662f\u628a\u770b\u4f3c\u51b2\u7a81\u7684\u4e8b\u60c5\u53d8\u5f97\u4e0d\u4ec5\u4e0d\u51b2\u7a81\uff0c\u8fd8\u80fd\u9f50\u5934\u5e76\u8fdb\u3002<\/p>\n\n\n\n
You could have lower inventory levels or high customer satisfaction, but not both. You had to choose between two seemingly conflicting things.<\/p>
By striving to achieve two seemingly conflicting goals at the same time, instead of just focusing on one goal, we had prompted ourselves to think far more carefully about our business as a whole, and to pose questions nobody had asked before. This fairly intense intellectual process led us to reengineer a significant part of our business so that it functioned better across a range of metrics, not just one. Because our subpar process had been the underlying problem, and because we\u2019d improved that process, we could sustain these gains over time.<\/p><\/blockquote>\n\n\n\n
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It was clear to me: leadership was, at its core, an intellectual activity. Any ninny could improve a given metric\u2014that didn\u2019t take much thought or creativity. The best leaders acknowledge the tensions that pop up all the time in organizations, and they get better results by probing deeper to resolve them.\u00a0<\/p><\/blockquote>\n\n\n\n
\u8fd9\u6bb5\u592a\u6709\u610f\u4e49\u4e86\u3002\u9886\u5bfc\u8005\u4e3b\u8981\u9760\u667a\u529b\u79ef\u5206\uff0c\u9700\u8981\u53d1\u6325\u806a\u660e\u624d\u667a\u3002\u90a3\u79cd\u7ed9\u5b9a\u8d44\u6e90\u3001\u6846\u67b6\u5c31\u80fd\u5e72\u7684\u6d3b\u513f\u4e0d\u9700\u8981\u9886\u5bfc\u8005\u3002<\/p>\n\n\n\n
To convey how I did that, let me introduce a leadership framework I have long used. As I see it, leadership boils down to three distinct tasks<\/strong>. First, leaders must know how to mobilize a large group of people<\/strong>. Second, they must pick the right direction<\/strong> toward which their team or organization should move. And third, they must get the entire team or organization moving in that direction<\/strong> to execute against that designated goal.\u00a0<\/p>
In truth, mobilizing people is only about 5 percent of the leader\u2019s job. The best leaders dedicate almost all their time to the latter two elements: making great decisions<\/strong> and executing <\/strong>consistently with those decisions.<\/p><\/blockquote>\n\n\n\n
\u9886\u5bfc\u8005\u5c31\u662f5%\u7684\u52a8\u5458\u56e2\u961f+35%\u7684\u505a\u4e89\u53d6\u51b3\u5b9a+60%\u7684\u575a\u6301\u6267\u884c\u3002<\/p>\n\n\n\n
To remedy this problem, I spent a great deal of time defining what it meant to make decisions in an honest, informed, deliberate way. The first and best way to do that, I realized, was to model the process of critical inquiry myself. I\u2019d make it clear that, yes, we were going to push ourselves to achieve two conflicting goals at the same time<\/strong>. But rather than simply dictate these goals, I\u2019d start team members down the path to making a sound decision, asking them critical questions about their businesses and prompting them to generate creative solutions.<\/p>
Absolutely. But, as the old saying goes, progress occurs because of the irrational demands of general management. I firmly believe that. Leaders must be demanding of their people<\/strong>, otherwise they\u2019ll achieve only marginal results.\u00a0<\/p>
In challenging other leaders intellectually, I strove specifically to push them beyond the incrementalism that usually exists inside organizations\u2014the tendency to consider the short-term implications of a decision exclusively and to ignore the long term.\u00a0<\/p><\/blockquote>\n\n\n\n
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I recommend ending every meeting by establishing the who, what, and when of an<\/strong>y follow-up actions. Just because a team reaches consensus on an issue doesn\u2019t mean a decision will actually be implemented. Be clear what the follow-up action is, and when it comes to the \u201cwho,\u201d never accept \u201cthe team\u201d as an answer. <\/strong>You want the name of someone who will stay awake nights to make sure the required work gets done. On \u201cwhen,\u201d remember Parkinson\u2019s law, which says that work expands to fill the time allotted.<\/p><\/blockquote>\n\n\n\n
\u5f88\u597d\u7684\u4f1a\u8bae\u5efa\u8bae\u3002\u4f1a\u8bae\u8981\u6709\u660e\u786e\u7684\u8ddf\u8fdb\u5b89\u6392\u624d\u6709\u6548\u7387\uff0c\u624d\u80fd\u4fdd\u6301\u51b3\u5b9a\u7684\u6267\u884c\uff0c\u5c06\u5171\u8bc6\u8f6c\u5316\u4e3a\u884c\u52a8\u3002<\/p>\n\n\n\n
To maintain the quality of our conversations, I made it clear we rewarded results, not effort<\/strong>. Too often individuals and teams want credit for working a hundred hours a week, irrespective of whether they actually accomplished anything. They confuse activity or effort with results, in the process distracting others from focusing on results and the actions required to achieve them. When people in my meetings tried to get credit for effort, I would always say something along the lines of, \u201cThat\u2019s interesting but irrelevant. If there is no result, there is no story.<\/strong>\u201d That might sound harsh, but it\u2019s how the world works. I needed our people to understand that reality if we were to make quality decisions and execute well on them.<\/p>
In one memorable meeting, members of our HR Benefits team kept arguing against a proposed change, prefacing their opinions with the words \u201cI feel.\u201d I ended the meeting by saying that if this decision came down to feelings, mine would win and we\u2019d go with the proposed change<\/strong>.<\/p><\/blockquote>\n\n\n\n
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You might believe it\u2019s too late to implement a specific long-term plan or strategy, and you might be right. But you probably aren\u2019t. I often quoted a popular Chinese proverb when addressing our leaders: \u201cThe best time to plant a tree is twenty years ago. The second best time is today.\u201d<\/strong><\/p><\/blockquote>\n\n\n\n
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The true magic of process improvement is that it enables an organization to evolve and stay flexible over time<\/strong>. When people think of Charles Darwin, they always associate him with the mantra of \u201csurvival of the fittest.\u201d In my view, Darwin\u2019s key point was survival of the most flexible.<\/p>
Revolutionary change sounds good, but it\u2019s not the optimal route to strong short- and long-term performance. If you go with revolutionary change<\/strong>, you\u2019re taking a huge risk, because you can never be exactly sure what the future holds.<\/p>
Determining the key factors of a culture isn\u2019t rocket science. We defined our culture as underpinned by twelve key behaviors, including growth and customer focus, getting results, fostering teamwork, taking intelligent risks, being self-aware, and having a global mind-set. I used to tell my team all the time that these behaviors were not revolutionary. <\/p><\/blockquote>\n\n\n\n
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As we recognized, technological innovations don\u2019t become commercially valuable without the injection of marketing expertise. By developing the technology symposium as an opportunity to bring both kinds of experts together, we hoped to get intellectual engagement between them happening earlier in the research and design process.<\/p><\/blockquote>\n\n\n\n
\u6ca1\u6709\u5e02\u573a\u5bfc\u5411\uff0c\u6280\u672f\u521b\u65b0\u4e5f\u65e0\u6cd5\u5b9e\u73b0\u5546\u4e1a\u4ef7\u503c\u3002<\/p>\n\n\n\n
\u8be6\u7ec6\u5b9a\u4e49\u516c\u53f8\u6587\u5316\u3002\u970d\u5c3c\u97e6\u5c14\u5e94\u8be5\u805a\u7126\u7684\u4e94\u9879\u5173\u952e\u6218\u7565\u4e3e\u63aa\uff1a\u589e\u957f\uff08\u5ba2\u6237\u670d\u52a1\u3001\u5168\u7403\u6269\u5f20\u3001\u6280\u672f\uff09\u3001\u751f\u4ea7\u529b\u3001\u73b0\u91d1\u3001\u4eba\u624d\u3001\u7ecf\u8425\u8d4b\u80fd\u5668\/Organizational enablers\u00a0\uff086 sigma\uff1bHOS\u3001\u804c\u80fd\u8f6c\u53d8\uff09\u3002\u6211\u4eec\u5236\u5b9a\u4e86\u5458\u5de5\u768412\u4e2a\u5173\u952e\u884c\u4e3a\u51c6\u5219\uff1a\u805a\u7126\u5ba2\u6237\u548c\u589e\u957f\u3001\u6709\u6548\u9886\u5bfcLead impactfully\u3001\u7ed3\u679c\u5bfc\u5411Get results\u3001\u6210\u5c31\u4ed6\u4ebaMake people better\u3001\u7528\u6237\u53d8\u9769Champion change\u3001\u4fc3\u8fdb\u56e2\u961f\u5408\u4f5cFoster teamwork and diversity\u3001\u5168\u7403\u601d\u7ef4Adopt a global mind-set\u3001\u660e\u667a\u5730\u5192\u9669Take risks intelligently\u3001\u62e5\u6709\u81ea\u6211\u8ba4\u77e5Be self-aware\u3001\u6709\u6548\u6c9f\u901a\u3001\u6574\u4f53\u601d\u8003Think in an integrative fashion\u3001\u6210\u4e3a\u6280\u672f\u6216\u804c\u80fd\u4e13\u5bb6\u3002<\/p><\/blockquote>\n\n\n\n
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