爱立信领导力框架2.docx

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Ericsson Leadership Framework
爱立信的领导力框架

备注：
1、本稿中文翻译仅供参考。
2、仅作内部参考用，请注意保密，勿对外传播。

People leadership
管理人员的领导能力
Organizational leadership
驾驭组织的领导能力
Thought leadership
认识思考的领导能力
l Lead by example
以身示范
l Simplify
简单明了
l See the big picture
高瞻远瞩
l Generate energy
激发动力
l Mobilize
动员协调
l Challenge
善于挑战
l Communicate
沟通交流
l Push for excellence
追求卓越
l Seize opportunities
把握机遇
l Qualify every day
精采每一天
l Get results
注重结果
l Drive One Ericsson
推动“一个爱立信”

People Leadership

Lead by example 以身示范
l Be consistent 始终如一（保持一贯）
l Be accountable and demand accountability 负责并要求负责
l Create trust and act with integrity 建立信任、办事正直
Examples of behaviors
Consistently act according to stated values and beliefs; communicate consistently
始终按照既定的价值观和信仰办事；交流沟通保持连贯性
Have a consistent track record of delivering on commitments
有执行承诺的稳定记录
Use performance management systems to monitor and ensure performance against commitments
通过业绩表现管理系统来监控并确报业绩表现符合承诺。
Delegate responsibility and convey clear expectations to the appropriate staff
向恰当的人员委以职责并传达明确的期望
Accept responsibility for problems and mistakes in the team--do not blame others
对于团队的问题和错误承担责任，不责备他人
Make decisions without bias
决策时应不存偏见
Confront unethical behavior
敢于正视不道德的行为
Model and inspire high levels of integrity
树立高度正直的典范，并不断激励鼓舞
Protect the interests of those not present in meetings and discussions
保护那些未参与会议或者讨论的人员的利益
Have the trust of others across the business
在业务交往的过程中信任他人

Generate Energy
激发动力
l Inspire 鼓舞感召
l Empower and coach 授权和指导
l Build commitment 建立承诺
Examples of behaviors
Inspire and motivate others to pursue challenging goals and high standards of performance
鼓舞和激励他人追求挑战性目标和高水准的表现
Generate enthusiasm for ideas by tapping into shared values
通过共享的价值观去产生思想迸发的激情
Identify what drives each person in the team; provide motivation accordingly
找出团队中每个人的驱动力，从而因势利导。
Create a work environment that encourages others to do their best
创造鼓励人人“止于至善”的工作环境
Empower others to take responsibility and actions
进行授权，让授权者承担责任并实施行动
Provide feedback, coaching , and guidance where appropriate to enhance others’ skill development
为促进他人的技能发展，在适当处提供反馈、训练和指导

Communicate 沟通交流
l Listen 聆听
l Share information 信息共享
l Ensure impact and influence 给予压力和影响
Examples of behaviors
Listen and ask questions actively, reflect and summarize others’ comments to ensures understanding
主动聆听、积极提问，通过对他人意见的反应和总结来确保正确的领会。
Demonstrate genuine interest and empathy when listening to others
聆听时，应显示实实在在的兴趣所在和用心之处
Proactively share timely updates and information with relevant parties
将及时更新的资料和信息与相关方提前分享
Develop and articulate a compelling position and check for understanding
树立起有说服力的立场观点并清晰阐述。同时，应通过检查来确保理解。
Tailor communication style and content to the audience
对讲诉的对象采用针对性的沟通风格和沟通内容
Advocate ideas with confidence, even when faced with resistance
倡导观点时充满信心，即使遇到阻力。
Build coalitions and alliances to garner support for ideas and create a foundation for future influence
进行联合和构建同盟，以积累对观点的支持，并奠定影响未来的基础。

Qualify every day 精彩每一天
l Develop yourself and encourage development
自我进步和鼓励进步
l Prepare thoroughly
充分准备
l Build capability
培育能力
Examples of behaviors
Regularly take stock of own capabilities to identify development priorities
经常性运用自己现有的各种能力去识别发展的重点
Pursue ways to develop and apply new skills
寻找途径去开发和运用新技能
Modify self perception and behavior based on feedback from others
根据他人反馈修正自己的认知和行为
Hold others accountable for developing their people
让他人负责其下属的成长
Promote sharing of expertise and a free flow of learning across the organization
促进整个组织的专业共享和自由学习
Identify required capabilities and skill gaps within own organizational area
在自己的运作领域内识别出能力和技术上的差距
Develop successors and talent pools to ensure availability of future talent
建立继任者和优秀者的储备库，确保未来杰出人才的供应

Organizational leadership
Simplify 简单明了
l Work through complexity
在复杂状况下工作
l Clarify priorities
明确优先顺序
l Make things easier
化繁为简
Examples of behaviors
Clearly define and act upon complex issues despite incomplete or ambiguous information
对于复杂问题清晰认识、明确行动，即使信息不完整和不确定
Advance problems toward resolution, without getting involved in unnecessary detail
推动问题的解决，而不陷入不必要的细节之中
Translate broad objectives into specific objectives, action plans, and metrics
将大的目标转化为具体的目标、行动方案和衡量标准
Determine and communicate priorities for the team
决定和向团队传达工作的轻重缓急

Mobilize 动员协调
l Build teams
建立团队
l Leverage diversity
运用多样性
l Ensure alignment
确保团结
Examples of behaviors
Facilitate the development of teams through the stages of team growth and maturity
在团队的发展和成熟阶段，推动团队的建设
Negotiate effectively to achieve win-win solutions that meet the interests of all parties
有效协商，实现共赢，满足各方利益。
Actively build and develop diverse teams across the organization
在整个组织内积极组建和发展多样化的团队
Invite and build upon the ideas and input of others
鼓励和依靠来自他人思路和投入
Address and resolve conflict directly and constructively, focusing on issues rather than people
直接地、建设性地对待和解决问题，对事而不对人
Align own work plans with core plans and processes of the work group or business
使个人工作计划和工作团队、业务的核心计划、程序相一致。

Push for excellence 追求卓越
l Set high standards
建立高标准
l Strive for operational excellence
致力卓越运营
l Lead continuous innovation
引领持续创新
Examples of behaviors
Maintain a consistent, high level of productivity
保持一贯的、高水平的生产率
Focus efforts on continuously improving work structures and processes that create the most value for unit
集中精力，持续改进工作机构和程序，使之为组织带来最大的价值
Identify ways to streamline and improve efficiency of work
找到使工作流程化和效率提升的方法
Define and communicate expectations for high quality outcomes
明确和传递对高质量结果的期望
Investigate and adopt best practices and lessons learned from within and outside the organization
对组织内外的最佳实践和经验进行研究和吸纳

Get results 注重结果
l Demand and measure performance
推崇业绩表现并对之进行测量
l Reward and recognize achievements
奖励和承认成绩
l Demonstrate passion for business success
展示成就事业之激情
Examples of behaviors
Draw relevant conclusions from various sources of information and make decisions accordingly
根据不同来源的信息做出相关结论并进行相应决策
Identify and use the key financial indicators necessary to measure business performance
发现和运用必需的关键性财务指标去测量业务表现
Handle the underperformance of others in productive ways , turning performance around or taking appropriate action promptly
通过有效的方式处理他人的不佳表现，扭转颓势或迅速采取行动
Address and take action when there is a lack of performance in the team
团队存在欠佳之处时，予以指出并采取对策
Drive a performance-based culture
推行以业绩为基础的文化
Appropriately recognize and reward outstanding performance
恰如其分地认可和奖励出色表现
Communicate passion for business success beyond the achievement of own goals
显示成就事业的激情，不局限于自身目标的达成
Foster a sense of urgency for achieving goals
培养达成目标的紧迫感
Do not easily give up in the face of obstacles; makes efforts to remove them
遇到困难不轻易放弃；不遗余力克服困难

Thought leadership
See the big picture 高瞻远瞩
l Put customers first 客户第一
l Think strategically 战略性思考
l Consider business consequences 考虑商业的因果关系

Examples of behaviors
Ensure the removal of barriers to delivering exceptional customer service
确保消除为客户提供杰出服务的障碍
Ensure that customer issues are resolved
确保客户的相关事宜得到解决
Seek and respond to customer feedback
发现和响应客户反馈
Assess long-term impact for Ericsson and customers when making decisions
决策时，应评估对于爱立信和客户的长期影响
Align the strategic priorities of own area with the direction and strategic priorities of the broader Organization
使现有（管理）范围的战略优先顺序与更大组织范围的方向性和战略优先顺序保持一致
Make sound decisions on complex functional issues and problems , taking into account broader implications
对复杂机能性的事件和问题进行合理决策，并考虑到更广泛的背后联系
Contribute to the development of strategies to balance short-term requirements with long-range business plans
致力做出决策，平衡短期需求和长期计划
Convey a thorough understanding of own area’s strengths, weaknesses, opportunities, and threats; draw appropriate conclusions
对自己领域的优势、劣势、机会、威胁等情况要清楚传递，正确决策
Consider industry, market, and other external business factors when making decisions.
决策时，要考虑到行业、市场等外部商业因素。

Challenge 善于挑战
l be courageous 具备勇气
l seek the truth 探求真理
l question accepted beliefs 质疑陈见
Examples of behaviors
Take personal responsibility and assume accountability for decisions and actions
决策和行动时应尽职明责
Demonstrate the courage to say “no” when necessary, taking stands on important issues
需要时应有勇气说“不”，在重大问题上立场鲜明
Probe and look past symptoms to determine the underlying causes of problems and issues
从以往的迹象中探求和看到在问题和事件背后的原因。
Challenge “the way it has always been done” and take action
对“向来如此”进行质疑，并采取行动
Continually question business assumptions to drive new thinking and change
时常对商业假设进行质疑，推动新思维和新变化的产生

Seize opportunities 把握机遇
l Demonstrate an entrepreneurial spirit 展示企业家精神
l Pursue breakthrough approaches 追求突破的方式
l Make decisions 做出决策
Examples of behaviors
Act on opportunities to capitalize on strengths and market opportunities to counter competitive threats
把握时机，利用好实力和市场机会，去应对竞争威胁
Communicate a focus on new business opportunities that have significant revenue and profit potential
对于可能产生重大收入和利润的商业机会要善于沟通，引起关注
Encourage fresh perspectives and new ways of looking at problems processes or solutions
鼓励提出处理和解决问题的新观点、新方法
Champion new ideas and initiatives from sources inside and outside the company
支持来自公司内外的新想法和倡导
Encourage and involve others in taking appropriate risks
鼓励和促使大家参与适度冒险
Make tough , pragmatic decisions when necessary
必要时，决策强势执行、维持己见、
Make timely, immediate, and independent decisions on issues requiring attention
在需要引起关注的事件上，应及时、迅速、独立的决策

Drive One Ericsson 推动“一个爱立信”
l Share the vision 愿景共享
l Think and act globally 全球性地思考和行动
l Live the Ericsson values 遵从爱立信的价值观
Examples of behaviors
Develop and communicate a clear vision for own unit
在自己的部门内建立和传递清晰的愿景
Help others develop a global mindset when looking at issues and problems
帮助他人在看待事情和问题时候采取全球性的思维
Stay abreast of important global activities and trends that could potentially affect the business
及时了解可能对业务产生重大影响
Consider global market needs and deployment capabilities when formulating or executing initiatives
在规划和采取举动时，应考虑到全球市场的需求和调配能力
Demonstrate sensitivity to the local and global communities in which business is conducted
对于同公司有业务关联的本地和全球性的社团要展示敏锐性
Ensure that decisions and actions support the Ericsson values
确保决策和行动支持爱立信的价值观
Demonstrate professionalism at all times; demand professionalism in the team
任何时候要展示职业水准；在团队内部推崇职业水准
Demonstrate perseverance constantly; reward perseverance in the team
要不断展示持之以恒；在团队中对持之以恒的现象要予以褒奖
Treat others with respect and fairness; ensure respect for others in the team
以尊重和正直待人；对团队成员予以尊重

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