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Here are the contents of the book Introduction and Description of
questions force than execution!
If you want to encourage organizations and individuals active learning and collaboration;
If you want to find a solution to the problem, to explore creative new ideas ;-------
< br> So, you must first learn to ask questions and encourage questions.
management gurus and successful entrepreneurs have also agreed that the
management guru Peter Drucker said: former GE CEO Jack Welch said: You get more ideas, and these ideas of competition is particularly important to this line. needs. > there is a good question make good leaders
leading center of American Innovation (Center for Creative Leadership) was successful for 191 business leaders to do research and found that the key to success of these people is that they are good at creating opportunities to ask questions know how to ask questions. These leaders also discovered the amazing power of questions: thoughts clear that people can ask questions, stimulate creativity, pointing out a new realm of work and new directions at the same time encourage organizations and individuals to learning.
first structured, school
layman's question, however, how the problem should be asked in the end, and asked what, and what kind of time, place and asked what kind of problems? Head of the Global Institute for Learning in Action Mike? Professor Ma Kuide, twenty-five years of research based on personal experience, and interviewed dozens of true leadership by way of asking the leader questions on how effective leadership by providing the most comprehensive knowledge base . This book also raises many questions principles and strategies, and their leaders from all walks of life, how to achieve personal success the Leading peak, and let the true story of the business booming. Raised questions not only the importance of the book, but also teach you how to effectively ask questions to do with the problem of management. About
Mike. Marquardt (Michael Marquardt)
George Washington University Professor of Human Resource Development Centre.
world-renowned educator and business consultant, is also the head of the Global Institute for Learning in Action. Specializes in leadership issues. Directory first question is power
1. A neglected management tools
2. Question the merits
Type Culture valid question
second
3. question Difficulties?
4. ask the right question
5. questions of art
6. to create questions based culture
third leading questions guide
7. by questioning method manage all
8. by questioning method to establish the team
9. shaping strategies and questioning method used to promote reform
10. Conclusion : a question-type leader
text 1
Introduction: the key to successful leadership
Do you think we do not provide the information you want? Do you often think that the company's staff can truly understand how to do you view things? Or, you are always speculation in mind what the boss?
Have you ever wondered,UGG bailey button, with the form of questions to get answers to these questions?
questions can certainly learn information, but in fact much larger than the question of the role. Wise leader questions the way with dedicated staff involved in encouraging, promoting teamwork, in order to stimulate innovation and breaks the traditional thinking,cheap UGG boots, inspire people, to establish good relations with customers, solve problems and so forth. Now, the latest research and experience more and more organizations have proved one thing: the most successful leaders under the leadership by way of questions, and their relatively high frequency of questions.
successful and effective leaders will be asked to create questions and the conditions and situations. Innovation Leadership Centre (Center for Creative Leadership) was successful for 191 business leaders to do research and found that these people are successful, the key is that they create opportunities to ask questions, and then went on to mention problems. (Daudelin, 1996)
question is power
Today, we live in a fast-paced, requiring many, the conclusion-oriented world. New technology in a nanosecond, and he put a lot of information on our fingers. We hope to solve the problem immediately, the result yesterday, and immediately have the answer. We were told to forget about Leaders must be decisive, bold style, charming, visionary ─ ─ they may even have someone come up with questions, to know all the answers.
Ironically, if we respond to these pressures, or to believe that hype ─ ─ reports that visionary leaders in business how important it is under pressure ─ ─ Instead, we risk the expense of the real needs some of the things effective leadership. When we asked around those noisy ─ ─ quick answers when the answers are sometimes a good ─ ─ We need to urge restraint, do not provide immediate solutions, and learn to ask questions at this time. Most of the leaders know the amazing power of questioning method, also know how to create short-questioning method results and long-term learning and success. The problem is, we think we should know the answer, not question. I visited many of the world leaders, how they use or how to avoid questions. American Association for the blind and visually impaired people (Association for the Blind and Visually Impaired) and goodness agencies (Goodwill Industries), Chairman and CEO cover Ji Hope (Gidget Hopf) response was typical: If someone came to my office with the door problem, they are hoping I can help solve the problem. Then she found another way:
I realized that the way through counseling is very weak; and put the question back to asking the question, but let me do things more efficiently. ... ... I've learned is that to solve the problem for others, so I was exhausted. Provide opportunities for them to solve their own problems, but more effective.
Unfortunately, since ancient times, whether at home, school or church, no one encouraged us to ask questions, particularly challenging problem, because that would be considered rude, lack of care, disturb people's behavior. Therefore, we become afraid to ask any questions. As fewer and fewer questions, so that when we do it to become more uncomfortable, but do not.
then one day be a leader, we feel that Questions or can not give others ─ ─ answers to questions seem to show that we ─ ─ lack of leadership. But this attitude has led to inertia. Colette Group (Collectcorp) as vice president of Jiefu Ke Seoul (Jeff Carew) once told me: follow suit. progress. Success of executives believe that they know the answer. Jeff said: can not solve tomorrow's problems. I have learned one thing: If you want to deal with tomorrow's problems, you need to do another level of thinking than those who ─ ─ grassroots manager to tell you more clearly how changes in the corporate environment it ? changes in the environment, to every war as a learning opportunity, and learning and business goals are closely linked, because the questions and learning ability are complementary. A learning organization the only way to survive is that it questions whether there is a culture of encouragement.
When someone asks you a question, you ever self-protection? Have you ever hesitated not to ask questions, fearing exposure of your ignorance or doubts? If you have this, you are required to organize a lot of free information and advice outside the door aside, it may also undermine the relationship between you and your partner around. In fact, avoid questions likely to cause serious injury or even disaster.
If a leader does not ask questions ...
leaders do not question the cause of the tragic lessons of history abound. The latest is The two large companies should be attributed to the lack of final analysis catastrophe leader. After careful examination historians, such as the Titanic cruise ship hidden in the (Titanic) sank, the Challenger space shuttle (Challenger) explosion, and the Bay of Pigs incident (the Bay of Pigs) and other major disaster situation and the details behind the following found a common thread: the participants and leaders unable or unwilling to ask questions of their concerns. Some members of small groups fear they are the only people who have special concerns (in fact, later found there are many groups of people have similar concerns.) Others feel that the views of other group members have their questions answered, and if they ask questions, will be considered that was a stupid question, but also because ignorance by others or not Xila group identity. Because no one asked, so when the Titanic sank, the Challenger space shuttle explosion, Kennedy (John F. Kennedy) attack the president secretly ordered the Bay of Pigs in Cuba, the casualties will be so heavy.
the sinking of the Titanic Titanic sank Why? When the luxury cruise ship in the April 14, 1912 sunk, along with more than 1,400 passengers died in the sea. Later, many questions have emerged across the Atlantic: the cruise ship known as the unsinkable why the maiden voyage across the North Atlantic sink? In the end what went wrong? Why and shipbuilders planning the unexpected occurrence of such tragedies? The survey found that few involved in planning the people and the ship did have this concern, but in coexistence with peers when no one raised their concerns.
why not ask? Ask stupid questions because they fear being seen as ignorant. If the other When the Titanic set sail, the vicinity of other vessels near the tip have to warn them. Be Fatal? & &, 2005, p. 101, published in translation Pearson) writes: the message then? Many of the Challenger launch for any errors in what the research, are taking the focus on the space shuttle and NASA (NASA), Morton Alessio Kou Company (Morton Thiokol, Inc, MTI) and Marshall Space Center ( Marshall Space Center) communication issues. MTI is to be responsible for the shuttle launch explosion that parts suppliers and they achieved this by the Marshall Space Center contract, and the Marshall Space Center, funding and grants are from NASA.
launched in almost two years ago, the deadly, MTI has been known that a prevent heat leakage from the solid rocket boosters will burn the fuel tank (the real cause of the Challenger explosion) of the seal parts O ring may be a problem. In order to prove this question, MTI engineers insisted that it should do more testing to determine the stability of O rings. After the inspection in the process, they confirmed that O ring is not stable, especially in the temperature falls below 53 degrees Fahrenheit. When the January 28, 1986 Challenger launch when the temperature is 36 degrees Fahrenheit, well below the safe limit, then why are still allowed to launch it? In the launch control table because those people did not dare to show their concerns, or into the control room in the morning before, they would have some questions to ask, but at the last minute to swallow back.
1961 Bay of Pigs invasion of
for fear of damage to the kind of unanimity ─ ─ ─ ─ want to go to a warm atmosphere, so that some of President Kennedy's aide failed to oppose the invasion of Pigs Bay program. After a disastrous battle in the Bay of Pigs, President John F. Kennedy asked myself:
1961, the U.S. Central Intelligence Agency (CIA) and military leaders want to use Cuban exiles to overthrow Castro (Fidel Castro) regime. After his senior aides, after long-term planning, President Kennedy approved a secret invasion. But the news received by Castro vary warning alert, the result of the attack sent more than 1,400 troops to the Bay of Pigs, they found themselves far outnumber the enemy. In the absence of air support, ammunition, lack of evacuation routes in the case, nearly 1,200 people surrendered and all the other dead.
CIA senior officials did not blame President Kennedy ordered the implementation of major aerial bombardment. Other CIA analysts blame the United States too is wishful thinking to hope that the people of Cuba invasion and the military will lead to riots between. Planners only need to assume that the invading forces to fight guerrilla warfare, hidden in the mountains. The trouble is spreading from the mountains to the Bay side of the marshes with up to 80 miles. Expected no time like this there is a long list of things.
collective thinking is Kelvin Jaenisch (Irving Janis) used to describe the phenomenon created by following a term: This is the wrong group dynamics makes it a bad plan because without the questions and objections the challenges to implementation, and sometimes catastrophic consequences. President Kennedy's top aides do not want to challenge a bad plan, for fear of disrupting a consensus or group views. For example, the then presidential adviser Arthur Schuler Singh (Arthur Schlesinger) has presented a memorandum to the president's foreign strongly oppose this invasion, but has not been raised in the group meeting of his concerns. Attorney General Robert Kennedy (Robert Kennedy) has privately blamed Schuler should support the president decided to invade Singh. In a decisive meeting, President Kennedy's request to invade each participating members to vote in favor of or against the case; each of the participants - in addition to doubts about the president know that there is a strong addition to Schuler Singh. So many people assume that other people agree that the invasion plan. Schuler Singh
very remorseful afterwards: 1971, p.76).
since that big blunder out after President Kennedy made his decision-making process was amended after the decision in his team, he encouraged everyone to ask questions, raise objections and critical comments.
routine disaster prevention
asked questions and a good attitude is important, not only for the historic disaster prevention only, in their daily lives, these two things for the provision of feedback, problem-solving, strategic planning, conflict resolution, team building and other areas are also very useful. When we avoid questions, even if does not lead to a historic disaster, all of these actions will not be realized. Companies in the Pennsylvania Commission on Family Health (Family Health Council of Central Pennsylvania), President and CEO Cindy Stewart (Cindy Stewart) told me the following words:
I first had to work at a garment factory . My job title is This work is to garments from this step to the next steps to ensure that all employees within the work unit job to do, and before the date of delivery to complete that dress products. This is certainly not a management position.
I also remember that once heard the manager to discuss in a meeting, a process in a pajama, and often there will be a particular bottleneck. They are competing with each other to find solutions,Discount UGG boots, but no one will work. I still clearly remember when I was thinking: Of course, they never ask me.
Without question, the manager of this team garment factory has the potential not only to an important source of advice and information outside the door aside, the results of their problem-solving ability is also hard hit. Stewart to leave this experience made a deep impression.
I think I was a determination on the next, if I could climb up a leadership position, I will not have this title on behalf of assuming I will have all the answers. Decision made executor of twenty years, I gradually came to understand that most of my success I owe to my confidence and my ability to work with people. I really believe that those who want to sweep the overall situation, telling everyone how to do the leaders of the ultimate doomed to failure.
Wo Zier started the company from long-term losses, to the performance of nearly bankrupt led substantial growth, was asked how he would lead the company's future direction, he started from a very famous answer to answer: $ $ I do not know the $ $ ... ... Wo Zier ignore him with used by the original author). boring meeting.
visit my personal experience of many successful leaders, I found that they are willing to express their ignorance of something, and the relative strength of respect for questioning. Following is a U.S. subsidiary of Cargill, president of beer Douglas Eaton (Douglas Eden) said the words when interviewed:
When I came back from overseas business trip and was appointed president of the United States subsidiary, the boss asked me for declining performance of the company made significant changes. We must quickly decide whether to continue to do so, or out of the market. If you do, how to reform in order to sustain the business. At first I did not mean to question leadership when a person, but later because I have many questions to ask, we must find the answer to that slowly formed. Whether we should continue to be efficient, low-cost supply and marketing business, or are changed into the leader in the beer industry? Also, when a leader, provides technical, such as beer foam and taste better, or solve the problem of the greatest benefits of the production line is it?
I am new to this line, naturally there will be many problems. Companies, some of my colleagues want me to tell them how to more directly address a wide range of work problems, but I really do not immediately know how to do, and I'm not ready to immediately propose solutions. Some of my colleagues than others, so I can accept processing mode, when we are better able to ask questions to other people, we find a solution to long-term contract program, but more favorable to our customers.
few years later, we now have a more successful enterprise. Than to increase our production capacity, but I would question a greater contribution to the company. We're in the very complex, so we must work together to find solutions.
The two leaders are willing to say They are willing to ask questions, willing to work together with others to find answers. As Collins tells us: led you to make the best judgments. .) Through his so-called His method is simple, the effect is overwhelming. Xiao Yi Bola
husband in two months under the leadership of Bin Fute No. spent only 75% of allocated budget, but for the U.S. Navy into the $ 14,000,000 in revenue. During that period, the ship's readiness level indicator is the highest in the history of the Pacific Fleet. Promotion of his men the average rate is 2.5 times the U.S. Navy. U.S. military pre-deployment training cycle is usually 52 days, Bin Fute number of officers and men spent only 19 days to complete the training. The first term of the leadership of captain during the twelve months, the ship has 28 disciplinary cases, 23 Navy, were fired. Xiao Yi Bola husband in command of the period, only five disciplinary case, no one has been dismissed. Former captain of the command during the 31 people removed from the ship, they more a result of complaining about back pain and may be reassigned to lighter work. Xiao Fu Ren Ai Bola, only 2 were transferred for health reasons. Usually can not be one-third of recruits into the army after the first pass of the training process, only 54% of the recruits in their second mission to remain in the Navy. Fu Xiao Yi Bola captain leadership, Bin Fute number of recruits are all signed all the second cruise mission. It is estimated that in 1998 alone, the staff reserves to save $ 16,000,000 for the U.S. Navy. (Crowley, 2004)
exactly what he did, in less than two months to reach this astonishing transformation? As he said himself, he is constantly questioning Bale. His attention to listen, then respond to what he heard. Almost took over, he immediately 15-20 minutes with each person one by one officer summoned the ship 300. He asked each of the following three questions: answer, Xiao Yi Bola husband to be executed as soon as possible. He found that, before the old model no longer valid. Fu Xiao Yi Bola
use this approach, and trust his staff. He made everyone very proud of their work. Number in Bin Fute
, and whenever I can not get the results I wanted, to keep things light in the front, I will try to find a solution in-house first. Every time I would ask yourself three questions: enough training? Xiao Yi Bola
husband have a provision for each question. He pointed out that every time the officers and men to find him something approved or signed, his first question is always: to do so. preparation and will explain to me, While driving me to do so under the officer engaged in crazy, but by creating a management culture that we question everything, and also to train our officers and men of this new method of doing things always remain vigilant.
We have all heard such claims:
# #
do too many things, and finally become a man you do.
Freeze ideas.
they pay my salary is too small, I do not hurt the brain.
# #
If your organization is often heard these or similar words, to determine the type of organization does not question culture. The organization does not encourage questions, information is often hidden, and everyone hanging down low over his head, or a reduction in the collar, only a very small number of people willing to take risks. In response-oriented organization, usually do not see the adventure, challenge authority, try to make mistakes such as these acts (Goldberg, 1998a).
popular culture within this organization, whether out of the dark, are rigid rigid, protective, self-defense, automation, routine and inertia. These organizations often suffer from low morale, poor teamwork, leadership is not good. So they end up stale, or even close down.
through the questions, leaders can create a culture where questions are welcome, and assumptions are challenged, you will discover new ways to solve the problem. Question in the organization to establish a final analysis of the culture, the culture and build a learning organization. Dell Computer founder Maikedaier observed: circulation. They do not need to be able to contribute to commitment through bargaining and through solidarity with the support from the business community (Block, 2005). Jack Welch in his new book
questions based culture?
When we asked people questions, and ask them to find the answers with us, this is not just sharing information is also shared responsibility. A question is a shared responsibility based culture culture. Also, when the burden-sharing, everyone will exchange views and jointly solve problems (problem is not yours or mine, but we @ @ @ @), together with the consequences. When an organization develop a question-based culture, it also creates a @ @ @ @ our culture, rather than you against me or the employer against the employee culture.
Nokia Corporation (Nokia) former personnel director Pentti Xu Damman La, cultural trait for the type of questions to do a lot Description:
Leadership question subordinates have the opportunity to more actively initiative. To be more proactive, they need to learn self-leadership skills. Through questions, they will assume more responsibility, more active, more loyal. Everyone loves to find their own answers to that feeling. Leadership is a question atmosphere, in this atmosphere, you can challenge anything. Questioning method to create an open communication culture. For me personally, I question the leadership of this type do have more freedom head.
Cruz and Porth that (Kouzes and Posner) to remind leaders should pay attention to people throughout the organization are doing, and the importance of why they do so. They want us suppose that, if the leader actively involved in many of the training process, the autonomy of this organization will be the number of values? They pointed out that: 2002, p. 83)
Once the hearts of the staff hope to outline the shape of the image and the desire of the values and behavior, the question asked by the leader will make this organization to change. By the power of these problems and issues in the choice of words, to show leadership not only method, but also on behalf of organizational vision, values, attitudes, behavior, structure and concept of the symbol.
a six mark question based culture. When an organization has questions based culture, the people inside:
willing to admit
not only take questions, they also encourage questions.
be assisted to develop skills with a positive way
questions to ask some incentive to focus on issues, rather than the blow to confidence issues.
stressed that the process of questioning and seeking answers, rather than on looking for the
accept the risk and reward.
promote and motivate staff
good question will inspire the people, and a question-based culture can motivate an entire organization. Margaret Hui Terre (Margaret Wheatley) pointed out (2002) question and answer response is to inspire people, and how to stimulate their intrinsic motivation. Asked to create a culture of openness and release energy situation. People will be inspired to take questions because they were asked to name their own ideas.
Road Geyi Cotton said: He joined Cargill in 1978 in Minneapolis when the (Minneapolis) office when the accountant, became president, he in Thailand, Australia and the U.S. branch of the eight cities have worked at senior management. He said: all want others to feel important. Leading the way on a very important point, not when you were there what had happened, but when you're not there what happened when. Type questions within the organization to promote cultural leaders to motivate employees from dependence into independence. Blanchard said the good questions so that employees have the ability to deal with things, so when you're not there all the time what happens is positive. By the question, under his leadership to help to find, for them to do what is necessary for the organization of the most important thing. This discovery process can enhance its self-confidence and self-esteem, their progress and be inspired. At the same time because I have in the development process, so they can dominate the results.
question definitely better than the lecture told motivate and inspire the staff more efficient. When the leader encourages inquiry-based culture, they release a subtle message, these messages to build self-esteem and confidence of staff, which is the key to change their thinking. This message ─ ─
good question to motivate staff to identify their own solutions. When you find the answer, they gave themselves the responsibility and accept the results. The question is to ask someone to show them that you value them. Questions so that people from dependence into independence.
know how to listen and communicate
when the organization developed a question-based culture, will help leaders at all levels and put ourselves in more considerate of other colleagues, and better able to meet them. Questions and be willing to ask questions of people, and listening ability will be stronger, often more easily grasping the other people think. Such leaders with different backgrounds or cultures together, would get along better.
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