走马上任30天

红色多瑙河

祝贺你成为一名经理人！本课的目的在于帮助你快速适应新角色。
本课列出了你作为一名新经理，刚上任30天所要走过的一些基本步骤，来帮助你：
1、明白你部门的目标
2、和你的员工建立良好的工作关系
这可通过你和前任、你的经理、你的员工的一系列会谈取得。

单元一步骤
你要做的第一件事是安排时间和下列人进行会谈：
1、和你的前任
2、和你的经理
3、和你的员工
4、和人事部同事
注意：要和人事部同事熟悉。他们会是你的整个经理生涯中非常有价值的资源，尤其在你刚上任时。
一、与你的前任会谈
如果你没有前任，就和你的经理讨论这些话题。
1、 工作状况：
工作职责、
主要的目标、
重要的人事问题
2、人事文件：
经理都有关于每个员工的文件，前任应将这些文件较交给你，包括：
员工简历、以往的绩效评价、个人职业发展计划、薪酬、假期、奖励
3、有关计划的文件：
薪资计划、
奖励计划、
晋升计划、
休假计划、
福利计划
4、招聘和雇佣
部门中有哪些职位空缺、公司内部心男┖鲜实娜搜⑼獠坑心男┖鲜实娜搜?BR>5、沟通和交往：
主要的客户、供应商
6、重要的合同：
项目合同、供应商合同、法律合同、人事合同、安全保卫合同
7、办公程序
8、与上级如何配合：
上级的工作风格、交流方式、例会
注意：保留员工以往的绩效评价，但在任职不满3个月前不能对员工进行绩效评价，而应由前任或你的老板来做。
二、与你的老板会谈
你的成功很大程度上依赖于你和你老板的关系上。建立一个对期望和目标的共同理解对你们双方都是很重要的。
1、重温大部门的目标：
了解公司的经营理念和目标、
了解你部门的目标及与公司整个的目标的关系、
拷贝一份你的经理的工作计划和目标、
了解本部门的工作重心、
了解本部门的财务状况、
了解一些重大的事件
讨论人事工作流程：人员编制、评价、雇佣、合同、奖励
2、确定期望：
讨论并确定对你的工作期望达到什么结果，如何衡量。
3、讨论你的工作计划，确定优先性
4、讨论你的个人职业发展计划
5、讨论会议制度：多长时间开一次例会
三、与你的员工会谈
1、部门会议：尽快开一次部门会议，使大家相互熟悉。
介绍你自己，包括一些个人的事情，有助于建立信任。
讨论你的目标、价值
讲明你会和他们个别会谈
2、个别会谈：会使你有很好机会表明你关心每一个员工。重点放在了解他们的角色、职责、工作目标、感兴趣的领域、重要的问题。记住：要倾听！
注意：找出你能立即采取行动的问题，有助于树立你的名望。
① 讨论本部门的目标：给每个人一份你的工作计划、强调工作重心、确保每人都了解部门目标
② 讨论每个人的工作计划：在第一次会议上，大概讨论一下每个人的工作计划，以了解每个人的分工，并可建立关系。以后的会上，确保每人的工作计划与部门的工作目标一致。
③ 讨论员工的个人发展计划：确保每个员工都有一份对自己个人目前技能水平的评价。单独讨论每个员工的短期和长期发展目标。请员工制订一个弥补现在与未来差距的个人发展计划。表明你愿意支持他们达到目标。
④ 明确期望：
建立你们工作的共同准则：
沟通的最有效方式
如何做到工作、生活的平衡
如何对付奖励
需要的反馈
个人激励
⑤ 例会制度：双方认可多长时间开一次会，内容是什么。
四、与人事部同事谈话：
人事部同事在你的整个经理生涯中都为你提供帮助。安排一个时间与他们见面，自我介绍，并了解：
人事作业流程、人事政策、在哪里可以找到人事方面的资源、你应该注意的人事问题

红色多瑙河

HOW CHARACTER SUSTAINS LEADERS
By Dr. John C. Maxwell
（This article was adapted from an article appearing at Center for Creative Leadership, written by Sara King, who is group director of the Center for Creative Leadership's Individual Leader Development practice area.）

I presented two mistakes that I made as a young leader:

1) I thought that leaders distinguished themselves by rising above their people.

2) I thought as a leader, the people should be focused on my agenda.

A third mistake that I made as a young leader was that I used to think that charisma was the most important aspect of leadership. In the beginning, I focused on charisma because I know that leadership attracts, and leadership influences people. Therefore I thought, "Well, if I'm going to influence people I've got to develop charisma in my life." I've been around enough boring leaders to say that is a desire that most of us should have!

What I learned is that character is the most important aspect of leadership, not charisma. Charisma attracts, but character sustains. In fact, I think charisma, in the area of leadership, is overrated.

Character embodies who you really are. It's the inner fiber of your being. It is your inner self in action. It reveals what you are truly made of, it's your substance. Character is, as D. L. Moody said, "What you are in the dark."

If you have charisma without character, it's only a matter of time before people find you out. Without character you cannot sustain meaningful relationships, and without relationships your ability to lead and influence others is anemic.

So what is it about character that really makes a difference?

1. Character sets you apart.
There was a time when people who lacked integrity stood out from the crowd. Now the opposite is true--charisma can make people stand out for a moment, but character can set them apart for a lifetime.

2. Character creates trust.
Leadership functions only on the basis of trust. If you pull out trust, then you will lose your leadership foundation.

3. Character promotes excellence.
If you lead people, good character sets a standard for everyone who is following you. People will eventually become like their leader. If leaders compromise on their standards, cheat the company, or take shortcuts, so will their followers.

4. Character gives staying power.
During the tough times that all leaders face, character has the ability to carry you through, which is something that charisma can never do. When you are weary and inclined to quit, the self-discipline of character keeps you going.

5. Character extends influence.
Charisma, by its nature, doesn't last long or extend very far. It's like a flash of gunpowder. It produces a quick, blinding light, but then it's gone. The only thing left is smoke. Character, on the other hand, is more like a bonfire. Its effects are long-lasting. It produces warmth and light, and as it continues to burn it gets hotter, giving fuel that burns brighter.

If you're currently leading people, you probably have some measure of both charisma and character. The question is which one are you relying on to lead? The answer can be found in your response to this great question, "As time goes by, does it get easier or harder to lead?"

Without character, leadership becomes harder to sustain. You constantly have to perform to get people to notice you; but with character, as time goes by, leadership strengthens, builds, and continues to attract the people. And best of all, the ones who do come to enjoy your fire stay with you a lot longer than the ones who only want to see a show.

"Leadership roles should be filled by people who make a deliberate decision to lead," says Sara King. "We often underestimate the importance of willingness and authenticity when we make choices about leadership in organizations."

King, group director of the Center for Creative Leadership's Individual Leader Development Practice Area and co-author of Discovering the Leader in You: A Guide to Realizing Your Personal Leadership Potential, conducted a series of interviews to learn how people become leaders. When asked, "Have you thought about a life plan around leadership? Was leadership a conscious decision?" most interviewees said they never considered leadership as a choice or a plan. Comments such as, "I fell into the position," "I don't give it a second thought," or "I was chasing titles" were typical responses.

King's conclusion? "People take on leadership roles without thinking through what being a leader means to them personally." King describes this unconscious path to leadership "the problem of drift." Drift can be a problem for the individual because it can lead to a poor fit with the specific leadership role, the right role at the wrong time, and unforeseen loss of technical expertise or favorite aspects of work. For colleagues, drift can have a negative impact in several ways: they don't receive necessary guidance, no vision to embrace and little development because the relationship is seen as short-term.

If making a conscious choice about leadership is so important, then how do you go about it? According to King, you must take the time to examine leadership commitments and opportunities in the context of your whole life. She suggests evaluating and reflecting on the following:

Vision: What are your dreams and passions? How do you want to have impact? Explore your personal vision, leadership vision, stories and daydreams, focus and energy.

Values: What are your core values and priorities? How do they conflict or fit with the organization and within your job? How do these values inform your leadership?

Self-awareness: What are your motivations, competencies and roles, personal characteristics, learning styles and responses to change? What are your strengths and weaknesses? Do you understand how you impact others?

Balance: What besides work is going on in your life? Consider finances, location, parenting, health and age, impacts of work and personal lives, roles and relationships as elements in your choice to lead.

"When we assume this mantle of leadership, we assume with it a great deal of responsibility for other people," King asserts. "We have to be willing to take what comes with the territory."

By making a personal choice to lead, you and those around you will benefit from greater energy, greater authenticity and greater impact.

五哥

谢谢楼主的无私，也给了我很好的借鉴！

小卡

学习了，的确沟通是相当重要滴。。。

飞天

很好的资料分享,学习了

可胜则胜

三十天内，希望不要在新的岗位上搞太大的动作。。。