Pat
Russo
She
was selected as president of BCS in 1993. At that time, the organization had a
crisis of being sold or dismantled. This was because of several reasons, such
as the motivation of employees was quite bad and customers were not satisfied
with the services.
She
said “This was not practice. This was real! We were at The Edge-it was survival, and this was
the last chance to get this business healthy.” Even though she was in the bad conditions, she was always
having a strong will to success.
Strategy5
Reinforce the team message constantly: “We are one-we live or die together.”
Her
whole philosophy was to leverage the team. It
was crucial to make the strong teamwork. Therefore, she tried to develop the
personal appeals and reflect to the team.
I was impressed
with this sentence. “We’ve got a lot of talent and expertise in each and every
one of you, and, collectively, we can do incredible things in this business. Individually, we’re all limited.” (p160) I
strongly agree with her opinion. Working together using each talent, everyone
can be active to cooperate for one goal.
Strategy6
Minimize status differences and insist on courtesy and mutual respect.
She was accessible to everyone because she wanted to get rid
of “the level consciousness.” She tried to
listen to the opinion of employees to break the barriers.
“You told us that if we had a problem
that we could not get resolved or that was not being addressed by our
management that we could call you. So I’m calling you.”
(p162)
Strategy3
Instill optimism and self-confidence, but stay grounded in reality.
She believes that if you act and speak with confidence, you will project
confidence. I think it is a king of mind control. However, we should not
forget three “reality checks” (1.Progress 2.Accountability 3.Quality).
In addition, the leader’s words important because everyone is hanging on the
leader. What people want is to know where the leader
stands. She tried to use words like “I hope” and “when.”
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