2024年4月27日发(作者：)

人力资源管理相关英汉互译

Leaders need personal capability

The second critical tent pole of leadership is the personal

capability the leader possesses. These personal capabilities are

not skills that would typically be described as leadership skills,

yet our research proves they must be in place for any individual

to be perceived as a strong leader. Here are some of these

individual capabilities:

Technical knowledge. The best leaders have at least a

working knowledge of the

technological side of the business.

Product knowledge. Great leaders need a thorough

understanding of what the

organization produces and why it is superior to competitive

products.

Problem analysis and problem-solving skills. These skills

include the ability to define

problems, analyze them, and come up with solid

recommendations for resolving complex issues.

Professional skills. Excellent leaders must be able to write

intelligently and concisely,

make compelling presentations, organize their work

efficiently, monitor progress, and work without close supervision.

Innovation. This refers to a leader's ability to have a fresh

outlook in approaching a

problem, to shake loose from old methods, and see new

possibilities.

Initiative. The best leaders see if something is falling between

the cracks and

immediately step in to make certain it is handled.

Effective use of information technology. Great leaders set an

example in the

consistent use of e-mail, powerful software applications, and

any technology that escalates performance.

Career experts, Gene Dalton and Paul Thompson, explain

that the most successful leaders progress through a series of four

career stages, which cannot be skipped. Stage one is the time

when individuals must prove they can learn the business and

develop a solid foundation of technical expertise. In stage two,

individuals continue to build technical skills and become

independent contributors. By stage three, they become wentors-

developing the careers and expertise of others. In stage four, they

become organizational visionaries—leading the organization in

new directions.

Too often, leaders reach a position they've been seeking and

start to coast—believing the learning phase of their career is over.

They assume that there is a time for learning and a time for

execution, and they are done learning. The best leaders never

quit learning.

Here are some techniques to maximize your personal

capability:

Understand the technology: Employees can see through

attempts to cover up your lack of knowledge. Get up to speed by

asking questions. Be willing to admit what you don't know.

Perfect professional Skills: Managers can't manage unless

they can communicate.

Try new things: Great managers innovate and take initiative.

They think outside the box and don't hesitate to experiment.

"Leadership cannot be delegated to others."