Huawei领导力素质模型[全文]

Strategic Leadership Competency Model Dictionary

DRAFT

战略性领导力素质模型字典 草案

February, 2005 Version

11DRAFT Huawei Strategic Leadership Model Competencies

Building Customer Capability Cluster构建客户能力的素质群 ...............................3  Customer Focus 关注客户 ..................................................................................................3  Partnering 建立伙伴关系 ....................................................................................................8 Building Huawei Capability Cluster构建华为能力素质群 .....................................11  Inspiring Leadership鼓舞式领导......................................................................................11  Building Organizational Capability塑造组织能力 ..........................................................17  Cro-functional Collaboration跨部门合作 .....................................................................24 Building Individual Capability Cluster构建个人能力素质群 .................................30     Drive for Results结果导向 ...............................................................................................30 Commitment to Huawei献身华为 ....................................................................................35 Strategy Thinking 战略思维..............................................................................................39 Understanding Others理解他人........................................................................................43 Baseline Competencies基本素质 ..........................................................................47     Analytical Thinking分析思考 ..........................................................................................47 Impact and Influence 施加影响.........................................................................................51 Information Seeking信息搜集 ..........................................................................................58 Initiative积极主动 ............................................................................................................62

2 Building Customer Capability Cluster构建客户能力的素质群

Customer Focus 关注客户

Definition:定义

The paion to understand and serve the customer, meeting their needs in creative and innovative ways.“Customer” refers to current, potential and internal customers.

致力于理解客户需求，并为客户提供创造性解决方案的行为特征。“客户”是指现在的、潜在的、和内部客户。 Dimension: 维度     Depth of the customer‟s needs.Complexity of the action.对客户理解的深度 采取行动的难度

Discuion: 讨论

Customer Focus is at the heart of Huawei‟s values and purpose, and it is strongest characteristic in the market.It should inform almost everything Huawei does.At the higher levels Customer Focus involves customer-driven innovation; at lower levels it is responsivene to customer needs.关注客户是华为价值和目的的中心，也是市场上最重要的特征。它应该反映华为所作的几乎任何事情。从较高的层次上来说，关注客户是指客户驱动创新；从较低的层次上来说，关注客户指满足客户的需求。

How it relates to other competencies: 如何与其他素质相联系 To be done well, Customer Focus needs to be supported by:  Understanding Others, to truly listen to and understand the customer‟s underlying needs, not just what we aume that the customer needs. Strategic Thinking, to shape Huawei‟s response to the customer

 Appropriate Building Huawei Capability competencies, to ensure a full departmental or organizational response.要良好应用，关注客户素质需要以下素质的支持：

 理解他人素质：真正地去倾听和理解客户的潜在需求，而不是我们假设客户需求什么。  战略思考素质：来规范华为对客户的反应。

 适当的构建华为能力的素质群：确保整个部门或组织的充分反应。

Customer Focus should exist in a creative tension with Drive for Results and Strategic Thinking.To some extent the leader‟s Drive for Results supports Customer Focus, by helping the leader focus on understanding the customer‟s busine and on supporting the customer‟s profitability.On the other hand, the leader needs to exercise discretion in choosing which

3 customer needs receive a full response.Considerations of Huawei‟s own profitability, the commercial potential of the project and its fit to Huawei‟s strategy should also shape the leader‟s response to the array of potential customer needs.

关注客户应存在于一种创造性地紧迫感当中，这种紧迫感与结果导向素质和战略思维素质相联。在一定程度上，领导的结果导向素质通过帮助领导注重理解客户的业务，并维护客户的利润，支持了关注客户。另一方面，在选择应该充分满足哪些客户的需求上，领导需要慎重决策。考虑华为自身的利润，项目的商业潜力和它与华为战略的匹配性也应该影响领导对潜在的客户需求序列的反应。 Level 1: Responds to Clear Customer Needs

 Based on a clear understanding of the customer‟s needs and Huawei‟s products and services, obtains needed resources to addre customer needs. The customer needs here are quite straightforward and well understood by the customer. Solutions are developed based on previous experiences, cases or available products. Includes taking action to establish relationships with potential customers.

层级一: 对于明确的客户需求的反应

 在明确理解客户需求和华为的产品和服务的基础上，获得需要的资源来满足客户的需求

 这里的客户需求是非常简单的，并且客户自身也能够充分地理解。  基于先前的经验、案例或现有的产品，找到解决途径。  包括采取行动来与潜在客户确立关系

Example: Our scheme to resolve the problem for the customer was succeful but it was delayed for 3 hours.At 11:30 this system was restored completely.There were many technical decisions involved in it.I learned upon arrival that the engineer was so worried that he cried.He was near about 30 and had too much preure.When the customer implemented their own scheme, I especially told the person in charge of the information center that nobody should be allowed into the equipment room except the several people on the site and everybody else should go back to his own position and couldn‟t create more preure to them.Because so many people gathered around him, his preure would be much higher.I also asked the responsible supervisor to report on the progre to their internal customer and ask them to wait patiently.I had to comfort them constantly.I believe the customer could also understand us.So finally this problem was solved without causing too much chaos.That was because we handled it very carefully.

范例：

我们旨在解决客户问题的计划是成功的，但却被延误了三个小时。11点30分，系统完全修复。这其中牵涉到很多技术性决定。我到达后才知道工程师担心得都哭了。他将近30岁承受了很大压力。当客户实施他们自己的计划时，我特意告诉信息中心的负责人说：“除了在场的几个人外，不要允许任何人进入设备间，其他人都应该回到自己的岗位上去，不要给他们制造更大的压力。”由于周围聚集了太多人，他的压力就变得更大。我也要求相关负责人对内部客户汇报进展情况，并请客户耐心等待。我需

4 要不断的安慰他们，我相信客户也理解我们。最后，这个问题得到解决而且没有造成过多混乱，那是因为我们处理地非常小心。 Level 2: Reacts to Customer Concerns

 Understands the customer‟s needs and the rationale of Huawei‟s products and services and provides solutions. The customer‟s needs are unclear or are presented simply as objectives, but the customer explicitly states a need and asks for help  No mature products or services are available as reference.The leader needs to modify what is available to meet customer needs. Decision making involves balance between cost and effect. Responds quickly and decisively to customer service emergencies.

层级二：解决客户的担忧

 在理解客户的需求以及华为产品/服务背后原理的基础上，为客户提供解决方案。  客户的需求不是非常明确或是以简单的目的显示，但是客户的需要往往相对清晰。  没有现成的产品或服务可以提供可循，需要对已有的方法/方案进行一定的改进或创造。

 决策时要权衡风险。

 在出现客户服务方面的紧急情况时，可以迅速地果断地进行回应。 Example: We were the first to negotiate, in December, and I was not the main negotiator.The main negotiator of the customer was its mobile general manager, and our main negotiator was the chief of the local office.I was listening for future reference.The customer said that Huawei was nice, but our price should be reduced.After the negotiation, I chatted with the mobile general manager to get clearer on the progre, our position and what we should do next.I wanted to master more accurately what was in the customer mind.He was a friendly Arabian and what he thought was disclosed naturally.He told me that their leader was for Huawei, but Huawei‟s price was on the high side; he also told me how much we should reduce.That was of great help to our later negotiation.I was behind the negotiation from then on.I listened to reports and made analysis with others and reduced the price.

范例：

十二月份，我们是第一个要谈判的，我并非主要谈判者。客户的主要谈判者是移动总经理，我们的主要谈判者是当地办事处的领导。我在倾听以备将来参考。客户说华为很好，但我们应该降低价格。谈判之后，我与移动总经理聊天以了解谈判的进展、我们的处境以及我们下一步应该怎么做。我希望能更清晰地掌握客户的想法。他是一个友好的阿拉伯人，不善掩饰，想法很自然地表露出来。他告诉我他们的领导很想和华为合作，但是华为的价格很高；并且还告诉我价格应该降多少。那对我们后期的谈判帮助很大。从那时起，我一直做谈判的幕后工作——听报告、与其他人做分析和降低价格。

Level 3: Uncovers and Meets New Customer Needs  Identifies or senses the customer needs, coordinates Huawei resources to come up with solutions.

5  The customer‟s needs sometimes are quite conceptual or difficult to grasp, or the customer may expre a need without explicitly asking for a proposal. Can include interaction or cooperation with the customer, working together to design the solution. Or, identifies the potential customer‟s interest and takes action to build up the relationship.

层级三：想客户所想，发掘并满足客户新的需求

 捕捉或澄清客户的兴趣点，通过协调华为有关资源，找到解决方案。

 客户的需求有时是比较抽象或难以把握的，或者，客户可能会表示一个需求但没有明确要求提建议。。

 可包括与客户的合作和互动，共同设计解决方案。  或明确潜在客户的兴趣并作出行动建立关系

Example: During the Beijing Exhibition at the end of Oct.2002, the vice-president of one potential customer mentioned the idea of using soft switch for transit network.I thought it was a chance, and that I should analyze our plans carefully, and know clearly how to proceed.Moreover, I should make the plans detailed.I organized a team to do it.We had been considering the idea, but had not made them clear.We became clearer about the plans after he said those words.Eventually, I visited the customer in March, 2003 after waiting for a long time.During the visit, I presented the conceptions about what we did in 3G, softswitch technology, and gateway office to the vice-president of the client.What I said was about the construction of the whole 3G network, especially about the application of the mobile soft switch.Next, I also spoke the specific technical differences.The important thing was what the president of the customer told his people.He said he asked them to construct toll telephone networks with soft switch but there was still no result.So he pushed them to cooperate with Huawei make a plan.

范例：

在2002年十月底举办的北京展览会期间，一位潜在客户的副总裁提到在网络传输中使用软交换。我认为这是一个机会，应该仔细分析我们的计划，搞清楚如何进行。还有，我应该制定详细的计划。我组织了一个小组来做这件事情。我们考虑了这个想法，但却没有弄清楚。他说了那些话之后，我们对计划清楚了很多。最终，在等了很长一段时间之后，我在2003年三月拜访了客户。拜访过程中，我对客户副总裁介绍了有关本公司所做的3G、软交换技术以及办公室网关等概念。我所说的是关于整个3G网络的建设，尤其是移动软交换的应用。紧接着，我也讲了具体的技术区别。重要的是，客户总裁对他的手下讲了什么。他说他要求他们用软交换建设长途电话网但还没有结果。因此他倾向于与华为合作来制定一个计划。 Level 4: Innovates to Meet Anticipated Customer Needs  Studies customers, clarifies the potential needs of the customers and the capability of Huawei to provide new solutions. Customers might not be aware of their needs, or may not imagine that their problem could be solved by Huawei. Includes providing the strategic suggestions for the customer‟s busine model and being the “trusted advisor” to the customer, regarding the customer‟s busine.

6

层级四：想客户所不想，创造性的服务客户

 研究客户，发掘华为的潜力以及客户的潜在需求，提供全新的解决方案。  客户往往也没有意识到有这样的需求，或者没有想象到他们的问题可以得到华为解决。

 包括为客户的业务模式提供战略性的建议，成为客户的长期战略伙伴。

Example: I talked about how we can succeed and what are the important things from the customer‟s angle.Huawei was a new comer in this field.If we wanted to enter the market and compete with others, we would need to think for our customers.We would need to be able to tell them why they should use Huawei products.So I tried to demonstrate how the contract would benefit the client and how it would improve their profitability.The carrier chose Huawei because we understood their needs and used this understanding to design a product for them.The customer did not specify the situations in which a solution would be applied when they invited public bidding.After we got the contract, we analyzed how the equipment would be used in these places, in areas where revenue was low.Previously when the carrier constructed the network, they used to build a building, install air conditioners, etc.Then they put a big cabinet into the house no matter how expensive it is, so they can cover the area.The cost was high relative to the revenue because the population of the area was small.If they spent RMB100,000 in total on the building, only RMB30,000 was used to buy the equipment and the other RMB70,000 was for renting the land, building the building, fitting the building up, and installing air conditioners.Considering this situation, we designed a kind of product with a small capacity for 10,000 people.No need to build a building.It is a small box installed outdoors.It has a built-in semiconductor heat diipation system.It is lightning-proof and dustproof.It saved a lot of costs for the customer.

范例：

我谈到我们如何取得成功以及站在客户的角度看什么是重要的因素。在这个领域，华为是一个新来者。如果我们想进入市场并与其他公司竞争，我们要考虑客户的利益，要能准确地告诉客户为什么他们应该使用华为的产品。因此我试着证明这个合同将如何使客户获得好处并将如何提高他们的利润。运营商 选择华为是因为我们理解了他们的需求并且运用这种理解为他们设计了产品。客户在公开招标时并没有明确解决方案适用的环境，获得合同之后，我们分析这些设备可能如何在这些收入水平低的地区使用。以前，当运营商 构建网络时，他们通常建造一建筑物，安装空调等。然后，他们把一个大的橱柜放进房间——尽管橱柜的成本很高，这样他们就能够覆盖整个地区。因为这些地区的人口很少，所以其成本占收入的比例很高。如果他们花100,000元人民币在整栋建筑物上，将只有30,000元会用来购买设备，剩余的70,000元则用来租赁土地、建造建筑物、布置建筑物和安装空调。考虑到这种情况，我们设计了一种10,000用户的小型产品，这样就不必建造大楼。该产品是一个安装在户外的小盒子，它有一个内置的半导体热分散系统，并且防晒、防尘，为客户节约了大量的成本。

7 Partnering 建立伙伴关系

Definition: 定义

The desire and ability to find a common ground to build mutually beneficial partnerships with other carefully selected organizations, to better serve Huawei‟s customers.The other organizations involved may be Huawei‟s competitors in areas other than the area of partnership.This desire to partner is based partly on the sense of safety in number, of not wanting to be the single, exposed entity, separate from other companies.The partnerships should be based on the desire to serve the customer better and more completely than either company could do separately.

愿意并能够找出华为与其他精心选择的企业之间的共同点，与他们建立具有共同利益的伙伴关系，以更好地为华为的客户服务。包含的其他企业可能是华为只在该领域的伙伴，而在其他领域是竞争对手。合作的愿望部分基于数量上的安全感，不想单打独斗、暴露自己以及孤立于其他公司等。双方愿意合作，以便比任何一家公司单独来做都能更好更完全地服务于客户，这是伙伴关系建立的基础。

Dimension: 维度

 Completene of action  Degree of closene to the partner  行动的完全性  与伙伴的亲密程度

Discuion: 讨论

Partnering, especially with competitors, is a complex and sophisticated competency, supported by many other competencies.In addition to the competencies suggested below, the effective builder of partnerships needs exceptional emotional maturity, patience and a flexible and open attitude to deal with all the viciitudes of negotiating and realizing a partnership with another company, which will inevitably have its own culture, history and interests.

建立伙伴关系——尤其是与竞争对手，是一种综合的和复杂的素质，且需要其他多种素质的支持。除了下面提到的素质之外，有效伙伴关系的营造者还需要在情感上特别的成熟，极具耐心，在处理所有谈判成败和实现与另外一家公司（不可避免地该公司有其自身的文化、历史和兴趣。）的伙伴关系时具有灵活开放的态度。 How it relates to other competencies: 如何与其他素质相联系

The ability to effectively partner with competitors is somewhat like Cro-Functional Collaboration at greater degree of difficulty, because the leader must collaborate with leaders from a different and sometimes competing organization, rather than just with leaders of other functions within Huawei.

与竞争对手有效地建立伙伴关系，有些像跨部门合作素质，只是难度更高。这是因为领导必须与来自不同，有时甚至是相互竞争的组织的领导相配合，而不是仅仅与华为内部其他部门的领导合作。

8 Partnering is supported by a combination of virtually all the other competencies:  Information Seeking (baseline competency) at the highest levels, to choose a partner and to learn about the partner company and its role, markets, potentials etc. Strategic Thinking at the highest levels to recognize and realize the long-term strategic potential of the partnerships, and to think outside of the normal boundaries.Also to recognize the strategic interests of the partner  Customer Focus, to keep the needs of the customer – and the reason for partnering – always in mind. Drive for Results, to ensure that the partnership makes sound busine and economic sense. Understanding Others, to hear others‟ reasons, emotions and interests accurately, even acro national and company cultures and potentially competing busine interests. Commitment to Huawei to recognize that Huawei‟s best interests may lie in a good partnership, and to transcend the local loyalty to Huawei against all competitors. Impact and Influence (baseline competency), at the highest levels to convince the partner and to learn about the partner company and its role, markets, potentials etc. Some or all of the building Huawei Capability competencies, to get the neceary parts of Huawei to support and implement the partnership.Partnering directly embodies and supports Huawei‟s strategy and value for Harmony in the Busine Environment.Effective partnerships also support Customer Focus, and customer-driven innovation.

建立伙伴关系几乎需要其他所有素质的综合支持：

 在最高层级的寻找信息素质（基本素质），选择一个伙伴并且了解该伙伴公司及其角色、市场、潜力等方面的信息。

 在最高层级的战略思维素质上，认识并了解伙伴企业的长期战略性潜力，超越常规界限来思考，这样也可以认识到伙伴的战略兴趣。

 关注客户，头脑中时刻想着客户的需求——和建立伙伴关系的原因。  结果导向，确保合作伙伴做出成熟合理的商业和经济上的判断。

 理解他人，准确地听取他人的理由、情感和兴趣，即便是跨越国界、公司文化和潜在竞争性的商业利益。

 献身华为，要认识到华为的最佳利益在于一个良好的伙伴关系，要超越那种与竞争者对抗的狭隘的忠诚。

 施加影响（基本素质），在最高的层级上说服伙伴、了解伙伴公司及其角色、市场潜力等。

 以部分或所有构建华为能力素质群的因素，去获得华为必要的部门，来支持和实现伙伴关系。

建立伙伴关系直接包含和支持了华为追求和睦产业环境的战略和价值。有效的伙伴关系也支持客户关注和客户驱动创新。 Level 1: Opens the door and makes contact  Makes contact or establishes rapport with other thoughtfully selected organizations, with an eye to potential partnerships.May scan the environment to learn about various potential partners, their reputation, their market position, their strengths, size and other

9 characteristics that may make them suitable partners for Huawei.May “market” Huawei‟s potentials and establish Huawei‟s reputation to other organizations. May become friendly with executives in the other company, establishing a positive relationship with them (on a personal level).

层级一：对外开放，建立联系

 与那些精心挑选的企业进行接触或建立友好关系，同时留意潜在的合作伙伴。审视环境以了解各种各样潜在的合作伙伴，他们的名声、市场地位、实力、规模及其他的那些使其成为华为合适的合作伙伴的特征。这些都可能“推销”华为的潜力并确立华为对其他企业的声誉。

 可能对其他公司的主管人员变得友好，并与他们确立一种积极的关系（在个人层面上）。 Level 2: Has the conversation  Listens and exchanges information with potential partner to explore opportunities for cooperation to serve the customers. Communicates Huawei‟s sincerity and their intention to be part of a team of relatively equal partners.

层级二：有对话

 倾听潜在合作伙伴的想法并与其沟通交流，以寻求共同服务客户的合作机会。  表达华为的诚意，以及他们想成为小组一分子的意图。这个小组中的每个成员相对平等。 Level 3: Cooperatively develops partnership  Develops the shape of the partnership cooperatively together with the partner. May use a strong understanding of the culture, organizational politics and market position of the potential partner, and why they might or might not want to partner with Huawei, in order to develop a mutual understanding and a way forward.

层级三：共同确定伙伴关系

 与合作伙伴一起确定合作关系的形式。

 对于潜在的伙伴，要准确了解他们的文化、组织结构及市场地位，还要知道他们可能想或不想与华为合作的原因，以便确立共同的理解和将来合作的方式。 Level 4: Reaches Agreement  Negotiates a mutually beneficial partnership, and achieves agreement.At this point many other competencies are needed to enable Huawei and the partner, to adapt their organization, practices and culture to enable the partnership to work effectively.

层级四：达成共识

 商定一个共同获利的伙伴关系，并达成共识。使华为及其合作伙伴适应他们的组织、经验和文化，以便伙伴关系良好运行。在这一点上，还需要许多其他的素质。

10 Building Huawei Capability Cluster构建华为能力素质群

Inspiring Leadership鼓舞式领导

Definition:定义

The ability to lead teams by focusing them on key iues and empowering them to solve problems and harne their collective wisdom.

通过推动团队成员关注要点、鼓舞团队成员解决问题以及运用团队智慧等方法来领导团队的行为特征。 Dimensions:纬度

 Degree of empowering or inspiring the team.The depth of collective wisdom and/or energy that is tapped . 授权以及鼓舞团队的程度，集思广益的深度和所发掘出的团队能量的大小 Discuion:讨论

Inspiring Leadership is a unique Huawei form of team leadership that combines direct personal leadership with the ability to empower the team and release the collective energies and wisdom of the team.The unique feature of this form of leadership is its focus on drawing out the contributions, ideas and commitment of the team members, in a fairly structured and consistent manner.

鼓舞式领导是华为团队领导层独一无二的组织形式，这种形式直接将个人领导能力与授予团队权利、释放集体力量和团队智慧相结合。该领导形式的独一无二的特征即：以一种相当结构化的持续的方式来激发团队成员的贡献心、想法和忠诚感。 How it relates to other competencies: 与其他素质的关联：

The effectivene of Inspiring Leadership is improved when it is supported by:  Understanding Others - to recognize and respond to the team members‟ concerns and contributions. Impact and Influence (baseline competency) to know how to bring others into agreement with you. Information Seeking (baseline competency) – a genuine curiosity and interest in finding out the reasons for a situation or for someone‟s opinion.

 Strategic Thinking and/or Drive for Results to ensure that the team is focused on the most important iues. Commitment to Huawei to ensure that team focus does not over-balance the enterprise focus.Inspiring Leadership is crucial to accomplishing almost any organizational effort, including customer-driven innovation, building external partnerships, or improving quality, service and reducing cost.

在以下条件的支持下，鼓舞式领导的有效性会得到提升：

 理解他人，能够认识到并对团队成员关注的问题和他们的贡献作出反应

11  施加影响（基本素质），要知道如何使他人同意你的观点。

 寻找信息（基本素质）当出现一种状况或者某人提出一种观点时，探究其中的原因完全是出于自己的好奇心和兴趣。

 战略思维和/或结果导向，确保团队关注于最重要的问题。  献身华为，确保团队关注没有超出对企业的关注。

鼓舞式领导对于获得几乎任何组织的成果——包括客户导向创新、建立外部的伙伴关系或提高质量和服务、降低成本——都是很关键的。 Level 1: Orients the group to the task     Positions self as the team leader, organizes the team activities effectively.Keeps team members informed.Engages team members in clarifying their accountability and task.Ensures team members have sufficient resources for completing the job.层级一：任务式领导

 自我定位为团队领导，有效地组织团队活动。  确保团队成员获知必要的信息。  明确团队成员的职责和工作任务。

 确保团队成员获取足够的资源来完成工作。

Example: I remember there were three people in the group.We once had a meeting together, for they didn‟t take part in the previous communication with the EVP and the bo.So I talked about our discuions and the general idea formed after my talk with the EVP.I told them the background clearly and its origin: the company wanted to build up a flexible and mobile organization out of the consideration of the maturity of the organization and of the managerial personnel, interrelationship between departments and the adaptation to the IPD flow.Because two of my team members had always been responsible for the change of the organization structure, they were happy to know that.Then I told them my conception of the three-three idea but didn‟t give them any chance to speak out their ideas.The reason was that they didn‟t have much work experience in the front.Based on my observation, I didn‟t ask them to talk about their ideas.I just directly told them about its general structure.I asked them to see how great a change there was between this structure and our current structure and how the posts and hierarchy would change.

范例：

我记得我们那个团队中有三个人，有一次我们在一起开会，由于他们没有参加之前与EVP和老板的沟通交流，在与EVP谈话之后，我告诉他们我们与EVP谈论的话题和得出的结论。清楚地告诉他们整个事情的背景和起源：在没有考虑组织和管理人员是否成熟、部门之间的内部关系以及IPD流动是否适应等因素的情况下，公司想要构建一个灵活移动的组织。因为我小组中有两个成员一直对组织结构的变化很负责任，知道这个之后，他们很高兴。然后，我告诉他们自己对3-3想法 的构想，但没给他们机会表达自己的想法。理由是他们没有很多前期的工作经验。基于我的观察，我并未要求他们谈论自己的想法，而是直接告诉他们整个的结构。我要他们看看这个结构与目前的结构有多大的变化，岗位和层级将会如何变化。

12 Level 2: Set expectations

 Clarifies norms for good teamwork. Facilitates continuous improvement of team effectivene through establishing systems or mechanisms of team operation. Praises team members and exprees positive expectations publicly. Builds a habit of providing performance feedback to team members

层级二：设定期望

 明确团队合作的行为准则。

 通过建立团队运作的方法和机制，帮助团队能力的持续提升。  公开地表达对团队成员的赞赏以及积极的期望。  逐渐培养对团队成员给予及时反馈的意愿和习惯。

Example: We used PDCA.P means plan; D means do; C means check; A means alter.We would turn complaints into early stage plans and come up with improvement suggestions.Everyone should share his idea without any reservation.I still had one better method which was not used yet.We conducted a PDCA not only on a daily basis but also on a weekly and monthly basis.Our daily work was a PDCA.Soon everyone was so impreed that we entered the quadrant of management.Of course our work was not that profound.We had to make plans in the evening and put them into practice the next day.We made them and implemented them together.Everyday we discued over our short comings and had a meeting for improvement.Everyday things would be different.Aside from that, the external preure had not overpowered us.I quoted an example and gave some slogans.Later some colleagues said you instanced so many cases but we didn‟t know what you were thinking in your mind.You just told stories to us.Actually many technical schemes were made by them.I just listened to them; sometimes I would join them and give some advice.But my contribution was le than 20%, even 15%.Of course their schemes were finally given to me for approval.I told them this could be done by vice head of the project group and asked if they agreed.In fact, my work was just organization.Sometimes, the organization was decentralized.I did little work in technical demonstration.

范例：

我们使用PDCA方法。P指计划；D指做；C指检查；A指改变。我们将投诉转化为早期的计划并提出改进的建议。任何人都应该毫不保留的将他的想法分享给大家。我有一个较好的办法目前还没用过。我们不仅每天，而且每周每月都实施着这个PDCA模式，我们的日常工作就是一个PDCA。每个人对我们的印象都很深，我们很快就进入管理区。当然，我们的工作并非造诣那么深。我们必须在晚上制定计划，第二天将计划运用于实践。我们制定计划并实行。我们每天都讨论我们的缺点，并开会进行改进。任何事情都是不同的。除那之外，外部的压力并没有打倒我们。我曾引经据典发出口号，之后，一些同事说：“你举了这么多例子，但我们都并不知道你的脑中到底在想什么，你只是在给我们讲故事”。事实上，许多技术性很强的计划都是由他们完成的，我只是一个倾听者，有时候我也会加入到他们中去并给出我的建议。但是，我的贡献低于20%，甚至15%。当然，他们的计划到最后都得由我批准。我告诉他们这个活可以由项目集团的副主管来做，并征求他们的意见。实际上，我的工作就是组织。有时，组织是分散的，在技术方面，我做的工作很少。

13 Level 3: Empowers the team

 Creates transparent and democratic team dynamics. Encourages free expreion and exchange of ideas among the team members. Leverages collective wisdom by understanding strengths and limitations of the group and its members. Takes initiative to resolve conflicts in the team. Empowers the team to solve problems and builds their capability, willingne and confidence in problem solving.

层级三：授权于团队      建立开放民主的团队氛围。 鼓励成员畅所欲言、集思广议。

在充分了解自身的优势和局限的基础上来发挥所长，协调集体智慧的应用。 主动地采取各种有效的方法在团队内解决冲突和矛盾。

充分授权于团队去解决问题，并利用各种方法培养团队成员解决问题的意愿、能力和信心

In cro-cultural setting, takes initiative to facilitate integration among Chinese and international colleagues, to aist integration of international colleagues into Huawei, and to enhance Chinese colleagues‟ mindset of embracing cro-cultural diversity.

在跨文化工作中，能主动采取措施促使不同文化的团队成员融合，并且帮助外籍员工有效、快速融入华为，以及提高中国员工的文化包容性。 Example: After the problem was raised at the meeting, I set up a dedicated project team and held two discuion meetings to discu the capability of the supply chain.A discuion meeting indicated that, participants are required to prepare opinions and thoughts in written form around a specific subject such as building global supply capability.Every participant would brainstorm in the first half of the meeting, that is, to expre his or her opinions.In this stage, we talked about the construction of procurement about capability of global supply, logistics, order fulfillment and human resources.I also expreed my opinions on this point, commonly at the end of each representation.The rest of the meeting was a discuion.Based on our discuion, we decided our tasks, which were discued by us in the week before last week.We just hoped our executives realize those points.Consequently, we set up a dedicated project team to engage in constructing multiple manufactories for global supply chain.Then we gradually started it with our work divided up.Participants at the meeting include more than ten major directors from sales departments, some level 2 or level 3 directors from some departments related to the construction of the overseas supply chain.Subject of the meeting was specified in advance, hence it was neceary for everyone to expre his ideas and opinions.Those opinions commonly include what we should do, what problems will be caused, and how to overcome these problems.After that, we decided which points currently being discued should be implemented for both short-term and long-term, and who should be responsible for carrying that out.Sometimes such discuions led to no conclusion.Then we just continue to complete tasks as before.Commonly, we would hold such meeting from 9 o‟clock to lunch time.

14 范例：

会议上将问题收集之后，我组建了一个专用的小组，组织了两次会议来讨论供应链的能力问题。一个讨论会的结果表明：针对具体的问题，比方说组建一个全球性的供应链，需要参与者以书面的形式表明他们的观点和想法。每一个参与者在会议的前半场，都应产生头脑风暴，也就是说，表达他或她的观点。在这个阶段，我们讨论如何将获取全球供应能力、后勤准备、命令履行以及人力资源等协调好。关于这个问题，一般在每位代表讲完后，我也会表达自己的看法。会议的剩余时间是讨论，按照讨论的结果，我们决定任务，这些任务我们在前一周讨论过。只希望高层能认识到那些观点。因此，我们组织专门的团队参与建造多种多样的制造厂以满足全球供应链的需要。接着，我们逐渐开始工作并进行分工。会议参与者中包括有十余名来自销售部的总监，还有一些与国外供应链构建相关的部门中的二级或三级主管。会议的主题提前说明得很具体详细，因此要求每个人表达自己的观点和看法是必要的。那些观点通常包括：我们应该做什么，将会导致什么问题及如何解决这些问题。之后，我们确定从短期及长期角度来看，目前讨论的观点应该采用哪一个，谁来负责实施。有时，一些讨论是没有结果的，我们便按照以前的安排继续完成任务。通常这样的会议可以从上午9点持续到午饭时间。

Level 4: Inspires the team

 Uses vivid, powerful metaphors or stories to share experience, inspire the team and set the direction. Reframes the team‟s view of the situation, particularly when the team is feeling negative or is unable to reach consensus. Inspires the team with an exciting vision to elicit great enthusiasm and dedication from the team members.

层级四：鼓舞士气

 用生动有力的比喻或故事等多种方式来分享经验、鼓舞士气、指明方向。

 重新构画团队的整体观点，特别是在所有团队成员的负面感受下，或是不能达成共识的时候。

 用激动人心的远景激励成员，使团队成员对团队的使命表现出极大的热情与奉献精神。 Example: I wondered how could I encourage them? So I made a metaphor.As known to all, if you wanted to play toy bricks, you‟d have to pile them up.The more you piled, the farther you were from death.You didn‟t know when you would be stopped by others.All you should do was to continue your work in an orderly way, keep the fullest confidence, the least resistance and the highest harmony.Those who didn‟t have confidence in themselves would lose and be thrown out of the game.Since the resistance we faced was le and le, the most important factor was perseverance.If you could carry on to the last moment, the succe was yours.We should prepare for a long-term battle and go on with our daily work.I shared my view with others and told them not to convert the external preure into internal preure, not to complain about each other, to increase the planning and transparency of our work, conduct more mutual communication and ask things of each other.We talked about it at the meeting and listed it as our common plan, encouraging them to set requirements for themselves and

15 for others.Even Zhu Geliang once said that it is no use complaining after a thing is done; make ample planning to stop poible complaints afterwards.This became a slogan and also an operation concept.I wanted to hear no more complaints.It was no use.If you had any question, just raise it.We could work together on it for a solution.I believed even as cobblers, we could out do Zhu Geliang, the mastermind by taking efforts.After a period of time, we had attained the preset objective of the company.Though there was still some distance from the uppermost objective, we were very satisfied with the result.What was more important, the time had not worn thin our morale and determination and we had very happy cooperation among the project group.We came from different places, eager for succe.Everyone was excellent but we didn‟t have any problem due to this project.Our perseverance worked as my former metaphor implied.I asked them if they had any good metaphors that could be used to encourage others when it was darkne before the dawn.My role, as a member of the project group was to encourage others to carry on.

范例：

如何鼓励他们？这是我一直思考的问题。为此，我打了一个比喻。所有人都知道，如果你想玩积木，就必须把它们堆积起来，堆得越多，积木堆就越牢固。你不知道他人什么时候会阻止你。所有你应该做的就是有条理地继续你的工作，保持充分的信心、最少量的反抗情绪和最高程度的和谐。那些缺乏自信的人将会失败并且被淘汰出局。由于我们面临的阻力越来越少，坚定不移是最重要的因素。如果你能坚持到最后一刻，成功就属于你了。我们应该准备着作长期的战斗，并继续日常的工作。我把自己的见解与其他人一起分享，告诉他们不要把外部的压力转化成内部的压力，不要互相抱怨，要增强工作的计划性和透明度，彼此间要多问多交流。会议上我们讨论这个事情，并把它列在我们的日常计划表中，鼓励他们对自己和他人提出要求。即使是诸葛亮也曾经说过，事情发生之后再去抱怨没有任何 作用。我们要制定完善的计划以尽可能阻止事后的抱怨。这成为一句口号，也是一个操作概念。我不想听任何的抱怨，那是没有用的。如果你有任何问题，尽管提出来，我们可以来一起解决它。我相信，即便我们是臭皮匠，我们也一定会做得比诸葛亮好，一定要精心策划。一段时期之后，我们达到了公司预先设定的目标。虽然离最大的目标还有一段距离，但有这样的结果，我们已非常满意。更重要的是，时间并没有降低我们的士气和决心，我们在项目团体中合作得很愉快。我们来自不同的地区，渴望成功。每个人都是优秀的，在这个项目上，我们没有任何难题。我们的坚持不懈起了很大的作用，正如我前面所包含的比喻那样。我问他们，在黎明到来之前最黑暗的时期，有没有任何好的比喻来鼓励他人。作为项目组的一员，我的角色就是鼓励他人继续工作。

16 Building Organizational Capability塑造组织能力

Definition:定义

The ability to recognize and addre opportunities to improve the organization‟s abilities, procees and structure.

这是一种辨别并发现机会，以不断提升组织能力、流程和结构的行为特征。

Dimensions:纬度  Impact of Change. 变化的冲击 Discuion:讨论

While Inspiring Leadership is about drawing out the very best that the team has to offer today, Building Organizational Capability is about investing one‟s own thought, time and energy in increasing the teams‟ skills and capabilities for tomorrow (so that the next time the leader uses Inspiring Leadership there will actually be more abilities, knowledge and skills to draw upon).Building Organizational Capability moves from recognizing the problem, to improving the abilities of the people currently available, to improving the net performance by getting the right human resources in place, to improving overall effectivene by restructuring the work and the organization.

当我们说鼓舞式领导是关于激励团队，使其发挥出最好潜力时，塑造组织能力就是关于投入自己的思考、时间和精力来增加团队将来的技巧和能力（因此，领导下一次使用鼓舞式领导时，实际上将会有更多的能力、知识和技巧供利用）。塑造组织能力从认识到问题开始，到提高现有人员的能力，通过获得当地合适的人力资源来提高工作绩效，再通过调整工作和组织结构来整体上提高效率。 How it relates to other competencies:与其他能力的联系： Building Organizational Capability is supported by:  Understanding Others, to ae the strengths and needs of the team, and to effectively match individuals to roles. Strategic Thinking and/or Drive for Results, to ensure that the organizational improvements are beneficial and are aligned with the overall strategy

Building Organizational Capability enables the organization to improve performance generally (Drive for Results) and may be required to support specific efforts to support customer needs and customer-driven innovation (Customer Focus), or to adapt the organization in particular ways to work with an external partner (Partnering).

塑造组织能力受以下因素的支持：

 理解他人，评定团队的实力和需求，有效地将每个人的角色分配好。

 战略思维和（或）结果导向，确保组织的改进有益，并且与整体战略息息相关。

17 塑造组织能力能从整体上改善组织的绩效（结果导向），可能需要它支持那些具体的尝试，如支持客户需求和客户驱动创新（关注客户），或使组织以一种特殊的方式来适应与外部伙伴一起工作（建立伙伴关系）。 Level 1: Identifies areas for improvement

 Recognizes and understands problems inhibiting capability, e.g., performance management systems, developmental needs of individuals, organizational design and proce flaws.

层级一：识别需改进的领域

 清晰辨别并理解有关组织能力方面的问题，如绩效管理系统、人员发展需求、组织设计和流程等方面。 Example: Although the company has been investing more now, in my opinion, we also need to introduce some sales persons with rich experience and good qualification directly from the wirele industry instead of depending on ourselves.Especially in relatively developed markets, if we totally rely on our internal resource, it will take too long to achieve succe.Also, to achieve a leading level in the industry, our present human resource scale is generally insufficient.As a result, we are not fully prepared in forecasting, and the promotion of our human resource will fall behind.

范例：

从我个人观点来看，虽然公司现在投入的更多，我们还需要直接从无线行业引入一些有丰富经验和良好个人素质的销售人员，而不是仅仅依靠我们自己。尤其是在那些相对发达的市场上，如果我们完全依靠自己的内部资源，获得成功可能需要花很长时间。同样，要到达行业内的领导地位，我们目前的人力资源规模总体上来说还是不够的。因此，可以预测：我们准备不充分，我们人力资源的提升将会落伍。

Level 2: Teaches the team.

 Teaches the team in order to improve capability of members and of team. Often teaches leons from own experience that can be generalized (e.g., a case study) or teaches particular skills to the group that are neceary for achieving company goals (e.g., building procees to encourage learning English).

层级二：教导团队

 为了提高团队成员个体水平以及团队整体水平而教导团队。

 以个人经验分享、案例学习或传授一些特殊技巧等方式以推动团队实现公司的整体目标。（如构建鼓励学习英语的程序）

Example: Later I asked them to make it into a case study and deliver it to each regional division to learn something from it.I didn‟t think it a very important iue but it provided some points for us to learn: First, adhere to your principle.Your profeional background requires you to take the standpoint of the company so that you could handle anything with profeionalism;

18 second, we can consider the demand of the market sector at their standpoint but we shouldn‟t tamper the interest of the company.If I casually let the sum of debts enter our account, I could stay on good terms with the general manager and also got high evaluation.But that would hurt the interest of our company; third, don‟t care too much about how you are evaluated.I myself don‟t mind others‟ criticism of me.I remained so during the proce of this event.Before 2003, my bo had communicated with me over my transfer and asked me to instruct an aistant as my succeor.So whenever there were some events, I would call him over and ask for his opinions, for I wanted to bring him up.This event was also helpful to him.At our standpoint, we should learn to say NO but also know how to take flexible measures to solve problems: you have to make conceions and cannot make the same mistake again.I‟d dealt with the international market for 3 to 4 years but never come into such a conflict with an overseas supervisor.Though they often complained against us when the CEO went there for busine trips and we kept explaining for ourselves, we had never been trapped in such a conflict.Through this event, I let the market department and our own department understand that we could say no to them.

范例：

稍后，我要求他们将这个事件制做成一个案例来研究，并把它分发到地区分部去学习。我并不认为这是一个很重要的问题，但它为我们的学习提供了一些要点：首先，与你的原则相关联。你的专业背景要求你接受公司的立场这样你才能很专业地处理任何事情。其次，我们可以站在市场部门的立场来考虑他们的需要，但不应该损害公司的利益。如果我不小心将债务总额计入我们的账户，与总经理的好关系会继续保持，也会得到很高的评价。但那将损害公司的利益；再次，不要太在意他人怎么评价你。我自己并不在乎他人对我的批评，这件事发生的过程中，我都是这么做的。2003年以前，老板跟我谈调任的事，并要我通知一个助手接任我的职位。因此无论什么时候，只要有事情发生，我都会给他打电话，询问他的看法，因为我想培养他。这件事对他来说也是有帮助的。站在我们的立场上，我们应该学会说“不”，也应该知道如何采用灵活的方式来解决问题：你必须作出让步，不能再犯同样的错误。我已经在国际市场上历练了

三、四年，但还没有与国外管理者产生过这样的冲突。虽然CEO到那里作商务旅行时，他们常常抱怨我们，而我们总是为自己辩护，但从没陷入到这样的冲突当中过。通过这个事件，我让市场部和我的自己的部门明白：我们可以对他们说“不”。

Level 3: Matching resources.

 Gets the right resources in place to build capability. Thinks carefully about the requirements of the job, diagnoses specific problems, and identifies the qualifications or characteristics of the person to find the most effective person for the job. OR, redesigns the job, (responsibilities, tasks, etc.) around the person, so the job matches the person and they are able to be most effective.

层级三：匹配资源

 获取恰当的资源进行能力建设。

 考虑职位需求、诊断问题、了解个人特长，为岗位找到最适当的资源。

 或者根据个人的特点来重新设计岗位（包括职责、任务等），以便相互进行完美的匹配，使岗位任职者可以最大程度地发挥自己的水平。

19 Example: The product manager had was very smart and could cooperate with his colleagues quite well.The cadre of his kind was needed in the early stage when the department was founded.But he also presented his weakne on handling services and identifying product directions.And he showed insufficient aggreivene or initiatives at work.For example, he seldom took initiative to do a thing unle either I or the product supervisor pushed him.So by the end of 2002, I began to look out for another person to replace his position.Through the conversations with some people from my surrounding departments, I got an idea to see if there was one among my subordinates fit for the position.I hoped to have the most aggreive person be the new product manager.So I consciously observed who was capable of being the head.I indeed showed great cautions during the observation proce.Then someone recommended to me a person with the skills required.He was in charge of a small product line.I came to worry whether he could manage a much larger product line well.So I first transferred him to the department as the aistant of the original product manager, and observed his performance for some time.I forwarded some tasks on him to see whether he could fulfill perfectly.Frequently changing a head would surely bring a lot of negative effects to the organization.After he was settled, I asked him and his manager to allocate their jobs respectively.The new manager was aigned to concentrate on exploring overseas markets.After a period of operations, we did find that he performed better than the original head both in internal management and project operations.So I decided to promote him to be the new project manager by early 2004.

范例：

产品经理非常聪明，能很好地与他的同事合作。在部门建立的早期阶段，需要他这种类型的干部，但同时也暴露了他在处理服务和定位产品方向方面的缺陷。工作上，表现为侵略心不够或主动性不强。例如，他很少主动去做一件事情，除非我或者产品主管人逼迫他做。因此，在2002年底，我开始寻找另外一个人来替代他。通过与周围部门一些人的谈话，我打算从下属中挑选一个适合该职位的人。由于希望那个侵略心最强的人作新的产品经理，我有意识地观察谁能胜任这个位置。确实，我在整个观察 过程当中非常的小心。然后，有人向我推荐说某人具备需要的能力，他是负责一个小的产品线的。我开始担心他是否能够很好的管理一个大的产品线。因此，首先我把他调到产品部做原来产品经理的助手，对他的表现观察了一段时间。我给他一些任务看他能否完美地完成。领导换的太频繁肯定会给组织带来一些负面的影响。安排好他之后，我让他还有他的经理分别分配他们的工作。指派新任经理集中开发海外市场。一段之间的运行之后，我们确实发现，不管是在内部的管理上还是在项目的运行上，他的表现都比原来的那个要好。因此，2004年初，我决定提升他为新一任产品经理。 Level 4: Redesigns structures and procees and builds commitment for lasting improvement  Uses organizational design and procees, such as building cro-functional teams, to improve organizational capability (e.g., improve efficiency). Builds commitment to the redesign with the people who will be direct reports, often by facilitating open discuion, by listening to and addreing the concerns of those who will be affected.

20 层级四：进行组织或流程的重新设计，以持续提升绩效。

 进行组织、系统或流程重整，建立跨部门团队，以提升组织的能力或效率。

 使员工形成对组织重组的承诺，比如展开公开的研讨，听取那些可能受到影响的员工的担心并作出回应。 Example: We had several considerations at that time.One of the problems about the original wirele department was that the core network and base station were in the same R&D department and the base station development were in the charge of personnel came from the core network research and development department.Huawei had been engaging in switches and most managers had been engage in the development of switches and had seniority.They had been working on base stations.But base station is far different from switch.Therefore, I wanted to separate the base station R&D department from the core network R&D department and established the base station R&D department as a specialized department.In the future, we must view personal cultivation, team construction and capability improvement from the point of the base station.In addition, I move the resources development headquarter to Shanghai because all personnel of our resources development department were in Shanghai, they moved to Shanghai from Shenzhen before.We set the headquarter of our base station R&D department in Shanghai, and move some personnel to Shanghai to supervise Shenzhen, that is our concept about extended site.Outside is outside, not inside.We set our the headquarter of the base station R&D department in Shanghai, and supervise Shenzhen from Shanghai, then Shenzhen becomes its extended site.

范例：

那时我们有几件事情要考虑。其中的一个关于原无线部门的问题是，核心网络和基站在同一个研发部，且基站的开发由一个来自核心网络研发部的人负责。华为已经参与到交换机中，大部分经理也都参与到交换机的发展中并且有一定的资历。他们都曾做过基站，但基站于交换机区别很大。因此，我想把基站的研发部从核心网络的研发部中分离出来，使基站研发部成为一个专业化的部门。将来，我们必须站在基站的角度上重新审视人事培养、团队构建以及能力的提高。此外，我把资源发展总部迁到上海，因为我们资发部的所有人员在上海，他们是以前从深圳迁到上海的。我们把基站研发部总部设在上海，调一些人员到上海以检查深圳方面的情况，这就是我们关于延伸站点的概念。外部就是外部，不是内部。我们把基站总部设在上海，从上海监督深圳的工作，那么深圳就变成了一个延伸的站点。

This was our first idea.The second idea was, traditionally we set the test department in the organizational structure of the R&D, and the test department was integrated with the R&D department.When establishing the wirele product lines we had pointed out that our test department should be subordinate to the company.But the test department did not want to give up the wirele test department.They wanted to maintain a big test department.But we insisted on our opinion, and we reached common understanding soon.We debated the test department at a meeting.The test department did not want to split the system big test department and we insisted our opinion.I told them why I wanted to take back the test department, and why it should not be put in the big testing system.I said we were developing the wirele product line but the testing was in your control.The test department should work with the R&D department.The test department was out of the control of the wirele product line, which was broken line management.I said things needed to be changed.The big test department thought it was not easy to form a big test department.There had been a stable

21 team.If the wirele testing team was separated, there might be problem such as the team would become unstable.I promised that if the wirele test department was moved to the wirele product line, there would not be any problem about unstablene, further more, it could increase their sense of belonging, because their target was in consistency with that of the wirele product line.It was very clear that the test department should work together with their respective product lines.

这是我们的第一个概念。第二个概念，传统上我们把测试部放在研发部的组织结构内，测试部与研发部是一个整体。在确定无线电产品线时，我们已指出，测试部应该是公司的下级部门。但测试部不想放弃无线检验部，他们想维持一个大的测试部。但我们坚持自己的观点，很快就达成了共识。在一个会议上与测试部辩论，测试部不想分解大测试部体制，我们坚持要分。我告诉他们收回测试部的原因，以及为什么它不应该被放在大测试体系中，我说我们要发展无线产品线，但测试却要受你们的控制，测试部应该与研发部一起工作。测试部不受无线产品线的控制，这破坏了管理的规则。事情需要改变，大测试部说，建立一个这么大的部门很不容易，他们曾是一个稳定的集体，如果无线测试部被分离出去，可能会出现一些诸如团队变得不稳定等问题。我许诺说，如果无线测试部迁到无线产品部，将不存在任何与不稳定有关的问题。另外，这将增强他们的归属感，因为他们的目标是与无线产品线一致。很明显，测试部应该与各自的产品线一起工作。

When the wirele product lines was first established, it needed to set an complete organizational structure, so we took a section from this functional department and another from another functional departments.As it is an experiment in the wirele product line, we need to specify section by section.At that time we held many meetings to discu.In such a condition, we got a place for discuion.Most people wanted to place the test department and the R&D department together, but we insisted that the test department should be an independent department.I cannot accept that the test department was subordinate to the R&D department, because the function of the test department is to measure goodne or badne of the products developed by the R&D department.It could find out how many problems you had.If the test department was subordinate to the R&D supervisor, it could not be an organization that could or dare to expre opinions.

无线产品线起初确立时，需要建立一个完整的组织结构，因此我们从这个职能部要一部分，从那个职能部要一部分。由于这是无线产品线所做的一个尝试，我们需要逐个部门做详细说明。那时，我们举办了很多次会议来讨论，在这种情况下，我们有了一个地方供讨论。大多数人想把测试部和研发部放在一起，但我们坚持说，测试部应该是一个独立的部门，测试部变成研发部的下级部门，我无法接受。这是因为测试部的功能是测试研发部研发出来的产品的优劣的，它能发现你们有多少问题。如果测试部隶属于研发部的管理者，它就不会成为一个能够或者敢于表达自己观点的组织。

If the test department became an independent organization, it might dare to expre a fair opinion on the quality of the product developed by the R&D department, so that I could know what the problems were.If the R&D department did not do well and the test department did not point it out, then we could not be aware of how about the products.The test department should stand in a fair position and make test and transfer the test results to senior management.If so, the test department would promote the whole research and development.In addition, an independent test department benefits the stablene and construction of the test personnel team.Testing team was unstable, everyone wants to make research and

22 development because their thought testing was boring.Comparatively testing is lack of creativene, isn‟t it? But if the test department becomes an independent department, it can develop its own team and capability according to its development.Therefore, we said anyhow it was an experiment.

如果测试部是一个独立的组织，它可能敢于对研发部研制出来的产品的质量做出公正的评估，我可以通过这个知道问题在哪儿；如果研发部做得不好，测试部没有指出来，那么我们就不可能知道自己的产品怎么样。测试部应该站在一个公正的位置上作测试，并将测试结果传递到高级管理部门。做到了这一点，测试部将推动整体的研究和发展前进。另外，一个独立的测试部有利于人事测试队伍的稳定和构建。测试团队不稳定，每个人都想做研发，因为他们认为测试的过程很乏味。相对来说，测试工作缺少创造性，不是吗？但是如果测试部变成一个独立的部门，它就可以按照发展的需要来发展自己的团队和能力。因此，我们认为，不管怎么样，这都是一个尝试。

23 Cro-functional Collaboration跨部门合作

Definition:定义

The ability and willingne to collaborate, to offer support and to gain commitment, in order to create end-to-end solutions.

是一种为了形成端到端解决方案而愿意与其它团队合作、提供支持性帮助并获取其他部门承诺的行为特征。 Dimensions:纬度

 Degree of effort needed to reach a solution beneficial to Huawei rather than to the separate departments within Huawei  需要在华为内部团队之间达成解决方案的努力程度，这里的解决方案不是只对华为的某个部门有利，而是对整个华为有利 Discuion:讨论

Cro-functional Collaboration is the ability to see beyond the confines and interests of one‟s own function or department and to act on that vision to create end-to-end communication and solutions.In any complex organization that is trying to create end-to-end solutions, many cro-departmental or cro-functional difficulties arise: disagreements, failures of communication and coordination, conflicts of interest.Cro-functional Collaboration, while a difficult competency to acquire and use, is eential to the smooth resolution of the many difficulties that arise.Sometimes the individual or the department must trust that acting in the interests of the enterprise as a whole will benefit everyone, even though at the time the most beneficial resolution may, in the short term, run against the apparent interests of the individual or department.

跨部门合作是一种能力，这种能力使得一个人能超越界线及个人自身或部门的利益采取行动，以形成端到端的交流和解决方案。任何组织，只要试图形成端到端解决方案，就会产生很多跨部门或跨职能难题：意见不统一，交流协作失败，利益冲突。跨部门合作是一种很难掌握和应用的素质，对顺利解决产生的这些难题，是很关键的。有时候，个体或部门必须相信为了企业的整体利益行动将使每个人都获益。即便是从短期来看，大部分有利的解决方案与个体或本部门的利益相悖。 How it relates to other competencies:与其他素质的联系

Cro-functional Collaboration is supported by the following competencies (though none are sufficient to create collaboration, which requires a special attitude in addition to supporting competencies):  Understanding Others, to listen attentively and deeply to other functions‟ concerns and interests. Information Seeking, to seek out information to help understand the other functions or to find beneficial resolutions. Impact and Influence, to expre one‟s own function‟s concerns and interests effectively. Commitment to Huawei at the highest levels, to put the interests of the entire enterprise first.

24  Drive for Results and/or Strategic Thinking, to guide and focus the resolutions of difficulties.

Cro-functional Collaboration may often be required in order to support the end-to-end solutions that customers need (Customer Focus) or that are neceary to realize external partnerships (Partnering).Cro-functional Collaboration is needed to broaden the subject matter for Strategic Thinking, moving it from one‟s own immediate function or department into taking the wider enterprise into account.The frequent cro-functional career moves seen at Huawei ought to facilitate cro-functional collaboration, because people have experience in other departments, which should help them understand the other function‟s concerns and perspective, although this benefit is not apparent in the data.

跨部门合作受以下素质的支持（虽然这些素质不足于形成合作。因为除了辅助性素质之外，形成合作还需要一种特殊的态度。）

 理解他人，注意听取其他部门的顾虑和利益。

 发现信息，挑出那些有助于理解其他部门或找到有益的解决方案的信息。  施加影响，实际地表达某人自己部门的担忧和利益。  最高度的献身华为，把整个企业的利益放在第一位。  结果导向和（或）战略思维，引导并关注困难的解决。

为支持客户需要（关注客户）的端到端解决方案，或为实现外部的伙伴关系（建立伙伴关系），通常需要跨部门合作能力。跨部门合作对扩展战略思维的主要内容也是必要的，从只考虑个人自身短暂的职能或部门到考虑整个企业。华为内部频繁的跨部门职业流动应该有助于跨部门合作。因为在其他部门有工作经验的人员，应该会帮助他们理解那些部门的忧虑和观察问题的视角，不过这种好处在数据中还没有反映。

Level 1: Respects Others  Respects and gives people from other departments opportunity to expre their ideas freely. Takes initiative to contribute own ideas and perspectives to other departments in order to reach consensus.

层级一：尊重他人

 尊重并给予他人发表不同观点的机会和权利。

 在合作中主动贡献自己的观点，以便尽快达成共识。 Example: I was proud that I collected everyone‟s suggestions and ideas to solve any problems.I kept holding meetings to discu with others no matter how late the meeting was.Next I said actually my technical specialty and advantages had been lost for too many years of management work.We had many young comrades, who were more expert and advantageous than me in this aspect.We should respect them and listen to their opinions during discuions.We could rely on their opinions to make decisions and reach agreement very quickly.They had very strong technical advantages, which should be brought into full play.We also had profeional experts, who were clear about failure cases.If you didn‟t know much about technologies, you should listen to others‟ ideals.

25 范例：

由于收集了每一个人的建议和想法来解决一些问题，我感到很骄傲。不管会议开到多晚，我都坚持开会来与他人讨论问题。下面我要说的是，实际上，太多年的管理工作使得我技术上的特长和优势全部失去。我们有许多年轻的同志，他们在这方面比我有优势，技术性更强。在讨论过程中，我们应该尊重并倾听他们的意见。我们可以依靠他们的想法作决定，并很快达成一致。他们有很强的技术优势，应加以充分利用。我们也有职业专家，他们对失败案例很清楚。如果对技术知道的不多，你应该听听他们的想法。

Level 2: Deals with conflicts  Is open when conflicts arise between departments and is willing to compromise in order to come up with the best solutions.

层级二：处理冲突

 在发生冲突的时候能坦诚相见，为获取最佳方案愿意做出妥协。

Example: Every time at the meeting the minister of the service software section would quarrel hotly with the software manager of the fixed network department.He even slammed the table.I remember clearly at one meeting, I was late when I arrived there.They arranged this meeting in this way: first one side presented a plan about how to conduct the switchover, for we had requirements for this part, according to the modules you had were made by which platforms and would be made by products in the future and how to divide the personnel.They had made the slides and determined everything.But the person from the product department was very diatisfied with it.So he quarreled and argued saying this personnel division was not reasonable and the quality of some people was very low.I listened first of all to the plan that was laid out, because it couldn‟t be satisfactory to all sides.He also knew some people would disagree but I encouraged him to explain it and let us see the positive points in it.I calmed him down and asked about his consideration for the fixed network.He said he had made it clear that he needed some experts.Without them, he would not use their platform.If so, then their work would be in vain.So after they gave their reasons, I asked them to seek some common ground and relax the atmosphere.Then they asked me what to do and enquired my attitude regarding it.I said this negotiation was between you, I could not make the decision for you, and otherwise I should take the responsibility if any problem arose.Secondly, we had two principles.One was for the platform department.They needed more people, otherwise they couldn‟t meet your requirement and you still would suffer from loes; the product department wanted more experts to implement the system.We all agreed on that.Then we should nail down the candidates.Originally he had three men in a project group and the other had 5.Well, the good and the poor were separated.So we re-arranged the list.We listed 5 people‟s name on the blackboard.We were familiar with them, who were the experts and who were common engineers.Okay the experts should be evenly divided; so should the common engineers but more could be aigned to the platform department.In this way, they coordinated with each other and in one and half an hour, the job was done.

范例：

每次开会，软件服务部部长都会跟硬件网络部的软件经理发生激烈争吵，甚至会敲桌子。很清楚地记得有次会议，我到的有点晚。他们的会议是这么安排的：首先，一方

26 陈述一份关于如何生产交换机及如何分配人员的计划表。因为我们对这一部份有要求，根据模块是用哪一个平台做的，将来会做成产品。他们准备好了幻灯片，安排好一切。但产品部的那个人却非常不满，他争辩说人事分配不合理，有些人的素质很低。由于计划不可能使所有方面都满意，他也知道会有人不同意，我想先听听他们设计的计划表，就鼓励他给我们讲解一下，好让我们知道其中的优势。我使他镇静下来，询问关于硬件网络他是怎么考虑的。他说自己已经表示的很清楚——需要一些专家，没有这些专家，他将不能使用他们的平台，他所作的工作是徒劳。提出自己的原因之后，我要他们找出共同点以缓和气氛。接着，他们问下面要做什么，并询问我对计划的态度。我说谈判是你们之间的谈判，我不能为你们做决定。否则，我反而要为产生的任何问题负责。其次，我们有两个原则：一，对于平台部来说，他们需要更多的人，否则就不能满足你们的要求，你们将会继续遭受损失。产品部想要更多的专家以实施系统，我们完全同意。之后，我们应公布候选人名单。起初，他在一个项目组分三个人，另外一个分五人。然而，好的跟差的分开了。所以我们重新安排了名单，将五个人的名字列在黑板上。谁是专家，谁是普通的工程师，我们很清楚。专家应该均匀分配，普通的工程师也应该这样分，但普通工程师可以多给平台部分配一些。他们用这种方式相互合作，一个半小时之后，工作完成。 Level 3: Looks for Win-Win solutions  Cooperates with other teams by offering and deploying own resources to come up with win-win solutions that satisfy the needs of both departments.

层级三：寻找双赢

 在跨部门的团队合作中，能够动用自身资源 ，积极配合其他部门工作，寻找可以满足两个部门之间需求的双赢的解决方案。

Example: I just wanted to tell the facts to him.He made some explanations at the beginning, but it was usele to me.Then, we set out some principles to be followed in the future.Firstly, he allowed us to join the project at once.Then we felt we should be more realistic.I said I would accept his contribution, and if I adopted his accomplishment in my future work, I would make it clear to everyone that it was his succe.We just inherited it and wouldn‟t take his credit.Secondly, when our power was relatively weak, he could preside over our work.However, if we were powerful enough, he should return the entitlement to us.Thirdly, we hoped we could make an agreement that he would cooperate with the Financial Department, and preside over them according to our arrangement, on setting out an internal-control system and inspecting CSA.First, you can see that I was angry.They changed their ideas for many times.I didn‟t like this.Second, I felt they were not sincere and frank.I was le careful about problems than sincerity.Third, I was reluctant to hear explanations.He made excuses whenever I said something.But for this event, I also criticized my department during the course.Any conflict must involve both parties.So, I said: “For our party, we should be more active.If we are aigned to one task and lack active attitude, accomplishment of such task will finally owe to the other department.Why should we need their aistance?” I said this directly to my subordinate in the meeting, and at the same time, I also said to the others in the junior meeting.I said my

27 words didn‟t mean we have individual problems.My purpose was to make us cooperate well in our work.In addition, I said we were not perfect in the cooperation.First, we were not active enough.Second, our capabilities were not strong.I heard that some personnel took part in the project group, but had no personal idea and couldn‟t take the responsibilities.So, we should improve ourselves in this aspect.I also hoped they could give me some suggestions and supports.The frozen atmosphere at the beginning turned to be peaceful at the end of our communication.

范例：

我只想告诉他事实，他起初做了一些解释，但对我来说毫无意义。然后，我们确定了将来遵循的一些原则。首先，他允许我们立刻参与项目，之后，我们都觉得应该更现实一点。我说我将接受他的成果，如果我在将来的工作中采纳了他的成果，我会让每个人都清楚，那是他的成功。我们继承的是他的成果而不是他的荣誉。其次，当我们的能力相对薄弱时，他可以主持我们的工作。然而，如果我们的能力足够的强，他应该把权力交还给我们。再次，我希望我们能够达成一致：他应该与财政部门合作，并根据我们的安排主持财政部门的工作，展示一个内部控制系统和检查CSA的工作。 首先，你看到我很生气。他们多次改变想法。我不喜欢这样。第二，我感觉他们并不是真诚和坦白的。与问题相比，我更注重真诚。第三，听到解释时我很难处理，无论我说什么他总是找借口。

但在这一事件中，我也批评了我部门的员工。任何的冲突总是牵涉两个团队。因此，我说：“对于我们的团队，我们应该更积极一些。如果我们被指派了一项任务但却缺乏积极的态度，这一任务的完成最后将归功于其他部门。为什么我们要他们的援助呢？”我在会上直接对我的下属们说了这些，同时，我也在初级员工的会上说了这些话。我说我的话不意味着我们有个人问题。我的目的是使我们在工作中合作好。另外，我说我们在合作过程中做得并不好。首先，我们不够积极；第二，我们的能力不够强。我听说有些人参加了项目组，但没有自己的想法，也不能承担起相应的责任。因此，我们应该在这方面提高自己。我也希望他们给我一些建议和支持。在开始时紧张的气氛到了我们交流的后期变得平和起来。

Level 4: Maximizes the integrated benefit for the enterprise  Takes a long-term perspective to motivate the disagreements or conflicts between teams. Makes sacrifices of his team to maximize the integrated benefit for the enterprise.

层级四：整体利益最大化

 从长远利益出发来解决团队间的争执或冲突。  牺牲团队利益来实现整体利益最大化。 Example: I was one of the project members, belonging to high-ranking support, so to speak.I did two things: I held a meeting and prepared a summary on how to hold a project analysis meeting, to popularize the mode.I gave the summary to the team members in the Customer Group Management Office, DMSMC.You could not expect that the mode would be popularized in one stroke, no; hindrance would come from each person.But the market law is mercile; there is only 0 or 1; you either win over a contract or lose orders.In case of sharing a project, either you get more or I get more.If you want to win in the market, you should solve whatever problems arise before it is too late, say, when the contract is won over by others.

28 At some of these meetings, some participants felt embarraed as the atmosphere was getting a bit too outright.Take the product solutions for instance.Someone in charge of the customers told the guy in charge of solutions: You think your solutions are good, but the customers say they are not persuasive.In this case, dispute was inevitable.I let the guy aociated with marketing finish his opinions and I demanded that the solutions be shown to us all, and some problems were really found.He was asked to make modification, of course.Finally, the solutions became very satisfactory indeed.I let the guy from marketing finish his words because I thought that any opinion from the customer must be treated with care.To lose a project would not be something for one person only, it involves us all.I told them that we must cooperate as well as a team of football players, if we were to win.

范例：

我是这个项目组的一名成员，属于高级支持，可以这么说。我做了两件事情：我举行了一个会议并准备了一个关于怎样开项目分析会的摘要，以普及这种模式。我把这个摘要发给顾客管理办公室（DMSMC）的每一个成员，你不能期望这种模式能够在一次努力后就普及，不能；从每个人那都会产生障碍。但是市场规则是无情的；这只能是0或1；你或者赢得一个合同，或者丢掉订单。在共享一个项目时，或者是你得到更多，或者是我得到的更多。如果你想在市场中获胜，你应该在事情变得太迟即对手赢得合同之前解决任何出现的问题，

在一些这样的会议上，当气氛变得有点太直率时，有的与会者感到困窘。以产品解决方案为例，负责客户的人告诉负责产品解决方案的人，你认为你的解决方案很好，可是客户说他们是不那么容易被说服的。在这种情况，争论是必然的。我让负责市场的人结束他的观点，并决定让他们把解决方案演示给大家，真的发现了一些问题。当然，于是要求他做出修改。

最后，解决方案实际上已经非常令人满意。我让负责市场的人结束他的话，是因为我想任何从顾客那里来的观点都应该认真对待。丢掉一个项目对一个单独的个人并没有什么大不了的，但他影响了我们所有的人。我告诉他们，如果我们想赢得话，我们必须象一队足球运动员那样合作。

29 Building Individual Capability Cluster构建个人能力素质群

Drive for Results结果导向

Definition:定义

Focused attention on the goals and activities that will bring the most net benefit to Huawei with regard to efficiency and improved performance.

是一种关注于最终目标，并关注可以为华为带来最大利益的行动的行为特征。 Dimension:纬度

 Level of challenge and of benefit for performance  挑战及表现所带来的利益程度 Discuion:讨论

Drive for Results reflects the leader‟s ability to „think like a busine person‟, to consider the busine and especially the financial implications of decisions and to maintain their own and their team‟s focus on the goals and decisions that will bring the most net benefit to the organization.Drive for Results includes both a personal drive to make things better in measurable, quantitative ways, and the specific thoughts and considerations that make this poible in a busine setting.

结果导向反映了领导“象商人一样思考”的能力，考虑这一笔买卖尤其是决定的财政上的意义，以支持他们自己和他们的团队关注于目标和决定将给企业带来最大的净利润。结果导向包括一个人使事情在可测量性上及定量上变得更好，也包括特殊想法和考虑使这在生意场上称为可能。

How it relates to other competencies and skills:与其它能力和技巧的关系

 Busine Acumen, the knowledge of busine concepts (Return on Investment, net profit, and other financial measures), and of busine practices and market realities supports Drive for Results and shapes the underlying drive for excellence into a specifically busine-results oriented competency.

 商业敏锐，商业概念的知识（投入的回报，净利润，和其他的财政指标），商业实践和真实的市场 的知识支持结果驱动，并影响潜在的成就驱动力，使之变成商业结果导向的素质。

Drive for Results should shape and be a part of virtually all of the leader‟s decisions- whether it is how to make the organization better (Building Organizational Capability), how to support the customer‟s busine (Customer Focus), which strategic choice to make (Strategic Thinking), or what partnerships to form, and on what terms (Partnering

结果导向应该指导并几乎是所有领导者所做的决定的一部分；无论是如何使组织变得更好（塑造组织能力），如何支持客户的业务（客户导向），做出那一个战略性选择（战略思维），或是在什么条件下，形成什么样的伙伴关系（建立伙伴关系），等。

30

Level 1: Does things better  Meets a performance target in a quicker or more efficient way

层级一：把事情做得更好

 用更快更有效的方法达到业务目标 Example: At the beginning of the product development, our human resources were very limited, so under this condition I adopted a shared platform design for the product development.I was the first person initiating the idea of \"shared platform\" at that time.Fewer people are needed in the shared platform so our performance improved.This was a great turning point for me as the group could share resources.

范例：

在产品开发的开始，我们的人力资源很有限，因此在这种条件下我采用一个为产品开发设计的共享的平台。在那时候，我是开始“共享平台”这个想法的第一个人。通过这种共享平台，只需要很少的几个人，因此，我们的效率提高。对我来说，这是一个巨大的转折点，因为团队可以共享资源。 Level 2: Sets and meets challenges  Seeks out or sets challenging but realistic goals.

层级二：设定并实现挑战

 主动设定并完成有难度但可实现的目标 Example: I talked with him and he agreed to invest more resources.I asked the project leader to report to one of my colleagues for resources.I told them that they must accomplish it in 2005.I believed they could do it.But the preure in the first half of that year would be great.I set a goal for everyone in the department in the New Year greetings at the end of the year.

范例：

我与他谈了之后，他同意投入更多的资源。我请项目领导对我的一个同事关于资源进行汇报。我告诉他们，必须在2005年内完成。我相信他们可以做到这一点。但是前半年，压力会非常大。在年末的新年庆祝会上，我给这个部门的每个人设立了一个目标。

Level 3: Makes Cost-Benefit Analyses  Based on calculated input and output, makes decisions and takes actions to maximize the return for Huawei.

层级三：作出成本/效益分析

 在仔细权衡投入和产出后，作出决定，采取行动使组织获得最大利益

31

Example: Next I was concerned about the product‟s profit-making capability in a short term as well as in a long term.I just wanted to see how much lo we might suffer in a short time and if there was any means to reduce the lo.On the other hand, did the adverse situation continue? Probably, because we were only a marketing department and many other supportive departments were also involved.Things were up to the whole company, instead of my unit alone.R&D said that the technical scheme was mature and the demands for this service were large.They were willing to sacrifice some profits and bear the poible lo; but the lo would be too large.They were also very upset for the price of the terminal, which cannot be lowered.Therefore they hoped that some measures could be taken to lower the price of the materials going into the terminal.But the procurement department said it was impoible for the supply was also problematic.You just couldn‟t get the neceary components even if you offer a high price.This quantity might be the largest one in the world.So it was hard for the supply link.I was very surprised at the very beginning at the news that the price couldn‟t be lowered, but I was eager to know what would become of the situation 3 months later, because I knew from the very beginning about the lo of profits.It would determine whether this situation would continue.Besides, what was our profit-gaining point? Was it worth promoting? I had to judge all these because I would have to be responsible for the marketing.I should be clear about the costs of my own products.范例：

下一步，我关心的是产品创造效益的能力，无论是短期还是长期。我想看到在短期内我们必须承受多少损失，是否有减少损失的方法。另一方面，这种不利局面持续没有？或许，因为我们仅仅是一个市场部而其他支持部门也卷入近来。是整个公司在从事这个事情，而不是我的部门单独在做。研发部说技术方案已经成熟，对这种服务的需求很大。他们愿意牺牲一些利益和忍受可能的损失；但是损失会太大。他们也因为终端的价格无法降低而心烦。因此，他们希望能采用一些办法来降低终端所使用的材料的价格。但采购部门说，这是不可能的，因为供应也有问题。你即使出高价也无法买到必须的部件。因为数量可能是世界上最大的，所以对供应环节来说很难。在最初的时候，听到价格无法降低我很惊奇，但我盼望知道3个月后的情况会是什么样子，因为我从最开始就知道关于利润的损失。它将决定这种情形是否会继续下去。除此之外，我们的利润产生点在哪里？值得我们继续推广么？因为我必须对市场营销负责，我不得不判断所有这些。我必须清楚我自己产品的成本。 Level 4: Takes Calculated Entrepreneurial Risks  Commits significant resources and/or time (in the face of uncertainty) to increase benefits in the long term.

层级四：敢于冒险

 为了提高效益，在不确定的情况下，敢于投入相当数量的人力、物力和财力。

32 Example: I believe, in the past two years, the most important thing that I did – it might be the most risky one, but also the most beneficial one – is what I did for the whole service system, and it was called service innovation.At that time, the company obtained much benefits from its services, and we hoped we could gain more profits through our services.The company was short of personnel, as it did not recruit new people for the past several years.Therefore, part of the service innovation was an organization adjustment to realize the specialization and definite divisions and responsibilities of the staff.We hoped to improve the personnel efficiency.Benefit and efficiency were the two targets of this innovation.We used to stre the quality only, but ignored other factors, including the efficiency.At that time, the company could not progre.When the market thrived, the resources were limited obviously, so we did several things, hoping to change the conditions.One of them is to reduce the cost.For all the projects, we spent RMB500-RMB600 million on the outsourcing, whose price was too high at that time under the planned economy.We had approximately one hundred cooperation units, including many clients and relative units.I reclaimed all the aets to send and invite public biddings again.Then the price declined about 40%.This action was large enough to undoubtedly exert great influences on us.I also implemented a structure reclaification.This structure was divided based on product before.For the service, I have several kinds of big services: the first one is engineering.It means to do projects, that is, to perform installations for the customers.The second one is technique supports, which means customer feedbacks.The third one is training.The last one is service sales, which means to sell the services.We used to take charge of each product independently.The management of wirele field, switch field and transmiion field was separated.The staff in this field was responsible for all the relevant events.When he was doing a project, someone called him to repair a .Then the others were going to sell services, he had to negotiate with the clients on the price.In a word, one person took charge of anything, resulting in bad results.Even when the money was not received, the client still was unsatisfied.This kind of things could easily hurt the feelings of both parties.The disorder forced me to divide the fields, namely, all the product projects, product supports and the sales into four centers.This took one year, and a lot of work, but the performance improved dramatically.Totally, the cost is reduced, especially, in this year.Only the cooperation cost was reduced one or two hundred million at that time.In fact, before doing this thing, I was prepared for criticisms.However, I still decided to go on when others were hesitated due to the great risk.It is so large an action that no one wanted to deal with it.But I thought, if we did not carry out the innovation, we would get failure.The cost was so high that the company could not support it. 范例：

我相信，在过去的两年里，我所做的最重要的事情——也可能是最冒险的事情，但也是最有益的事情——就是我所做的关于整个服务系统的工作，称作服务创新。在那时，公司通过服务获得了大量的益处，我们希望能够通过服务系统获得更多。公司缺少人员，因为在过去的几年里没有招收新人。因此，服务创新中有一部分是一种组织结构的调整，以实现团队的专门化和明确的分工及责任。我们希望提高个人效率。利益和效率是这一创新的两大目标。我们一般强调品质而忽略其他因素，包括效率。那时候，公司无法进步。当市场繁荣时，资源明显缺乏，因此，我们做了几件事情，希望改变这种情况。其中之一是减少成本。对所有的项目，我们要花500万到600万人民币用于外部采购，在那个计划经济的时代，价格实在是太高了。我们有将近100家合作单位，其中包括一些顾客和关系单位。我宣布所有的物资采购要重新进行公开招标。这样，价格下降了大约40%。这一行动无疑对我们发挥了巨大的影响。我还实施

33 了一种结构化的分类。这种结构基于以前的产品分类。就服务而言，有几个大的分类：第一个是工程，指做项目。即为客户进行安装实施。第二个是技术支持，指顾客反馈。第三个是培训。最后一个是服务的销售，即我们在卖服务。我们习惯于分别管理各种产品。无线领域、交换领域和传输领域的产品都是分开的。本领域的职员对所有的相关事件负有责任。当他在做一个项目的时候，有人叫它去修理一台机器，然后另一个人要卖服务，他又不得不去与顾客就价格问题进行谈判。一句话，一个人对所有的事情负责，导致了不良的后果。即使是我们还没有收到钱，顾客仍然不满意。这种事情很容易伤害双方的感情。这种无序状态迫使我把这些领域即所有的产品项目，产品支持和销售划分成四个中心。这花了一年时间，做了许多的工作，但性能提高的非常显著。总之，成本降低了，尤其是在这一年。那时，仅协作费用就降低了100到200万。实际上，在做这件事情之前，我做好了接受批评的准备。这个行动大得无人愿意去涉及。但我想，如果我们不实行创新，我们就会失败，因为成本高得公司已经无法承受。

34 Commitment to Huawei献身华为

Definition:定义

The ability and willingne to take on any task or challenge that supports Huawei‟s needs and goals.

为了支持华为公司的发展需要和目标，愿意并能够承担任何职责和挑战的行为特征。 Dimensions:纬度

Degree of commitment being exhibited in support of Huawei 为了支持华为公司所表现出来的献身程度。 Discuion:讨论

Commitment to Huawei is the tendency to dedicate one‟s thoughts and energies to Huawei, showing loyalty and dedication to the enterprise, feeling pride in being a part of the organization, and even personal identification with the organization.At Huawei, commitment is often expreed in a unique manner, by the willingne to take on a job or role for which one feels unprepared, simply because the company needs the job done.Commitment is partly a characteristic of the individual, but it can be elicited or discouraged by the organization itself.Commitment is facilitated when there is alignment between the individual‟s values and those values expreed and realized by the organization.Commitment is based on the alignment between the individual‟s personal Integrity and the organization.The individual‟s Integrity promotes basic loyalty to the organization, acting in appropriate ways to support the organization, and resisting behavior that might undermine the organization.The individual‟s personal Integrity also sets ethical boundaries around the higher levels of commitment to the organization, ensuring that the leader does not let their enthusiasm for the organization lead them into un-ethical behavior on behalf of the organization (which would eventually have negative repercuions for the organization).献身华为是把个人的思想和精力致力于华为，对企业显示忠诚和奉献，为作为企业的一分子而骄傲，甚至视个人与企业为一体。在华为，献身经常体现为一种独特的方式，即乐于接受一项个人认为没有准备好的工作或任务，而这仅仅因为公司需要人来完成这项工作。

献身是个人的部分特征，但是，它可以由企业本身来引起或使之丧失。当个人价值与由企业表现或实现的价值形成一致时，献身行为得到促进。献身行为基于个人正直和企业两者之间的一致。个人正直促进了对企业的基本忠诚，以适当的方式支持着企业，并反对破坏企业的行为。围绕着对企业的更高层面的献身行为，个人正直具有伦理上的边界，保证领导者不会使他们对企业的热情而为企业作出不道德的行为（这种不道德的行为终究会对企业造成负面的影响）。 How it relates to other competencies:与其它能力的关联

Commitment to Huawei enhances the leader‟s credibility by creating consistency between the values the leader talks about, the actions the leader takes and the values and actions of the organization and its highest leadership.In this way, the leader‟s own Commitment to the

35 Organization supports Inspiring Leadership, and also inspires the team‟s own commitment to the organization.Commitment to Huawei is also a neceary foundation for Cro Functional Collaboration, promoting the leader‟s focus on what is good for the wider organization.

献身华为，通过领导谈论的价值和行动，及与组织价值和行动以及其最高的领导权的价值和行动的一直性，而增强领导者的可信度。这样，领导者的华为献身素质会支持鼓舞型领导素质，也鼓舞团队人员对企业的奉献。

献身华为也是跨部门合作素质的基础，促使领导关注什么才是对更大的组织有益。 Level 1: Tries to Fit In  Respects the ways things are done in Huawei, and does what is expected.

层级一：主动融入组织

 尊重华为的传统习惯做法，做符合期望的事情。

Example: I called on several persons especially to witne signature of the contract.Finally, my bo called and yelled at me.He forced me to sign the contract.I persisted in rejecting the contract.But in the end I signed the contract because that is what Huawei wanted.

范例：

我拜访了几个人，尤其是曾目睹合同签署的人。后来，我的老板给我打电话并对我吼了一通。他强迫我签这个合同。我坚持拒绝合同，但最后我还是签署了因为这是华为想要你做的事情。

Level 2: Promotes Huawei’s image

 Respects and accepts what Huawei sees as important. Exprees pride, pleasure, and/or dedication about being part of Huawei. Promotes and/or defends Huawei‟s reputation with outsiders.

层级二：推广华为的形象

 尊重并认同华为认为是重要的事情。

 表达作为华为一员的骄傲、愉快和奉献精神。  在外界面前维护或提高华为的信誉。

Example: It was the first time that I had ever taken part in such a high-level government delegation.The leader of the highest level in our country met the highest leader in their countries, such as presidents and head of parliaments.We just sat by and listened to their conversations.It was a completely new experience for me.At least it enriched my personal experience.I felt very proud that whenever we arrived at a representative office, they had very good performance.They also made us feel proud of being part of Huawei and being Chinese.Wherever we went,

36 the minister would recommend us to his equivalent and especially commended our company whenever he made a speech in our embaies and in front of overseas Chinese representatives.

范例：

这是我第一次参加这样一个高级别的政府代表团。我国的最高领导人与它们国家的高级领导人会谈，如总统和议会首脑。我们只是坐在一边聆听他们之间的谈话。这对我来说是一个完全全新的经历。至少它丰富了我的个人经历。无论什么时候我们到达一个典型的办公室，它们都做得很好。他们也使我们为自己是华为的一员和是一名中国人而骄傲。无论我们去哪，无论什么时候在我们的大使馆和在海外华人面前做演讲，部长都会把我们推荐给对方，并尤其称赞我们的公司 Level 3: Makes practical choices to support Huawei  Makes choices and sets priorities to meet Huawei‟s needs and fit with Huawei‟s miion. Cooperates with others to achieve objectives in the larger organization.

层级三：支持华为

 根据华为的目标和需要来决定自己在工作中的选择和轻重取舍。  与他人合作以实现更高一层组织的目标。

Example: At the end of 2003, the CEO decided to work on the mobile and fixed integrated switch.I didn‟t attend that meeting myself but relevant R&D leaders talked about setting up a team working on how to produce such a switch.I thought the direction was correct but it was important to handle the approach properly.That was the responsibility for the executive layer, and I worked to make that happen.

范例：

2003年末，CEO决定开发移动式和固定式集成在一起的交换机。我自己没有参加那次会议，但相关的开发部领导谈论建立一个团队来做如何生产这样的交换机的工作。我认为这个方向是正确的但操作方法并不重要。那是执行层的任务，我的工作是使之发生。

Level 4: Makes Personal Sacrifices for Huawei  Put Huawei‟s needs before one‟s own needs or preferences. Is willing to accept any challenges and accept any positions.

层级四：作出牺牲

 牺牲小我，成全大我

 愿接受新挑战，做任何工作

37 Example: They said one of the senior managers wanted you me be head of the project group and lead the group for some time and they asked my opinion.I felt the trust they invested in me.Next I felt I had so many responsibilities.So I was worried to know that I was nominated as head of the project group, and it involved much management, resource deployment right, aement right and etc.But I took the aignment despite my reservations.

范例：

他们来问我的意见，说一个高级经理希望我能够做这个项目组的主管并带领他们工作一段时间。我感觉到他们邀请我的诚意。随之，我感觉到我的责任很多。担心如果做了项目组的主管，会牵涉太多的管理、资源分配、权利分配等等。但是我还是服从了安排，保留了自己的意见。

38 Strategy Thinking 战略思维

Definition:定义

The ability to see underlying iues in complex or ambiguous situations and to addre strategic iues in creative and far-sighted ways.

在复杂、模糊的情境中，用创造性或前瞻性的思维方式，识别潜在问题、制定战略性解决方案的行为特征。

Dimensions:纬度     Complexity of the situation being conceptualized Insightfulne or innovativene of the pattern being recognized 概念化的复杂程度

对所认识的模式的洞察力或创新能力

Discuion:讨论

In Strategic Thinking, the leader is “thinking like a busine person”, making sense of many events and opportunities to clarify a busine plan and approach.As this competency develops, the leader moves from finding effective and creative ways to implement the strategy set out by others to formulating a clear strategy for their own part of the busine.Ideally, EMT leaders would be applying this competency to help shape as well as implement the overall strategy for the whole enterprise.

在战略思维中，领导者是“象商人一样思考”，搞懂众多的事件和机会以使其商业计划或方案清楚明了。当这种素质不断成长时，领导者会从找到有效、富有创造力的方法去实施别人设定的战略，转变到自己对自己的生意作出一个清晰的战略。理想地，EMT领导会运用这一素质来形成和实施整个企业的整体战略。 How it relates to other competencies and skills: 与其他素质和技巧的关联 Strategic Thinking is supported by:  Analytical thinking, a baseline competency, and to provide the understanding of how iues break down. Busine Acumen, the knowledge of current market realities, busine models and related busine practices and concepts such Return on Investment.

战略思维由以下素质支持：

 分析思考，一种基本能力，提供对怎样分解问题的理解。

 商业敏锐，对当前市场情况、商业模型和相关商业实践和如投资回报等概念的理解。

Strategic Thinking is critical in leaders, to ensure that the energy and efforts of the organization are aligned and focused in the areas that are most important for the overall succe of the entire enterprise.Thus, Strategic Thinking supports and directs the Building Huawei Capability competencies and also the external partnerships a leader may build.

39

对领导者来说，战略思维是关键的。它能确保企业的精力与努力会一致地被聚焦到对整个企业的成功最重要的领域。因此，战略思维会支持和引导塑造华为能力的素质群，及领导者想建立的外部伙伴关系。 Level 1: Recognizes patterns to implement strategy  Sees patterns, trends, and miing pieces, or how one situation is similar to or diimilar from another. This includes recognizing opportunities to implement existing strategy (recognizing similar situations) and anticipating need for changing planned execution of strategy (recognizing diimilar situations).

层级一：通过辨别模式来实施战略

 能够看到事物的全貌、发展趋势以及缺失的部分，或能够辨别两中情况之间的异同之处。

 这里包括发现机会去实施现有的战略（识别类似的情况），以及预测到战略实施过程中不断变化的需要（识别不同的情况）。 Example: We have to start from consulting to produce an integrated solution.If we omit consulting, the result is poor.In other words, we have to offer consulting to better understand the customer‟s requirements.With consulting we can better exploit the market.Consulting can be regarded as a means of market exploitation.But presently we must focus on service by making profit.Some destination customers may require consulting in the future.But in China now, consulting is hard.First, the charge is not affordable.On a small market, few companies will pay for consulting, like Huawei.

范例：

我们应该从咨询开始来产生一个整体的解决方案。如果我们不做咨询，结果会是很差的。换句话说，我们不得不提供咨询以更好地理解客户的需求。通过咨询，我们可以更好地开拓市场。咨询可以看作是一种开拓市场的方法。但目前由于市场利润的原因我们必须聚焦于服务。有的目标客户将来有可能要求我们做咨询。但在现在的中国，咨询很不好做。首先，费用负担不起。在一个很小的市场里，很少有公司愿意象华为一样为咨询而支付费用。

Level 2: Applies complex concepts to implement strategy  Applies knowledge, experience or understanding of trends to understand situations or to achieve strategic objectives. Includes making decisions using principled conceptual approaches (such as Return on Investment, market research, strategic analysis or other concepts learned from busine schools or other sources) or seeing a market opportunity that is not obvious.

层级二：运用复杂的概念去实施战略

 运用对有关模式的知识、经验和理解去解释现有的情况，或去实现战略目标。  包括运用概念性、原则性的方法去增强组织能力（比如投资收益分析，市场调研，战略分析或者其他从商业学院等地方学习到的方法），或者发现模糊的市场机会。

40 Example: Our sales amount this year has reached more than RMB4 billion, compared with RMB2.2 billion last year and RMB1 billion the previous year.It is a change of quality rather that quantity.The increase from RMB2 billion to RMB4 billion indicates that changes have occurred to our customer groups and we need to execute our projects with higher-level customer groups.It is a big risk to follow traditional marketing methods for the proce from contract negotiation to customer payment or deferred pay-ment.Have we mastered a new marketing & sales method? It is a challenge that we have to discard the traditional way.Before a project begins, the financing must be followed, which is an eential marketing method; otherwise, the more you go further, the more risks the company will have.Suppose we have amounted to RMB10 billion all by means of installment, all the risks lies in the company.On the contrary, if we can have the banks and the customers share the risks with us, the company is expected to be on the normal way of development in the future, free from negative effects no matter how fast the company develops.So we regard it as a great challenge concerning how to put the financing to the sales.It‟s not simply to increase our sales amount to RMB4 billion from RMB2 billion.What we have to do this year is, on one hand, to improve the quality of customer groups; on the other hand, to quicken the innovations in our sales method.

范例：

我们今年的销售额达到了40个亿，去年是22亿，前年10亿。销售额从20亿到40亿意味着我们的顾客群已经发生了改变，我们需要对更高级别的客户群来执行我们的项目。从合同谈判到顾客付款或推迟付款，仍然按照传统的市场方法来做就是一个很大的冒险。我们是否已掌握了一种新的营销和销售方法？我们必须抛弃传统的方法，这是一个巨大的挑战。当一个项目启动时，财务必须跟上，这是一个核心的时常方法；否则，你走得越远，公司就会面临更大的风险。假设我们有总计100亿都依靠安装实施而来，那么这种风险就完全由公司承担。相反，如果我们有银行，而且客户与我们共同承担这些风险，公司将来无论发展得多快都可以避免负面效果，能够正常发展。因此，我们把如何将财务与销售统一在一起看作是一个巨大的挑战。销售额从20亿增长到40亿并不是简单的事情。我们这一年所做的就是，一方面，提高客户群的质量，另一方面，加快销售方法的更新。

Level 3: Simplifies complex data for strategic insights  Makes complex ideas or situations clear and simple. Boils down complex data into a clear and simple explanation. Uses this understanding to develop strategic plans.

层级三：深入浅出地去洞察战略

 能够将复杂的观点或情况简单化、通俗化。

 能够将复杂的信息“化繁为简”，得出清晰明确的解释。  运用这样的洞察力去发展新的战略性观点。 Example: Yes, when I reviewed the product, I found the major composition in its cost was the rental.If I could reduce the cost of rental and installation, then I could save much money.I made a separate base station, like the independent air conditioner which could solve the previous problem of high noise.I made it because its rental was very high at that time.I could divide the base station into two halves: I tore down the base station into a small box and then put the radio frequency part under the tower line and connected it with the optical line.Thus, we not

41 only had the electricity, but there also was no need of equipment room or air conditioner.We saved at least 16 million Euro in rental costs every year and 160 million Euros in ten years.The customer required me to reduce by 80 million Euros, but I was far beyond his aim.

范例：

是的，当我再考察这个产品的时候，我发现成本的主要组成部分是租金。如果我能够降低租赁和安装的成本，就可以节约大量资金。我做了一个独立的基站，就象分体空调一样可以解决以前的高噪音的问题。因为当时租金实在太高，所以我做了这样的东西。我把基站分成两半：把基站做成一个小盒子然后把无线发射部分放到楼顶，用光缆连接起来。这样，我们不仅有电，还不需要设备间或空调。每年至少节约了1600万欧元的租金，10年就是1.6亿欧元。客户要求我降低8000万欧元的费用，但我所做的远远超过了他的目标。

Level 4: Reconceptualizes the busine or creates new concepts. Creates new concepts that are not obvious to others and not learned from previous experience. Looks at things in a really new way. Creates a new understanding of “what busine we are in.”

层级四：对业务进行结构性的变革或创造新的战略概念  创造新的、别人没有发现的战略概念。  用全新的眼光来看待事物。

 创造对自己所在行业以及市场的全新理解。

42 Understanding Others理解他人

Definition:定义

The ability to accurately hear and understand the unspoken or partly expreed thoughts, feelings, and concerns of others.It measures increasing complexity and depth of understanding of others and may include cro-cultural sensitivity.

这是一种准确地捕捉和理解别人没有直接表露或只是部分表达出来的想法、情绪以及对其他人的看法的行为特征。该素质衡量理解他人的深度和透彻程度，也可以包括对文化差异的敏感性。 Dimension:纬度

 Thoroughne of understanding of specific other people  彻底地了解其他人的具体事宜 Discuion:讨论

Understanding Others does not usually directly impact busine results, but it is the foundation for many critical competencies that do.The ability to accurately understand other people is a prerequisite for influencing, collaborating with, serving, partnering with or leading others.

理解他人一般不会直接影响商业结果，但他是很多影响商业结果的关键素质的基础。准确地理解他人的能力是影响、合作、服务、建立伙伴关系或领导他人的前提。 How it relates to other competencies: 如何与其他能力相联系 Understanding Others is an eential starting point for:  Impact and Influence (baseline competency), to understand how different persuasion techniques will impact the audience. Building Organizational Capability, to ae needs, match people to roles  Cro-Functional Collaboration, to understand the perspective of the other functions and take that perspective into account. Inspiring Leadership to understand the people one leads and how to help them work well together. Customer Focus, to understand the customer‟s needs and experiences and respond appropriately and to build a good working relationship with customers  Partnering, to understand the perspective of potential partners, build a good working relationship with them, and resolve potential conflicts.There has been some suggestion that cultural values may affect people‟s willingne to demonstrate Understanding Others in interviews.Whether or not this is the case, it is important for leaders to actually have and use this competency to guide and shape their other leadership competencies.

理解他人对以下的素质是重要的起始点：

 施加影响（基本素质），理解不同的说服技巧会如何影响听众。  构建组织能力，评价需求、匹配人与职务。

43  跨部门合作，理解其他部门的观点，并考虑在内。

 鼓舞式领导，了解所领导的人们，知道如何让他们一起工作。

 关注客户，理解客户的需求和感受，做出适当的反映，并与客户建立良好的工作关系。

 伙伴关系，理解潜在伙伴的看法，与他们建立良好的工作关系及解决潜在的矛盾。

Level 1: Recognizes emotion  Recognizes emotion in others by reading their body language, facial expreion, and/or tone of voice.

层级一：体会情绪

 通过对肢体语言、面部表情和说话语气等方面的理解来体会别人的情绪。

Example: So I gave her a warm greeting.I was more natural and warm in greeting her, but I felt from her expreion that she was very cold.She looked very indifferent, right, very indifferent.I thought to myself why she was so cold to me suddenly, for it was she who introduced me to Huawei.So actually I was very grateful to her.So I took the initiative to greet her but suddenly felt she was cold.

范例：

我很客气地和她打招呼。打招呼的时候我很自然也很和气，但感觉到她表现得很冷淡。她看起来很冷漠，对，是非常冷漠。我自己在想为什么她突然对我这么冷淡，因为就是他把我介绍到华为来的。因此我非常感激她，我主动和她打招呼，但忽然感觉到她很冷淡。

Level 2: Understands emotion and verbal content  Understands BOTH emotion (by reading body language, facial expreion, and/or tone of voice) AND what the other person says about a busine or other iue

层级二：理解情绪和内容

 既能理解别人的情绪（通过对肢体语言、面部表情和说话语气等），也能理解别人关于工作或其他方面讨论的内容 Example: After my customer got seated, I told him I had good news for him that our 3G contract in Netherlands had got the bidding including the contract sum and its scale.He was quite astonished at the news.Very excited.After my words, he stood up and grabbed my hands, saying: “Congratulations to you.You make us proud of being a Chinese.It is the greatest contract you‟ve ever got in Huawei.”

范例：

客户坐下后，我告诉他我有个好消息告诉他。我们的在荷兰的3G产品的项目已经中标，并告诉他合同的金额和项目规模。他听到这个消息很吃惊，非常激动。我说完

44 后，他站起来握住我的手说：“祝贺你！你使我们为自己是中国人而骄傲。这是你在华为签过的最伟大的合同。”

Level 3: Understands meanings  Understands current, unexpreed, or poorly expreed thoughts, concerns, or feelings  Identifies a single characteristic or the strengths of the other person (not enough for a “balanced aement” and NOT simply a complaint about a negative characteristic)

层级三：理解意图

 把握别人没有公开表达出来或者表达得含混不清的想法或情绪。

 了解别人一个主要的个性特征或优点（既不是一个“平衡评价”的结果，也不是简单地对某个缺点的抱怨）。 Example: Yes, he initially came to me.We had a talk in my office.He told me that he was glad to know the university wanted personnel, but he was afraid he was not qualified enough as the university might need personnel of high end, high education and specialty.I was surprised that he said so, as I had had respect for him and never looked down upon him, for he was a head, a vice director, a person in charge of that field, and I used to invite him to take part in our discuions.I asked him why he should think that way.He said he was told the university would introduce doctors and so on, but he was only a university graduate.

范例：

是的，他主动来找我。我们在我的办公室里谈了一下。他告诉我他听说大学在招人很高兴，但是他担心自己的能力是否足够。因为大学可能需要的是具有良好教育和专长的高端人才。我很吃惊他会这么说，因为我对他期望很高，从没有小看过他，他是一个领导，负责那个领域的副主管。我常常邀请他参加我们的讨论。我问他为什么会那样想，他说听说大学会引入博士等等，而他只是大学毕业。

He also told me that he was engaged in that field, and he had hoped to create some opportunities for his fellow workmates; and he used to do something down to earth, as he thought he was not good at impreing himself, but he would be devoted to everything he was doing and would do it well.But, he said, if he was not suitable for the university, or commercial college, leadership center, or anything, he would go back to his previous work.I told him I wondered why he should think so, for he impreed me the other way round.I know he was in charge of the matter, and he was much devoted to what he was doing.

他还告诉我 他一直从事这个领域的工作，也希望能为同事们创造一些机会，他通常脚踏实地地做事，因为并不擅长表达自己，但总是会致力于所做的事情并把它做好。但是，如果他不适合做这个大学或商业学院的工作，领导中心，或其他工作，就会回去做原来的工作。我告诉他我并不明白他为什么会这么想，因为他表现出来的是另一种深刻的印象。我知道他以前负责这工作，而且对于所做的事情非常投入。

He succeeded in working out many teaching materials together with his team; and earned millions of RMB for the company, without much support from the company.I told him: I see

45 you love the training work and you are devoted to it.We are introducing new persons, but it doesn‟t mean we are to discard the original ones, as we should respect history.I suddenly came to know why he should think he was not suitable for training.During a discuion in our preparatory group, I told him that he would be suitable to take up product sales planning, as he had been engaged in customer training, so he understood what customers required; and other jobs, such as recruitment, services and so on, could be aigned to other persons.In think he may be sensitive, so he may have thought that he would be asked to do sales planning from then on, and would be separated from customer training.I tried to clarify the situation.I said he might have misunderstood our work division.The division was temporary, and we should respect history, as we should extend anything on the basis of its original development, no matter in whose charge it had been before.He said he agreed with me, the only thing was that he was worried about his own ability.I told him: I understand you, and I would give you an opportunity of choosing to stay or leave.But at present, you do not really want to leave, and it will not be suitable for you to leave.So, why not stay and do the job for a period of time before you can make a decision.He agreed to stay and did his job very well.

未依靠公司的支持，他和他的团队一起成功地做出了很多的培训资料，为公司赚回了成百万的人民币。我告诉他，我知道你热爱培训工作，并致力于此。我们是要引进新人，但并不意味着就会忽视老人，正如我们应该正视历史。我突然明白他为什么会认为自己不适合做培训工作。在一次筹备组的讨论中，我说他做产品销售计划更合适，因为他一直从事客户培训，了解客户的需求；而其他工作，如招聘、服务等，可以分配给其他人做。我想他有点敏感，因此认为自己以后可能会被派去做销售计划，而不能再做客户培训。我试图澄清这一情况。我说他可能误解了我们的工作划分。这种划分是临时的，我们要正视历史，正如我们应该按照其原有的规律来发展，而不管现在或以前是谁在负责这件事。他表示同意我的说法，唯一的问题是他担心自己的能力。我告诉他：我理解你的想法，我会给你一个选择去还是留的机会。但目前，你并不是真的想走，走也并不合适。因此，为什么不留下来，在你做出决定前再继续做你的工作。他同意了留下来，而且后来工作做得非常好。

Level 4: Understands underlying iues  Displays an in-depth understanding of the ongoing reasons for a person‟s behavior or responses. Understands the longer-term reasons for behavior. Makes an aement of a person‟s specific strengths and weaknees based on a deeper understanding of the individual.

层级四：深度理解

 对他人行为产生的原因有深入的了解。

 理解导致别人目前或长期以来的感受、想法、行为或担心的原因。

 能够全面地认识他人，在基于对他人深刻了解的基础上，客观地评价对方的优点和缺点。

46 Baseline Competencies基本素质

Analytical Thinking分析思考

Definition:定义

Understanding a situation, iue, problem, etc.by breaking it into smaller pieces, or tracing the implications of a situation in a step-by-step way.Analytical Thinking includes organizing the parts of a problem, situation, etc., in a systematic way; making systematic comparisons of different features or aspects; setting priorities on a rational basis; and identifying time sequences, causal relationships, or if-then relationships.

理解形势、主题、问题等。通过将其分解成小块，或用逐步渐进的方式来探索某种情况的内在含义。分析思考包括用系统的方法来组织问题的各个部分，在合理的基础上设置优先级，确定时间顺序，因果关系或假定的因果关系。 Dimension:纬度

 Complexity of the causal thinking  因果思考的复杂程度 Level 1: Breaks Down Problems  Breaks problems into simple lists of tasks or activities without aigning values. Makes a list of items with no particular order or set of priorities.

层级一：分解问题

 把问题分解成简单的任务或活动，但没有指定价值  列出没有特定顺序或优先级的清单 Example: I felt his requirement was unreasonable.First, any matter should be reported from a lower level to upper levels; secondly, he lost temper to me and was impolite; thirdly, he tried to intimidate me by saying “Do you know who I am? My work card No.is just under 3000; as an old employee in Huawei, I have good relation with your bo and can talk to him in person.Who do you think you are?”

范例：

我觉得他的要求毫无道理。首先，任何问题都应该由下级向上级汇报；其次，他对我发脾气，很没有礼貌；第三，他试图威胁我，说：“你知道你是谁么？我的工作卡号码不到3000号，做为华为的老员工，我和你的老板关系很好，可以私下里和他聊天，你以为是是谁？”

Level 2: Sees Basic Relationships  Identifies the cause-and-effect relationship between two aspects of a situation. Separates situations into two parts: pro and con. Sorts out a list of tasks in order of importance.

47 层级二：明白基本关系

 从两个方面指出一个问题的因果关系  把事情分解成两个部分：好的和不好的  按照重要性顺序排列出任务清单 Example: If one product has domain in the market, it is difficult for another to enter in.It is not like switches.Therefore, the domain effect was very important.

范例：

如果一个产品在市场上有自己的势力范围，则另一种产品很难进入，这不象交换机。因此，主导势力的影响是非常重要的。 Level 3: Sees Multiple Relationships  Makes multiple causal links: several potential causes of events, several consequences of actions, or multiple-part chains of events (A leads to B leads to C leads to D.)  Analyzes relationships among several parts of a problem or situation (e.g., anticipates obstacles and thinks ahead about next steps, in detail, with multiple steps.)

层级三：搞清多种关系

 做出多重因果链接：几个事件的潜在原因，几个行动的后果，或多级的事件链接（A导致B导致C导致D）。

 分析一个问题的几个部分之间的关系（如预见障碍并思考后续的详细的多个步骤） Example: I felt it was a two-edge sword.From the angle of the safety of our company and our employees, the employees should pay taxes to their local governments; but from the market angle, once they registered in the tax bureau, the local tax bureau would check if they had a work visa, which they didn‟t.If the local tax bureaus discovered that they did not have the proper visas, they would be forced to leave the country or to stop working, and in either case Huawei‟s entry into that market would be prevented.

范例：

我觉得这是一把双刃剑，从我们公司和员工安全的角度，员工应该向当地政府纳税。但从市场的角度，一旦他们在税务局注册，当地的税务局就会检查他们是否有工作签证，而他们并没有。如果税务局发现他们没有适当的签证，则会命令其离开这个国家或停止工作。无论上述哪一种情况发生，则华为都无法进入当地市场。 Level 4: Makes Complex Plans or Analyses  Identifies multiple elements of a problem and breaks down each of those elements in detail, showing causal relationships between them. Peels back multiple layers of a problem. Uses several analytical techniques to break complex problems into component parts. Uses several analytical techniques to identify several solutions and weighs the value of each.

48 层级四：做出复杂的计划或分析     指出一个问题的多种元素，把每个元素分成细节，指出他们之间的因果关系。 剥开一个问题的多个层次

使用几个分析技巧来把复杂的问题分解成多个部分

使用几个分析技巧来确定几个解决方案并权衡每一个方案的价值

Example: What we have is the review for the year before and the objectives plan for the year after.We wanted to review our performance for the current year and plan for the next three years, that is, the development plan of this year and the busine plan of the next two years.We needed to plan the year-on-year increase of our sales volume.Then I hoped to rank the product lines.We discued this problem at meetings and came up with four principles to rank the product line.I discued how to rank the product lines with several core team members at one of the meetings.I did not know what each product line did before that.I think it is important to sort the product lines according to a scientific method.In this way, nobody could criticize us.We could modify the method, but not the sorting principles.So we came to understand the development of the product lines for the next several years.We considered the rate of increase.If the gro profit or the sale per person of the product line was high, it means that the workload was heavy.If the sale is low, the load is small.This is only one aspect.If a product is sold well and there is no reason to expect an increase in the future, the product is stable and we only need to maintain the current level of supply.If there will be an increase in the future, we need to invest more.In such a way we ranked the product lines according to their market-potentials in the next three years.The product lines were sorted according to the overall market space.Then we could also sort the product lines according to the sale per person or the gro rate per person.We valued the importance of a product line according to four or five criteria.We insisted that four or five criteria were enough.It is impoible to include more criteria and make it perfect.We could always improve it later.I think we need to observe a product for three years.The PBC of some product lines is sorted according to the market space or competition.I think it is important to judge the market space of the product lines.The market space represents the investment.My colleagues drafted the sorting and I made the final decision.

范例：

我们要做的是回顾上年的工作并为下一年的项目做计划，希望审查当前年度的情况并为以后的三年做出计划。即当年的开发计划和下两年的商业计划。我们要计划年度的销售额的增长幅度。然后我希望给产品线分级。我们在会议上讨论这个问题，总结出四个原则来进行产品线的分级。

在一次会议上，我和几个核心的团队成员讨论如何进行产品线分级。在那以前，我不知道以前各个产品线做得怎么样。我想按照一个科学的方法来进行产品线分级非常重要。这样，没有人会职责我们。我们可以修改方法，但不能修改排序原则。因此，开始明白了后几年的产品线该如何发展。我们考虑增长率。如果这个产品线的销售每个人的毛利润都高，那么工作负荷就重。反之则轻。这仅是一方面。如果一种产品销售得很好但将来却没有增长的希望，这种产品就是稳定的我们只需维持目前的供应情况。如果将来预计会有增长，则应该增加投入。以这种方式，我们根据未来三年的市

49 场潜力把产品线进行了分级。产品线是根据整个的市场空间分级的。然后我们也可以根据每个人的销售额或毛利率来分级。我们根据四到五个关键点对一个产品线的重要性进行了评估。我们认为这四到五点足够了，不可能包括所有的关键点并做的非常理想，以后还可以进行提高。

我认为，应该对一种产品观察三年时间。有的产品线的PBC是根据市场空间或竞争力排序。我觉得判断产品的市场空间很重要。市场空间代表了投资额。同事们做出了排序，我做了最后决定。

50

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