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1、Createsevenpasswordsforhighperformanceteams（打造高绩效团队的七个密码）Atpresent,enterprisesarefacingnewandradicaldevelopmentgoalsandthegreatestpossibleuseofstaffpotentialpressure.Thecompetitiveandglobalizedbusinessenvironmentputsmoredemandsonus.Thismeansthatmanycompaniesaretryingto
2、becomehigh-performanceorganizations,inordertobecomeanindustryleader.However,notallorganizationsaresuccessful.BuildingahighperformancecultureisabusinessneedU.S.TreasurySecretary,formerGoldmanSachschairmanandCEOHenry.Paulson(HenryPaulson)oncesaid,"inalmostallourbusinesse
3、s,15%~20%peoplehavecreated80%ofthecompany'svalue."."Whilehighperformancemayactuallycomefromthebestpeople,weneedotheremployeestocreategoodresultsintoday'scompetitiveenvironment.Theleadersemployedbysuccessfulcompaniesareusuallypassionateabouttwothings:ontheonehand,theydr
4、iveperformancebysupportingaggressiveemployees.Ontheotherhand,activelycreateaworkenvironmentthatmakesemployeesfeelsuccessfulandvaluedandbecomeproudofbeingpartofateamtodrivetheirengagement.Accordingtotherecentglobalbestleadershipresearchcompanyonceagainstressedtheleaderi
5、ntalentdevelopment,needtocontinuetopayattention,passionandcommitment.Theyareabletogiveemployeesafirmfocusonoutcomesthatareequallyimportanttobothindividualsandshareholders.Employeesworkinginahighperformingculturehaveasenseofaccomplishmentwhentheycomehomefromworkandareen
6、couragedbyawealthofpersonalandprofessionalgrowthopportunities,allofwhichcanhaveaconsiderableimpactontheirbusiness.SevenlogicalelementsofperformancemanagementManyhumanresourcessystems,especiallyperformancemanagementsystems,arenotinstilledinacultureofhighperformanceatfir
7、st,butaremanagedbyobedience,whichrequiresonlythecompletionofataskatacertainpointintime.Andthesehavelittletodowithperformanceoutcomes.Infact,thisdoesnothappeninahighlyproductiveorganizationalenvironment.Thehigh-performanceorganizationwillnothesitatetosay"yes"tothefollow
8、ingfourquestions".Doesanyonetakeresponsibilityfortherightresults--eachemployeeisdoingsomethingimportant,doingverywell
