PURPOSE DRIVEN LEADERSHIP: WORKING TOGETHER TO CREATE VALUE FOR ALL STAKEHOLDERS

Leader to Leader Pub Date : 2025-02-16 DOI:10.1002/ltl.20878
Patrick Finneran
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Abstract

The author, founder and CEO of Accelerated Performance Solutions, recounts lessons learned during a long military career to “senior leadership roles to McDonnell Aircraft and Boeing.” He relates how “getting out of the office and showing up on the production line to talk with our teams, often on the second and third shift, proved to be very beneficial. It is amazing what you can learn when people see that you care.” Formative experiences for the author included collaborating at Boeing with Alan Mulally, the former CEO of Boeing Commercial Airplanes and Ford Motor Company: “Alan knew that people wanted to be respected and appreciated. He didn’t just talk about building airplanes but the higher purpose of connecting our world. He shared this vision with all the stakeholders, ‘everyone included’.” In terms of how the various parts of an organization work together, he contends that “successful organizations thrive, in the long term by maintaining focus on their core purpose and having a compelling vision for the future. They create a nurturing culture driven by a few powerful values that foster unselfish, inclusive, team-oriented behavior. They have a well-defined mission that articulates not only what the organization does but who they serve. The vision, values and mission, when widely shared with all stakeholders, serve to align and empower all teammates.”

目标驱动型领导:共同努力为所有利益相关者创造价值
作者,加速性能解决方案的创始人兼首席执行官,讲述了他在“麦克唐纳飞机公司和波音公司的高级领导职务”的漫长军事生涯中吸取的教训。他讲述了“走出办公室,出现在生产线上与我们的团队交谈,通常是在第二和第三个班次,事实证明这是非常有益的。当人们看到你关心别人时,你能学到很多东西,这是很神奇的。”对作者形成影响的经历包括与波音商用飞机公司和福特汽车公司的前首席执行官艾伦·穆拉利在波音公司的合作:“艾伦知道人们想要被尊重和欣赏。他不仅谈到了制造飞机,还谈到了连接我们世界的更高目标。他与所有利益相关者分享了这一愿景,‘包括所有人’。”在组织的各个部分如何协同工作方面,他认为“从长远来看,成功的组织通过保持对其核心目标的关注和对未来的引人注目的愿景而蓬勃发展。”他们创造了一种由一些强大的价值观驱动的培育文化,这些价值观促进了无私、包容和团队导向的行为。他们有一个明确的使命,不仅清楚地说明组织做什么,而且说明他们为谁服务。当愿景、价值观和使命与所有利益相关者广泛分享时,就能团结并赋予所有团队成员力量。”
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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