1. Determined The most successful women in the world are determined people who never flinch even when faced with obstacles. They are capable and put a lot of time into what they do. But more importantly, they have the desire to do great things. Beth Brooke, global vice chairman of Ernst & Young, was diagnosed with a degenerative hip disease at age 13, and doctors thought she might never walk again. Before her surgery, Beth promised herself that she would walk (no, she would run) and become one of the best young athletes in the world. Later, not only was she able to walk, but she also played on several sports teams in middle school, winning multiple MVP awards. When she was in college, she also played in the college games as a member of the Division I basketball team. At a critical moment in her life, she made up her mind and never gave up. Later, she brought that same determination into her career. Today, she is one of the 100 most influential women in the world. 2. Brave Spirit These most successful women are not fearless, but they are able to face their fears and constantly challenge themselves. This takes courage. In 2011, Beth Mooney became CEO of Bank of America KeyCorp. She is the only female CEO of one of the top 20 U.S. banks. At the beginning of his career, Mooney was just a secretary at a local bank in Texas, USA, with an annual salary of $10,000. But she soon realized she needed more. In 1979, she visited every major bank in Dallas hoping to get a position in their management training department. In the office of her manager at the Republic Bank of Dallas, she refused to leave unless the manager agreed to give her a position. After waiting for three hours, the manager finally agreed to give her a chance on the condition that she earn her MBA that night. ?This was a turning point in her career. There were other turning points in her career, each of which occurred as a result of her courageous actions. 3. Be ambitious. In order to achieve greater success, you must have great influence. When Michelle Gass first joined the Starbucks coffee chain, she was asked to develop a growth strategy for a newly launched beverage: the Frappuccino. Her mantra: "Let's think about how big we can make this." After countless hours of sifting through ideas, she decided to position the Frappuccino as a recreational drink and add ice cream and new flavors to it. Ultimately, the Frappuccino went from a select pairing with just two flavors to a popular beverage with countless ingredient combinations and a $2 billion global market. When she took over Seattle's Best Coffee chain, she continued that go-big-or-go-home strategy. She decided to take the Best brand to new heights by partnering with convenience stores and supermarkets such as Burger King, Delta and Subway. In one year, the Best Coffee chain grew from 3,000 locations to more than 50,000 locations. 4. Risk-taking As the former CEO of Kraft Foods and current CEO of Mondelez International, Irene Rosenfeld is familiar with risk-taking. A few years ago, she completed the acquisition of British confectionary company Cadbury. Soon after, she shocked the business world again by splitting Kraft Foods into two separate companies. To change your strategy, you need to make big bets, but never act rashly. Instead, base your decisions on careful research. You need to know what you will gain from success, and also know whether you can withstand failure. 5. Focus You can’t do everything, so focus on where you have the greatest impact, both in terms of leadership and career management. Avon's new CEO Sheri McCoy is currently implementing a major transformation. Interestingly, when I asked what the biggest challenge would be, she said: “Making sure employees are focused on what matters most.” It’s easy to be distracted by new trends, new markets, and new projects, but when If your attention is too divided, the quality of your work will be compromised. 6. Brainstorm: These most powerful women have repeatedly said that the best strategy for success is to hire people who are more passionate and smarter than yourself and then listen carefully to what they have to say. Hala Moddelmog, president of Arby’s Restaurant Group, believes that bringing together people from different backgrounds, including gender, race, geography and personality types, will help make the right decisions. "You really don't need another you," she said. Listening to a wide range of different perspectives will keep you ahead of the curve.
Claire Watts, CEO of QVC, the world's largest TV shopping retailer, arranges a welcome time every Tuesday. During this time, anyone in the company can enter her office to talk to her and ask her questions. Ask questions. 7. Career planning Denise Morrison, CEO of the internationally renowned soup brand Campbell's Soup, knew her ideal when she was young - to run a company, so she often asked herself what she should do. What preparations should be made for this? She realized that running a company requires management experience, facing the public and being responsible for the company's profits. She often asks herself: Where have I been? Where am I now? Where am I going and what is the right path to get there? If the company she is working for aligns with her goals, she will be fully committed. But if it wasn't, she knew she needed to leave. “We know how to plan in business, however, when it comes to ourselves, we rarely do,” she said. 8. Delegate power correctly These most successful women understand that they need everyone’s help and they should trust the people around them, whether in the office or at home. It's not easy, but in the long run, it's a critical factor. Katie Taylor, CEO of Four Seasons, a five-star hotel chain in the United States, admits that she is a control freak, but she tries to delegate power for herself and for the people around her. "Let others do it, if you have to." She said what are the abilities of excellent female leaders? 2. What are the qualities of a team leader? 1. Leading a team must be able to boost morale. No matter what you do, team morale is the most important. . At the beginning of the work, inspire the enthusiasm of team members so that everyone has more enthusiasm, and the work can often be done with half the effort. If there is disunity from the beginning and there is full of suspicion among the members, there is a high probability that this thing will not work. A leader must make his speech contagious. You need to be well-founded in what you say, and be able to describe real goals through your own words, and be able to benefit everyone. You know, the most impressive thing is the benefits that can be seen. If your description can allow team members to see the benefits, and then tell them how to get them, you will naturally have the power to boost morale, and everyone will naturally I am willing to work hard with you. 2. In work communication, you must have empathy. To lead a team well, the most important thing is to make team members profitable! It can be said that no one will follow you if there is no benefit. Of course, the "profit" here can be a variety of things, not necessarily money. Therefore, when leading a team, you must have empathy during daily communication, be able to understand problems from others' perspectives, and know what others really want? In this way, you can make good use of the inner needs of team members and proactively Align his interests with the overall interests. Moreover, this will also help you discover "unsociable" team members as soon as possible and eliminate disharmonious factors as soon as possible. 3. Be decisive when saying "no". As a team leader, you also need to learn to say "no". There must be strict standards for some red lines and bottom lines. What needs special attention is that you must do what you say and leave no room for error. Especially at the beginning of work, if you let go a little bit, there will be a big loophole in future management. Therefore, you must decisively say "no" to things you cannot do, you must decisively say "no" to unreasonable requests, and you must decisively say "no" to people who cannot be used. 4. When looking at people, you must divide them into two. Everyone has their own advantages and disadvantages, and they all have their own potential to play a role. When leading a team, the use of people is very critical. It is very important whether people can make the best use of them and whether everyone can not be held back. As a leader, you must get used to looking at people in two, see their strengths, clarify their shortcomings, and then put people in the right position according to the work to be done. For members who are not suitable after careful analysis, we must make decisive adjustments and cannot tolerate them, otherwise there will be endless troubles. What are the abilities of excellent female leaders? 3 Six leadership styles of managers 1. Visionary leadership Visionary leaders cheer for the team by shaping a common vision. This is not about how to achieve the goal, but about the team's attitude toward the goal. understand. The author of "Primal Leadership" believes that this is the best leadership style when a team needs to set a new direction. It can fully mobilize the autonomy of employees and allow them to work towards goals, innovate and experiment. To achieve new goals, failure is allowed, and employees can feel comfortable trying new things. The authors say this style has the highest impact on company culture. Many companies do not have a mission or even a clear vision, which will offset the enthusiasm of employees. It’s really important to have a clear vision, or at least a rationale for the work you’re doing. For example, Officevibe's vision is to create a better working environment. It is unparalleledly simple but powerful and makes people excited. 2. Coaching Leadership Like one-on-one conversations, coaching leadership focuses on training employees’ skills. The only focus of this leadership style is on how well the coaching is going. This may be too micromanaging, or it may be counterproductive.
I suggest that leaders spend time solving problems of concern and dispelling employees' concerns. Always remember that it is the employees themselves who ultimately have to solve the problem. Your duty is to provide advice and help when necessary. The author believes that this style also has a high impact on company culture. A common mistake many leaders make is that they focus on improving employees’ shortcomings. In fact, it is more important to improve employees’ strengths rather than their weaknesses. 3. Affinity leadership: This kind of leader has affinity - the ability to unite the entire team. This style of leadership focuses on establishing a harmonious and friendly working atmosphere. When conflicts arise between employees, this leadership style can resolve and repair them. Even when a team encounters a crisis of trust, an affiliative leadership style is very helpful in repairing the situation. The author believes that agreeable style has a positive impact on company culture. 4. Democratic leadership: The democratic leadership style accepts the opinions of the team before making decisions. This leadership style is ideal when you, as a leader, are not quite sure about the direction of a decision and need to gather collective wisdom. However, democratic leadership is not suitable when making majority decisions or decisions with obvious time limits. Leaders need to make decisions for the entire team and be confident in doing so. The author believes that democratic leadership style has a positive impact on company culture. 5. Benchmark leadership Now we begin to enter the two leadership styles that the author considers negative. A benchmarking leadership style sets the pace for the entire team. He sets goals and expects the team to achieve them no matter what. Asking too much from the team will undoubtedly lead to poor quality work, and he doesn't provide any guidance but expects the team to understand what he means. The author undoubtedly believes that this style has negative effects. This leadership style is often combined with overloading employees, which is very frustrating. It may help achieve short-term goals, but in the long term, this style is very damaging to morale. 6. Command leadership Command leadership leads employees by inducing fear. This kind of leadership always has a cold and emotionless expression, which often has a negative impact on company culture. Unfortunately, the authors say this is still the most commonly used leadership style today, even though its impact is very negative. Reviews of this style are almost always negative. Goleman says the only time it might be useful is when a company is in crisis and needs an urgent turnaround, but most of the time this style doesn't work.