1, Determined that the most successful women in the world are very determined people. Even in the face of obstacles, they never flinch. They are capable and spend a lot of time on what they do. But more importantly, they have the desire to do great things. Ernst & Young Certified Public Accountants (Ernst &; Beth Brooke, global vice president of Young, was diagnosed with degenerative hip disease at the age of 13, and doctors thought that she might never walk again. Before the operation, Beth promised herself that she would walk in the future (no, she would run) and was determined to become one of the best young athletes in the world. Later, she was not only able to walk, but also joined several sports teams in middle school and won several MVP awards. In college, she also participated in the university sports meeting as a member of the first basketball team. At the critical moment of her life, she made up her mind never to give up. Later, she brought the same determination into her career. Today, she has become one of the most influential women in the world 100. 2. Brave These most successful women are not fearless, but they can face up to their fears and constantly challenge themselves. It takes courage. On 20 1 1, Beth Mooney became the CEO of Bank of America, the only female CEO among the top 20 banks in the United States. At the beginning of his career, Mooney was only a secretary of a local bank in Texas, with an annual salary of $65,438+0,000. But she soon realized that she needed more. From 65438 to 0979, she traveled to every big bank in Dallas, hoping to get a position in the management training department of these banks. In the offices of the manager of Dallas and Dallas Republican Bank, 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 condition that she got an MBA that night. This is a turning point in her career. There are other turning points in her career, each because of her brave actions. In order to achieve greater success, you must have great influence. When Michelle Gass first entered the Starbucks coffee chain, she was asked to make a growth strategy for the new beverage Frappuccino. Her mantra is: "Let's think about how big it can be." After countless hours of creative screening, she decided to position Frappuccino as a leisure drink and add ice cream and new flavor seasonings to it. Finally, Frappuccino has changed from a carefully selected restaurant with only two flavors to a popular beverage with countless ingredients, with a global market value of $2 billion. When she took over the best coffee chain in Seattle, she continued to implement the "make it or die" strategy. She decided to cooperate with convenience stores and supermarkets such as Burger King, Delta and Subway to push the best brands to a new height. In a year, the Best coffee chain has grown from 3,000 stores to more than 50,000 stores. 4. Taking risks As the former CEO of Kraft Foods and the current CEO of Yizi International, irene rosenfeld is familiar with taking risks. A few years ago, she completed the acquisition of British candy company Cadbury. Soon after, she shocked the business community again and split Kraft Foods into two independent companies. To change your strategy, you need to make a big bet, but never make a move, but base your decision on careful study. You should know what your success will bring you and whether you can bear the blow of failure. 5. concentrate. You can't cover everything, so you should focus on the most influential aspects, whether it's leadership or career management. Sheri McCaughey, the new CEO of Avon, is currently implementing a major change. Interestingly, when I asked what the biggest challenge was, she said, "Make sure employees focus on the most important things." New trends, new markets and new projects can easily distract people, but when your attention is too distracted, the quality of your work will be compromised. 6. Brainstorming These most influential women have repeatedly said that the best strategy for success is to hire people who are more passionate and smarter than themselves, and then listen to their opinions carefully. Hala Moddelmog, president of Arby's Restaurant Group, a catering company, believes that bringing together talents from different backgrounds (including gender, race, region and personality type) will help to make correct decisions. "You really don't need another you." She said. Listening to different views will keep you ahead. Claire Watts, CEO of QVC, the world's largest TV shopping retailer, arranges a time to open the door to welcome guests every Tuesday. In the meantime, anyone in the company can come into her office to talk to her and ask her questions. 7. Career Planning Denise Morrison is the CEO of Campbell's Soup, an internationally renowned thick soup brand. When she was young, she knew her ideal-running a company, so she often asked herself what she should do to prepare for it. She realized that running a company needs management experience, facing the public and being responsible for corporate income. She often asks herself: Where have I been? Where am I now? Where am I going? What is the correct way to get there? If her current company meets her goals, she will devote herself wholeheartedly. But if not, she knows she needs to leave. "We know how to make plans in business, but when it comes to ourselves, we seldom do so." She said. 8. Decentralization 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. This is not easy, but in the long run, it is a key 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 to herself and 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 team leaders? 1. Whatever you do, team morale is the most important thing. At the beginning of work, stimulate the enthusiasm of team members, so that everyone has more enthusiasm, and work can often get twice the result with half the effort. If, from the beginning, the heart is uneven and the members are full of doubts, nine times out of ten, this will not be done. A leader, if he wants to make his speech infectious. We should speak with evidence, describe the real goal through our own words, and benefit everyone. You know, the most touching thing is the visible benefits. If your description can make the team members see the benefits and then tell them how to get them, you will naturally have the power to boost morale, and everyone will naturally want to work with you. 2. In the work communication, we must have empathy to bring the team well, and the most important thing is to make the team members profitable! It can be said that no one wants to follow you in bad times. Of course, the "profit" here can be all kinds of things, not necessarily money. Therefore, with a team, we must have empathy in the usual communication process, be able to understand the problem from the perspective of others and know what others really want. In this way, you can make good use of the internal needs of team members and actively adjust their interests with the overall interests. Moreover, it will also help you find "unsociable" team members as soon as possible and eliminate disharmony factors as soon as possible. When you say "no", you must be a team leader decisively, and you need to learn to say "no". Some red lines and bottom lines must have strict standards. And what needs special attention is that we must do what we say and leave no room for it. Especially at the beginning of work, if you let go a little, it will be a big loophole in future management. Therefore, we must resolutely say "no" to things that cannot be done, unreasonable demands, and people who can't use them. 4, look at people must be divided into two, everyone has their own advantages and disadvantages, there are places where they may play a role. Leading a team, employing people is very important. It's very important for people to make the best use of their talents so that they don't drag their feet. As a leader, we should get used to treating people in two ways, see his advantages, make clear his 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? Three leadership styles of managers: 1. Vision-oriented leaders cheer for the team by shaping the same vision, which is not about how to achieve the goal, but about the team's understanding of the goal. This is the best leadership style when the author of Primitive Leadership thinks that the team needs to set a new direction. It can fully mobilize the autonomy of employees and let them work hard to innovate and experiment towards their own goals. In order to achieve new goals and allow failure, employees can feel comfortable in the process of trying new things The author says this style has the greatest influence on the company culture. Many enterprises have no 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 give a reasonable reason for what you are doing. For example, the vision of Officevibe is to create a better working environment, which is simple and unparalleled but powerful and exciting. 2. Like one-on-one conversations, coaching leaders focus on training employees' skills. The only concern of this leadership style is how the coach conducts it. This may be too micromanagement, or it may be counterproductive. I suggest that leaders take the time to solve their own concerns and dispel employees' concerns. Always remember that it is ultimately the employees themselves who have to solve the problems, and your duty is to provide advice and help when necessary. The author thinks that this style also has a high influence on the company culture. The mistake that many leaders easily make is to focus on improving the shortcomings of employees. In fact, it is more important to improve employees' strengths than their weaknesses. 3. Affinity leadership This kind of leadership has affinity-the ability to unite the whole team. This leadership style focuses on creating a harmonious and friendly working atmosphere. When there are contradictions among employees, this kind of leadership style can solve and repair the contradictions. Even when the team encounters a crisis of trust, a friendly leadership style is very conducive to repairing the current situation. The author thinks that affinity style has a positive influence on company culture. 4. Democratic Leadership Democratic leadership style accepts the opinions of the team before making a decision. This kind of leadership style is very suitable when you are not sure about the direction of decision-making as a leader and need to collect collective wisdom. Democratic leadership is not suitable for most decisions or decisions with obvious time limit. Leaders need to make decisions for the whole team and have confidence in them. The author thinks that the democratic leadership style has a positive influence on the company culture. 5. Benchmarking Leadership Now we are beginning to enter two leadership styles that the author thinks are negative. Benchmarking leadership style sets the working rhythm for the whole team. He sets goals and expects the team to achieve them no matter what. Asking too much of the team will undoubtedly lead to poor performance. He didn't provide any guidance, but he hoped the team would understand what he meant. The author undoubtedly believes that this style has a negative impact, and this leadership style is often combined with overworked employees, which is very destructive. It may help to achieve short-term goals, but in the long run, this style is very frustrating. 6. imperative leadership imperative leadership leads employees by creating fear. This long-term cold emotional expression of leaders sometimes has a negative impact on the company culture. Unfortunately, the author says this is still the most commonly used leadership style, although its influence is very negative. Almost all comments on this style are negative. Gorman said that the only occasion that may be useful is when the company encounters a crisis and needs an emergency turnaround, but most of the time this style doesn't work.