 Toyota has made many contributions to the lean scene, and one can learn a lot from the way the company works. One of the more interesting ideas worth exploring is the company’s general approach to developing their leaders, and the important points they emphasize on in this process. The process is broken down into four stages, and it’s important to have a good understanding of all of them. 日本丰田公司为精益界做出了诸多的贡献，我们可以从该公司的运作方式上学到不少东西。其中一个值得探索的而且比较有意思的理念是该公司发展领导者的常规方法，以及他们在这一过程中所强调的要点。这一过程被细分为四个阶段，去较好的理解领悟它们非常重要。 These 4 stages are explained in more detail in Jeffrey Liker’s book, The Toyota Way to Lean Leadership. 在杰弗里-莱克的《丰田模式-领导力篇》一书中有对前述四个阶段的详细解释。 1. Self-development – seek to improve self and skills 自我发展-设法提升自己，提高技能 While it sounds self-explanatory, there are lots of finer nuances to the way one should approach their own personal development and growth. Identifying the correct opportunities for that is an important skill in itself, but a good leader must also be able to create the necessary space for this learning process. 虽然这听起来确实是不言自明，但在个人发展和成长的方面，还是有许多细微的差别。识别合适的机会，这本身就是一项重要的技能，一个好的领导者也必须能够为这一学习的过程创造必要的空间。 This means that a good leader must not only improve their leadership skills, but their core learning abilities as well. This is not a very easy concept to master for some, which is why Toyota put so much emphasis on it in their leadership training. 这就意味着，一个好的领导者不仅要提高他们自身的领导技能，而且，要提高他们的核心学习能力。对于一些人来说，这不是一个容易掌握的理念，这就是为什么丰田要在其领导力培训中对这一理念如此重视的原因。 2. Developing others 发展他人 Another important function of a good leader is to teach their employees and give them the necessary tools to rise up in the hierarchy. However, leaders must also be able to track the performance of their workers in an objective and accurate manner. 一个好的领导者的另一个重要作用是教导员工，并给予员工必要的工具，来提升他们的级别。然而，领导者也必须能够以客观和精准的方式去跟踪雇员的绩效表现。 This is not meant to judge others, but rather to provide the leader with an adequate overview of how the company is currently moving forward, and what areas need to be addressed for improvement. If a particular department is showing signs of decreased productivity, this is often a problem of the leader themselves, not so much with the performance of the individual workers. 这本意并不是为了评判他人，而是要向领导者提供一个足够的概述，说明公司目前正在向前推进，以及在哪些方面需要加以重点改进。如果某个部门表现出生产力下降的迹象，这往往是领导者自身的问题，而与单个的雇员的绩效表现之间没有太多的关联。 3. Support daily Kaizen 支持日常的改善 Kaizen, the underlying philosophy behind Toyota’s leadership style, has close ties to the idea of continuous improvement. This means that it must be practiced regularly, ideally on a daily basis, otherwise there isn’t much point in applying it to the work of the company. The leader must coach their workers with a bottom-up approach, and must always retain their focus on the company’s improvement. 改善，是丰田领导风格背后的基本理念，它与持续改进的理念密切相关。这意味着，必须经常进行练习，理想的做法是每天进行，否则，在公司的工作中进行运用就没有什么意义。领导者必须以自下而上的方式辅导员工，并且必须致力于聚焦在公司的改善方面。 4. Creating vision and aligning goals 创造愿景组合目标 However, focusing only on a bottom-up style of development can lead to problems quite fast, which is why it’s just as important to integrate a solid top-down development plan as well. The company must have a proper long-term vision, and its goals must be aligned with the current actions of all departments. 然而，只关注自下而上的发展方式会导致问题很快发生，这也是为什么整合一个可靠的自上而下的发展计划同样重要的原因。公司必须有一个正确的长期的愿景，其目标必须与所有部门当前的行动保持一致。 Additionally, the two development approaches have to be perfectly aligned. Often, top-down and bottom-up development can lead to some serious clashes if they’re not implemented properly, and the company has to prevent that in its roots. 此外，这两种发展方法必须完全一致。通常，如果两者并没有得到适当的执行的话，自上而下和自下而上的发展可能会导致一些严重的冲突，公司必须从根本上防止这种冲突的发生。 Conclusion 结论 It’s no secret that Toyota is one of the most progressive companies on the planet, and surprisingly, the key to their success is no secret either. They are quite open about the ideas that make their business work successfully, and the rest of the world has a lot to learn from the concepts implemented in their production facilities. 丰田公司是地球上最开明的公司之一，这并不是什么秘密，令人惊讶的是，他们成功的关键也不是秘密。丰田人对可以让他们的企业成功运作的想法持相当开放的态度，而世界其他地方（的公司）也可以从丰田公司的生产设施中落实的理念中学到不少东西。 Mastering the four stages of leader development can be of huge benefit to any company, regardless of the field they’re involved in, and it’s an important part of the growth of any person in a leadership position. 掌握领导力发展的四个阶段，对任何一家公司来说都有巨大的好处，不管什么领域，对于领导岗位而言，人员的成长非常重要。 If you liked to hear more about Toyota’s Leader Development, check out a related article from Jeffrey Liker. 如果你想了解更多关于丰田公司的领导力发展的内容，请查阅杰弗里-莱克的相关文章。 【特别提醒】 |
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