执行力是团队的核心武器

Execution is the core weapon of a team

执行力越强的团队越开挂。

The stronger the execution, the more open the team.

领导者希望自己的团队是一支强执行力的团队。可是，很多领导者自己却是一个思想的巨人，行动的矮子。

Leaders want their team to be a strong executive team. However, many leaders themselves are giants of thought and dwarfs of action.

1、执行力应当是领导者最重要的能力

1. Executive ability should be the most important ability of leaders

一个把所有的执行工作都交给下属的领导者，很难带来出一只有强大执行力的团队。

It is difficult for a leader who gives all the execution to his subordinates to bring out a team with strong execution.

马斯克在员工眼里就是一个有执行力的领导者。

Musk is an executive leader in the eyes of employees.

员工曾经这样评价他：工作阻滞或者跨部门下达命令时有阻挠，埃隆挂在嘴边的一句话是“有问题随时打电话给我，我不关心问题到底是什么，我要马上解决。”

Employees once commented on him like this: work is blocked or interdisciplinary orders are obstructed. Elon said, "call me whenever you have a problem. I don't care what the problem is. I want to solve it immediately."

有问题，就立刻去解决，这就是领导者执行力的体现。

If there is a problem, it should be solved immediately. This is the embodiment of leaders' executive ability.

万科总裁郁亮不会让万科的同事看执行力方面书。郁亮说：“执行力的理念是上级推卸责任给下级很便捷的手段。”

Yu Liang, President of Vanke, will not let Vanke's colleagues read the book on executive power. "The idea of executive power is a convenient way for the superior to shirk responsibility to the subordinate," Yu said

马云也曾说过：员工到公司来无非为了两样东西，一是能赚钱，二是能成长！员工离职的原因只有两个，要么是钱不到位，要么是干得不开心！员工的执行力不行只有两个原因，要么是领导无能，要么是制度无能！

Ma Yun once said: employees come to the company for two things, one is to make money, the other is to grow! There are only two reasons for employees to leave, either the money is not in place, or the work is not happy! There are only two reasons why the executive ability of employees is not good, either the leadership is incompetent, or the system is incompetent!

执行是目标和结果之间的桥梁。从这个意义上说，执行应该是一名领导者的主要工作。

Execution is the bridge between goal and result. In this sense, execution should be a leader's main job.

作为一名领导者，如果不知道如何去执行，你的所有工作都将无法取得预期的结果。

As a leader, if you don't know how to carry out, all your work will not achieve the expected results.

2、领导者的行为最终将成为团队的行为

2. The leader's behavior will eventually become the team's behavior

团队执行力不够，领导者要从自身找原因。

Team execution is not enough, leaders should find the reason from themselves.

对于企业而言，领导者的行为是整个企业文化的基础。团队执行力不够，领导者要在自己的行为中找原因。

For enterprises, the behavior of leaders is the foundation of the whole enterprise culture. Team execution is not enough, leaders need to find reasons in their own behavior.

但是现实情况是，当企业出问题的时候，领导者的第一反应通常是对企业文化进行变革。然而，无论是对战略上的变革还是在结构上的调整，给企业带来的改进都是有限的。

But the reality is that when the enterprise goes wrong, the leader's first reaction is usually to change the enterprise culture. However, no matter the change of strategy or the adjustment of structure, the improvement to the enterprise is limited.

为什么改进有限？

Why is improvement limited?

拉姆·查兰认为，是企业缺少执行文化。

Ram chalan believes that it is the lack of executive culture in enterprises.

领导者要如何在企业内部建立一种执行文化？

How can leaders establish an executive culture within the enterprise?

首先一个领导者要认知到一个非常简单的前提：只有当你的目标是完成任务的时候，文化变革才可能真正实现。

First of all, a leader should recognize a very simple premise: only when your goal is to complete the task, can cultural change really be realized.

领导者根本没有必要事先研究任何复杂的理论或进行任何繁琐的员工调查，领导者需要做的就是，改变那些能直接影响企业效益的员工行为。

There is no need for leaders to study any complicated theory or conduct any tedious employee survey in advance. What leaders need to do is to change the behavior of employees who can directly affect the efficiency of the enterprise.

首先，领导者应该清楚地告诉员工公司的目标是什么，然后会与大家一起讨论实现这些目标所应当具备的条件，并把它作为指导过程的一个重要环节。

First of all, leaders should clearly tell employees what the company's goals are. Then they will discuss with you the necessary conditions to achieve these goals and make it an important part of the guiding process.

一段时间之后，领导者应当对那些做出贡献的人进行奖励；如果他们没有实现预定目标的话，你应该对他们进行更多的教练辅导，取消奖励，调换工作岗位，或者是让他们离开。在这个过程中，你实际上就已经为自己的企业建立了一种执行文化。

After a period of time, leaders should reward those who make contributions; if they don't achieve their goals, you should coach them more, cancel the reward, change jobs, or let them leave. In the process, you've actually established an executive culture for your business.

3、负责执行的领导者究竟应该做些什么？

3. What should the executive leader do?

拉姆·查兰曾提到，七项基本行为是组成执行的第一要素：

Ram chalan once mentioned that seven basic acts are the first elements of execution

1）全面深入了解企业和员工

1) Comprehensive and in-depth understanding of the enterprise and employees

无论是企业运营还是制定战略，领导者都要深入实际，不要做表面文章或者蜻蜓点水，要用数字说话，用逻辑推理，用问句启发。

Whether it's enterprise operation or strategy making, leaders should go deep into reality, not superficial or superficial, but use numbers, logical reasoning and questions to inspire.

2）实事求是

2) Seek truth from facts

兼听则明。领导者要走入现场，才能解决实质问题。

If you listen to both, you will know. Only when leaders come to the scene can they solve the real problems.

3）设定明确的目标并排出优先顺序

3) Set clear goals and priorities

紧盯重要的目标，不能胡子眉毛一把抓。

Keep a close eye on the important target, not the beard and eyebrows.

4）持续跟进，直到达成目标

4) Continue to follow up until the goal is achieved

在每次会议之后，最好能制定一份清晰的跟进计划：目标是什么，谁负责这项任务，什么时候完成，通过何种方式完成，需要使用什么资源，下一次项目进度讨论什么时候进行，通过何种方式进行，将有哪些人参加。

After each meeting, it is better to make a clear follow-up plan: what is the goal, who is responsible for the task, when to complete it, how to complete it, what resources need to be used, when to discuss the next project progress, how to carry it out, and who will participate in it.

5）赏罚分明，重奖业绩优秀人员

5) Reward and punishment clearly, reward outstanding personnel

杰克·韦尔奇说，要搞好一个企业并不难，关键是给20%的优秀员工不断地加薪加薪，对10%的落后员工不断地淘汰淘汰。你最重要的工作不是把最差的员工变成表现不错的员工，而是要把表现不错的变成最好的。

Jack Welch said that it is not difficult to do a good job in an enterprise. The key is to give 20% of the excellent employees a raise and eliminate 10% of the backward employees. Your most important job is not to turn the worst employees into good ones, but to turn the good ones into the best.

找到优秀的管理人员，给他们足够的资源和权力，让他们去充分的发挥；提拔和奖励你最优秀的员工，给他们不可思议的薪资，让他们来为你经营企业；毫不迟疑地去掉不合格的经理，他们应该去能够发挥他们特点的公司。

Find excellent managers, give them enough resources and power, let them give full play; promote and reward your best employees, give them incredible salary, let them run the enterprise for you; do not hesitate to remove unqualified managers, they should go to the company that can give full play to their characteristics.

6）通过教练辅导提高下属能力

6) Improve the ability of subordinates through coaching

一个杰出的个人和一个世界级的领导者之间最大的区别在于教导他人的能力。领导者不能只有内在的知识，还要能够将这些知识传达出来，以便让他人理解并促进他人的成长。

The biggest difference between a great individual and a world-class leader is the ability to teach others. Leaders should not only have internal knowledge, but also be able to convey it so that others can understand and promote the growth of others.

未来成功才是判断领导者是否成功的最终标准。如果你是一个成功的领导者，那你应该记住的事情是你曾培养过多少接班人。

Future success is the ultimate criterion to judge whether a leader is successful or not. If you are a successful leader, the thing you should remember is how many successors you have trained.

7）了解你自己，展现出勇敢、决断、务实的性格

7) Know yourself and show a brave, decisive and pragmatic personality

拉姆·查兰说，一旦一个领导者培养了这些行为能力，他就能够无限地进行自我改进，使自己的能力得到提高。

Ram chalan said that once a leader develops these behavioral abilities, he can make unlimited self-improvement and improve his ability.

而这一切，对于领导者而言，无疑是最好的选择。

And all this, for leaders, is undoubtedly the best choice.