没有领导经验就不能申请中欧了么？

锦江III

如果号召同学朋友聚会吃个饭的领导经历也没有的话，基本就没啥潜质了。领导力的重大体现就是你号召吃饭的能力。

-- by 会员 慕容楠生 (2009/11/7 19:20:45)

无情鸡！？慕容Style。。。

锦江III

“山寨现象”

quote]

以下是引用ppeema在2009/10/6 9:30:00的发言：

完了，慕容大师被揭发了

看来你还没能把你这个师弟怎么样啊？要不要我去杀几条蛇，借你几个胆子？

一些同学在内部发言冲动过一两次了，不过我当没看见让沉删了贴。

为了祖国早日收复台湾，只有忍让了。

-- by 会员 慕容楠生 (2009/10/6 22:33:00)
[/quote]
  版块主题 by 正略钧策咨询

慕容楠生

“组织能力不一样包含领导能力，但是领导能力一定要包含组织能力？”——虽然我忘记了领导力课堂上所描述的领导力构成的几个方面具体是啥，但是领导力的构成里包含了组织能力是没错的，领导力有多种表现风格和形式。组织策划能力是其中一种，但也未必是绝对必须的。
——————————————————————————————————
好比说将帅具有能冲锋的能力是普遍的，但也不排除有只坐中军帐的儒将。
——————————————————————————————————
我记得课堂上对同学们做了些测试，通常基层管理人员的领导力表现在细节组织和执行力上。高层领导力表现在形象感染力、纵横捭阖之类的能力上。
———————————————————————————————————
上边说到的组织吃饭，不是说理解为大家都已经认可了让你来安排时间地点的细节组织。
————————————————————————————————
而更在于一个非常规理由，什么样的人响应。
————————————————————————————————
打个比方说，下周日你想为快到来的校庆找些朋友策划个庆贺，于是你号召吃饭，把你们大学所在该省的政府官员、企业家、世界名企高管随便Call了几个来与你一起吃饭商讨。我相信能轻易主持这个饭局的人领导力潜质足够达到亚洲MBA的标准了。
————————————————————————————————
当然上条程度达到的人就不会对这个问题有疑问了。直接说到公司工作，只要在一段时期内负责过一个项目，其他人会跟你配合，哪怕他们的职位是你的平级、资深平级甚至上级，对于你负责的这件事来说，你就是Leader，这个就是公司内无职位头衔的领导力工作最好体现。——总的来说，那这样的条件去跟别的CEIBS申请人竞争肯定是很难的。

锦江III

“组织能力不一样包含领导能力，但是领导能力一定要包含组织能力？”——虽然我忘记了领导力课堂上所描述的领导力构成的几个方面具体是啥，但是领导力的构成里包含了组织能力是没错的，领导力有多种表现风格和形式。组织策划能力是其中一种，但也未必是绝对必须的。
——————————————————————————————————
好比说将帅具有能冲锋的能力是普遍的，但也不排除有只坐中军帐的儒将。
——————————————————————————————————
我记得课堂上对同学们做了些测试，通常基层管理人员的领导力表现在细节组织和执行力上。高层领导力表现在形象感染力、纵横捭阖之类的能力上。
———————————————————————————————————
上边说到的组织吃饭，不是说理解为大家都已经认可了让你来安排时间地点的细节组织。
————————————————————————————————
而更在于一个非常规理由，什么样的人响应。
————————————————————————————————
打个比方说，下周日你想为快到来的校庆找些朋友策划个庆贺，于是你号召吃饭，把你们大学所在该省的政府官员、企业家、世界名企高管随便Call了几个来与你一起吃饭商讨。我相信能轻易主持这个饭局的人领导力潜质足够达到亚洲MBA的标准了。
————————————————————————————————
当然上条程度达到的人就不会对这个问题有疑问了。直接说到公司工作，只要在一段时期内负责过一个项目，其他人会跟你配合，哪怕他们的职位是你的平级、资深平级甚至上级，对于你负责的这件事来说，你就是Leader，这个就是公司内无职位头衔的领导力工作最好体现。——总的来说，那这样的条件去跟别的CEIBS申请人竞争肯定是很难的。

-- by 会员 慕容楠生 (2009/11/8 18:20:28)

有进步。。。

scarpa

我知道有很多四大的申请人，他们的工作中有什么体现leadership的地方么？不一样有很多人申请到top？

scarpa

“组织能力不一样包含领导能力，但是领导能力一定要包含组织能力？”——虽然我忘记了领导力课堂上所描述的领导力构成的几个方面具体是啥，但是领导力的构成里包含了组织能力是没错的，领导力有多种表现风格和形式。组织策划能力是其中一种，但也未必是绝对必须的。
——————————————————————————————————
好比说将帅具有能冲锋的能力是普遍的，但也不排除有只坐中军帐的儒将。
——————————————————————————————————
我记得课堂上对同学们做了些测试，通常基层管理人员的领导力表现在细节组织和执行力上。高层领导力表现在形象感染力、纵横捭阖之类的能力上。
———————————————————————————————————
上边说到的组织吃饭，不是说理解为大家都已经认可了让你来安排时间地点的细节组织。
————————————————————————————————
而更在于一个非常规理由，什么样的人响应。
————————————————————————————————
打个比方说，下周日你想为快到来的校庆找些朋友策划个庆贺，于是你号召吃饭，把你们大学所在该省的政府官员、企业家、世界名企高管随便Call了几个来与你一起吃饭商讨。我相信能轻易主持这个饭局的人领导力潜质足够达到亚洲MBA的标准了。
————————————————————————————————
当然上条程度达到的人就不会对这个问题有疑问了。直接说到公司工作，只要在一段时期内负责过一个项目，其他人会跟你配合，哪怕他们的职位是你的平级、资深平级甚至上级，对于你负责的这件事来说，你就是Leader，这个就是公司内无职位头衔的领导力工作最好体现。——总的来说，那这样的条件去跟别的CEIBS申请人竞争肯定是很难的。

-- by 会员 慕容楠生 (2009/11/8 18:20:28)

吃饭这事应该属于号召力吧？呵呵

慕容楠生

楼上的同学觉得号召力不在领导力范畴中么？

锦江III

By Daphne Atkinson
Former Director of Admissions
Cornell's Johnson Graduate School of Management

All top business schools today are looking for leaders. This is so important to us at Cornell's Johnson School that we now offer two-year, full-tuition MBA fellowships for up to twenty-five of the U.S.'s most outstanding young leaders.

But how do admissions directors identify leaders? At the Johnson School, we consider the following:

A consistent pattern of taking initiative and engendering change. Consistency is key; the best leaders are constantly surveying their environment to see how they can make it better, wherever they are.
Balance. In addition to a solid record of academic and professional achievements, leaders also have a variety of activities they are involved in outside of school or work.
Comfort taking calculated risks. Leaders are not afraid to take an occasional, well-thought-out chance.
A genuine desire to leave a legacy that lasts beyond their involvement in an organization. The best leaders manage to involve other people in their activities such that their legacy lives on.
Positioning Yourself As a Leader in an Admissions Interview

Interviews can provide you with an outstanding opportunity to demonstrate your leadership skills. If you are interviewed, try to do the following:

Actively manage the interview process. Don't just passively answer the questions fired at you. Have a game plan—write down three or four key points you want to make. Leaders recognize when they need to redirect a conversation to showcase their strengths and ensure that their agenda gets met.
Have several cogent stories prepared about how you took initiative or participated in a leadership role. Be able to tell them quickly and succinctly, what you did, how you did it, who else you involved and why you did it. Pay attention to managing the time well. The detail you can provide in a onehour interview won't fit into a 30-minute slot.
Make sure you have something to talk about. Many people participate in solid extracurricular activities while they are in a structured school setting, but let their activities trail off as they move to the more complex environment of the working world. Have you sustained an appropriate level of leadership and community service?
Reinforce your stories with your physical aura of confidence (eye contact, an enthusiastic voice, a relaxed but attentive posture). Know how to listen as well as to talk.
Establish rapport with the interviewer early in the interview process. Master the art of pre-interview chitchat so that it comes comfortably and naturally.
Look carefully at what you've accomplished. There are many ways to demonstrate leadership. Consider examples of leadership that you may be missing—especially where your leadership wasn't necessarily public or visible. Ask yourself: "Where have I made an impact?" Acknowledge the role of a team (very few operations are solo enterprises), but do highlight your leadership role. Talk about how you energized and managed the team of people who helped.
Never stretch an experience where you weren't really in a leadership position. Making a mountain out of a molehill will instantly destroy your credibility. Distinguish between cases in which you actually took initiative and those in which you actively supported someone else.
During her tenure as director of admissions at Cornell's Johnson School, Daphne Atkinson was responsible for selecting the Park Leadership Fellows. She has also worked as a financial manager at Dun & Bradstreet and as a human resources program administrator, providing training and developing programs to federal agencies. She has an MBA from the Johnson School.

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锦江III

Head count? Revenue count? Potential growth or/and Profit count?

蔻华施

没做过领导，应该做过项目吧！举些你实际工作中项目的例子就可以啦！