It seems to me that today’ s prime － time leaderneeds a top－10 list that clearly lays out his or her prior? er you’ re running a department， a largecorporate division， or a multinational with a marketcap， the leadership princip*** that guide your decisionsare much the same.1. Give dire. Stand in front of the mirror andsay， “ Here is our future” five times without stuttering.A leader’ s most i**ortant job at any anization is tolay out a road map to the future. If you ’ t providethat dire， you’ re a manager ——— not a vision must be real， substantive， and somethingpeople ***ieve in. Have the guts to make decisions while there’ s still risk in them.2. Create a culture based on innovation and coop? eration. Innovation is about more than designing sna***products. It’ s also about i**roving er experi? ences and services.3. Keep it si**le and focused. Identify five keyareas that need i**rovement in your co**any ordivision and keep at them until you get them right. Yourlist might include such things as cost tai，quality， or er satisfa. Set tough targets foreae， and hold people atable for re， monitor， and review progress on a timelybasis and reward results.4. Honor your er. The I lets yourers sound off an d tell you exactly what they likeor don’ t like about your business. Listen to them. Getout into the markets you serve， and ask your ersfor feedback. Make the necessary ges to i**roveservice or else you may find yourself with fewerers （ aually， out of business） .5. Hire the best. Your staff is your most i**ortantasset － － in good times and in bad. Hire ambitiouspeople who are team－ builders and good unica? tors， who lead the anization in turbulent timeswithout panig.6. Treat e**loyees like ers. If you want toinspire your ers， you must first inspire your em? ployees. I heavily in training aor in the anization’ s goals so that everyone hasthe information and motivation to tribute. Nurtureand reward the top 20% of your staff who produce 80%of the results， and actively weed out the bottom 10%who give you 80% of the headaches.7. it to diversity and social beyond your dreaded mission statement and makethese values tral to how you do business. 8. Maketeology your friend. Teology transform whatyour co**any sells， how it operates， and how itprepares for the future. Don’ t even try to it to create new products， tap new distributionels， and i**rove unication with your cus? tomer s and partners.9. Groom future leaders. Select 25 of your bestpeople each year and put them through hell together onspecific projects for four or five . Lead by exa**le. Keep your moral co**ass atall times especially when you o make a difficultdeake sure you also have a ma teamthat you trust and respect. Operate on the credo： Takecare of your ers and the people who take care ofyour ers and the grorofit will take careof all of that， and you＇ll have an anization thatwill make you proud.热词空间multinational a. 多国的， 多国籍的n. 多国籍的人innovation n. 新方法， 新事物； 革新， 创新unicator n. 传播者， 通信装置， 列车内通话装置 （本章完）