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In such an era that is full of challenges, faces market uncertainties and needs to constantly change themselves, business leaders need to have a more important leading role. Leaders in this period not only have to take responsibility and drive change, but more importantly, give confidence to members, and can point out the way forward even in the dark.

Compared with the traditional leadership role, the modern business leader needs to appear in a completely new role, not only an evangelist, a designer, or a partner.

1: preacher

The preaching book refers to the promotion of the doctrine of Christianity, and the evangelist is the evangelist. American political activist and political scientist Henry Kissinger said: "The task of a leader is to lead people from where they are to where they have never been. He made a grand decision and established a grand vision. He must also share his decisions and visions with others one by one, so that others can understand how great his career is. Therefore, he chose a shortcut, which is to educate them through "evangelism" and sharing." Visible, In business and management activities, leaders use evangelism to effectively spread the fire of ideas, the "gene" of change, and attract the psychological energy of members. How important to the success of the organization and the success of the change. When a company is in an era of tremendous changes, whether individual or group behaviors of the organization members need to adapt to environmental changes and make adjustments, what the leader does is to make employees’ behaviors and corporate goals, organizational systems and corporate culture effective The combination allows employees to play an active role in the enterprise and achieve the strategic goals of the organization. The leader's "evangelism" is to convey to employees the urgency and necessity faced by the organization, and at the same time cultivate the concept of self-transcendence of employees, and stimulate the enthusiasm and initiative of employees to change themselves. Through "evangelism", the "seeds" of self-transcendence are planted in the hearts of every employee, and the ideology and values of the employees are affected, so as to maintain the centripetal force needed by the company in a drastically changing environment. Former U.S. President Jimmy Carter said: "Always remember how strong you are, and don't forget how much personal power can play. Remember, this may change the world, change the community, change your family, and change yourself." Leaders must have the charisma of motivating followers and subordinates through "evangelism". To be precise, leaders use evangelism to make their subordinates "automatically and spontaneously" generate strong motives and positivity to change themselves, communities, organizations, and communities. action. Henry Ford, the founder of Ford, Sam Walton, the founder of Wal-Mart, Jobs, the founder of Apple, Ren Zhengfei, the founder of Huawei, and Jack Ma, the founder of Alibaba, all belong to this kind of "evangelism" change that affects followers and the public Charismatic change leadership to change their own destiny, change the organization and social process. In such an era where innovations emerge endlessly, information is extremely diffused, and changes can be seen everywhere, there is a need for such a charismatic leader who can identify through vivid language, case stories, vision concepts, action guidelines, and potential. In addition to constantly reforming themselves and breaking inertia and conventions, they also need to convey reform ideas to employees and customers in accordance with various changes in the business environment. This "evangelistic reform" itself has become part of the leadership's work.

2 designer

The term "designer" is chosen to interpret the new role of a leader because today's leaders not only need to have strategic insights, the ability to understand consumer and human needs, but also to be able to transform all of these into business models, products, and organizations system. Therefore, as a "designer" leader, you need to design business models, design products, and design organizational systems. In other words, the word "design" includes not only the product, but also the value concept of the entire company. It includes all aspects of the experience that the company can provide, whether tangible or intangible. I recommend everyone to read Schultz's "Pour Heart" and "All the Way Forward", because through these two books, we can fully understand Starbucks' design philosophy. "We established the identity of the'third place'," the Starbucks people will tell you. They are convinced that they have their own characteristics-they have "designed" a "third place" in life for people. This place is neither a work unit nor a home, but a place where customers can seek a safe haven at Starbucks. I like IKEA very much myself. IKEA always displays products through store layout and space display, so that consumers can feel: "If my home changes like this, how good it would be". In 1976, when IKEA was founded 30 years ago, the founder Ingvar Kamprad published "A Furniture Trader's Pledge", which mentioned: "The true IKEA spirit is driven by our passion, Our persistent spirit of innovation, our cost consciousness, our willingness to take responsibility and willingness to help others, our professionalism, and our simple behavior are constituted." The value pursuit of "creating a better daily life for the public" is IKEA's clear "design" concept is passed on to the consumer's experience. Just like these two companies, some excellent companies carefully "design" their own business models, design their own products, and let customers truly experience them. The leaders of these companies have clear values, are truly together with customers, and make customers feel or touch them through business models or products. Huawei is a typical example of deepening the "design" orientation into the corporate organization system. Ren Zhengfei once clearly explained that Huawei’s future victory guarantee is mainly based on three elements: first, to form a strong and powerful leadership group, but this core group must listen to criticism; second, it must be strict and orderly The system and rules of China, this system and rules are progressive. What are rules? It is certainty, to deal with uncertainty deterministically, and use rules to constrain the boundaries of development; third, to have a large, hard-working and courageous struggling group, which is characterized by being good at learning. The "distribution mechanism" in Huawei's human resources system is the driving force that brings huge "knowledge capital". Mr. Ren believes that the "acquisition and sharing system" should become the basic concept of the company's value distribution, and he dares to carry out non-material recognition, guide the charge, and stimulate With the vitality of employees, the company will surely develop continuously. Therefore, when people analyze the mechanism of Huawei's success, Huawei's explanation is: The core reason is three points: system and process, talent, and culture. Because of the "design" orientation, the business model and products of a company have the power of "dream", and the institutional arrangements of a company have the power of "dream". All these are the responsibilities that leaders need to complete.

3 partners

Today's management is a new model based on shared value. This new model means that leaders with systems thinking rely on stimulating the intrinsic value of the individual, rather than the organizational value that has been used until now, to consider the overall and individual behavior. In this new model, the creation of individual value will become the core. How to set up and create a platform for shared value so that the organization has open attributes and can create an atmosphere of innovation for individuals has become a basic proposition. The challenge of the new model is that the relationship between leaders and members of the organization has changed, establishing and maintaining a trustworthy, approachable, inclusive, and frank relationship between managers and managers, managers and employees, and employees. Without hurting the inner working relationship of the employees, each other becomes a partnership or even a friend-like colleague relationship. This means that the leadership style of managers needs to be changed. Employees must be able to have equal dialogue with leaders. In the professional field of employees, leaders must be able to be managed and become team members. This requires leaders to hold relevant Love, tolerance, affinity, and being a managed person. This is an era where heroes are born in large numbers, and it is an era where wisdom is gathered. Facing the business environment of the era of great changes, leaders must make the choice of self-transcendence that breaks thinking, breaks conventions, breaks interest barriers, and breaks organizational rigidity, and assumes the above three new roles. (From Professor Chen Chunhua, everyone encourages together)