从优秀的管理者转变为称职的领导者，美国学者迈克尔·沃特金斯在《哈佛商业评论》上，把这一过程形象地总结为“7种质变”：从专才到通才、从分析者到整合者、从战术家到战略家、从泥瓦匠到建筑师、从被动者到主动者、从急先锋到外交家、从践行者到倡导者。
The transition from good managers for competent leaders, the American scholar Michael Watkins in the "Harvard Business Review", this process vividly summed up as "7 change": from professionals to generalists and integrate from analysand and from home to tactical strategists, mud from craftsman to architects, from passive to the initiative, from the daring vanguard to diplomats, from practice to advocate.
从专才到通才
From a specialist to a generalist
想要领导好整个部门，需要从专才变成通才，即要对各个职能部门都有足够的了解。
If you want to lead the whole department, you need to become a versatile person, that is to know enough to all the functional departments.
怎样才是“足够”？首先，领导必须能够做出有利于全局的决定；其次，领导必须能够分门别类评估人才。作为领导者，需要准确知晓不同处室解决业务问题的不同方式、使用的管理工具、各自的处室文化，并在必要时承担沟通搭桥的职能。
What is "enough"? First, leaders must be able to make decisions conducive to the overall situation; secondly, leaders must be able to classify the talents in different categories. As a leader, to accurately know the different ways and different offices to solve business problems in the use of management tools, the respective offices of the culture, and take the necessary functions in communication bypass.
最为关键的是，领导者必须懂得提正确的问题，了解正确的人才评估和招聘方法，知道如何管理自己不擅长的领域。了解并尊重每个部门已建立的标准化的评估体系，对于履新的领导快速掌握局面来说极为重要。
The most important thing is that leaders must know the right questions, understand the correct methods of talent assessment and recruitment, and know how to manage areas that they are not good at. Understanding and respect for each department has established a standardized evaluation system for new leadership to grasp the situation is extremely important.
从分析者到整合者
From the analyst to the integrator
一般管理者往往是专注于具体业务的分析型人才，而“一把手”型的领导者，其职责往往需要管理、统筹和整合各部门中的各种知识，通过适宜的取舍，去解决重要的组织问题。因此，只成为通才还远远不够，面对工作上的冲突，还需要通观全局作出合理的取舍。这往往依赖于领导者过往丰富的工作经验和积累，如跨部门交流经验、复杂环境中斡旋的经验等等。毫无疑问，失败乃成功之母，从结果中去吸取经验教训，也是必然的。
General managers tend to be analytical talents who focus on specific businesses. Leaders of leaders always need to manage, plan and integrate all kinds of knowledge in different departments, and solve important organizational problems through appropriate trade-offs. Therefore, only to become a generalist is far from enough, in the face of conflict at work, also need to make a reasonable choice for global. This often depends on the leaders' past experience and accumulation of work, such as cross - departmental communication experience, the experience of mediating in the complex environment, and so on. There is no doubt that failure is the mother of success, and it is also inevitable to learn from the results.
从战术家到战略家
From a tactician to a strategist
领导者的一个核心职能是战略谋划。要做到这点，他需要跳出细枝末节的琢磨，把思想和时间都解放出来，更多地放在战略性思考上。
One of the core functions of a leader is a strategic plan. To do this, he needs to jump out of detail, liberate his thoughts and time, and put more on strategic thinking.
如何锤炼战略性思维？领导需要培养三种技能：水平切换能力、模式识别能力以及思维模拟能力。水平切换能力是能从容地在不同分析层面之间来回切换的能力，即知道何时关注细节、何时关注大局，以及二者间的关系。模式识别能力是在复杂环境中，能区分出偶然联系和重要关联，即把有用信号和无用噪声区分开来。思维模拟能力是能够预料到外部各方（其他关联部门、政策受众、大众舆论等）对决策行为会作何反应，通过预测他们的行动和反应，找到最佳途径。
How to exercise strategic thinking? Leaders need to develop three skills: level switching ability, pattern recognition ability, and thinking simulation ability. Horizontal handover capability is the ability to switch back and forth between different analytical levels calmly, namely knowing when to pay attention to details, when to focus on the overall situation, and the relationship between the two. The ability of pattern recognition is to distinguish between the useful signal and the useless noise in the complex environment. The ability of thinking simulation is able to predict how the external parties (other related departments, policy audiences, mass media, etc.) react to decision making behavior, and find the best way to predict their actions and reactions.
从泥瓦匠到建筑师
From the masons to architect
设计组织架构，是领导的重要职能。这方面的变动，可以很简单，如领导的个人意志强制推行。但实际上却最困难，因其带来的衍生影响持久且深刻，影响到整个组织的长久运作。
The design of organizational structure is an important function of the leadership. The changes in this aspect can be very simple, such as the forced implementation of the individual will of the leader. But in fact, it is the most difficult, because the derivative impact of it is lasting and profound, affecting the long-term operation of the whole organization.
要想成为出色的组织设计师，需要具备系统性思维；需要明白核心要素之间的关系；需要了解组织变革和组织管理的原则，如组织设计机制、业务流程改进方向、如何实施过渡性管理。因此，有意识地学习，参加管理项目培训，或慎重启动相关组织变动，对于提高领导力来说，很是重要。
To become an excellent organization designer, we need systematic thinking. We need to understand the relationship between core elements. We need to understand the principles of organizational change and organizational management, such as organization design mechanism, business process improvement direction, and how to implement transitional management. Therefore, it is important to study consciously, to take part in the training of management projects, or to carefully start the changes in the organization.
从被动者到主动者
From the passive to the initiative
从一名普通管理者成长为领导者，乃至“一把手”，很多人都具备了丰富的管理经验和高超的问题解决能力。但成为“一把手”，领导者需要意识到一种转变，即从日常工作中被动救火者的角色，转变为主动地去发现火情，把更多的精力放在提前预见组织应该解决的问题上。
From the growth of an ordinary manager as a leader and even the "top master", many people have rich management experience and excellent ability to solve problems. But being a leader, leaders need to be aware of a change from the role of passive firefighters in daily work to finding fire voluntarily and putting more energy into anticipate the problems that organizations should solve.
首先，要对本部门面临的全部机会和威胁做到洞若观火，这就要求领导者在千头万绪的手头事务中把握住轻重缓急。其次，调动团队注意力聚焦到最重要的事情上，对事情的优先次序的认知达成一致，合理分配整个部门资源，让所谓的“好钢用在刀刃上”。最后，善于发现“空白地带”，即那些无法清晰地归入任何一个现有处室，但对部门发展却至关重要的事情，诸如多元化等新生事物。
First of all, to all the opportunities and threats facing the Department to do this requires very clear-sighted, grasp the order of priority in the affairs of a multitude of things at hand. Secondly, we should mobilize the attention of the team to focus on the most important things, to reach agreement on the cognition of priorities, and allocate the resources of the whole department rationally, so as to make the so-called "good steel on the knife edge". Finally, to find the "blank", namely those who cannot clearly belong to any existing offices, but is crucial to the development of things, such as the diversification of new things.
从急先锋到外交家
From the vanguard to the diplomat
外交家，顾名思义，利用外交手段——谈判、劝说、冲突斡旋和建立联盟关系——与外部交好，塑造良好的外部环境，以支持自身的战略目标。领导者也特别需要具备良好的交际能力，为本组织发展理顺各种关系，连接各种有利资源，开展合作。
A diplomat, as the name implies, use diplomacy, negotiation, persuasion, mediation and conflict to build alliances with external befriend, shaping a good external environment, to support its strategic objectives. In particular, leaders need to have good communication skills, to straighten out all kinds of relations for the development of the organization, to connect all kinds of favorable resources and to cooperate.
要想做到位，领导需要一种全新的思维模式，找到共同利益，了解不同组织的决策模式，以及设计出有效的战略去影响他人，达成合作。
If we want to be in place, leaders need a new way of thinking, finding common interests, understanding different organizations' decision-making modes, and designing effective strategies to influence others and cooperate.
从践行者到倡导者
From a practitioner to an advocate
成为领导者，就意味着将自己置身于聚光灯下。古语有云“上行下效”，各级管理人员在各自层级内往往都会成为下属们模仿的榜样。在领导层面，“一把手”的影响会被加倍放大，无
Being a leader means placing yourself in a spotlight. There is an old saying "follow suit", managers at all levels in their respective levels tend to become subordinates to imitate. On the leadership level, the influence of the "head of the head" will be magnified.