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如何释放员工潜能?

2014-01-27    来源:财富    【      美国外教 在线口语培训

因为一些自我强加的条条框框,大多数公司无法挖掘员工的潜力。如何打破这些壁垒?它既需要观念上的改变,也需要实实在在的行动。

The first and most important truth any leader must understand is that the human beings who work inside every kind of organization possess unlimited potential. They have the ability to solve any problem and to respond to unforeseen circumstances.

任何一位领导者首先需要知道的最重要的一条真理是:任何公司内工作的人都有无限的潜力。他们能够解决任何问题,应对任何无法预测的情况。

The problem: most organizations today are unable to tap into that limitless human potential because of a series of self-imposed boundaries. Unlocking this potential means challenging the many assumptions that we have about work today: the incontestability of hierarchy, the importance of putting in time in the office, semi-annual employee reviews, valuing the voice of the customer but not of the employee, and the restriction of vital information to preserve rank.

可目前的问题在于:因为一些自我强加的条条框框,大多数公司无法挖掘员工的潜力。要释放员工的潜力,就意味着要挑战我们对于工作的许多想当然的观点:比如等级制度的不可否认性,在办公室投入时间的重要性,半年一次的员工评估,重视客户的声音而忽视员工的意见,以及为了维持级别而对关键信息采取保密措施等等。

Organizations and their leaders must strive to break three common boundaries to unleash all of the talent and contribution lying in wait. The first is role-based: communication and collaboration is restricted by seniority level. How could a lowly entry-level employee possibly engage with a senior manager or worse… an executive! The second type of boundary is around departments and function. Marketing folks stick with their peers in marketing, sales with sales, product development with product development, and information and potential opportunities for innovation remain stuck within silos. The third most common type of boundary is geographic -- employees in one office or location simply don't "see" their peers in another.

要挖掘员工的才能,公司和领导人必须努力打破三个常见的壁垒。首先是依托于职位的管理,也就是说,沟通和协作受到资历的限制。一位刚入门的底层员工怎么可能与资深管理者或者高管交流呢?其次是与部门和职能有关。营销部门、销售部门、产品开发部门都仅限于内部交流,信息和潜在的创新机遇都被限制在各自的部门内部。再次就是地域壁垒——一间办公室或一个地方的员工往往忽视在别处工作的同事。

Escaping these persistent and pernicious boundaries to communication, contribution, and collaboration requires three key shifts:

要想跳出这些限制沟通、贡献和协作的坚固、有害的藩篱,需要进行以下三个方面的改变:

From management to leadership

从管理者转变为领导者

Lifting boundaries isn't a matter of executive direction. It's about re-thinking management and shifting perspective from telling people what to do to getting them excited to want to do it. We don't need more managers, we need more leaders. Today, any employee can become that leader. Yet the norm in most organizations is to bring in more and more managers to oversee people and then more managers to look after those managers. The goal of all of this, of course, is to get a tighter grip on the organization, to enforce control.

打破藩篱与执行方向无关,而是要重新思考管理,从告诉人们做什么,转变成让人们发自内心地想要去做某件事。我们不需要增加管理者的人数,我们需要的是更多领导者。如今,任何员工都有可能成为我们所需要的领导者。但大多数公司的做法是引进更多的管理者,监督员工的工作,然后再引进其他人去管理下一级的管理人员。当然,这种做法的最终目的是更牢固地掌控公司,加强对所有人的控制。

The original goal of management was simply to make sure that employees showed up to work on time to do their tasks, to not ask questions, to not cause problems, and then to leave and do that over and over again. Management wasn't focused on innovation, the voice of the employee, engagement, or creativity. That was the case 100 years ago, and it's still the case at too many organizations today. This is why it's so crucial to create the capacity for leadership in every aspect of the business.

管理最初的目标就是保证所有员工准时到公司,完成工作,不要问问题,也不要引起麻烦,然后下班回家,如此循环往复。那时管理的重点并不是创新、员工的声音、积极性或创造力。一百年前是如此,到今天在许多公司依然如此。所以,在公司各个方面培养领导能力变得至关重要。

The leader challenges common assumptions around management and mentors employees to help them become successful. The leader has followers not because he commands them, but because he has earned them.

领导者应该勇于挑战围绕管理的常见问题,为员工提供指导,帮助他们取得成功。领导者之所以有人追随,并不是因为他们是发号施令的人,而是因为他们用自己的行为赢得了追随者的信任。

From "need-to-know" to collaborative technologies

从“须知”转变为协同技术

The range of collaborative technologies available today allows employees to connect with each other and with information at any time, anywhere, and on just about any device. While many leaders look at the onslaught of new tech as a problem to be solved, the most effective leaders today aggressively support any tools that enable employees to connect. It needs to be easy for an employee in California to find a co-worker in Beijing. It needs to be easy for an entry-level employee to start a dialogue with an executive, even though they may have never met face to face.

如今种类繁多的协同技术使员工可以随时随地在任何设备上彼此沟通和共享信息。许多领导者将新科技的入侵看成是必须解决的问题,但最高效的领导者却会大胆支持任何能够帮助员工交流的工具。在加州的员工需要很容易找到身处北京的同事。新员工应该有便利的途径与公司高管进行交流,就算他们可能尚未谋面。

Collaborative technologies are also crucial in developing leaders. In the new world of work, leaders create themselves. They share their ideas, content, and feedback in a public way, which attracts followers within the organization. Anyone can become a thought leader or subject matter expert.

协同技术对于培养领导者也至关重要。在新时代的职场中,领导者需要自己脱颖而出。他们公开分享自己的理念、观点和反馈,吸引公司内的追随者。任何人都可以成为思想领袖或者某一个方面的专家。
 
From controlling management to boundary-breaking work

从控制管理转变为打破壁垒

At every turn, leaders must ask themselves, "How does this support our vision of breaking down boundaries?" How can employee onboarding be changed? What about talent management? Perhaps when employees are brought on board they are taken through a scavenger hunt where they must find and connect with colleagues around the world; something telecommunications company TELUS does for new recruits. What if, instead of semi-annual reviews, you go with a system of real-time feedback through a collaborative platform? Why not create a company leaderboard around health and wellness so that different geographic regions can see how they compare to one another. What if employees "narrated" their work in a public way so that everyone and anyone can see what they are working on? Every built-in management process is an opportunity for unleashing more human potential.

领导者必须时时刻刻提醒自己:“这对于我们打破壁垒的愿景是否有帮助?”如何改变公司的员工?如何改革人才管理?或许,应该像电信公司TELUS的做法一样,新员工入职的时候,必须通过一个寻宝游戏,找到和联系位于世界各地的同事。如果我们放弃半年一次的绩效评估,借助协作平台采用实时反馈的系统,结果又会如何?为什么不围绕健康与保健设立一个公司的排行榜,让不同地理区域的员工可以相互对比?让员工公开“叙述”他们的工作,让其他所有人都能了解他们在做什么,能否产生好的效果?每一个内部管理流程都是挖掘员工更大潜力的机会。

Unlocking human potential is the new competitive advantage. But it's not as simple as expressing good intentions. And it's not enough for executives to proclaim, "our people are our most important assets." Every leader must do the hard work of breaking down boundaries and rethinking the most deeply held assumptions about work.

释放员工的潜力就能转化成新的竞争优势。但说起来容易,做起来难。管理层只是泛泛而谈“人才是我们最宝贵的资产”,而这远远不够。每一位领导者都必须努力打破壁垒,重新思考有关工作的一些根深蒂固的假设。

What are you or your organization doing to break down the boundaries that constrain human potential? Share your stories and ideas in the Unlimited Human Potential Challenge at the MIX.

你或你的公司如何打破限制员工潜力的壁垒?欢迎在MIX的无限人类潜能挑战项目中分享你的故事和观点。(财富中文网)



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