用户名: 密码: 验证码:    注册 | 忘记密码?
首页|听力资源|每日听力|网络电台|在线词典|听力论坛|下载频道|部落家园|在线背单词|双语阅读|在线听写|普特网校
您的位置:主页 > 英语能力 > 翻译 > 笔译 > 练习材料 > 职场 >

5大秘诀打造最佳团队

2014-05-21    来源:财富网    【      美国外教 在线口语培训

五仁月饼的故事告诉我们,不是把最好的东西放在一起就能得到最好的组合。打造最佳团队也是一样,不是把最有经验、最聪明的人拉到一起就完事了。资深团队领导人的经验告诉我们,打造优秀的团队也要讲究方法。

Some of the best performing corporations and institutions are those that encourage and enable teamwork—in the C-suite, within groups and across divisions. The secret to a great team is not simply about having the most experienced or smartest people on board. Here are 5 ways to build a top-performing team:
最优秀的公司和机构都会鼓励和支持管理高层、部门内部和部门之间的团队合作。优秀团队的秘诀并不是把最有经验、最聪明的人放在一起那么简单。下面是打造优秀团队的五条建议:

• Push for casual conversations-- not necessarily meetings
• 努力推广随意性的交流——会议未必有用

To boost collaboration at her Los Angeles skincare company Beautycounter, CEO Gregg Renfrew encourages her five-person executive team to spend more time talking one-on-one with each other—whether it's a five-minute desk-side conversation or grabbing a cup of coffee. She tries to limit the number of people in conversations, avoid lengthy emails, scheduling phone calls and long formal meetings. Instead, she opts for quick stand-ups and group huddles.
在洛杉矶护肤品公司Beautycounter,公司CEO格雷格•伦弗鲁为了促进团队合作,鼓励五个人的高管团队花更多时间进行一对一的谈话——比如在办公桌前五分钟的简短对话,或者一起喝一杯咖啡。她尽量限制参加对话的人数,避免冗长的电子邮件、事先安排好的电话呼叫和漫长的正式会议。相反,她选择了简短的站立式会议和小组碰头会。

It's an about-face from her early days, when she found herself booked in meetings all day. Now, her team can be far more collaborative and gets far more done.
这与最初的情形截然相反。当初,她发现自己几乎整天都在开会。现在,她的团队配合更默契,工作效率更高。

"It helps us stay in sync," she says. "You can be decisive, you can be nimble, and you don't get caught up in red tape."
她说:“这些做法帮助我们保持同步。人们可以做到果断,也可以保持灵活性,而且不会再被无休止的繁文缛节拖累。”

Good communication is standard teamwork rhetoric. But casual conversations throughout the day can be vital to top-performing teams, according to researchers at Massachusetts Institute of Technology. Using badges with sensors that capture body language, gestures and tone of voice at people at dozens of companies, MIT researchers could predict with eerie precision a team's performance based on the pattern of communication. The worst performing teams sat in more meetings, had a dominant team member or people who talked or listened but did not do both.
良好的沟通是涉及团队合作的标准说辞。但麻省理工学院(Massachusetts Institute of Technology)的研究人员发现,在全部工作时间内,鼓励随意的对话对于打造优秀团队至关重要。麻省理工的研究人员使用带有传感器的徽章,在数十家公司捕捉人们的肢体语言、手势和语调。结果,研究人员可以根据沟通方式,非常准确地预测出一个团队的绩效。表现最差的团队花更多时间坐在一起开会,团队中有一位占主导地位的成员,或者人们只是在说或听,却无法两者兼顾。

In fact, those informal conversations in the hallways or the break room may be even more important to team productivity than team members' IQ, skill or experience, says MIT professor Alex "Sandy" Pentland.
事实上,麻省理工学院的亚历克斯•桑迪•彭特兰表示,在走廊或休息室进行的非正式对话对团队工作效率的重要性甚至超过了团队成员的智商、技能或经验。

Great teams don't just talk amongst themselves either, he found. The more creative groups talked to people outside their own group—a lot. Yet it's something most people forget to do. "The org chart says you talk to these six people," says Pentland. "If you only do that then you get stuck with the same ideas going around and around again instead of new ideas."
他发现,优秀团队的成员不会只注重内部交流。更有创意的团队会经常与其他部门沟通。而这是许多人都忽视的事情。彭特兰说:“组织结构图显示你应该与这六个人沟通,但如果你仅限于和这六人沟通,那么你最终可能被同样的创意堵住思路,结果无法产生新的想法。”

• Throw out the hierarchy
• 抛弃等级制度

While most leaders think they must do the talking and set the agenda, teams really need them to be facilitators, bringing out the contributions of everyone, says Anita Woolley, a Carnegie Mellon University researcher who has studied teamwork. The best teams may be those that, to an outsider, it's not entirely clear who is in charge. In fact, some teams need no leader at all.
卡耐基梅隆大学(Carnegie Mellon University)的团队合作研究员安妮塔•伍利表示,虽然大多数领导者认为他们应该负责发号施令和制定议程,但实际上,团队需要他们作为促进者,挖掘所有团队成员的潜力。最优秀的团队在外人看来可能并没有明确的负责人。事实上,许多团队根本不需要领导者。

Just look at the Orpheus Chamber Orchestra in New York. For 40 years, the orchestra has worked in concert—literally –without a conductor. All of the 34 musicians get to make suggestions on what is played, how it is played, who can join the orchestra, and where and when they tour.
纽约的俄耳甫斯室内乐团(Orpheus Chamber Orchestra)就是一个例子。40年来,这个乐团举行音乐会从来不用乐队指挥。对于演奏曲目、演奏方式、加入乐团的人选以及巡回演出的地点和时间等问题,乐团的34位音乐家可以各抒己见。

"Putting on a concert is nothing more than managing a short-term project," says Krishna Thiagarajan, the orchestra's executive director, whose role is akin to a band manager.
乐团执行理事克里希那•契亚格拉杰说:“举办一场音乐会无非就是管理一个短期项目而已。”

The group selects a core group to oversee practice and performance for each music selection and elects three artistic directors for three-year terms. Anyone can give input and peers judge job performance.
乐团会选出一个核心团队,监督每一首曲目的练习和表演,而且每三年选出三位艺术总监。任何人都可以发表意见,同事互相评价工作绩效。

Not every decision is a consensus, says Thiagarajan. But Orpheus has the highest job satisfaction of any professional orchestra and has catapulted to become one of the best in the world, delivering what Thiagarajan calls unique, "spirited" performances.
契亚格拉杰表示,并不是所有决定都能达成共识。但这个乐团有职业乐团最高的工作满意度,并迅速成为全世界最优秀的乐团之一。按契亚格拉杰的说法,乐团独一无二的表演“令人心潮澎湃”。

"You can see them breathing together, anticipating each other and working together as a team," he says. "It's a huge rush."
他说:“你能看得出,他们呼吸与共,彼此期待,共同进退。它是一股巨大的力量。”

• Seek out non-traditional diversity
• 寻求非传统的多样化

When P.J. Pereira puts together teams for his San Francisco ad agency Pereira & O'Dell, he looks for diversity that goes beyond gender and race. He hires people based on their personal backgrounds. He has hired a wine industry veteran, a music producer, a Hollywood screenwriter – even a baker-turned-shark-wrestler. By combining different perspectives in one room, the team usually finds unexpected connections and original ideas. The combination has led to award-winning campaigns for Pereira & Dell and helped to land notable clients like Airbnb, Intel (INTC) and Skype. "The simplest way to help a company think outside the box," says Pereira, "is to bring in people who have lived in different boxes."
P.J.佩雷拉在旧金山为自己的广告公司Pereira & O'Dell招募员工时注重的是超越性别与种族的多样化。他招聘的依据是求职者的个人背景。他曾聘用过一位酿酒行业的资深人士、一位音乐制作人、一位好莱坞编剧,甚至还有一位曾经做过面包师的捕鲨手。通过将不同观点融为一炉,这个团队往往能够找出意想不到的联系,诞生各种新颖的创意。这种组合为Pereira & Dell制作出许多优秀广告作品,帮助公司赢得了许多大牌客户,如租房服务网站Airbnb、英特尔(Intel)和Skype等。佩雷拉说道:“帮助一家公司最简单的方法便是跳出固有思维模式,召集一批有着不同生活经历的人。”

Pereira's philosophy is backed by new research popping up around the idea of "thought diversity," showing that teams of people with various backgrounds and cognitive styles are more willing to share ideas, make better decisions and deliver more innovation. "It is turning up over and over again as being the key ingredient for allowing teams to solve tough problems," says Woolley.
一项围绕“思想多样化”的新研究为佩雷拉的理念提供了依据。研究显示,由具有不同背景和认知方式的人组成的团队更愿意分享观点,能够做出更好的决定,带来更多的创新。伍利说:“事实一次次证明,多样化是使团队能够解决棘手难题的关键要素。”

• Be forthright
• 坦率

Harmony isn't all that it's cracked up to be. Teams suffer when the conversation is too polite, the debate muted and members don't challenge each other --or their leaders. That lack of candor will inevitably debilitate decision-making and create a politicized culture, where people only speak their minds in private.
和谐并非人们所说的那么美好。团队成员之间的交流过于彬彬有礼,从来不会发生争论,一团和气,这种情况对团队反而有害。不够坦率难免会削弱决策的效果,创造出一种政治化的文化。在这种环境中,人们只会隐藏自己的真实想法。

"The No. 1 erosion to shareholder value is conflict avoidance," says Keith Ferrazzi, CEO of consulting firm Ferrazzi Greenlight. The firm studied 50 large companies and found the highest-performing teams were the most forthright.
咨询公司Ferrazzi Greenlight的CEO基斯•法拉奇说:“对股东价值影响最大的做法是回避冲突。”这家公司对50家大公司进行研究发现,绩效最高的团队同时也是最坦率的团队。

He advises many large clients to appoint a team member to be a "Yoda," inspired by the Star Wars character who will notice and speak up when something is left unsaid.
受到《星球大战》(Star Wars)的启发,他建议许多大客户任命一名团队成员担任“尤达大师”。尤达大师是《星球大战》中的角色,每当发现有些事情没有说破的时候,他都会直言不讳地说出来。

One client, former Thomson-Reuters (TRI) CEO Devin Wenig, worked to make his executive team more candid, following the company's 2008 merger. He started team meetings with personal check-ins and hosted dinners where teams share stories about past personal challenges. The idea: when people get to know each other better, they're more likely to be honest about what they really think.
Ferrazzi Greenlight的一位客户是原汤姆森-路透(Thomson-Reuters)的CEO德文•维尼格。2008年公司合并之后,维尼格希望让高管团队变得更加坦率。他在开会时会采取个人签到的方式,还举行过宴会,让团队成员分享自己之前经历过的挑战。这种做法的出发点是:如果人们对彼此加深了解,他们便更有可能坦诚说出自己的真实想法。

Eventually, his team opened up and established an environment where they could call each other out—even criticizing Wenig himself. Wenig has gone on to use the same approach as president of eBay's global marketplaces (EBAY).
最终,他的团队成员都打开了心扉,并形成了一种全新的氛围,团队成员可以挑战彼此——甚至可以批评维尼格。后来,维尼格担任eBay全球市场总裁后,也采用了同样的方式。

• Keep what works
• 保留行之有效的做法

Common wisdom might lead executives to believe it's a good thing to shake things up, perhaps rearranging individuals on teams or bringing in fresh faces. But those moves can actually hurt a team, says Woolley.
传统观念可能让高管相信,做一些改变是好事,比如重新安排团队的成员,或者引进新鲜面孔。但伍利表示,这些措施却可能给团队带来伤害。

"If you have a high performing team, try to keep them together," says Wooley. "If you move someone you may actually destroy value."
伍利说:“如果你已经有一个高绩效团队,要努力保持团队的完整。调动其中任何一个人,都可能摧毁这个团队的价值。”

Wooley points to a study by the Federal Aviation Administration that looked at major airline accidents between 1974 and 1990. The study found that 73% of errors occurred the first day of a first officer and a captain working together.
伍利提到了美国联邦航空管理局(Federal Aviation Administration)对1974年至1990年期间发生的大型空难进行的研究。研究发现,73%的空难都发生在副机师与机长一起工作的第一天。

It's not aviation science, but team continuity has paid off for the executive team at Whole Foods Market. (WFM) All seven executives have worked together for at least 18 years, something that co-CEO John Mackey compares to caring for a long marriage. Executives talk problems out and can even anticipate how one person will respond to an idea or a decision. "We're synced up and we flow along," he says.
这种现象并不属于航空学的范畴,但在全食超市(Whole Foods Market),高管团队的延续性给公司带来了回报。公司七名高管一起共事了至少18年,公司联席CEO约翰•麦基把这种关系比喻成经营一段漫长的婚姻。高管们会开诚布公地谈论问题,甚至能够预料到一个人对于一个创意或一项决定的反应。麦基说:“我们步调一致,共同进退。”(财富中文网)



顶一下
(0)
0%
踩一下
(0)
0%
手机上普特 m.putclub.com 手机上普特
[责任编辑:elly]
------分隔线----------------------------
发表评论 查看所有评论
请自觉遵守互联网政策法规,严禁发布色情、暴力、反动的言论。
评价:
表情:
用户名: 密码: 验证码:
  • 推荐文章
  • 资料下载
  • 讲座录音
普特英语手机网站
用手机浏览器输入m.putclub.com进入普特手机网站学习
查看更多手机学习APP>>