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疫情之下,公司高管更关心什么?

疫情之下,公司高管更关心什么?

Jake Meth 2020年11月27日
各大企业都将企业宗旨放在了其恢复计划的首位。

在过去,重大危机通常都是企业偏执地专注于维持其利润的理由。然而参加《财富》本周二电话会议的首席执行官们称,新冠疫情则引发了完全不同的反应:各大企业都将企业宗旨放在了其恢复计划的首位。

参加电话会议的企业领导称,因相关业务受新冠疫情影响而中断,他们如今更专注于气候变化和可持续性、同理心以及与雇员坦诚地沟通、工作安排和日程的灵活性,以及种族公平和多元化。

简柏特总裁兼首席执行官泰格•提亚加拉简称,公司去年便已开始寻求确立其企业宗旨。当疫情迫使经济关停时,他的员工为继续提供服务想尽了各种办法。

他说:“我们意识到,虽然公司没有现成的宗旨,但它实际上在公司团队的实际行动中年得到了体现。”这个发现也为公司当前正在确立的正式宗旨提供了素材。

对话中一个经常提到的话题是企业领导层与一线员工之间开展坦诚布公沟通的重要性。

MassMutual董事长、总裁和首席执行官罗格•柯兰德尔称,视频会议技术能够让领导和雇员之间的对话更加真实。他说:“发送便笺之后杳无音信的时代已经一去不复返。不管你用哪种方式,你都能获得反馈。”

施耐德电气北美业务总裁兼首席执行官安尼特•克雷顿也同意这一观点,她在与一名因在医院现场工作而感染新冠肺炎的员工进行网上对话时,称这对于公司来说是一个“转折点”。

她解释说:“以一种透明的方式展开这一对话并展现对每个人处境的理解,具有强大的影响力。”

在对话结束时,提亚加拉简强调了领导在改变公司内部氛围方面所发挥的关键作用。

他说:“如果你不采取行动,领导与员工之间的分歧将变得比以往任何时候都更严重。它已不再是那种‘可做可不做’的事情。”(财富中文网)

译者:梁宇

审校:夏林

在过去,重大危机通常都是企业偏执地专注于维持其利润的理由。然而参加《财富》本周二电话会议的首席执行官们称,新冠疫情则引发了完全不同的反应:各大企业都将企业宗旨放在了其恢复计划的首位。

参加电话会议的企业领导称,因相关业务受新冠疫情影响而中断,他们如今更专注于气候变化和可持续性、同理心以及与雇员坦诚地沟通、工作安排和日程的灵活性,以及种族公平和多元化。

简柏特总裁兼首席执行官泰格•提亚加拉简称,公司去年便已开始寻求确立其企业宗旨。当疫情迫使经济关停时,他的员工为继续提供服务想尽了各种办法。

他说:“我们意识到,虽然公司没有现成的宗旨,但它实际上在公司团队的实际行动中年得到了体现。”这个发现也为公司当前正在确立的正式宗旨提供了素材。

对话中一个经常提到的话题是企业领导层与一线员工之间开展坦诚布公沟通的重要性。

MassMutual董事长、总裁和首席执行官罗格•柯兰德尔称,视频会议技术能够让领导和雇员之间的对话更加真实。他说:“发送便笺之后杳无音信的时代已经一去不复返。不管你用哪种方式,你都能获得反馈。”

施耐德电气北美业务总裁兼首席执行官安尼特•克雷顿也同意这一观点,她在与一名因在医院现场工作而感染新冠肺炎的员工进行网上对话时,称这对于公司来说是一个“转折点”。

她解释说:“以一种透明的方式展开这一对话并展现对每个人处境的理解,具有强大的影响力。”

在对话结束时,提亚加拉简强调了领导在改变公司内部氛围方面所发挥的关键作用。

他说:“如果你不采取行动,领导与员工之间的分歧将变得比以往任何时候都更严重。它已不再是那种‘可做可不做’的事情。”(财富中文网)

译者:梁宇

审校:夏林

In the past, major crises have often been reasons for companies to narrowly focus on maintaining their bottom lines. But according to CEOs on a Fortune-hosted call Tuesday, the coronavirus pandemic has instigated a different reaction: Businesses are putting purpose at the front of their recovery plans.

Leaders on the call, which is part of Fortune’s Global Forum/CEO Initiative series, said that as a result of COVID-19’s disruption, they are now more focused on climate change and sustainability, empathy and transparent communication with employees, flexibility around work arrangements and schedules, and racial justice and diversity.

Genpact was already searching to define its purpose last year, said Tiger Tyagarajan, president and CEO. When the pandemic began to force economic lockdowns, his workers scrambled to continue delivering services.

“What we realized was our teams actually made purpose come alive without actually defining purpose,” he said. That discovery has informed the formal definition of purpose the company is currently finalizing.

One theme that dominated the conversation was the importance of transparent and open communication between corporate leadership and frontline workers.

According to MassMutual chairman, president, and CEO Roger Crandall, videoconferencing technology has allowed for more authentic conversations with employees. “The days of sending a memo and never hearing back are gone. One way or another, you’re going to hear back,” he said.

Annette Clayton, president and CEO of Schneider Electric’s North American division, agreed, referencing a “turning moment” for the company during a virtual discussion with an employee who had contracted the coronavirus while doing fieldwork in hospitals.

“Having that dialogue in a transparent way and showing empathy of what everyone’s personal situation [is] was hugely powerful,” she explained.

As the discussion closed, Tyagarajan emphasized the crucial role of leaders in changing the climate inside their companies.

“If you don’t do it, the schism is going to be even worse than ever before” between leaders and workers, he said. “It’s not a ‘nice to do’ anymore.”

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