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不是老板怎样带团队?

Katherine Reynolds Lewis 2014年04月16日

团队成员来自不同的部门,你并不是他们实质上的上司,这个时候,怎么带领团队做好工作?专家建议,首先要转变观念。你需要的并不是团队成员对你言听计从。你需要的是他们能出谋划策,甘心情愿地合作,共同参与进来。

    你主持了一个电话会议,讨论项目时间表、交付成果和截止期限。你挂断电话,为自己讲到了清单上面所有的事项而心满意足。但过了一段时间之后——也许几分钟,也许是几天或几周——你发现没有人真有照做的意思。

    听着耳熟吗?当你领导一个来自不同部门的团队,乃至一个由你的同龄人组成的团队时,人们对你唯命是从是不太可能的。其实,你并不需要同事和下属的言听计从——你需要的是他们能出谋划策、自愿合作、共同参与。

    如何才能赢得这种神奇的组合效果?结果来之不易,而其中的固有挑战也许能解释培训公司ESI国际(ESI International)一项调查的结果。这项调查发现,83%的受访公司存在项目经理短缺的现象。或者它也能解释戴尔•卡内基2012年的一份研究,该研究发现26%的员工在工作中完全置身事外,45%只是在一定程度上参与其中。

    “没人在乎你的截止期限,他们关心的是目标,”高管教练及《新官上任》(First-Time Leader)一书的作者乔治•布拉特说。“必须与他们联手创造一个共同目标,同时向这个目标推进。但学校是不会教你这个的。”

    

    You're leading a conference call, talking project timelines, deliverables, and deadlines. You hang up, satisfied that you covered everything on your checklist. But some time later -- maybe minutes, days, or weeks -- you realize that no one had any intention of actually doing what you said.

    Sound familiar? When you're leading a team from different departments or even a group of your peers, you're unlikely to see people blindly complying with your every request. Indeed, compliance isn't what you need from colleagues and subordinates -- you need ideas, willing collaboration, and participation.

    How do you win that magic combination? It's not easy, and the inherent challenge may explain the results of a survey by training firm ESI International, which found a shortage of project managers at 83% of organizations surveyed. Or the 2012 Dale Carnegie study, which found that 26% of employees are disengaged and 45% are only partially engaged.

    "Nobody cares about your deadlines; they care about the cause," says George Bradt, an executive coach and author of First-Time Leader. "You have to co-create a shared purpose and drive toward the cause, and they don't teach you that in school." 

    关键不是你一个人的想法

    第一步是改变思考角度。别再去制订计划,然后让人们照你意思办事了。你要明白,他们的想法可能跟你的一样有价值。你对项目的目标和背景固然了如指掌,但将更大层面上的使命传达给他们,让他们了解自己那部分任务在整体项目中所扮演的角色,这是你的职责。

    “要想在这一点上不出错,必须真心诚意地相信,你托付的人能比你自己做得更好,”布拉特说。“你必须给他们指出很明确的方向,给他们提供资源、培训,然后放手让他们去干。”

    这意味着在项目初期就要开始倾听他人的意见和建议,还要把这种做法贯穿始终。他说:“它不能一蹴而就,而是一系列迭代性质的对话,必须坚持下去。”

    首席执行官与领导团队顾问彼得•布雷格曼说,他曾与一名领导5亿美元业务线的高管合作,这位高管苦于无法从公司的市场营销负责人处获得自己所需要的东西。原来,那位营销负责人感觉,自己没有受到尊重,想法也未得到重视。这种僵持对个人和公司整体业务都造成了损害。

    “再怎么故作姿态也无法让他按他的意愿行事,”布雷格曼说。“既不能动用权力,又不能直接跟他一争高下。”

    

    It's not about your ideas

    The first step is to shift your perspective. Instead of devising plans to get people to do what you want, recognize that their ideas could be just as valuable as yours. Sure, you know the project's objectives and context inside and out. It's your job to convey the broader mission to them so they understand how their piece will fit into the whole.

    "To do it right, you have to truly believe the people you're delegating to can do this better than you," Bradt says. "You have to give them very clear direction. You have to give them the resources, the training; then you have to let them do it."

    That means listening to others' input at the beginning of a project, as well as throughout. "This isn't a one-time thing, this is a series of iterative conversations, and you must stick with it," he says.

    Peter Bregman, an advisor to chief executive officers and leadership teams, says he once worked with an executive who led a $500 million business line and was having trouble getting what he felt he needed from the company's head of marketing. It turned out that the marketing head didn't feel respected or that his ideas were valued. The standoff was hurting both individuals and the overall business.

    "No amount of posturing was going to get him to do what he wanted to do," Bregman says. "You can't leverage your power or get into an arm wrestle with the guy."     

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