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领导者具备这些特质,就能留住人才

领导者具备这些特质,就能留住人才

Hannah Storm 2021年05月12日
如果领导者能够创造空间让人们感到安全,然后充分表现真实的自己,那么培养、提升和留住人才的机会就很大。

人才不断成长对公司成功至关重要。但领导者要想真正支持最优秀的员工成长,就要了解公司内部的人才缺口,认识到不同的人具备的才干也各不相同,并有意提供支持,打造信任和有归属感的文化。

高管培训师、沙里夫集团(Shareef Group)创始人南迪·沙里夫博士表示,高管应该利用公司内外现有数据,发现哪些领域需要弥补,以及如何弥补。

领导者要清楚公司的愿景,考察某人应该具备的技术、组织和文化能力,从而帮助公司实现目标。如果能够做到,领导层将更多元,公司也不会一次又一次聘请相同类型的领导者。

她还鼓励领导者考虑如何支持同事,以其他方式发挥才能。

“深入探索人们的兴趣、激情、能力和技能可能转移的方向时,即便之前他们从未直接从事过相关工作,也可以考虑给个机会。”她说。

沙里夫表示,公司经常聘请很多不同背景的“人才”,结果经常以人才离开告终,原因在于人才觉得价值被低估,没有得到成长需要的支持,公司还认为他们应该对获得机会心怀感恩。

“即便出现诸多变化,特别是美国比较关注种族的当下,企业仍然在使用同样的职位描述招聘多元人才,只是发布招聘信息时降低了职级和薪酬。”沙里夫指出。他补充说,领导者经常让潜力很大、表现优异的候选人失望,因为从一开始就没有重视人才的价值。

个人掌握权力后通常能够把控不成文的商业规则,也可以进入特定社交网络和人际关系,从而提升效率。

“要培养多元人才,就要了解不同人对工作环境的体验各不一样。”路透社(Reuters)的新闻编辑乔伊斯·阿德卢沃耶-亚当斯说,“多数人来自不同的背景,我们刚进入职场时,并没有应对残酷公司政治的工具。要理解员工都需要学习,这也是成长的一部分,学会如何应付企业世界和潜规则对成功非常重要。”

她说,为了培养和留住人才,公司应该提供个人能够清晰看到与自己相关的职业道路,而且有机会持续争取成功。

“让员工感觉可以真正做自己,是非常重要的因素。”她说,“谁也不想上班感觉像演戏一样,因为(真实)是最好的工作状态。”

曾经担任英国乐施会(Oxfam GB)人才与资源主管的亚米娜·席默尔表示,真正努力培养和留住人才的领导者终将发现创造安全空间的好处,这样一来人们就能够从容谈论自身需求。她建议管理者从一开始就询问员工对职业生涯的规划。

“管理者要摸清楚员工,了解差距、优势、今后的目标以及对自身潜力的看法。”席默尔说。

“要提供反馈,明确指出哪些地方需要加强,这点目前做得并不够。”她补充道,并指出实际情况是原本应该公司适应个人,提升包容性,结果却是要求员工积极同化。

阿黛露沃耶-亚当斯提倡“积极坦诚”(radical candor),这是金姆·斯科特在同名书中写到的管理风格,基本理念是“善意而明确的批评,具体且真诚的赞扬。”

在她看来,与其每年评估一次,从中了解技能需要加强之处,不如定期开展谈话,为员工提供安全的给予并接受反馈的方式。

《听她说:男性对合作需要了解哪些》(That’s What She Said: What Men Need to Know About Working Together)一书作者乔安妮·利普曼表示,为了帮助人们充分发挥潜力,确保对失败的恐惧不会扼杀创造力,信任至关重要。她敦促管理者鼓励同事大胆冒险,自己将提供支持。

“这意味着双方的态度一致,都希望推动公司进步。你有想法希望尝试,我就支持去试一试,而且彼此都清楚会冒风险。”她说。

除了支持同事承担风险外,还可以有意采取一些措施帮助培养人才,确保人们感受到自己受重视。

“有一点很重要,尤其对女性和少数族裔来说,就是我们总是认为做了事别人就能够知道,但事实并非如此。如果工作成果没有人知道,那就没有意义。”阿黛露沃耶-亚当斯表示。

利普曼说,人人都可以练习当扩音筒,倾听被忽视的声音,提升或加强说话的音量力度,让更多人听到。她希望领导者发现会议上有些人可能容易被打断的情况,而且女性被打断的几率是男性的三倍,建议领导者及时阻止插话的人。

在席默尔看来,保荐是积极有效的支持手段,能够再现特权群体的非正式关系。

“很多有潜力的人希望学习也想要进步,并为之努力。他们只需要一点支持,尤其当面临的障碍比别人多时。”席默尔表示。

世界经济论坛(World Economic Forum)的董事会成员阿德里安·蒙克指出,大型企业更方便培养多元人才。

“我认为在中小企业层面,确实需要思考如何帮助并非来自传统背景的领导者适应新环境且提供支持,推动人才成长,我认为最大的障碍是建立人际关系网和提供指导。”蒙克说。

蒙克认为,企业可以做到也应该做的第一件事情是认识到人们需要支持和帮助,然后建立结构清晰目的明确的机制,不要选择小企业经常采用,最终导致某些类型的人容易受益的非正式结构。

“很多情况下,企业中的评估会通过极不正式的方式传递和形成,我认为管理者应该加强自省,正视偏见以及如何看待自己和帮助他人,这一点至关重要。”蒙克说。

行为科学家普拉各亚·阿加瓦尔博士,也是《摇摆:揭开无意识偏见》(Sway: Unravelling Unconscious Bias)一书的作者表示,看待人才方面非常受偏见影响。

“反思隐性偏见非常重要,首先要反思可能持有的成见,其次对办公室进步和成就要有容易量化的衡准,如此一来才能够尽可能地避免偏见。”阿加瓦尔说。

进步的标准应该融入整体公司文化,嵌入到政策、流程和实践中,确保所有人都有归属感。

阿加瓦尔说,领导者应该考虑外部形象,即如何通过推广、宣传、形象和网络来触达未融入的人。

“我认为拓展活动最重要,包括带薪实习和培训课程等,都可以让不同群体的人感受到,‘看,你能够尝试融入这个群体。你的技能和经验很有价值,可以做出贡献,如果你加入的话,公司会很重视。’实际上,这能够积极向员工介绍各种可能性。”阿加瓦尔说。

当文化变得包容,当公司开始踏上重视人才的道路,人才就可以真正成长。如果领导者能够创造空间让人们感到安全,然后充分表现真实的自己,那么培养、提升和留住人才的机会就很大。(财富中文网)

译者:梁宇

审校:夏林

人才不断成长对公司成功至关重要。但领导者要想真正支持最优秀的员工成长,就要了解公司内部的人才缺口,认识到不同的人具备的才干也各不相同,并有意提供支持,打造信任和有归属感的文化。

高管培训师、沙里夫集团(Shareef Group)创始人南迪·沙里夫博士表示,高管应该利用公司内外现有数据,发现哪些领域需要弥补,以及如何弥补。

领导者要清楚公司的愿景,考察某人应该具备的技术、组织和文化能力,从而帮助公司实现目标。如果能够做到,领导层将更多元,公司也不会一次又一次聘请相同类型的领导者。

她还鼓励领导者考虑如何支持同事,以其他方式发挥才能。

“深入探索人们的兴趣、激情、能力和技能可能转移的方向时,即便之前他们从未直接从事过相关工作,也可以考虑给个机会。”她说。

沙里夫表示,公司经常聘请很多不同背景的“人才”,结果经常以人才离开告终,原因在于人才觉得价值被低估,没有得到成长需要的支持,公司还认为他们应该对获得机会心怀感恩。

“即便出现诸多变化,特别是美国比较关注种族的当下,企业仍然在使用同样的职位描述招聘多元人才,只是发布招聘信息时降低了职级和薪酬。”沙里夫指出。他补充说,领导者经常让潜力很大、表现优异的候选人失望,因为从一开始就没有重视人才的价值。

个人掌握权力后通常能够把控不成文的商业规则,也可以进入特定社交网络和人际关系,从而提升效率。

“要培养多元人才,就要了解不同人对工作环境的体验各不一样。”路透社(Reuters)的新闻编辑乔伊斯·阿德卢沃耶-亚当斯说,“多数人来自不同的背景,我们刚进入职场时,并没有应对残酷公司政治的工具。要理解员工都需要学习,这也是成长的一部分,学会如何应付企业世界和潜规则对成功非常重要。”

她说,为了培养和留住人才,公司应该提供个人能够清晰看到与自己相关的职业道路,而且有机会持续争取成功。

“让员工感觉可以真正做自己,是非常重要的因素。”她说,“谁也不想上班感觉像演戏一样,因为(真实)是最好的工作状态。”

曾经担任英国乐施会(Oxfam GB)人才与资源主管的亚米娜·席默尔表示,真正努力培养和留住人才的领导者终将发现创造安全空间的好处,这样一来人们就能够从容谈论自身需求。她建议管理者从一开始就询问员工对职业生涯的规划。

“管理者要摸清楚员工,了解差距、优势、今后的目标以及对自身潜力的看法。”席默尔说。

“要提供反馈,明确指出哪些地方需要加强,这点目前做得并不够。”她补充道,并指出实际情况是原本应该公司适应个人,提升包容性,结果却是要求员工积极同化。

阿黛露沃耶-亚当斯提倡“积极坦诚”(radical candor),这是金姆·斯科特在同名书中写到的管理风格,基本理念是“善意而明确的批评,具体且真诚的赞扬。”

在她看来,与其每年评估一次,从中了解技能需要加强之处,不如定期开展谈话,为员工提供安全的给予并接受反馈的方式。

《听她说:男性对合作需要了解哪些》(That’s What She Said: What Men Need to Know About Working Together)一书作者乔安妮·利普曼表示,为了帮助人们充分发挥潜力,确保对失败的恐惧不会扼杀创造力,信任至关重要。她敦促管理者鼓励同事大胆冒险,自己将提供支持。

“这意味着双方的态度一致,都希望推动公司进步。你有想法希望尝试,我就支持去试一试,而且彼此都清楚会冒风险。”她说。

除了支持同事承担风险外,还可以有意采取一些措施帮助培养人才,确保人们感受到自己受重视。

“有一点很重要,尤其对女性和少数族裔来说,就是我们总是认为做了事别人就能够知道,但事实并非如此。如果工作成果没有人知道,那就没有意义。”阿黛露沃耶-亚当斯表示。

利普曼说,人人都可以练习当扩音筒,倾听被忽视的声音,提升或加强说话的音量力度,让更多人听到。她希望领导者发现会议上有些人可能容易被打断的情况,而且女性被打断的几率是男性的三倍,建议领导者及时阻止插话的人。

在席默尔看来,保荐是积极有效的支持手段,能够再现特权群体的非正式关系。

“很多有潜力的人希望学习也想要进步,并为之努力。他们只需要一点支持,尤其当面临的障碍比别人多时。”席默尔表示。

世界经济论坛(World Economic Forum)的董事会成员阿德里安·蒙克指出,大型企业更方便培养多元人才。

“我认为在中小企业层面,确实需要思考如何帮助并非来自传统背景的领导者适应新环境且提供支持,推动人才成长,我认为最大的障碍是建立人际关系网和提供指导。”蒙克说。

蒙克认为,企业可以做到也应该做的第一件事情是认识到人们需要支持和帮助,然后建立结构清晰目的明确的机制,不要选择小企业经常采用,最终导致某些类型的人容易受益的非正式结构。

“很多情况下,企业中的评估会通过极不正式的方式传递和形成,我认为管理者应该加强自省,正视偏见以及如何看待自己和帮助他人,这一点至关重要。”蒙克说。

行为科学家普拉各亚·阿加瓦尔博士,也是《摇摆:揭开无意识偏见》(Sway: Unravelling Unconscious Bias)一书的作者表示,看待人才方面非常受偏见影响。

“反思隐性偏见非常重要,首先要反思可能持有的成见,其次对办公室进步和成就要有容易量化的衡准,如此一来才能够尽可能地避免偏见。”阿加瓦尔说。

进步的标准应该融入整体公司文化,嵌入到政策、流程和实践中,确保所有人都有归属感。

阿加瓦尔说,领导者应该考虑外部形象,即如何通过推广、宣传、形象和网络来触达未融入的人。

“我认为拓展活动最重要,包括带薪实习和培训课程等,都可以让不同群体的人感受到,‘看,你能够尝试融入这个群体。你的技能和经验很有价值,可以做出贡献,如果你加入的话,公司会很重视。’实际上,这能够积极向员工介绍各种可能性。”阿加瓦尔说。

当文化变得包容,当公司开始踏上重视人才的道路,人才就可以真正成长。如果领导者能够创造空间让人们感到安全,然后充分表现真实的自己,那么培养、提升和留住人才的机会就很大。(财富中文网)

译者:梁宇

审校:夏林

Growing talent is vital to the success of companies. But for leaders to really support their best employees to grow, they need to understand the gaps that exist within their companies, recognize that talent means different things to different people, and be intentional in providing support and creating a culture of trust and belonging.

Dr. Nandi Shareef, an executive coach and founder of The Shareef Group, says executive leaders should use the data available to them—inside and outside their organization—to identify where and what are the gaps that need to be filled.

Leaders must get clear about the vision for their organization and examine the technical, organizational, and cultural capabilities someone should possess in order to help their organization reach its aims. This would result in more diverse leadership instead of companies recruiting the same archetype of leader again and again.

She also encourages leaders to consider how they might support their colleagues to use their talent in other ways.

"There is an opportunity to take a chance on people when you go deep and explore their interests, their passions, the places where their competence and skills might be transferable even if they’ve never explicitly done the work before," she says.

All too often, Shareef says, individuals from diverse backgrounds are recruited by companies as "talent," only for them to leave because they are undervalued, not given the support they need to grow, and expected to be grateful that they've been afforded the opportunity.

"Even in the midst of everything that is happening especially with the reckoning around race in the United States, companies are still recruiting diverse talent with one job description, only to grant a deflated title and pay when issuing an offer," Shareef says, adding that leaders are failing high potential, high performing candidates because they are not valuing their talent from the beginning.

Privilege often provides individuals with the unwritten rules of business and access to networks and connections which provide a step up.

"To grow diverse talent, you have to understand that people experience work environments differently," says Joyce Adeluwoye-Adams, the editor for newsroom diversity at Reuters. "Most of us from diverse backgrounds, when we first enter into the workplace, have not been equipped with the tools to deal with the brutality of corporate politics. Understanding that people need to learn, as part of their development, how to navigate the corporate world and those unwritten rules are really important to their success."

She says in order to grow and retain talent, companies should provide individuals with a career pathway they can see they are a part of, which provides them with opportunities where they can continue to excel.

"Making them feel like they can be their authentic selves is a really important factor in all of this," she says. "You don’t want to turn up to work and feel like you are putting on an act the whole time because that [being authentic] is how you do your best work."

Leaders who are really invested in growing and retaining talent will see the merit in creating safe spaces where people can talk about their needs, says Yamina Himeur, who was formerly the head of talent and resourcing at Oxfam GB. She suggests managers ask people from day one where they want to be in their career.

"The manager maps with the individual where they see their gaps, what are their strengths, and where do they want to go and where they see their potential," says Himeur.

"You need to give them feedback and tell them what they need to grow, and we don’t do that properly," she adds, noting people are often expected to assimilate when companies should be doing more to adapt themselves and become more inclusive by default.

Adeluwoye-Adams advocates for "radical candor," a management style written about by Kim Scott in the book of the same title that is based in "criticism that is kind and clear, and praise that is specific and sincere."

For her, there’s real merit in regular conversations that provide a safe way for people to give and receive feedback as opposed to annual appraisals where people only hear about their skills gaps once a year.

Joanne Lipman, author of That’s What She Said: What Men Need to Know About Working Together, argues trust is critical to helping people fulfill their potential and ensuring a fear of failure doesn’t stifle creativity. She urges managers to encourage their colleagues to take risks with their support.

"It is about saying we are all on the same page: We want this organization to improve. You have an idea that you feel you want to try, and I am going to support you in giving that idea a try, and we all understand there are risks involved," she says.

As well as supporting colleagues to take risks, there are other intentional processes which can help grow talent and ensure people feel valued.

"One of the things—and this is certainly true of women and it’s certainly true of minority groups—is that we always think that our work will speak for itself, and it doesn’t. And if your work isn’t visible, then it doesn’t mean much," says Adeluwoye-Adams.

Lipman says everyone can practice amplification—listening for those voices that are unheard and lifting up or reinforcing what they say so more people hear them. She urges leaders to recognize the dynamics of meetings where certain people might be interrupted—something that happens, she says, three times more to women than men—and suggests leaders interrupt the interrupters.

For Himeur, sponsorship is an effective means of active support, which replicates the informal connections of privileged groups.

"A lot of people with potential, they want to learn, they want to progress and go for it. They just need a bit of support, especially if they’ve got more obstacles than others," Himeur says.

Adrian Monck, a board member of the World Economic Forum, notes it’s easier for larger organizations to implement programs for developing diverse talent.

"I think at the SME level, there is a real need to think through how we adapt and support leaders who don’t come from traditional backgrounds and grow people, and I think the biggest barrier is networking and mentoring," Monck says.

The first thing organizations can and should do, according to Monck, is recognize people need support and help, then create more structured and intentional mechanisms, away from the informal structures which tend to benefit certain types of people and be employed by smaller organizations.

"A lot of time, judgements in organizations are passed very informally and formed very informally, and I think a lot more self-awareness in managers is critical in how they think about their own biases and how they think about themselves and helping other people," Monck says.

Behavioral scientist Dr. Pragya Agarwal, author of Sway: Unravelling Unconscious Bias, says bias plays a significant role in how we perceive talent.

"I think it’s very important to reflect on our implicit biases, on the stereotypes we might carry first of all, and second of all, have very quantifiable measures of progress and accomplishment in a work place so biases are minimized," Agarwal says.

These measures of progress should extend across company culture, embedded into policies, processes, and practice to ensure a sense of belonging for everyone.

Agarwal says leaders should consider their external profiles: how they reach people who are not being included, through the marketing, publicity, images, and networks.

"I think outreach activities are the most important—paid internships, training courses—which really bring people from diverse groups in to say, 'Look, this is where you can fit in. Your skills and experiences are valued, and you can make a contribution, and we will really value it, as well, if you come in.' It’s actually actively showing them what is possible," Agarwal says.

When a culture becomes inclusive and when a company starts to walk the walk, then talent is really able to grow. When leaders create spaces for people to feel safe to be their authentic selves, then they stand the greatest chance of nurturing, growing, and retaining talent.

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