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领导力

这样的人,任何团队都不能用

Tara Carraro 2017年06月07日

不要用以自我中心的人,这些人很难看清自己在大型团队中应该扮演的角色,也很难专注于一个共同的目标。

MPW Insiders Network是一个在线社区,商界内外最大名鼎鼎的人物会在这里及时回答关于职业生涯和领导力的问题。今天的问题是:作为一位商业领袖,你最不能容忍的事情是什么?回答者是雀巢饮用水业务北美区的执行副总裁和公司事务总监塔拉•卡拉罗。

我有一条金科玉律,对任何团队都适用:不要以自我中心的人。

这些人很难看清自己在大型团队中应该扮演的角色,也很难专注于一个共同的目标。他们的最高目标往往是自身职业生涯的发展或是自我提升。

在职场中向上攀爬的技巧,对于公司实现最重要的功能而言并不是必须的。相反,团队和公司需要的是知道如何优雅、谦虚而谨慎地完成任务的成员,无论这些任务是大是小。

实际上,加州大学伯克利分校(University of California Berkeley)哈斯商学院(Haas School of Business)的研究表明,相比那些不太突出的团队型成员,那些精力充沛、以生涯为重的个人在完成创造与合作相关的任务时表现更加糟糕。

以我的经验来看,有一些核心特质是无论什么层级的人都需要的,这样才能让我们的团队更加成功:

不要说“那不是我的工作”

尽管分工明确很重要,但实际上,我们必须灵活适应不断变化的日程。无论那是新项目,顶替团队的其他人,还是紧急任务,我们都要参与进来,尽管那些严格意义上说不属于我们的职责范围。作为一名团队成员,你的终极职责就是确保工作能够完成,你需要为团队的成功负责。

主动去做吃力不讨好的事情

主动举手承担不那么令人喜爱的工作。当一个能够撸起袖子,完成任何所需工作的人。这样去做可以展现出没有什么任务是不值一提的,也意味着你下次更有可能得到更加有趣或更具挑战性的工作。

我在美国职业摔角协会(WWE)工作期间,我们曾在拉斯维加斯举办过一场盛大的活动。当时要在活动开始前给几百个礼品袋装上东西,时间非常紧迫。我们的高级副总裁也坐在地上,和整个团队一起做这项工作。几个月前,在雀巢饮用水举办的活动上,我也戴上了手套帮忙往巴黎水(Perrier)宴会使用的酒杯里放水果,因为我们意识到需要更多人手才能及时完成这项工作。

培养“我们”心态

在我的第二份工作中,某次带队顺利完成一个通讯项目后,我写了一份备忘来总结成果。当时我的老板合理地提醒我把文中的“我”全部替换成“我们”,因为我们是作为一个团队完成了那些成就。即便你自己承担了工作中最重要的部分,但最终成功和失败都是整个团队的事情。

你可以通过练习讲话的内容,让这些品质渐渐影响团队的成员。帮助其他人看到投身平凡工作的价值。如果你使用“我们”而不是“我”,他们也会注意到这一点。以身作则会带来强大的影响力。

如果你共事的人没有展现出这些特质,就要直截了当地与他们一起解决这个问题。他们可能甚至没有意识到自己行为的不妥,并会对你的反馈表示感激。(财富中文网)

译者:严匡正

The MPW Insiders Network is an online community where the biggest names in business and beyond answer timely career and leadership questions. Today’s answer for, “As a business leader, what’s your biggest pet peeve?” is written by Tara Carraro, executive vice president and chief corporate affairs officer at Nestlé Waters North America.

I have one golden rule for any team: no prima donnas.

These are people who have a hard time seeing their role as part of a larger team and difficulty focusing on a common goal. More often than not, their overriding goal is their own career advancement or self-promotion.

Skill in moving up the career ladder is not necessarily what a company needs in their most important functions. Rather, teams and the companies they work for need the kind of players who recognize how to get the job done—no matter how big or small—with grace, humility, and care.

In fact, research from the Haas School of Business at University of California Berkeley found that teams made up of high-powered, career-minded individuals actually perform worse on tasks related to creativity and collaboration than those with more neutral team players.

From my experience, there are a few key character traits we can all adopt, regardless of level, to help our teams be more successful:

Eliminate “that’s not my job” from your vocabulary

While it’s important to have clearly defined roles, in reality, we must flex and adapt to an ever-changing agenda. Whether it’s a new project, covering for another person on the team, or a last-minute request, we can all pitch in even if the task at hand doesn’t technically fall within our responsibility. As a team member, you are ultimately responsible for making sure the work gets done and are accountable for the team’s success.

Volunteer to do the thankless tasks

Raise your hand to do the less desirable jobs. Be someone who can simply roll up their sleeves and get to work on whatever needs to get done. Doing so demonstrates that no task is too small, and means you are more likely to get the chance to do the more fun or challenging work the next time.

When I was at the WWE, we organized a huge event in Las Vegas. Hundreds of gift bags had to be stuffed with very little time before the event started. The senior vice president sat down on the floor with the team to help get the job done. Just a few months ago, at a Nestlé Waters event, I threw on a pair of rubber gloves to add fruit to glasses for a Perrier toast when we realized we needed more people to finish the job in time.

Develop a “we” mentality

In my second job, after leading a successful communications program, I wrote a wrap-up memo capturing the results. My boss at the time rightfully asked me to change all the “I’s” to “we’s,” because we reached our accomplishments as a team. Even if you personally handled the lion’s share of the work, ultimately, you succeed and fail as a team.

You can instill these qualities in your team by practicing what you preach. Help others see the value in jumping in to do the mundane tasks. If you use “we” instead of “me,” they’ll pick up on that. Leading by example can be a powerful tool.

If someone you work with isn’t demonstrating these qualities, address it with them directly. The chances are that they don’t even realize their behavior isn’t helpful and will be thankful for the feedback.

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