Management articles


Empowering Your Employees to Empower Themselves,这对我来说是一个全新的思考方法。一直以来,我看到的都会是Empower somebody to do something,还从来没有看到过Empower someone to empower themselves.

在个人成长方面,我一直都同意说人的主动性(be proactive)是最重要的。只有这个人有主动性,才能有持续的成长。如果只是靠某些人不停地在那里推着其向前进,那绝不是最好的办法。但是我还一直没能很传神地把它表达出来,直到这篇文章的出现。

文章本身写得可以,但最激发灵感的就要数”Empower people to empower themselves”这个理念了,不管是做培训(Training),还是咨询(Consulting),抑或是教练(Coaching) ,这都会是一个非常完美的局面。

因此,在昨天Project YoungPros的第8次regular meeting,我们确定了将其写入我们的愿景。愿景的最后 版本还要等我们的Cindy同学帮我们publish出来。

这篇文章的主题太有价值了,搞到我都偏离了主题。回到精神粮食上面来:

文章摘自:

http://blogs.hbr.org/goldsmith/2010/04/empowering_your_employees_to_e.html

作者:Marshall Goldsmith

Marshall Goldsmith is recognized as one of the world’s leading executive educators and coaches. Dr. Goldsmith’s 30 books include What Got You Here Won’t Get You There and MOJO.

文章正文:

As a manager or leader, do you let your people assume more responsibility when they are able? Do you know when that is, or do you keep telling yourself that they aren’t ready yet?

In my travels from organization to organization, I talk with thousands of people every year who want to be treated as “partners” rather than as employees. They want information to flow up as well as down. But, oftentimes, leaders do not want to give up control.

I knew a CEO who was the leader of one of the world’s largest global organizations. He received feedback that he was too stubborn and opinionated. He learned that he needed to do a better job of letting others to make decisions and to focus less on being right himself. He practiced this simple technique for one year: before speaking, he would take a breath and ask himself, “Is it worth it?” He learned that 50% of the time his comments may have been right on, but they weren’t worth it. He quickly began focusing more on empowering others and letting them take ownership and commitment for decisions, and less on his own need to add value.

Your employees understand their jobs. They know their tasks, roles, and functions within the organization, and it’s time for you to let them do what they need to do to get the job done. But there is a critical point that is often missed: It isn’t possible for a leader to “empower” someone to be accountable and make good decisions. People have to empower themselves. Your role is to encourage and support the decision-making environment, and to give employees the tools and knowledge they need to make and act upon their own decisions. By doing this, you help your employees reach an empowered state.

The process does take longer — employees will only believe they are empowered when they are left alone to accomplish results over a period of time — but it’s effective and worth the time. If a company has a history of shutting down or letting go of initiators, for instance, the leader can’t just tell employees, “You are empowered to make decisions.”

Part of building an empowering environment is dependent on the leader’s ability to run interference on behalf of the team. The leader needs to make sure people are safe doing their jobs. To make sure this happens, an ongoing discussion of the needs, opportunities, tasks, obstacles, projects, what is working and what is not working is absolutely critical to the development and maintenance of a “safe” working environment. You are likely to spend a lot of time in dialogue with other leaders, employees, team members, and peers.

Following are a few things leaders can do to build an environment that empowers people.

  1. Give power to those who have demonstrated the capacity to handle the responsibility.
  2. Create a favorable environment in which people are encouraged to grow their skills.
  3. Don’t second-guess others’ decisions and ideas unless it’s absolutely necessary. This only undermines their confidence and keeps them from sharing future ideas with you.
  4. Give people discretion and autonomy over their tasks and resources.

    Successful leaders and managers today are willing to exercise their leadership in such a way that their people are empowered to make decisions, share information, and try new things. Most employees (future leaders) see the value in finding empowerment and are willing to take on the responsibilities that come with it. If future leaders have the wisdom to learn from the experience of present leaders, and if present leaders have the wisdom to build an environment that empowers people, both will share in the benefits.

    There are many more things that leaders can do to build and environment that empowers people. Please send any ideas you have. I would love to hear them!

    (This is the end of the article)

    (more…)

    早上上班之前,我照例随手翻了桌面上的The Secret Daily Teaching,书上的某页是这样写的:

    Never try to compel others to change; leave them free to change naturally and orderly because they want to; and they will want to when they find that your change was worthwhile.

    To inspire in others a desire to change for the better is truly noble; but this you can do only by leaving them alone, and becoming more noble yourself.

    Christian D. Larson (1874-1954)

    Master of Self

    Daily Teachings

    Day 21

    没错,应该是”they want to change”,而不是”I want them to change”,我再一次受教训了,嘿嘿!我果然很hard sell…不过我当然也不会照单全收,我还是觉得我可以找到办法尽快让受众明白they need to change而且又不是hard sell。

    The Daily Secret Teachings的确是一本值得长期放在床头或者是某个显眼位置的书。重要的不是它特别的一页能够帮到我们,而是它每一页都是很积极乐观,能够让我们找到力量的源泉,只是殊途同归罢了。严重建议入货。

    冲突过后,我想了很多,有积极的,有现实的,也有某些一闪而过的悲观思绪,但总的来说,它还是让我正视了一些重要但是又一直让我忽略的问题,而且我对于自己,对于Project YoungPros的定位也更加清晰与成熟。

    最重要的是,遇到问题的时候,always think positive, solutions will come!

    Jeff Wang

    What We Can Imagine, What We Can Achieve!

    冲突不可避免,这是事物向前发展的一个必然产物。

    很不幸,它感觉起来不是太爽;

    很庆幸,因为我看到它了。如果没有冲突,事情又怎么向前发展呢?

    跟往常一样,我还是会静静地思考为什么会出现冲突,如何解决它并且让这个冲突能够发挥它最大的价值。当然,像大多数冲突一样,问题其实不大,关键是只要有一方愿意冷静下来思考,并踏出化解冲突的第一步(这不需要一定是妥协或者让步),事情往往都能够朝向积极的方向去发展。

    作为Project Director,我深深地感觉到我的不足:

    A leader’s job is to see possibilities and to help people seize possibilities. (by Carly Fiorina)

    经过长久以来的努力,我觉得在see possibilities方面我做得还可以,不过help people seize possibilities我还是亟待提高。

    Leadership, leadership…很容易懂,做起来难,做到更难!

    我一直在回味Jensen Huang (CEO of NVIDIA)的一句话: Building a company is extra-ordinary a great of fun, and it is also incredibly hard.

    我的觉悟是,如果我不能对即将来临的困难与挑战处理好,那样不如早点偃旗息鼓,乖乖地做个好员工,再做个好梦。(Unless I am ready for all the hardship and difficulty coming to me, I would be better off if I let it go and be a good employee. That’s pretty easy and let my dream be my dream always.

    I don’t wanna be a try-to-do person, I will make every attempt to fight for my dream!

    Jeff Wang

    What We Can Imagine, What We Can Achieve!

    Yesterday I experienced culture difference in company. We have now four cultures in our company, which are South China, North China, China HK, China TW.

    I have a very good colleague working in North China. We both work hard and want to bring value to our company. However, we had small communication conflict yesterday, though we resolve it very quickly after that.

    What I am trying to say is that we should attach enough attention and do something about it to avoid similar situation happening in our company, coz not everyone is easygoing and looking at the big picture.

    We should take some action before some bad things take place.

    Jeff

    12 Nov, 2008

    These days are totally refreshing and amazing.

    I don’t know from where I gain the passion and enthusiasm, but I just feel energetic and excited every day, to whatever thing, especially work and personal development.

    Probably it is due to the following three factors, this could be for anyone’s reference if you happen to read this:

    1. Weekly Resolution

    I have applied New Year’s Resolution into my own Weekly Resolution, and I have developed some tools to monitor the result and push myself to follow through. It works. I suddenly develop many good habits. (https://jeffwangbest.wordpress.com/2008/03/31/%e5%a5%bd%e7%8e%a9%e5%8f%88%e8%bf%9b%e6%ad%a5%e7%9a%84resolution/)

    2. Living the Personal Power II

    Anthony Robbins’ Personal Power II is of great inspiration and help for my personal development. However, I failed to follow through for a couple of times. I followed up but cannot follow through before. “The past doesn’t equal to future.” I gonna make my own future by this special “Living” the Personal Power II.

    https://jeffwangbest.wordpress.com/2008/04/08/living-the-personal-power-ii-day-1/

    https://jeffwangbest.wordpress.com/2008/04/08/living-the-personal-power-ii-day-2/

    https://jeffwangbest.wordpress.com/2008/04/08/living-the-personal-power-ii-day-3/

    3. Daily To-Do list

    I create a daily To-Do list in www.tadalist.com and check every item every day before I go to bed, and rename the To-Do list with new items added for tomorrow. Though sometimes I cannot finish all of them, but I do finish most of them. What’s more, that helps me mark down everything I think I need to do, even just flashing into my mind.

    That’s all for the passion stuff. I do feel good about what I have been through these days and I hope I can make it consistently.

    Take consistent actions, Jeff.

    Jeff

    9 Apr, 2008

     

    作者:Mr.6

    出处:http://mr6.cc

    原文超链接:http://mr6.cc/?p=1220

    p110.jpg 

    射手座的人好像都很喜歡「計畫未來」,我很愛寫下未來的目標,在一張Excel試算表裡面。從Excel第一代直到現在,電腦桌面都擺著這麼一張「生涯計畫」的excel表,上面寫著現在的年歲、明年生日的目標、後年生日的目標…。有時也設定年前的目標、夏天來臨前的目標、十月一日的目標……。任何的目標,只在心裡想想、嘴邊講講無效,白紙黑字寫在時間表上面,每天提醒,什麼時候該達成什麼事,達不到就是沒有成功,達到了就是人生又邁向前面一大步。

    回想剛從美國回來的時光,當時想做點不一樣的工作,加入過的幾間公司都不錯,但當我做完公事,躺在椅子盯著電腦發呆休息,心中仍不禁湧出一種無力感,這種無力感,大概就叫做「小小上班族的悲哀」,尤其從國外剛回來感覺更為強烈。國外的朋友拿我三倍的薪水,我在這裡的工作卻辛苦他們三倍、坐在比他們小三倍的cube,還常有些和專業無關的英文翻譯的工作丟給我,讓我有些錯亂,好像自己沒有專業,在這邊身兼最基礎的英文顧問。這是在北美洲上班不會有的感覺,或許是空間,或許是壓力,或許是一種城市的氣氛,或許是經濟大環境……。

    回顧一下,我發現,那段時間,我就是靠這些Excel試算表上面寫的「目標」熬過來的,讓我每日活得朝氣蓬勃,也完成了一些東西。我發現這些「短程中型計畫」就像前方山頂的一面面錦旗,讓我維持很高的生產力,忘卻「小小上班族的悲哀」,心中都是甜甜的巧克力。

    不過,我好像是個特例;上班族有些會訂目標,但很少訂下「有效的目標」。這巧克力不是讓我當「阿Q」,而是真的要完成一些事情。有時面試人,當面問他:「未來兩年內,想完成什麼事?」對方眼睛會閃出一點點的驚慌,招架不住這種問題,心裡想的或許是,我的目標就是明年三月趕快到,要和姐姐一起去員工旅遊;我的目標就是要一路考到思科證照,也要取得你這份工作…。總之,一般都答不出來,讓我得給他一個「選擇題」,一,傾向這樣這樣,二,傾向那樣那樣,對方才會很快的選一個。對方不是沒有目標,而是目標訂得「沒效率」。

    各位聽過,有些業務人員,會把報紙上全版的跑車圖剪下,釘在房間的天花板,每天早上起來就對著跑車喊:「我一定要成功!」這是業務人員的目標,因為他們有可能因為業績的突然成長,而在很短期就跑車入手。但,一般上班族沒有這種奢侈的機會。(當然換來的是較穩定的薪水),當時,我若給自己訂這種「明年要買跑車」的話,最後大概只會撲了一場空。

    所以,要上班族「訂目標」,原來也是一門藝術。自己訂了這麼久目標,我發現對上班族最有效的應是「短期」的「中型目標」

    「短期」很重要,如果目標訂得太遠,「十年後要買一棟房子」,就不知道現在應該幹什麼才能達到那個程度,只能在現有的辦公室「空忙」,忙到最後說不定是「一場空」。如果訂「明年春天到歐洲旅行二十天」,說不定公司有假期,尾牙又抽到頭獎,男友拿紅利幫你買,馬上就可以成行了,現在也不必付出什麼努力。所謂「短期目標」的定義,基本上就是我們平時「可以想像得到」的期限,在壓力下,不失呼吸的空間。我自己有個「測試法」,測試這個目標會不會太長或太短,當那個日期訂下去,先問,「今天不做任何事可不可以?」答案應該要是「還可以」,倘若不可以,表示這是「超短程目標」,這麼短的目標,一來實現起來的回饋太小,二來要常常換目標也換得很累。然後再問,「假如一整個星期不做它,可不可以?」答案應該要是「不行」才對,也就是說,我們在這個星期內必須有所動作。我自己實驗結果,真正的「短期」目標,符合人類生理的平衡,你不必今天一定要做完,若今天心情狀況不佳就算了,但一整個星期,一定要有一天做點超大的事,才可以完成目標。從前寫書時,我每個星期訂要寫幾章,剩下時間自己調配,這招,讓我永遠能在限期內寫完一整本書。

    除了「短期」,目標也要「中型」。所謂「中型目標」,是一個不會太小,也不會太大的目標。目標的size同樣也有測試法,我覺得,只要達成率落在「60%」左右,就可以叫做「中型目標」,這個比率的意思是,「中型目標」要「有點夢想,有點實際」,你若「做完」某件事,便拿下六成的成功率,但剩下還有四成,要靠運氣配合。譬如你希望在年底前升職等加調薪,這種事情可遇不可求,也非自己能掌控,達成率可能只有1%,這目標就「太大」了;有的目標,是要完成某社區大學MBA學程,這種目標只要你修完所有課,百分之百會完成,這種目標是「超小的目標」,只能算是「行動計畫」(action plan),不能算是有點夢想、有點實際的「中型目標」。

    現在,在自己工作的場所,對「目標」的感受還蠻深刻,把大家帶來同一個「創辦團隊」不難,難的是,要如何讓大家長期的一起走下去?已成立的大公司有「模範員工」,你知道他待幾年、有怎樣表現,就會達到公司如何的升遷與獎勵;而大公司有名氣、有股票,我們一開始什麼也沒有,把五湖四海的各種人才通通「砰」在一起,大家心中各有自己原先的目標與夢想的情況下,還能讓大家都很high?坦白說,在美國有比較多的人和我一樣對互聯網有所「狂想」,找到共同目標較容易,但在這邊較為困難一點。

    大家在心中永遠藏著幾個自己的私房目標,就像當初的我一樣,這些是無法改變的;小目標譬如工作時數太長,希望有天能回家吃晚飯;譬如公司太遠,有一天希望近一些…。大目標譬如明年要賺到人生第一桶1000萬,假如公司沒辦法幫忙完成,那只好在業餘炒股票賺賺看,工作變成只是一個安全網(safety net),不慎「住套房」還可以繼續有收入;假如公司太久沒有完成目標,就只好去找更好的工作,讓這些目標可以馬上實現、或更快實現。這些,都不是公司所樂見的。如果今天真的是和矽谷一樣一、兩個人一起創辦,然後再有五、六人加入,那可能就顧原本一兩人即可,不過,如果是「全部一起加入」,雖違背管理學基本原則,仍希望盡量顧及大家。可能達到這種「烏托邦」的境界嗎?人人有不一樣的目標,卻人人都愛死了這個工作?我發現,每個上班族的目標,一定都和公司的目標有所「相左」,但只要「短期中型目標」差不多,就有機會繼續下去。只要給同仁多一些選擇,多到大家都可以在公司提供的這麼多東西中,選一個配合他「短期中型目標」,這樣的話,便可以和公司一起發展。我們的一些專案規畫會走小型、負責、績效導向,網路上的環境本就適合這樣的風格,加上目前所建立的公司文化,為同仁提供了一個迥異於一般上班族的工作環境。

    在朋友眼中,我是個急性子的人,不知道在趕什麼,一次想做這麼多事情;其實十年來,我雖立過至少30~40個以上的「短期中型目標」,有的準時達到,但有的也delay、有的從未成功完成…。不過最後「結算」下來,我仍然是一個「做了蠻多事的人」。這就是「目標」的力量。那,你的「短期中型目標」是什麼呢?

    这是一篇很不错的文章。当我很清楚的知道目标的重要性之后,我还是经常没有目标或者是达不到自己所设定地目标。

    不知道怎样有效地设定目标,应该就是我现在所处的状态之一。我要好好利用一下这个理论,设定一些短期中型目标,更好地提高自己的工作效率和工作效益,朝自己的职业生涯目标更好的前进。

    感谢Mr.6的分享。

    Jeff

    23 Dec, 2007

    No people would refuse high salary and good opportunity in their career life. However, few of them are willing to pay for it.

    I found people around me usually complain all the time about the fact that their companies don’t offer them high compensation package and good career opportunity. But they never think about that they need to do something to get it. If you want to do no more than your colleague but are expecting higher salary and better opportunity, you are just daydreaming. Boss is not a fool. They know who creates value for them and who doesn’t. If you and your colleague do the same work and have same performance, why it should be you who deserves those benefits, but not your colleague?

     Therefore, to be qualified for what you are looking for, you should be willing to accept those extra job responsibility and deal with high working pressure.

    An outstanding person needs to be able to do something that those less outstanding people are unable to get it done. If you are  not willing to pay for it, by your talent and your time, you are not going to make it.

    Jeff

    17 Dec, 2007

    Next Page »