5點(diǎn)來判斷你的領(lǐng)導(dǎo)者是否失敗
The best leaders I have witnessed over the years are committed to understanding how to meet the needs of employees from every generation.
這些年來，我觀察過許多優(yōu)秀的領(lǐng)導(dǎo)者，他們致力于理解不同員工的需求。
Have you noticed how drastically different a Millennial needs to be led versus, say, a baby boomer?
你注意過千禧年和嬰兒潮時(shí)期出生的人需求有多大的不同嗎?
I have also noticed that the best leaders have a keen sense of the things they need to avoid doing to keep leading at a high level.
我同樣注意到，好的領(lǐng)導(dǎo)者能敏銳地意識(shí)到他們處于高位領(lǐng)導(dǎo)時(shí)應(yīng)該避免去做的事。
This is the focus of my article today.
這是我今天這篇文章的焦點(diǎn)。
I'm highlighting five common mistakes leaders make to "blow it" with their employees. If any of these strike a chord with you as a leader, it is never too late to make a change.
我會(huì)強(qiáng)調(diào)五點(diǎn)領(lǐng)導(dǎo)者對(duì)員工犯的普遍錯(cuò)誤。如果任何一條引起了你作為一名領(lǐng)導(dǎo)者的共鳴，改變永遠(yuǎn)都不晚。
1. Squashing the talents and strengths of team members
1. 壓制團(tuán)隊(duì)成員的天賦和優(yōu)勢
Not recognizing their unique strengths and talents beyond a job description, and how that translates to high performance, is certainly an engagement killer. People love to use their unique gifts. The best leaders will leverage close relationships with employees by finding out what their strengths are, and bringing out the best in their employees.
沒有意識(shí)到自己在工作之外獨(dú)特的優(yōu)勢和天賦，以及怎樣轉(zhuǎn)化為高效模式，這樣的人毫無疑問是管理失敗者。人們喜歡運(yùn)用自己的獨(dú)特天賦。好的領(lǐng)導(dǎo)者會(huì)利用與員工的親密關(guān)系，找到他們的優(yōu)勢，并使其把最好的一面顯示出來。
2. Getting the last word
2. 最終拍板
Are you an employee reporting to a manager who is always right, and has the final say on everything? In leadership literature, this is a person with low EQ (Emotional Intelligence).When this leader doesn't solicit the opinions of others, get buy-in from team members (especially when change is on the horizon,because change is often scary), trust erodes and morale goes in the tank.
作為一名員工，你需要向一個(gè)總是自認(rèn)為正確、并且對(duì)所有事都有最終話語權(quán)的領(lǐng)導(dǎo)匯報(bào)嗎?在領(lǐng)導(dǎo)文化中，這是一個(gè)低情商的人。當(dāng)領(lǐng)導(dǎo)者不征求他人的意見、不從團(tuán)隊(duì)成員身上得到支持時(shí)(尤其是當(dāng)改變即將到來的時(shí)候，因?yàn)楦淖兛偸强膳碌?，信任就會(huì)被侵蝕，士氣也會(huì)瓦解。
When this leader doesn't lay out a vision and listen to the collective voice of the team in pursuing the vision, chances are team members will not feel cared for, respected, or valued.As a result, team members will become increasingly passive and resentfully compliant. Does that resonate?
如果領(lǐng)導(dǎo)者沒有制定出一個(gè)愿景，并聽從團(tuán)隊(duì)在追求愿景時(shí)的集體聲音，團(tuán)隊(duì)成員有可能會(huì)感到不被關(guān)心、尊重或重視。因此，團(tuán)隊(duì)成員會(huì)變得越來越被動(dòng)、憤憤不平地順從。這能引起團(tuán)隊(duì)的共鳴嗎?
3. Hoarding information
3. 囤積信息
Here's the real reason leaders hoard and withhold information: It's about power and control. And control is one of the most effective ways to kill trust. A leader hoarding information to control his environment and the people in it cannot be trusted. The reverse of this is a leader who acts responsibly by sharing information and being transparent with their team.
領(lǐng)導(dǎo)者囤積和隱瞞信息的真實(shí)原因是：權(quán)力和控制力�？刂屏�(duì)人際間的信任最具殺傷力。一個(gè)領(lǐng)導(dǎo)者通過囤積信息來控制他周圍的環(huán)境，身處其中的人不能被信任。與此相反的做法是，領(lǐng)導(dǎo)者與自己的團(tuán)隊(duì)分享信息、透明公開，表現(xiàn)的`很負(fù)責(zé)。
4. Micromanaging
4. 事事監(jiān)管
Micro-managers operate their way because, again, it's about power, and power is about control; don't let them fool you by making you believe it's to keep from things going bad, or because they want to ensure things are done "the right way" as the "experts." So how do you avoid a micro-managed environment? Three ways:
無所不管的管理者這么做同樣是因?yàn)闄?quán)力，權(quán)力和控制是相關(guān)的。別讓他們愚弄你，讓你相信這是為了避免事情變?cè)�，或只是想�?ldquo;專家”的姿態(tài)“正確處理”事情。所以你如何避免無所不管的環(huán)境呢?這里有三種辦法：
• First, pay attention to your hiring process. Are you asking the right questions to assess and measure culture fit, and the work behaviors you desire on top of your technical and other hard skills?
• 首先，關(guān)注你的招聘流程。你是否問了合適的問題去評(píng)價(jià)和權(quán)衡文化契合以及工作表現(xiàn)，以及你最期望的技術(shù)和其他硬實(shí)力?
• Secondly, are team members being trained properly? And do you have an engaging onboarding process that puts the emphasis on developing the team?
• 其次，團(tuán)隊(duì)成員是否接受了恰當(dāng)?shù)挠?xùn)練?你是否有完善的管理流程，能把重點(diǎn)放在發(fā)展團(tuán)隊(duì)上?
• Lastly, are you listening to feedback (and doing something about it) that will further support staff needs, and improve yourself (and your business, I might add) as a leader? When you hire bright people that reflect your and your company's values, equip them to succeed, and share power with them, you have extended trust their way, and are on your way to building a great team.
• 最后，你是否聽了反饋(并為此做一些事)，能更好地支持員工需求，提升你自己(以及你的事業(yè))作為一個(gè)領(lǐng)導(dǎo)者的能力?當(dāng)你招聘了符合你和公司價(jià)值觀的高素質(zhì)人才，武裝他們讓其取得成功，跟他們分享權(quán)力。這樣你擴(kuò)展了對(duì)他們的信任，并且是在組建一支很棒的團(tuán)隊(duì)。
5. Not making themselves available
5. 一直沒空
Some (but not all) meetings are important and necessary. We all get that. But when leaders are booking unnecessary meetings while spending less one-on-one time with team members, that leader is sending a message that they don't care about them.
一些(但不是所有)會(huì)議是重要并且必要的。我們都明白。但當(dāng)領(lǐng)導(dǎo)者預(yù)定不必要的會(huì)議，而減少與團(tuán)隊(duì)成員一對(duì)一的接觸時(shí)，領(lǐng)導(dǎo)者就發(fā)出了這樣一種訊息：他不關(guān)心團(tuán)隊(duì)成員。
This may not be a reflection of character, but it's what is coming across to team members. If you want to avoid your schedule being a reflection of your priorities and showing that you don't care, create margin and build in time (15-20 minutes at the most will do the trick) for one-on-ones.
這可能不是性格的反映，但卻給了團(tuán)隊(duì)成員這樣的訊息。如果你想避免自己的日程反映優(yōu)先順序，并且展示你不在乎，那就一對(duì)一地創(chuàng)造空閑時(shí)間(最多15-20分鐘就能有成效)。
Or you can block off time for team members to drop by and ask questions, address concerns, get mentored, and just "check-in."
或者你對(duì)團(tuán)隊(duì)成員封鎖了隨機(jī)提問、提出需求、尋求指導(dǎo)的時(shí)間，剩下的只是“打個(gè)照面”的時(shí)間。
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