如何释放员工的潜能

1、如何释放员工的潜能Breaki ng dow n boun daries at workThe first and most importa nt truth any leader must un dersta nd is that the huma n beings who work in side every kind of orga ni zati on possess un limited pote ntial. They have the ability to solve any problem and to resp ond to un foresee n circumsta nc

2、es.任何一位领导者首先需要知道的最重要的一条真理是：任何公司内工作的人都有无限的潜力。他们能够解决任何问题，应对任何无法预测的情况。The problem: most organizations today are unable to tap into that limitless huma n pote ntial because of a series of self-imposed boun daries. Uni ock ing this pote ntial means challe nging the many assumpti ons that we have about wo

3、rk today: the incon testability of hierarchy, the importa nce of putt ing in time in the office, semi-annual employee reviews, valuing the voice of the customer but not of the employee, and the restriction of vital information to preserve rank.可目前的问题在于：因为一些自我强加的条条框框，大多数公司无法挖掘员工的 潜力。要释放员工的潜力，就意味着要挑战我

4、们对于工作的许多想当然的观点：比如等级制度的不可否认性，在办公室投入时间的重要性，半年一次的员工评估, 重视客户的声音而忽视员工的意见，以及为了维持级别而对关键信息米取保密措 施等等。Orga ni zatio ns and their leaders must strive to break three com mon boun daries to uni eash all of the tale nt and con tributio n lying in wait. The first is role-based: com muni cati on and collaborati on

5、is restricted by seni ority level. How could a lowly en try-level employee possibly en gage with a senior man ager or worse an executive! The sec ond type of boun dary is around departments and function. Marketing folks stick with their peers in marketing,sales with sales, product developme nt with

6、product developme nt, and in formatio n and pote ntial opport un ities for inno vati on remai n stuck within silos. The third most com mon type of boun dary is geographic - employees in one office or location simply dont see their peers in another.要挖掘员工的才能，公司和领导人必须努力打破三个常见的壁垒。首先是依托于职位的管理，也就是说，沟通和协作受

7、到资历的限制。一位刚入门的底层员工怎 么可能与资深管理者或者高管交流呢？其次是与部门和职能有关。营销部门、销售部门、产品开发部门都仅限于内部交流，信息和潜在的创新机遇都被限制在各 自的部门内部。再次就是地域壁垒一一一间办公室或一个地方的员工往往忽视 在别处工作的同事。Escap ing these persiste nt and perni cious boun daries to com muni cati on,contribution, and collaboration requires three key shifts:要想跳出这些限制沟通、贡献和协作的坚固、有害的藩篱，需要进行以下

8、三个方面的改变：From man ageme nt to leadership从管理者转变为领导者Lift ing boun daries isnt a matter of executive direct ion. Its about re-th inking man ageme nt and shifti ng perspective from telli ng people what to do to gett ing them excited to want to do it. We dont need more managers, we need more leaders. Toda

9、y, any employee can become that leader. Yet the norm in most organizations is to bring in more and more managers to oversee people and then more man agers to look after those man agers. The goal of all of this, of course, is to get a tighter grip on the organization, to enforce control.打破藩篱与执行方向无关，而

10、是要重新思考管理，从告诉人们做什么，转变成让人们发自内心地想要去做某件事。我们不需要增加管理者的人数，我们需要的是更多领导者。如今，任何员工都有可能成为我们所需要的领导者。但大多数公司的做法是引进更多的管理者，监督员工的工作，然后再引进其他人去管理下一级 的管理人员。当然，这种做法的最终目的是更牢固地掌控公司，加强对所有人的控制。The orig inal goal of man ageme nt was simply to make sure that employees showed up to work on time to do their tasks, to not ask ques

11、tions, to not cause problems, and the n to leave and do that over and over aga in. Man ageme nt was nt focused on inno vati on, the voice of the employee, en gageme nt, or creativity. That was the case 100 years ago, and its still the case at too many orga ni zati ons today. This is why its so cruci

12、al to create the capacity for leadership in every aspect of the bus in ess.管理最初的目标就是保证所有员工准时到公司，完成工作，不要问问题，也不要引起麻烦，然后下班回家，如此循环往复。那时管理的重点并不是创新、员工的 声音、积极性或创造力。一百年前是如此，到今天在许多公司依然如此。所以， 在公司各个方面培养领导能力变得至关重要。The leader challe nges com mon assumpti ons around man ageme nt and men tors employees to help the

13、m become successful. The leader has followers not because he comma nds them, but because he has earned them.领导者应该勇于挑战围绕管理的常见问题，为员工提供指导，帮助他们取得成功。 领导者之所以有人追随，并不是因为他们是发号施令的人，而是因为他们用自己 的行为赢得了追随者的信任。From n eed-to-k now to collaborative tech no logies从“须知”转变为协同技术The range of collaborative tech no logies a

14、vailable today allows employees to connect with each other and with in formatio n at any time, any where, and on just about any device. While many leaders look at the on slaught of new tech as a problem to be solved, the most effective leaders today aggressively support any tools that en able employ

15、ees to conn ect. It n eeds to be easy for anemployee in California to find a co-worker in Beijing. It needs to be easy for an en try-level employee to start a dialogue with an executive, eve n though they may have n ever met face to face.如今种类繁多的协同技术使员工可以随时随地在任何设备上彼此沟通和共享信 息。许多领导者将新科技的入侵看成是必须解决的问题，但最

16、高效的领导者却会 大胆支持任何能够帮助员工交流的工具。在加州的员工需要很容易找到身处北京 的同事。新员工应该有便利的途径与公司高管进行交流，就算他们可能尚未谋面。Collaborative tech no logies are also crucial in develop ing leaders .In the new world of work, leaders create themselves. They share their ideas, content, and feedback in a public way, which attracts followers within t

17、he orga ni zati on. Anyone can become a thought leader or subject matter expert.协同技术对于培养领导者也至关重要。在新时代的职场中，领导者需要自己脱颖而出。他们公开分享自己的理念、观点和反馈，吸引公司内的追随者。任何人都 可以成为思想领袖或者某一个方面的专家。From con trolli ng man ageme nt to boun dary-break ing work从控制管理转变为打破壁垒At every turn, leaders must ask themselves, How does this s

18、upport our visio n of break ing dow n boun daries? How can employee on board ing be cha nged? What about tale nt man ageme nt? Perhaps whe n employees are brought on board they are take n through a scave nger hunt where they must find and connect with colleagues around the world; someth ing telecom

19、muni cati ons compa ny TELUS does for new recruits. What if, i nstead of semi-a nnual reviews, you go with a system of real-time feedback through a collaborative platform? Why not create a compa ny leaderboard around health and well ness so that differe nt geographic regi ons can see how they compar

20、e to one ano ther. What if employees n arrated their work in a public way so that every one and anyone can see what they are work ing on? Every built-i n man ageme nt process is an opport un ity for uni eash ing more huma n pote ntial.的风是有灵性的,依着风的眼眸,领导者必须时时刻刻提醒自己：“这对于我们打破壁垒的愿景是否有帮助？ 何改变公司的员工？如何改革人才管

21、理？或许，应该像电信公司TELUS的做法一样，新员工入职的时候，必须通过一个寻宝游戏，找到和联系位于世界各地的 同事。如果我们放弃半年一次的绩效评估，借助协作平台采用实时反馈的系统， 结果又会如何？为什么不围绕健康与保健设立一个公司的排行榜，让不同地理区域的员工可以相互对比？让员工公开“叙述”他们的工作，让其他所有人都能了解他们在做什么，能否产生好的效果？每一个内部管理流程都是挖掘员工更大潜 力的机会。Unlocking human potential is the new competitive advantage. But its not assimple as express ing g

22、ood inten tio ns. And its not eno ugh for executives toproclaim, our people are our most importa nt assets. Every leader must dothe hard work of break ing dow n boun daries and reth inking the most deeply held assumptio ns about work.释放员工的潜力就能转化成新的竞争优势。但说起来容易，做起来难。管理层只 是泛泛而谈“人才是我们最宝贵的资产”，而这远远不够。每一位领

23、导者都必须 努力打破壁垒，重新思考有关工作的一些根深蒂固的假设。What are you or your orga ni zati on doing to break dow n the boun daries thatcon strain huma n pote ntial? Share your stories and ideas in the Un limitedHuman Potential Challenge at the MIX.你或你的公司如何打破限制员工潜力的壁垒？欢迎在MIX的无限人类潜能挑战项目中分享你的故事和观点。全文阅读* assumption ?s?mp ?n vid

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