從管理者轉變爲領導者 如何釋放員工的潛能

The first and most important truth any leader must understand is that the human beings who work inside every kind of organization possess unlimited potential. They have the ability to solve any problem and to respond to unforeseen circumstances.
任何一位領導者首先需要知道的最重要的一條真理是：任何公司內工作的人都有無限的潛力。他們能夠解決任何問題，應對任何無法預測的情況。

The problem: most organizations today are unable to tap into that limitless human potential because of a series of self-imposed boundaries. Unlocking this potential means challenging the many assumptions that we have about work today: the incontestability of hierarchy, the importance of putting 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.
可目前的問題在於：因爲一些自我強加的條條框框，大多數公司無法挖掘員工的潛力。要釋放員工的潛力，就意味着要挑戰我們對於工作的許多想當然的觀點：比如等級制度的不可否認性，在辦公室投入時間的重要性，半年一次的員工評估，重視客戶的聲音而忽視員工的意見，以及爲了維持級別而對關鍵信息採取保密措施等等。

Organizations and their leaders must strive to break three common boundaries to unleash all of the talent and contribution lying in wait. The first is role-based: communication and collaboration is restricted by seniority level. How could a lowly entry-level employee possibly engage with a senior manager or worse… an executive! The second type of boundary is around departments and function. Marketing folks stick with their peers in marketing, sales with sales, product development with product development, and information and potential opportunities for innovation remain stuck within silos. The third most common type of boundary is geographic -- employees in one office or location simply don't "see" their peers in another.
要挖掘員工的才能，公司和領導人必須努力打破三個常見的壁壘。首先是依託於職位的管理，也就是說，溝通和協作受到資歷的限制。一位剛入門的底層員工怎麼可能與資深管理者或者高管交流呢？其次是與部門和職能有關。營銷部門、銷售部門、產品開發部門都僅限於內部交流，信息和潛在的創新機遇都被限制在各自的部門內部。再次就是地域壁壘——一間辦公室或一個地方的員工往往忽視在別處工作的同事。

Escaping these persistent and pernicious boundaries to communication, contribution, and collaboration requires three key shifts:
要想跳出這些限制溝通、貢獻和協作的堅固、有害的藩籬，需要進行以下三個方面的改變：

From management to leadership
從管理者轉變爲領導者

Lifting boundaries isn't a matter of executive direction. It's about re-thinking management and shifting perspective from telling people what to do to getting them excited to want to do it. We don't need more managers, we need more leaders. Today, 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 managers to look after those managers. The goal of all of this, of course, is to get a tighter grip on the organization, to enforce control.
打破藩籬與執行方向無關，而是要重新思考管理，從告訴人們做什麼，轉變成讓人們發自內心地想要去做某件事。我們不需要增加管理者的人數，我們需要的是更多領導者。如今，任何員工都有可能成爲我們所需要的領導者。但大多數公司的做法是引進更多的管理者，監督員工的工作，然後再引進其他人去管理下一級的管理人員。當然，這種做法的最終目的是更牢固地掌控公司，加強對所有人的控制。

The original goal of management was simply to make sure that employees showed up to work on time to do their tasks, to not ask questions, to not cause problems, and then to leave and do that over and over again. Management wasn't focused on innovation, the voice of the employee, engagement, or creativity. That was the case 100 years ago, and it's still the case at too many organizations today. This is why it's so crucial to create the capacity for leadership in every aspect of the business.
管理最初的目標就是保證所有員工準時到公司，完成工作，不要問問題，也不要引起麻煩，然後下班回家，如此循環往復。那時管理的重點並不是創新、員工的聲音、積極性或創造力。一百年前是如此，到今天在許多公司依然如此。所以，在公司各個方面培養領導能力變得至關重要。

The leader challenges common assumptions around management and mentors employees to help them become successful. The leader has followers not because he commands them, but because he has earned them.
領導者應該勇於挑戰圍繞管理的常見問題，爲員工提供指導，幫助他們取得成功。領導者之所以有人追隨，並不是因爲他們是發號施令的人，而是因爲他們用自己的行爲贏得了追隨者的信任。From "need-to-know" to collaborative technologies
從“須知”轉變爲協同技術

The range of collaborative technologies available today allows employees to connect with each other and with information at any time, anywhere, and on just about any device. While many leaders look at the onslaught of new tech as a problem to be solved, the most effective leaders today aggressively support any tools that enable employees to connect. It needs to be easy for an employee in California to find a co-worker in Beijing. It needs to be easy for an entry-level employee to start a dialogue with an executive, even though they may have never met face to face.
如今種類繁多的協同技術使員工可以隨時隨地在任何設備上彼此溝通和共享信息。許多領導者將新科技的入侵看成是必須解決的問題，但最高效的領導者卻會大膽支持任何能夠幫助員工交流的工具。在加州的員工需要很容易找到身處北京的同事。新員工應該有便利的途徑與公司高管進行交流，就算他們可能尚未謀面。

Collaborative technologies are also crucial in developing 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 the organization. Anyone can become a thought leader or subject matter expert.
協同技術對於培養領導者也至關重要。在新時代的職場中，領導者需要自己脫穎而出。他們公開分享自己的理念、觀點和反饋，吸引公司內的追隨者。任何人都可以成爲思想領袖或者某一個方面的專家。

From controlling management to boundary-breaking work
從控制管理轉變爲打破壁壘

At every turn, leaders must ask themselves, "How does this support our vision of breaking down boundaries?" How can employee onboarding be changed? What about talent management? Perhaps when employees are brought on board they are taken through a scavenger hunt where they must find and connect with colleagues around the world; something telecommunications company TELUS does for new recruits. What if, instead of semi-annual reviews, you go with a system of real-time feedback through a collaborative platform? Why not create a company leaderboard around health and wellness so that different geographic regions can see how they compare to one another. What if employees "narrated" their work in a public way so that everyone and anyone can see what they are working on? Every built-in management process is an opportunity for unleashing more human potential.
領導者必須時時刻刻提醒自己：“這對於我們打破壁壘的願景是否有幫助？”如何改變公司的員工？如何改革人才管理？或許，應該像電信公司TELUS的做法一樣，新員工入職的時候，必須通過一個尋寶遊戲，找到和聯繫位於世界各地的同事。如果我們放棄半年一次的績效評估，藉助協作平臺採用實時反饋的系統，結果又會如何？爲什麼不圍繞健康與保健設立一個公司的排行榜，讓不同地理區域的員工可以相互對比？讓員工公開“敘述”他們的工作，讓其他所有人都能瞭解他們在做什麼，能否產生好的效果？每一個內部管理流程都是挖掘員工更大潛力的機會。

Unlocking human potential is the new competitive advantage. But it's not as simple as expressing good intentions. And it's not enough for executives to proclaim, "our people are our most important assets." Every leader must do the hard work of breaking down boundaries and rethinking the most deeply held assumptions about work.
釋放員工的潛力就能轉化成新的競爭優勢。但說起來容易，做起來難。管理層只是泛泛而談“人才是我們最寶貴的資產”，而這遠遠不夠。每一位領導者都必須努力打破壁壘，重新思考有關工作的一些根深蒂固的假設。

What are you or your organization doing to break down the boundaries that constrain human potential? Share your stories and ideas in the Unlimited Human Potential Challenge at the MIX.
你或你的公司如何打破限制員工潛力的壁壘？歡迎在MIX的無限人類潛能挑戰項目中分享你的故事和觀點。