如何拯救你自己!
每个人都有盲点,这些事情别人都知道,你却完全一无所知。它们可能是很小的东西,例如每个人都能看到你衬衫上的污点,除了你;你在会谈中迟到并说了一些不恰当的话,每个人都知道讨论的细节,除了你;或者用外语说话时读音有错误,其他每个人都说得准确,除了你。
毫无疑问,你至少有过一个这样的经历。当盲点被发现时,你可能会感到尴尬,然而,这种伤害通常不会太严重——至少从长期来看是这样的。
另一方面,如果你的角色是一个领导,其中一些盲点的成本可能会特别高。它们会影响你的职业声誉、表现和团队结果。
有很多潜在的盲点,但我发现这四个盲点非常常见且代价很高。 每个都基于特定的假设。
1、假设人们知道目标。研究表明,只有15%的人能说出领导者最重要的目标。但许多领导者认为,每个人都知道什么是最重要的。你应该试着问自己这些问题:你的团队或组织最重要的1-3个目标是什么?你的人员知道你的目标吗?你怎么知道他们知道这些目标?
2、假设人们知道他们应该做什么。明晰和沟通一个目标是至关重要的,但还不够。员工还需要了解他们的工作与既定目标的关系。假设员工理解这个关系,或者认为关系本来就存在,这是另一个领导盲点。当你假设人们知道该做什么时,你可能会脱离会议问各人这样的问题:“这听起来是个好主意,但我们能做些什么来影响这个目标?”在这些情况下,人们不会感到被授权;他们会感到被抛弃。你应该试着问自己这些问题:你的员工知道他们能做什么来实现目标吗?他们是否了解自己的日常工作如何推动目标的实现?
3、假设你知道如何最好地完成员工的工作。有时,领导者认为他或她最知道如何实现目标。领导者既要告诉人们目标是什么,又要告诉他们如何去做。与上面提到的被抛弃的问题不同,这些领导者是微观管理的。领导者认为他是乐于助人的,但员工却感觉自己不被领导信任。当然,这是一个糟糕的情况,如果领导者不知道如何最好地完成任务,情况会更糟。你应该试着问自己这些问题:你是否问过你的员工他们会如何选择去实现目标?你是不是太指手画脚了? 你是否违背了参与产生承诺的观念?
4、假设你知道员工的动力所在。人们因不同的事情被激励。有人可能认为是奖金,另外的人却认为这远远不是积极的认可。一些领导者认为,如果有什么东西激励了他们,他们的员工也会有同样的感受。要注意,如果员工只是想要多几个小时的自由时间,那么经济上的奖励并不能激励他们。你的大多数员工已经有足够的t恤和咖啡杯了,拍拍背的鼓励或手写的便条有时就足够了。如果你真的想知道什么在激励你的员工,不要假设,你要问。你应该试着问以下几点: 你上一次的奖励、激励计划的效果如何? 你知道什么真正激励您的员工吗? 你上次问他们是什么时候?
你是这些盲点的受害者吗?
We all have blind spots. These are things that others know about you, but about which you are completely clueless. They can be small things like a stain on your shirt that everyone sees - except you, a conversation that you arrive late to and say something out of place; Everyone knows the details of the discussion - except you or a mispronounced word when speaking a foreign language. Everyone correctly says it - except you.
There is no doubt you have had at least one of these experiences. You might be embarrassed when the blind spot is revealed; however, the damage is typically not too significant - at least in the long-run.
There is no doubt you have had at least one of these experiences. You might be embarrassed when the blind spot is revealed; however, the damage is typically not too significant - at least in the long-run.
There are many potential blind spots, but I find these four are very common and costly. Each is based on a specific assumption.
1. Assuming People Know the Goals. Research suggests that only about 15% of people can name their leaders’ most important goals. But many leaders assume everyone knows what’s most important. You should consider asking yourself these questions: What are the 1-3 most important goals for your team or organization? Do your people know the goals? How do you know they know them?
2. Assuming People Know What They Should Do. Clarifying and communicating a goal is critical, but insufficient. Employees also need to understand how their work connects to the stated goals. Assuming people understand the connection, or that a connection exists at all, is another leadership blind spot. When you assume people know what to do, you may walk out of your meetings asking each other questions like, "That sounds like a great idea,but what can we do to impact that goal?" In these instances, people don't feel empowered; they feel abandoned. You should consider asking yourself these questions: Do your people know what they can do to accomplish the goals? Do they understand how their daily work drives goal accomplishment?
3. Assuming You Know How to Best Do Your Employees' Jobs. Sometimes a leader assumes that he or she knows best how to accomplish the goal. The leader both tells the people the goal and how to do it. Unlike the abandonment issue above, these leaders are micromanaging. The leader assumes he is being helpful, but the people simply believe that they are not trusted. Of course,this is a bad situation, but it’s even worse if the leader doesn't really know how best to do the task. You should consider asking yourself these questions: Do you ask your people how they might choose to go about accomplishing the goals? Are you too directive? Could you be violating the concept that involvement breeds commitment.
4. Assuming You Know What Your People Find Motivating. Different things motivate people. What one might consider a reward, another think is far from positive recognition. Some leaders assume that if they personally find something motivating that their people will feel the same. Be mindful that a financial reward isn’t too motivating if the employees simply want a few extra hours of free time. Most of your folks already have enough t-shirts and coffee mugs. Moreover, a pat on the back or a hand-written note is sometimes reward enough. If you really want to know what motivates your people, don't assume things, you should ask. You should consider the following things: How effective have your last reward/incentive programs been? Do you know what truly motivates your people? When was the last time you asked them?
Are you falling prey to any of these blind spots?
Humberto Valles
ICC General Manager
本文链接: http://http://www.icctc.cn/content/?2082.html