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想当一位好领导?可能这10个技巧会对你有用

Top 10 Tips to be a better manager

10条箴言 帮助你成为一个更好的管理者
Top 10 Tips to be a better manager
如果你是一个管理者 你的成功或失败
When you’re a manager, your success rests or falls
取决于你团队的质量
on the quality of your team.
与你的成员打交道
Getting the most of your people,
这便是你的日常工作
is your day job.
我已经花了20多年和各种管理者还有组织打交道
Now I’ve spent over 20 years working with managers and organizations
无论规模大小 他们来自各个部门
large and small, across a wide range of sectors.
照着做吧
Do just that.
所以这里我给你提供10条建议
So here are my top ten tips
你怎样可以提高你的管理技巧
how you can drive your management skills
从你的团队中收获最大的效益
and get the most, from your team.
看看吧
Enjoy.
1采取为顾客服务的心态
1 Adopt a customer service mindset
所以我的第一条建议 就是树立一个思维
So my first tip, is adopting a mindset
把你的团队当作你服务的顾客
where you think of your team as customers of your service.
但这与为内部客户服务原则略有不同
Now this is a slightly different take on the internal customer principle,
因为服务对象是其他部门 或者其他团队里的同事
because typically that applies to other departments, colleagues in other teams,
甚至是外部供应商
even external suppliers.
但是采取服务顾客的心态
But adopting a mindset of the customer
可以切实的改善你和团队之间的关系
can really impact the relationships you should have with your team
让人们服从你的管理
far too often people moving into management positions,
让他们把自己当作警官
think of themselves as a policeman
可以监督有哪个人做错了
that they’re there to catch people doing things wrong.
所以我的第一条贴士
So my first tip,
将你的成员视为享受你管理服务的顾客
adopt the mindset that your team are customers of your managerial service.
2 设立明确的目标和期待
2 Set clear goals and expectations
设立明确的目标和期待
Set clear goals and expectations.
这点看起来很平常 然而令人惊讶的是
That may seem obvious and yet it’s amazing
我们通常做的都是错的
how often we get that wrong.
无论在哪
Wherever possible,
在你的团队中 肯定起关键作用的表现
agree the key performance indicators with your team.
注意我说的是“肯定”
Notice I say “agree”.
也许我们不能总是做到这样 但无论如何 尽力去做
It’s not always possible, but wherever you can
让成员参与到讨论中
involve them in the discussion
决定关键性的指示是什么
of what those key indicators should be,
工作应该达到什么水平
what the level should be,
因为你的成员更可能去投入
because they are far more likely to buy into that
你要做的是努力去让他们表现
and try hard to deliver them.
设立清晰和积极的期待
Set clear and positive expectations of
你想让你的团队实现什么
what you want the team to deliver,
这包括整体表现 行为以及价值观
in performance terms but also in behavior terms and in values,
你想让他们作为一个小组
how you want them to behave and perform
怎样行动 怎样表现
as a group.
令人难以置信的是
It’s incredible how rarely
在组织里 很少看到用这点成功的
that is successful in organization.
很多年前
Many many years ago,
我还是一个资深管理团队中一员时
I was the member of a senior management team
为一个非常成功的组织工作
for a pretty successful organization.
事情进展得都很顺利
Things were going really well.
我以为 努力就可以让我们发展 但是却让我们误入歧途
And in an effort to… boost us I think, but misguidedly,
总裁曾经评价过我们的高级团队
the CEO once described our senior team
拥有5星级的抱负 却只有3星级的能力
as having five-star ambition and three-star ability.
我想 他的意思并不单单只是字面那样
I don’t think it’s what he meant,
你可以想象那个对话
but you can imagine the conversations
发生在他离开之后
that happened around that table after he left.
这并不是一个愉悦的经历
It wasn’t something that we found a very positive experience.
因此 让你的期待清晰明了
So, frame your expectations clearly,
并且积极
and positively.
但是很惊讶
But it’s incredible how often we,
我们总是假设人们很明白 他们知道自己的期待是什么
just assume that people are clear and know what’s expected.
《第八条原则》书中
In his book The Eighth Principle,
史蒂芬·柯维举了一个很好的类比
Stephen Covey gives a really good analogy,
这个类比基于对全球顶尖企业中
based on research among thousands upon thousands of employees
成千上万的员工的调查
in top global businesses.
他将这个调查结果应用到一个
He applies the results to a football,
11位队员的足球队中
soccer team of 11-player.
他想验证是否这些调查结果对足球队也适用
He said if those results were true for a football team,
不过11个队员中有4个人都不知道
four of the 11 players would have no idea
他们的目标是什么
which was their goal.
只有两位队员在意
Only two of the players would care,
也只有两位队员事实上知道
and only two of the players would actually know
他们在队中扮演什么角色
what position they were playing in,
以及他们应该做什么
and what they were supposed to do.
我想我可能已经认同这种想法了
I think I’ve probably supported that.
所以 对我们来说很容易就将它视为理所应当
So it’s easy to take this for granted.
设立清楚的期待
Set clear expectations,
明确的表现指标
clear performance indicators,
用这种办法 你会在业绩中收获回报
it will pay dividends in performance.
3 提出更好的问题
3 Ask better questions
提出更好的问题
Ask better questions.
事实上 就是要提问
In fact, ask questions.
根据我的经验 管理者真的很擅长陈述
In my experience, managers are really good at making statements.
他们擅长告诉别人做什么
They’re really good at telling people what to do,
就像警察的处事模式一样
back to that policeman mode.
他们不擅长主动提问
They are far less good at asking questions
也就是他们想要去理解
where they really want to understand
其他人 或者整个团队的想法
the other person or the team’s perspective.
他们更加擅长发表他们的观点
They’ve even got more sophisticated at making their statements
而他们的限制就在于不擅长提问
and their restrictions appear to be like questions.
所以你要用很简单的开放问题
So use simple open questions,
典型的问题形式 比如:“你怎么想的?”
classic questions like, “what do you think?”
得到回复后 你会感到惊讶
You’ll be amazed at the response you get,
特别是当你停下
particularly when you stop,
倾听别人讲话的时候
and listen to what people actually have to say.
所以问更好的问题
So ask better questions.
你会发现 你正在建立一个更加稳固的 健康的关系
You will find, you will build stronger, healthier relationships
4 寻求想法 分享你的经验
4 Seek ideas and share your experience
寻求想法 分享你的经验
Seek ideas, share your experience.
所有的管理者通常都感到
All too often managers feel that
他们必须成为提出解决办法的人
they have to be the person to come up with the solution,
他们不得不解决所有的问题
they have to solve all the problems
其实事情并不是这样
and it’s simply not the case.
人们充满了各种各样好的想法
People are full of really good ideas,
他们富有创造力 这可以激发你的创新能力
real creativity that can help you drive innovation.
作为一个管理者 你的作用就是
As a manager, your role is to facilitate,
促使人们提出好的想法
getting those ideas to the surface.
所以和成员们交流 让人们参与
So talk to people, involve people.
你可以采用建议3的“问题”法 应用到建议4
Again this is where the questioning can come to the four.
用一切方法 寻求点子 分享你的经历
Seek ideas by all means. Share your experience
但你不需要知道一切事情的答案
but you do not need to know the answer to everything.
5 榜样行为与价值观
5 Role model behaviour and values
榜样行为与价值观
Role model behavior and values.
我并不是说按我说的只是说说
It is not a case of do as I say,
而是切实落实到行动
it’s a case of do as I do.
我们之前谈过期待
We spoke earlier about expectations
让人们清楚做什么是对的
and making people clear on those is great,
但是你需要具体说明那些行为
but you need to demonstrate those behaviors
那些在实践中培养的价值观
and those values in practice.
不要交代别人一件事 却做另一件事
So don’t just tell people one thing and behave in another.
相信我 他们不会按照你说的做的
Believe me, they will not follow what you say.
他们一定会跟随你所做的而做
They will definitely follow what you do.
6 记住一个团队是由个体组成的
6 Remember a team is made up of individuals
记住 一个团队
Remember that a team,
是由一群个体组成的
is made up of a whole bunch of individuals.
不要将你的团队带成一盘散沙
Avoid treating your team as an amorphous mass.
记住 团队里人都是独立个体
Remember each of those people is an individual.
他们有不同的技能 与众不同的能力
They have different skills, different abilities.
拥有不同的沟通方式
They have different ways of communicating,
以及学习方式
different ways of learning.
他们怀揣不同的希望与期待
They have different hopes, different expectations.
作为一个管理者 我们的角色
As a manager, our role
就是让人们知道他们在哪
is to meet people where they are,
根据对话 学习来判断
in terms of communication, in terms of learning.
找到一个方法采用你的管理方式 应用你的沟通风格
Find a way to adapt your managerial and your communication style,
花时间和每一个人打交道
and spend time with people as individuals.
为人们腾出你的时间
Making time for people
这是管理过程中重要的一步
is a really important part of the management process.
7 让事情简单化
7 Keep things simple
努力工作 让事情简单化
Work hard, to really keep things simple.
查尔斯·明格斯 爵士乐男低音演奏者
I think it was Charles Mingus, the jazz bass player
曾经说过 让简单的事复杂化
who once said, to make the simple complicated.
这是司空常见的事
That’s commonplace.
但是让复杂的事简单化
But to make the complicated simple,
尤其简单
breathtakingly simple,
那便是创造力
that’s creativity.
那是他讨论世界音乐的时候说的
Now he was talking about the world of music,
但同样可以应用到管理世界
but that equally applies to the world of management.
尽你所能让事情变得清楚简单
Aim to keep things as clear, and simple as you can.
简化并不意味着容易 不意味着庇护
Simple doesn’t mean easy, simple doesn’t mean patronizing,
它的意思是通俗易懂
it means clear and easy to connect with an understand.
它可以带来一个完全不同的结果 一个清楚明了的对话
It makes a tremendous difference, clear communication,
清楚的指示及组织结构
clear instruction, clear involvement.
让事情简单化
Keep things simple.
8 给予 寻找高品质的表现反馈
8 Give and seek high quality performance feedback
给予 寻找高品质的表现反馈
Give and seek, regular high quality feedback.
我们在组织里最常听到的一件事就是
One of the things I hear most often in organizations
我们得不到足够的反馈
is we don’t get enough feedback.
其实事实并不是这样的
And rarely is that the case,
反馈无处不在
it’s the, the feedback that’s around,
只是质量较低
is of such low quality
事实上 人们并没有意识到那就是反馈
that actually people don’t recognize it as feedback.
人们就把它当作随口说说
It’s a throwaway comment,
或者 就是一个失控的情况
or it’s where a situation has gone out of hand
在愤怒或是挑衅情况下发生的
and it’s bubbled over as anger or aggression.
找到方式给出清晰的
So, finding ways to give clear
高质量的 客观的反馈
high quality, non-judgmental feedback
不要忘记 针对我们的管理技巧与能力
and don’t forget, ask for feedback
寻求成员的反馈
on your skills and abilities as a manager.
记住你的团队就是你的顾客
Remember your team are your customer.
你是会向你的顾客寻求反馈的
You would seek customer feedback.
所以定期也要让你的团队给你反馈
So seek feedback from your team regularly.
认真听你得到的反馈 尽可能的做到回复
Listen to it, and wherever possible, respond to it.
9 保持乐观的心态
9 Be positive
大多数时间 你要保持乐观的心态
Be positive, most of the time.
切记 你不是一个警察
Remember you’re not a policeman.
你需要鼓动 鼓励 支持
You’re there to motivate, to encourage, to support,
参与
to engage.
现在 也许有好多次
Now there may be times,
当你知道人们是独立个体的时候
when you know people as individuals,
你用一个不太消极的方式
where they will be motivated,
激励他们
in a slightly more negative way.
通过不正确的结果来激励队员
They’ll be motivated by the consequence of not getting things right.
但是我们大部分的时间 对于大部分人
But for most of the time, and most people,
我们需要积极的动力
we need positive motivation.
因此 把注意力放在鼓励人们上
So keep positive focus on encouraging people,
集中在支持成员
focus on supporting people,
学会利用结果及消极动力
and only use the consequences and negative motivations
应用在特定的个体和情况上
when it’s appropriate for an individual or a situation,
从不要把其看做威胁
and never as a threat.
积极性可以帮助我们赢得所有的时间
Positivity wins all of the time.
10 利用下面5个问题
10 Use these five simple questions
有五个简单的问题
There are five simple test questions
你可以问你自己 关于你的团队
that you can ask yourself about your team,
可能更重要的是
and probably more importantly,
你需要直接问你团队成员
directly ask members of your team.
如果他们积极回答
And if they answer positively,
这个是个很好的征兆 事情一切发展的很顺利
it’s a really good indicator, things are going well,
作为一个管理者 你做的很好
and you’re moving in the right direction as a manager.
问题一 我适合这个职位么?
Question number one, do I fit in?
就是说 我是不是一个方形桩却想钉进圆形洞里?
Do I feel like a square peg in a round hole?
或者说 我找到自己的归属感了么?
Or do I feel that I belong?
问题二 我是否清楚人们对我的期待?
Question number two, am I clear what’s you expected on me?
现在我们已经讨论过那点的重要性
Now we’ve talked about the importance of that already,
人们需要极其明白这一点
people need to be crystal clear,
别人对他们的期待是什么 他们应该怎样表现
on what’s expected, how their performance is measured.
问题三 我们能不能得到支持?
Number three, do I feel supported?
如果我需要帮助 会有人帮我么?
If I need help, do I think it’s available?
我是不是足够自信 可以向他人寻求帮助?
Do I feel confident enough to ask other people?
或者我是否感觉自己正在被监督或监视?
Or do I feel that I’m just being policed and monitored?
问题四 我能不能感知到自己存在的价值?
Number four, do I feel valued?
我的奉献是不是值得?
Is my contribution worthwhile?
我在这个团队
Do I feel an important part of the team,
以及我们所寻找的成功中 是否是重要的一部分?
important part of the success that we’re seeking?
最后 问题五 我能否感觉到被鼓励?
Finally, number five, do I feel inspired?
我期待工作么?
Do I look forward to coming to work?
在我的规划中 我需要带着活力工作吗?
Do I travel to work with a spring in my step?
带着想要完成那一天的目标
Full of the joys,
拥有愉悦的心情工作吗?
of what I’m going to achieve that day?
如果你的团队成员回答“好”
If members of your team answer “yes”,
或是对这个五个问题答案较积极
or positively to those five questions,
那就意味着你做得很好了
then you’re well on the way,
你正在成为一个更好的管理者
becoming a more effective manager.
我的作用就是帮助组织团体从他们的员工中 获取最大的效用
I help organizations get the best from their people
让人们更好的实现自身价值
and people get the best from themselves.
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www.rhlassociates.com or www.richardhlock.com

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成为一个好的管理者需要我们跟我们的团队建立良好的关系

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