領導實務的反思 #3 — 逃離管理黑洞

Reflection from “Monday Morning Leadership” #3 — Escape from Management Land

在導讀前想先分享一份報告:根據 OECD, PISA 2018 Database (國際學生能力評量)調查指出,「許多亞洲國家的學生對失敗的恐懼最大…而女孩對失敗的恐懼更大」,(也許有點意外?)「台灣學生是全世界最害怕失敗的!」 — 主因來自於「當我失敗,我擔心其他人怎麼看我」的心理包袱。

恰巧七月底受邀導讀《教練》,對於書中提倡「最佳團隊擁有最強的心理安全感,而安全感源於成員之間的信任」的心法感觸頗深 — 失敗後能奮起,便是刻意練習不因上述心態造成信念動搖,相信團隊互相支持的力量,正視令你最 uneasy 的痛點,虛心接受批評,緩步而堅定地修正前行。

Reference: OECD — Index of Fear of Failure

傑夫很勇敢地前往兩個離職員工的家登門拜訪。

"I was shocked by what I heard...they didn't leave the company; they left me - their manager.(the reason) Basically it came down to three things:1. hire good employees. (felt abused: punishing the good employees by giving them more work and rewarding the lower performing employees by allowing them to do less?)2. coach every member of the team to become better. ('I assumed' they were happy working without much feedback - not paying enough attention to their individual needs.)3. dehire the people who aren't carrying their share of the load. (what began as one negative and cynical employees became a whole team of negative and cynical employees.)...one of the 'main things' for a leader is to eliminate confusion...something that may have contributed to the confusion on the team is a trap many managers fall into, (called) 'management land', where things are not always as they seem."
「當時他們說的話真的讓我很訝異…他們的心一直都沒離開過公司…他們只是離開我 — 他們的主管。(原因)大概可分成三個方面:1. 僱用優秀的員工(為什麼盡忠職守反而得到不公平待遇)
2. 指導員工使其更上層樓(並沒有給予足夠的回饋與指導)
3. 解僱尸位素餐的人(少數人品德問題打擊整個團隊士氣)
...領導者的「首要問題」之一就是消除下屬的困惑...這些讓團隊感到困惑的事情,往往是許多主管不經意就會掉下去的陷阱,即為『管理黑洞』-- 亦即事情通常與表面看到的不同」

關於原文提及的 “I assumed” 特別感同身受。身為二寶媽、過去曾同時擔任兩個團隊的主管,坦言也曾犯了「在放權跟不管事中間取得平衡」的錯誤 — 在死線及效率中常忘了要多傾注耐心給「特別放心的優秀隊友」,私以為「看起來都在軌道上」,殊不知缺乏充分溝通,無形造成壓力、而影響團隊既定的排程…(掩面)連結回書裡的團隊分佈(如下圖)「一旦持續加重超級明星的工作量…往往會因為額外施加的壓力,而被壓成中層星」QQ

Reference: Monday Morning Leadership

讓我們一起來努力要求自己做的更好:

"Your job is not to lower the bottom by adjusting for and accommodating the lowest performing employees. You should be raising the top by recognizing and rewarding superstar behaviors!...You simply cannot ignore performance issues and expect your superstars to stick around for very long"「請記得,你的職責不是透過提攜業績最差的人來降低最底層的人數,而應該是嘉獎超級明星來提高最上限!...你不能忽視每個人的業績差異,更不能期望超級明星能夠永遠發光發熱」

#1 Drivers and Passengers

#2 Keep the Main Thing the Main Thing

#1 奇異公司人才評鑑制度祕訣 (HRB)

大部份的領導人至少花30%的工作時間在人員相關議題上。這是我們營運節奏的一部份。這些討論充滿各種議題,像是領導、接班、個人成長發展的機會、組織與人才策略、背景多元性,以及全球人才之建立。這些討論也提供我們機會,更仔細、全面地評估績效—包括市場因素、內部因素、組織複雜性,還有風險要素。更重要的是,這些討論都是由事業領導人來帶領進行,而非負責人資的人。這麼做符合我們的哲學,也就是主張人才的發展與評量是關鍵的公司營運課題,而不只是人資的工作。

#2 Succession Planning: What is a 9-box grid? (SHRM member only)

The 9-box grid is most commonly used in succession planning as a method of evaluating an organization's current talent and identifying potential leaders. When leadership performance and potential are assessed and plotted on the graph, individuals in the upper right quadrant (Box 1) are identified as high-potential candidates for succession, while those in the lower left quadrant (Box 9) may need to be reassigned or removed from the organization.

CHRO | PHRi | MBA | PMP | Business Coach for Startups

CHRO | PHRi | MBA | PMP | Business Coach for Startups