未來的老闆會是什麼樣子的？看看研究怎麼說

Deep down, do you ever feel like you're working under a management philosophy that has you caught in a 1960s time warp?

在內心深處，你是否曾覺得自己在一種管理哲學下工作，而這種哲學讓你陷入了上世紀60年代的時間扭曲？

 

You're not alone. Culture and society have conditioned us into a fixed mindset about the practice of management that goes back a hundred years.

你不是一個人。文化和社會已經使我們形成了一種固定的思維模式，這種思維模式可以追溯到一百年前。

 

In fact, the dictionary's definition of "manager" reinforces our thinking and belief by associating this person with manipulating and controlling behaviors of yesteryear: "Someone who controls all or part of a company, and manipulates resources and expenditures."

事實上，字典中對“經理”的定義通過將這個人與過去的操縱和控制行爲聯繫起來，加強了我們的思維和信念：“某人控制了公司的全部或部分，並操縱資源和支出。”

 

Even worse, synonyms in the dictionary associate "manager" with words like:

更糟糕的是，詞典中的同義詞將“manager”與下列詞聯繫起來：

 

Slave driver

奴隸工作監督者

 

Handler

訓練員

 

Head honcho

頂頭上司

 

Zookeeper (no joke!)

動物園管理員（真不是開玩笑！）

 

To challenge our obsolete beliefs and stereotypes, a shift is necessary. Luckily, we can look to research to inform us that the world is moving at a brisk pace toward a more human-centered approach to leadership.

爲了挑戰我們過時的信念和成見，改變是必要的。幸運的是，我們可以通過研究來告訴我們，世界正以輕快的步伐朝着以人爲本的領導方式前進。

 

The end of management as we know it

我們所知道的管理終結

 

Gallup just released a report in which it boldly declared "the end of the traditional manager."

蓋洛普剛剛發佈了一份報告，在這份報告中，它大膽地宣稱“傳統經理人的終結”。

 

Gallup starts out its report with a wake-up call to companies still operating by command-and-control standards of decades past by revealing that today's decentralized firms are defined by flexible workspaces and flexible work time. For example:

蓋洛普的報告一開始就對那些仍按照過去幾十年的命令與控制標準運營的公司敲響了警鐘，它揭示了當今分散的公司是由靈活的工作空間和靈活的工作時間定義的。例如：

 

74 percent of employees have the ability to move to different areas to do their work.

74%的員工能夠搬到不同的地方去工作。

 

52 percent of employees say they have some choice over when they work.

52%的員工說他們可以對自己的工作做出選擇。

 

43 percent of employees work away from their team at least some of the time.

43%的員工至少有時可以會離開團隊工作。

 

What do managers of the future look like in practice? To help you prepare ahead and succeed in the age of robots, I ascertained from Gallup the following requirements:

未來的管理者在實踐中是什麼樣子的？爲了幫助你在機器人時代做好準備並取得成功，我從蓋洛普公司瞭解到以下幾點要求：

 

1. The future manager allows employees to lead.

1. 未來的經理允許員工去領導。

 

We're in a knowledge economy, and today's knowledge workers desire independence and the ability to solve their own problems.

我們處在一個知識經濟時代，今天的知識工作者渴望獨立，渴望有能力解決自己的問題。

 

Gallup states that "workplaces are increasingly project-based, and employees today are attracted to interesting problems and meaningful work -- not just a job title."

蓋洛普指出，“工作場所越來越多地以項目爲基礎，如今的員工被有趣的問題和有意義的工作所吸引，而不僅僅是一個職位頭銜。”

 

That means teams should be allowed to make decisions on their own without approval from their "zookeepers." That also means current managers must change their thinking around roles and empower employees to be their own bosses and, says Gallup, "act more like leaders and think more 'big picture' like executives."

這意味着團隊可以在沒有得到“動物管理員”批准的情況下自己做決定。這也意味着，現在的管理者必須改變他們對角色的看法，讓員工成爲自己的老闆，蓋洛普說，“表現得更像領導者，想得更像高管。”

 

In short, the manager who is a looming presence in the office and hovers over your shoulder to "check up on you" is becoming obsolete.

簡而言之，在辦公室裏若隱若現、在你身後徘徊以“檢查你”的經理正在變得過時。

 

2. The future manager gives employees freedom and autonomy.

2. 未來的管理者給予員工自由和自主權。

 

The evidence is clear that workers with more autonomy will increase their performance and be more engaged in their work. But there's a critical balance, which Gallup points out: "Employees still need manager support during difficult situations. Managers can't offer autonomy and disappear."

有明顯的證據表明，擁有更多自主權的員工會提高他們的工作表現，更加投入工作。但有一個關鍵的平衡，蓋洛普指出：“員工在困難的情況下仍然需要經理的支持。管理者如不能提供自主權就會失去地位。

 

3. The future manager is relationship-driven.

3. 未來的管理者是關係驅動型的。

 

It's not surprising that managers who have the trust of their employees also develop strong and healthy relationships. Gallup research affirms this as a critical driver for success because "the personal relationship they have with their supervisor is the most meaningful relationship they have with their organization."

有員工信任的管理者也會建立牢固健康的關係，這並不奇怪。蓋洛普的研究證實，這是成功的關鍵因素，因爲“他們與上司之間的個人關係是他們與公司之間最有意義的關係。”

 

The effects of a bad relationship with the boss are so serious, in fact, they can undermine your company's efforts to help employees improve their health. From Gallup's "State of the American Manager" report:

與老闆關係不好的影響是如此嚴重，事實上，它會破壞你公司幫助員工改善健康狀況的努力。來自蓋洛普的“美國經理人狀態”報告：

 

Having a bad manager is often a one-two punch: Employees feel miserable while at work, and that misery follows them home, compounding their stress and putting their well-being in peril.

給一個糟糕的經理打工常常是一種雙重打擊：員工在工作時感到痛苦，這種痛苦會跟着他們回家，加重他們的壓力，使他們的幸福處於危險之中。

 

Now imagine that same employee coming to work the next day, feeling completely demoralized and demotivated. What will that do to your productivity and team morale?

現在想象同一個員工第二天來上班，感覺完全失去了信心和動力。這會對你的工作效率和團隊士氣有什麼影響？

 

4. The future manager is a coach.

4. 未來的經理是教練。

 

Gallup states, "Today's manager needs to be a coach, holding employees accountable while encouraging development and growth."

蓋洛普指出，“今天的管理者需要成爲一名教練，在鼓勵員工發展和成長的同時，讓他們負起責任。”

 

That means spending considerable time, as part of your performance management strategy, having meaningful, ongoing conversations to understand personal needs and motivate each person differently.

這意味着，作爲績效管理策略的一部分，花大量時間進行有意義的、持續的對話，以理解個人需求，並以不同的方式激勵每個人。

 

This coaching approach has to be data-driven -- based on frequent, focused, and future-oriented conversations -- to better inform managers to help them develop and engage their workers.

這種指導方法必須是數據驅動的——基於頻繁的、集中的、面向未來的對話——以便更好地通知經理，幫助他們發展和接觸員工。

 

Gallup states, "Over time, great coaches develop the trust and openness needed to have tough conversations under pressure."

蓋洛普指出，“隨着時間的推移，優秀的教練會培養出在壓力下進行艱難對話所需的信任和開放性。”

 

5. Future managers will become specialized.

5. 未來的管理者將變得更專業。

 

This one really took me by surprise, but it's brilliant. Gallup says, "Instead of having one 'manager,' imagine your best employees interacting with a team of specialized managers -- one a technical expert, another an interpersonal relationship guru, another a career coach, etc."

這個真的讓我很驚訝，但它非常棒。蓋洛普表示：“與其設置‘經理’一職，不如想象一下，你最好的員工與一個由專業經理組成的團隊進行互動——一個是技術專家，另一個是人際關係專家，還有一個是職業教練，等等。”

 

The upside of this strategy: "Different managers address specific roadblocks to performance, while also consulting with one another to make sure that they are seeing each employee holistically and objectively," Gallup states.

這種策略的好處是：“不同的經理在處理具體的績效障礙時，還會相互諮詢，以確保他們全面客觀地看待每位員工，”蓋洛普表示。

 

Gallup ends its report by warning current managers who are still applying fear-based, carrot-and-stick rules of motivation that they need to reinvent themselves because the autonomous workforce of the future is here.

蓋洛普在報告的結尾警告稱，目前仍在使用基於恐懼、軟硬兼施的激勵規則的經理們，他們需要重新塑造自己，因爲未來的自主勞動力已經到來。