我不是領導 該怎樣帶一個團隊

You're leading a conference call, talking project timelines, deliverables, and deadlines. You hang up, satisfied that you covered everything on your checklist. But some time later -- maybe minutes, days, or weeks -- you realize that no one had any intention of actually doing what you said.

你主持了一個電話會議，討論項目時間表、交付成果和截止期限。你掛斷電話，爲自己講到了清單上面所有的事項而心滿意足。但過了一段時間之後——也許幾分鐘，也許是幾天或幾周——你發現沒有人真有照做的意思。

Sound familiar? When you're leading a team from different departments or even a group of your peers, you're unlikely to see people blindly complying with your every request. Indeed, compliance isn't what you need from colleagues and subordinates -- you need ideas, willing collaboration, and participation.

聽着耳熟嗎？當你領導一個來自不同部門的團隊，乃至一個由你的同齡人組成的團隊時，人們對你唯命是從是不太可能的。其實，你並不需要同事和下屬的言聽計從——你需要的是他們能出謀劃策、自願合作、共同參與。

How do you win that magic combination? It's not easy, and the inherent challenge may explain the results of a survey by training firm ESI International, which found a shortage of project managers at 83% of organizations surveyed. Or the 2012 Dale Carnegie study, which found that 26% of employees are disengaged and 45% are only partially engaged.

如何才能贏得這種神奇的組合效果？結果來之不易，而其中的固有挑戰也許能解釋培訓公司ESI國際（ESI International）一項調查的結果。這項調查發現，83%的受訪公司存在項目經理短缺的現象。或者它也能解釋戴爾·卡內基2012年的一份研究，該研究發現26%的員工在工作中完全置身事外，45%只是在一定程度上參與其中。

"Nobody cares about your deadlines; they care about the cause," says George Bradt, an executive coach and author of First-Time Leader. "You have to co-create a shared purpose and drive toward the cause, and they don't teach you that in school."

“沒人在乎你的截止期限，他們關心的是目標，”高管教練及《新官上任》（First-Time Leader）一書的作者喬治?布拉特說。“必須與他們聯手創造一個共同目標，同時向這個目標推進。但學校是不會教你這個的。”

It's not about your ideas

關鍵不是你一個人的想法

The first step is to shift your perspective. Instead of devising plans to get people to do what you want, recognize that their ideas could be just as valuable as yours. Sure, you know the project's objectives and context inside and out. It's your job to convey the broader mission to them so they understand how their piece will fit into the whole.

第一步是改變思考角度。別再去制訂計劃，然後讓人們照你意思辦事了。你要明白，他們的想法可能跟你的一樣有價值。你對項目的目標和背景固然瞭如指掌，但將更大層面上的使命傳達給他們，讓他們瞭解自己那部分任務在整體項目中所扮演的角色，這是你的職責。

"To do it right, you have to truly believe the people you're delegating to can do this better than you," Bradt says. "You have to give them very clear direction. You have to give them the resources, the training; then you have to let them do it."

“要想在這一點上不出錯，必須真心誠意地相信，你託付的人能比你自己做得更好，”布拉特說。“你必須給他們指出很明確的方向，給他們提供資源、培訓，然後放手讓他們去幹。”

That means listening to others' input at the beginning of a project, as well as throughout. "This isn't a one-time thing, this is a series of iterative conversations, and you must stick with it," he says.

這意味着在項目初期就要開始傾聽他人的意見和建議，還要把這種做法貫穿始終。他說：“它不能一蹴而就，而是一系列迭代性質的對話，必須堅持下去。”

Peter Bregman, an advisor to chief executive officers and leadership teams, says he once worked with an executive who led a $500 million business line and was having trouble getting what he felt he needed from the company's head of marketing. It turned out that the marketing head didn't feel respected or that his ideas were valued. The standoff was hurting both individuals and the overall business.

首席執行官與領導團隊顧問彼得?佈雷格曼說，他曾與一名領導5億美元業務線的高管合作，這位高管苦於無法從公司的市場營銷負責人處獲得自己所需要的東西。原來，那位營銷負責人感覺，自己沒有受到尊重，想法也未得到重視。這種僵持對個人和公司整體業務都造成了損害。

"No amount of posturing was going to get him to do what he wanted to do," Bregman says. "You can't leverage your power or get into an arm wrestle with the guy."

“再怎麼故作姿態也無法讓他按他的意願行事，”佈雷格曼說。“既不能動用權力，又不能直接跟他一爭高下。”

Build one-on-one relationships

建立一對一的關係

You'll be more successful leading a team if you know your team members already and have strong relationships with them. Make a list of the five or 10 people in your work area or organization you're likely to be paired up with in the future. Get to know them.

如果你瞭解團隊成員，而且已經和與他們建立了密切的關係，那你對團隊的領導將會更加成功。準備一個清單，上面列出你的工作所在地或全公司很可能與你分派到一起的五或十人。然後着手去了解他們。

"The most important thing is to develop strong relationships with people when you don't need them. The biggest leverage to get anything done is personal relationships," Bregman says.

佈雷格曼說：“最重要的是在你用不上別人的時候就跟他們培養起緊密的關係。個人關係是做成任何事情的最大槓桿。”

Ask about their lives, share yours, offer to help them, and be a decent human being. As for those you have had trouble with in the past, now's the time to mend those relationships -- you're likely to be thrown together in the future.

關心別人的生活，分享自己的點滴，主動提供幫助，做人厚道點。至於那些跟你有過節的人，現在是重修舊好的時機——你們未來很可能會被扔到一起。

If you're put into a leadership role and you don't know the team well, take the time to meet one-on-one with each person to find out their priorities and get to know them personally. If you can't meet face-to-face, video conferencing is the next best thing.

如果你被指派進入領導角色，而又不瞭解整個團隊，那就花時間一對一地瞭解每一個人，知曉他們各自的輕重緩急，同時對他們有一個親身的瞭解。如果你沒法面對面，可以退而求其次，選擇視頻會議的方式。

"Nobody wants to be a cog in your wheel," Bregman says. "The goal is to shift them from a line in your to-do list to a real relationship, to feel like you're two human beings working together."

“沒有人願意在你的齒輪上充當一個小齒條，”佈雷格曼說。“你的目標是將他們從你待辦事項清單中的某一項任務轉變成一種真正的關係，營造一種兩個人共同合作的氛圍。”

The executive who was having trouble with his company's head of marketing took time to go out to dinner with him. Before long, they were collaborating well.

那個因公司營銷負責人而困擾的高管最後花了點時間，與他出去共進晚餐。不久之後，兩人就開始了良好的合作。

Include the entire group

確保整個團隊的參與

When you're in charge, you may feel that you're supposed to have all the ideas and answers. In fact, your job is to harness the collective brainpower of your team for the good of the company.

當你是負責人的時候，你可能會覺得自己應該掌握所有的想法和答案。事實上，你的工作是給團隊的集體思維力套上繮繩，使之爲公司的利益服務。

That means asking for advice. People love to give advice; it makes them feel valued. "When you listen to their advice, not only do you get good ideas, but you build relationships," Bregman says.

這意味着尋求建議。人們喜歡提供意見；這讓他們感覺受到重視。佈雷格曼說：“一個人聽取別人的意見時，不僅得到了很好的想法，而且還建立了關係。”

Make sure to follow up afterwards. If you take a person's advice, let them know the outcome. If you decide on a different tack, explain why and what influence the person's opinion had upon you. Don't just drop the issue and hope he won't notice.

事後務必跟進。如果你採納了誰的意見，請務必讓他們知道結果。如果你決定採用別的策略，那就解釋箇中緣由，同時說明他的意見對你產生了什麼影響。不要只是拋之腦後，指望對方不會注意到。

Through the course of a project, put the core mission front and center. Again, this shouldn't spring entirely from your brain but should emerge from a discussion with the entire team. "It's not about putting yourself in their shoes," says Bradt. "It's about inserting yourself into their hearts."

項目推進過程中，要將核心任務置於首要位置。還是那一點，核心任務不應該完全由你一個人拍腦袋確定，而應從於整個團隊的討論中產生。“這不是設身處地的問題，”布拉特說。“而是把你自己植入他們的心中。”