任何一位領(lǐng)導(dǎo)者首先需要知道的最重要的一條真理是：任何公司內(nèi)工作的人都有無(wú)限的潛力。他們能夠解決任何問(wèn)題，應(yīng)對(duì)任何無(wú)法預(yù)測(cè)的情況。
可目前的問(wèn)題在于：因?yàn)橐恍┳晕覐?qiáng)加的條條框框，大多數(shù)公司無(wú)法挖掘員工的潛力。要釋放員工的潛力，就意味著要挑戰(zhàn)我們對(duì)于工作的許多想當(dāng)然的觀點(diǎn)：比如等級(jí)制度的不可否認(rèn)性，在辦公室投入時(shí)間的重要性，半年一次的員工評(píng)估，重視客戶的聲音而忽視員工的意見(jiàn)，以及為了維持級(jí)別而對(duì)關(guān)鍵信息采取保密措施等等。
要挖掘員工的才能，公司和領(lǐng)導(dǎo)人必須努力打破三個(gè)常見(jiàn)的壁壘。首先是依托于職位的管理，也就是說(shuō)，溝通和協(xié)作受到資歷的限制。一位剛?cè)腴T(mén)的底層員工怎么可能與資深管理者或者高管交流呢？其次是與部門(mén)和職能有關(guān)。營(yíng)銷(xiāo)部門(mén)、銷(xiāo)售部門(mén)、產(chǎn)品開(kāi)發(fā)部門(mén)都僅限于內(nèi)部交流，信息和潛在的創(chuàng)新機(jī)遇都被限制在各自的部門(mén)內(nèi)部。再次就是地域壁壘——一間辦公室或一個(gè)地方的員工往往忽視在別處工作的同事。
要想跳出這些限制溝通、貢獻(xiàn)和協(xié)作的堅(jiān)固、有害的藩籬，需要進(jìn)行以下三個(gè)方面的改變：
從管理者轉(zhuǎn)變?yōu)轭I(lǐng)導(dǎo)者
打破藩籬與執(zhí)行方向無(wú)關(guān)，而是要重新思考管理，從告訴人們做什么，轉(zhuǎn)變成讓人們發(fā)自內(nèi)心地想要去做某件事。我們不需要增加管理者的人數(shù)，我們需要的是更多領(lǐng)導(dǎo)者。如今，任何員工都有可能成為我們所需要的領(lǐng)導(dǎo)者。但大多數(shù)公司的做法是引進(jìn)更多的管理者，監(jiān)督員工的工作，然后再引進(jìn)其他人去管理下一級(jí)的管理人員。當(dāng)然，這種做法的最終目的是更牢固地掌控公司，加強(qiáng)對(duì)所有人的控制。
管理最初的目標(biāo)就是保證所有員工準(zhǔn)時(shí)到公司，完成工作，不要問(wèn)問(wèn)題，也不要引起麻煩，然后下班回家，如此循環(huán)往復(fù)。那時(shí)管理的重點(diǎn)并不是創(chuàng)新、員工的聲音、積極性或創(chuàng)造力。一百年前是如此，到今天在許多公司依然如此。所以，在公司各個(gè)方面培養(yǎng)領(lǐng)導(dǎo)能力變得至關(guān)重要。
領(lǐng)導(dǎo)者應(yīng)該勇于挑戰(zhàn)圍繞管理的常見(jiàn)問(wèn)題，為員工提供指導(dǎo)，幫助他們?nèi)〉贸晒ΑｎI(lǐng)導(dǎo)者之所以有人追隨，并不是因?yàn)樗麄兪前l(fā)號(hào)施令的人，而是因?yàn)樗麄冇米约旱男袨橼A得了追隨者的信任。
從“須知”轉(zhuǎn)變?yōu)閰f(xié)同技術(shù)
如今種類(lèi)繁多的協(xié)同技術(shù)使員工可以隨時(shí)隨地在任何設(shè)備上彼此溝通和共享信息。許多領(lǐng)導(dǎo)者將新科技的入侵看成是必須解決的問(wèn)題，但最高效的領(lǐng)導(dǎo)者卻會(huì)大膽支持任何能夠幫助員工交流的工具。在加州的員工需要很容易找到身處北京的同事。新員工應(yīng)該有便利的途徑與公司高管進(jìn)行交流，就算他們可能尚未謀面。
協(xié)同技術(shù)對(duì)于培養(yǎng)領(lǐng)導(dǎo)者也至關(guān)重要。在新時(shí)代的職場(chǎng)中，領(lǐng)導(dǎo)者需要自己脫穎而出。他們公開(kāi)分享自己的理念、觀點(diǎn)和反饋，吸引公司內(nèi)的追隨者。任何人都可以成為思想領(lǐng)袖或者某一個(gè)方面的專(zhuān)家。
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| The first and most important truth any leader must understand is that the human beings who work inside every kind of organization possess unlimited potential. They have the ability to solve any problem and to respond to unforeseen circumstances.
The problem: most organizations today are unable to tap into that limitless human potential because of a series of self-imposed boundaries. Unlocking this potential means challenging the many assumptions that we have about work today: the incontestability of hierarchy, the importance of putting in time in the office, semi-annual employee reviews, valuing the voice of the customer but not of the employee, and the restriction of vital information to preserve rank.
Organizations and their leaders must strive to break three common boundaries to unleash all of the talent and contribution lying in wait. The first is role-based: communication and collaboration is restricted by seniority level. How could a lowly entry-level employee possibly engage with a senior manager or worse… an executive! The second type of boundary is around departments and function. Marketing folks stick with their peers in marketing, sales with sales, product development with product development, and information and potential opportunities for innovation remain stuck within silos. The third most common type of boundary is geographic -- employees in one office or location simply don't "see" their peers in another.
Escaping these persistent and pernicious boundaries to communication, contribution, and collaboration requires three key shifts:
From management to leadership
Lifting boundaries isn't a matter of executive direction. It's about re-thinking management and shifting perspective from telling people what to do to getting them excited to want to do it. We don't need more managers, we need more leaders. Today, any employee can become that leader. Yet the norm in most organizations is to bring in more and more managers to oversee people and then more managers to look after those managers. The goal of all of this, of course, is to get a tighter grip on the organization, to enforce control.
The original goal of management was simply to make sure that employees showed up to work on time to do their tasks, to not ask questions, to not cause problems, and then to leave and do that over and over again. Management wasn't focused on innovation, the voice of the employee, engagement, or creativity. That was the case 100 years ago, and it's still the case at too many organizations today. This is why it's so crucial to create the capacity for leadership in every aspect of the business.
The leader challenges common assumptions around management and mentors employees to help them become successful. The leader has followers not because he commands them, but because he has earned them.
From "need-to-know" to collaborative technologies
The range of collaborative technologies available today allows employees to connect with each other and with information at any time, anywhere, and on just about any device. While many leaders look at the onslaught of new tech as a problem to be solved, the most effective leaders today aggressively support any tools that enable employees to connect. It needs to be easy for an employee in California to find a co-worker in Beijing. It needs to be easy for an entry-level employee to start a dialogue with an executive, even though they may have never met face to face.
Collaborative technologies are also crucial in developing leaders. In the new world of work, leaders create themselves. They share their ideas, content, and feedback in a public way, which attracts followers within the organization. Anyone can become a thought leader or subject matter expert.
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從控制管理轉(zhuǎn)變?yōu)榇蚱票趬?/strong>
領(lǐng)導(dǎo)者必須時(shí)時(shí)刻刻提醒自己：“這對(duì)于我們打破壁壘的愿景是否有幫助？”如何改變公司的員工？如何改革人才管理？或許，應(yīng)該像電信公司TELUS的做法一樣，新員工入職的時(shí)候，必須通過(guò)一個(gè)尋寶游戲，找到和聯(lián)系位于世界各地的同事。如果我們放棄半年一次的績(jī)效評(píng)估，借助協(xié)作平臺(tái)采用實(shí)時(shí)反饋的系統(tǒng)，結(jié)果又會(huì)如何？為什么不圍繞健康與保健設(shè)立一個(gè)公司的排行榜，讓不同地理區(qū)域的員工可以相互對(duì)比？讓員工公開(kāi)“敘述”他們的工作，讓其他所有人都能了解他們?cè)谧鍪裁矗芊癞a(chǎn)生好的效果？每一個(gè)內(nèi)部管理流程都是挖掘員工更大潛力的機(jī)會(huì)。
釋放員工的潛力就能轉(zhuǎn)化成新的競(jìng)爭(zhēng)優(yōu)勢(shì)。但說(shuō)起來(lái)容易，做起來(lái)難。管理層只是泛泛而談“人才是我們最寶貴的資產(chǎn)”，而這遠(yuǎn)遠(yuǎn)不夠。每一位領(lǐng)導(dǎo)者都必須努力打破壁壘，重新思考有關(guān)工作的一些根深蒂固的假設(shè)。
你或你的公司如何打破限制員工潛力的壁壘？歡迎在MIX的無(wú)限人類(lèi)潛能挑戰(zhàn)項(xiàng)目中分享你的故事和觀點(diǎn)。（財(cái)富中文網(wǎng)）
本文作者雅各布•摩根是社交媒體咨詢公司Chess Media的聯(lián)合創(chuàng)始人，并著有《協(xié)作型組織》一書(shū)。
譯者：劉進(jìn)龍/汪皓
| | | From controlling management to boundary-breaking work
At every turn, leaders must ask themselves, "How does this support our vision of breaking down boundaries?" How can employee onboarding be changed? What about talent management? Perhaps when employees are brought on board they are taken through a scavenger hunt where they must find and connect with colleagues around the world; something telecommunications company TELUS does for new recruits. What if, instead of semi-annual reviews, you go with a system of real-time feedback through a collaborative platform? Why not create a company leaderboard around health and wellness so that different geographic regions can see how they compare to one another. What if employees "narrated" their work in a public way so that everyone and anyone can see what they are working on? Every built-in management process is an opportunity for unleashing more human potential.
Unlocking human potential is the new competitive advantage. But it's not as simple as expressing good intentions. And it's not enough for executives to proclaim, "our people are our most important assets." Every leader must do the hard work of breaking down boundaries and rethinking the most deeply held assumptions about work.
What are you or your organization doing to break down the boundaries that constrain human potential? Share your stories and ideas in the Unlimited Human Potential Challenge at the MIX.
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