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辦公室新任經(jīng)理的錯誤觀念
Adapted from the upcoming 'The Wall Street Journal Guide to Management' by Alan Murray, published by Harper Business.
本文節(jié)選自即將由Harper Business出版的The Wall Street Journal Guide to Management，作者是Alan Murray。
What are the common mistakes of new managers? Good management has been thoroughly studied and is widely understood, but it is still more honored in its breach than in its practice. Most new managers, in particular, get it wrong.
新任經(jīng)理經(jīng)常犯的錯誤是什么?人們對于什么是好的管理進(jìn)行了徹底的研究，也有著普遍的了解，然而更多地卻是違背它，而非付諸實(shí)踐。大多數(shù)新任經(jīng)理尤其會產(chǎn)生誤解。
Harvard Business School Professor Linda Hill studies those who become managers for the first time, and writes perceptively about some of the common myths and misperceptions that lead to mistakes in their early days. Among them:
哈佛商學(xué)院(Harvard Business School)教授琳達(dá)希爾(Linda Hill)對頭一次當(dāng)經(jīng)理的人進(jìn)行了研究，并富有洞見地寫下了會導(dǎo)致人們在升職之初犯錯的常見錯誤觀念和誤解。其中包括：
Myth 1: Managers wield significant authority.
錯誤觀念1：經(jīng)理擁有極大的權(quán)力。
New managers were often standouts in their previous jobs, and as such, enjoyed a fair degree of independence and autonomy of action. With a new job and title, they expect to feel more authority.
新擢升的經(jīng)理通常在自己原先的崗位上都干得很出色，其本身行事就有相當(dāng)大的獨(dú)立性和自主權(quán)。有了新的職位和頭銜之后，他們以為會享受更大的權(quán)力。
Well, surprise! Most new managers report they are shocked by how constrained they feel.
結(jié)果卻出人意表。大多數(shù)新任經(jīng)理報告說，他們對自己受到的限制震驚不已。
'They are enmeshed in a web of relationships,' writes Ms. Hill in a 2007 Harvard Business article called 'Becoming the Boss.' 'Not only with subordinates, but also with bosses, peers, and others inside and outside the organization, all of whom make relentless and often conflicting demands on them. The resulting daily routine is pressured, hectic and fragmented.'
希爾在2007年《哈佛商業(yè)評論》(Harvard Business)上發(fā)表題為《如何當(dāng)老板》(Becoming the Boss)的文章，文中說，新任經(jīng)理陷入了一個關(guān)系網(wǎng)，不光是跟下屬的關(guān)系，還有跟老板、同級，以及公司內(nèi)外的其他人的關(guān)系，這些人都會對新任經(jīng)理提出嚴(yán)酷的要求，有時還會互相矛盾。結(jié)果造成日常工作壓力很大、十分忙亂，而且沒有章法。
She quotes one new leader saying: 'Becoming a manager is not about becoming a boss. It's about becoming a hostage.'
她引用了一位新任經(jīng)理的說法：成為經(jīng)理跟當(dāng)老板不一樣，當(dāng)經(jīng)理就好像成了人質(zhì)。
Until new managers give up on the myth of authority, and recognize the need to negotiate their way through a web of interdependencies, they are likely to face frustration and failure.
新任經(jīng)理只有拋開對權(quán)力的錯誤觀念，認(rèn)識到需要跟方方面面的人協(xié)商，否則就可能面臨挫折和失敗。
Myth 2: Authority flows from the manager's position.
錯誤觀念2：權(quán)力來自經(jīng)理這個位置。
New managers frequently think that what authority they have is conferred by their title. But in fact, writes Ms. Hill, 'new managers soon learn that when direct reports are told to do something, they don't necessarily respond. In fact, the more talented the subordinate, the less likely she is to simply follow orders.'
新任經(jīng)理常常認(rèn)為手中的權(quán)力是自己的頭銜帶來的。但實(shí)際上，希爾寫道，新任經(jīng)理很快就會發(fā)現(xiàn)，要求下屬做事時，對方不一定會響應(yīng)。事實(shí)上，下屬越有才能，就越不太可能完全服從命令。
Over time, good managers find they must earn their subordinates' respect and trust in order to exercise significant authority. They need to demonstrate to subordinates their own character, their competence, and their ability to get things done before those subordinates are likely to follow their lead.
隨著時間的推移，好經(jīng)理發(fā)現(xiàn)，為了行使重要的職權(quán)，就必須要贏得下屬的尊敬和信任。他們需要向下屬展示自己的品格、勝任工作的能力和解決問題的能力，這樣下屬才可能服從他們的領(lǐng)導(dǎo)。
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