制定有效使命宣言的提示

 

你的团队(或机构、教会、甚至个人)的使命让你明确知道方向,影响你的策略,并且是你做出重要决策的基准。

使命宣言阐明了你的使命,让所有相关的人(领导者、团队成员、合作伙伴、目标受众、顾客、等等)知道你们要成就何事。对你和团队来说,它可以提醒并帮助你不偏离航向。对其他人来说,它显明你们与其他团队或机构的分别。

过去二十多年与许多团队协作的经验中,我常看到的使命宣言,有些太模棱两可,以致完全不能给我有用的信息。有些却太过一般,以致任何团队都能够适用。

这些模棱两可及一般的使命宣言,根本就是毫无用处。

你的团队成员读了你们的使命宣言,能够很明确地知道团队要完成什么事情吗?你的合作伙伴或目标受众在看了使命宣言之后,能清楚明白你们要成就什么吗?他们能否认出那就是你们的使命吗?

如果你正在制定新的使命宣言,或改进现有的使命宣言,这里有些提示能够帮助你。

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Why your team needs a compelling vision

 

Do you exercise?

I run several times a week to keep fit. When I travel for work, I try to find a hotel that has a gym so that I could use the treadmill.

Running outdoor or on a treadmill both come with advantages and disadvantages. For the same distance I run, there is really no difference in the number of calories I burn.

However, I found that I tended to run a longer distance when doing it outdoor!

What caused this difference?

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如何厘清你的团队使命

 

“你们的团队的使命是什么?"我问在场的团队成员。

他们都能把使命宣言一字不漏地背诵出来。

“非常好!” 我接着问:“请解释宣言的意思。”

我接下来听到的是对团队使命的几种不同解读。还有, “哦,我以为这项的意思是…”,“诶,这里应该是指…”,“我不认为这是我们份内该做的…”,等。

这不是一个孤立的事件。

多年来与不同团队协作的过程当中,我常遇到类似的情况。团队成员对使命有不同的理解是常有的事,但我遇到更糟的是团队成员完全无法清楚叙述团队的使命。

另外一个常见的情况是,团队的使命宣言太过一般、不够具体,以致许多事情都可以被视为是使命的一部分,或者任何团队都能使用该使命宣言。

如果你的团队使命不够清楚,你将如何实现它?

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Tips for Crafting an Effective Mission Statement

 

Your team’s (or organisation, church, and even personal) mission gives clarity to your direction, informs your strategies, and forms the basis of all your critical decisions.

The mission statement spells out your mission so that stakeholders (the team leader, team members, partners, target audience, customers, etc.) knows what you do. For yourself and your team, it serves as a reminder to help you stay on course. For others, it helps to differentiate you from other teams or organisations.

As I work with teams during the past 20 years, I often come across mission statements that are either so vague that they don’t tell me anything useful, or are so generic that they could just as well be the mission statement of another team!

These vague or generic mission statements are practically useless.

Would your team members look at your mission statement and know exactly what the team is trying to accomplish? Would your partners or target audience understand exactly what you are trying to accomplish when they look at your mission statement? Would they even recognise that it’s your mission statement?

If you are crafting a new mission statement, or your current mission statement needs improvement, here are some tips to help you do so.

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你已经开始领导团队了。你接下来该做什么呢?

 

我的一位客户最近刚被委任为一个团队的领导者。他带领的不是一个全新的团队,而是他所属的机构进行重组后而得的一个团队。

既然不是新的团队,团员已经有现有的角色与职责,而且也有之前已经面对的问题与障碍。

客户的第一步是着手尝试厘清问题并找出解决方法。数周后,他仍然未厘清那些问题,更不用说解决它们。

他需要解决的一件事是重新分配角色与职责,因为团队里现有的工作量分配不均。但问题是每个人都认为自己的责任很重要,使他在决定优先时难以取舍,更不用说谁该做什么。

你是否刚开始带领一个团队?

刚上任的团队领导很容易就仓促开始解决问题和完成任务。毕竟,谁都希望团队有所表现!

然而,这样做可能导致我们做出一些无关紧要、甚至错误的决定!

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How to Clarify Your Team’s Mission

 

“What is your team’s mission?” I asked the team members in the room.

They recited their mission statement, verbatim.

“Great! What does it mean?” I asked again.

What followed was several different explanations about the team’s mission. And “Oh, I thought this meant…”, “Wait, wasn’t this supposed to be…”, “I don’t think that’s part of what we do…”, etc.

This wasn’t an isolated incident.

A number of teams I have worked with over the years had a similar problem. Either team members had a different understanding of the team’s mission or, worse, they could not articulate their mission.

Another problem I encountered quite often was having mission statements that are so generic that lots of things could be considered part of the mission, or that it could easily be someone else’s mission!

If your team is not clear about its mission, how are you going to achieve it?

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做出棘手决定的简单方法

 

“我们知道必须那么做,但却很难着手,因为对方会认为是特别针对他!” 杰茜说。

你是否曾经面对相似的情况?

在以上的案例,杰茜所面对的其实是件简单的事情:要在团队的群聊中把前团队成员去除。但这很棘手,因为他们与那位前团员的关系很融洽。

最终,他们的做法是设定一个新的团队群聊(新群聊里当然不包括前成员),并用它来代替旧的群聊。我相信,如果他们与那位前成员的关系不好,要删除他或许会很容易。

这种 “困难” 也会出现在其它情况,例如:

 

  • 在其中一位主要的与会者尚未到达时,按时开始会议,
  • 要求某人做或停止做某件事,
  • 向某人指出他的不被大家接受的行为举止。

 

我们都不想冒犯别人,更不想让对方认为我们是特别针对他。我不希望被当成坏人!

然而,如果不行动,我们反而会让团队的互动及效力受到影响。

事实上,有个简单的方法能让我们避免这种情况!

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So You're Now Leading a Team. What Should You Do Next?

 

A client recently took over a team at work. It wasn’t a new team. The organisation went through some restructuring, and his boss asked him to lead this restructured team.

Since this wasn’t a new team, they already have existing roles and responsibilities, along with some problems and baggage.

My client’s first action was to try and sort through the problems and figure out ways to resolve them. Several weeks later, he was still at it, and the problems don’t seem to be nearing resolution.

One thing he was trying to do was to redistribute the roles and responsibilities; uneven work-load was a major problem in the team. The reality, though, was that everyone thought their responsibilities are important, and it was difficult to prioritize and even decide who should now do what!

Have you just started leading a team?

It is tempting for new team leaders to jump into solving problems and getting things done. After all, who doesn’t want their team to perform well?

Yet by doing so, we risk making decisions that are either inconsequential or, worse, wrong!

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