阻碍你有效领导的三种思维

 

领导力不仅是关于技能,也关于你的思维。

我对领导能力的学习,最初主要是透过观察现实生活中的领导者;但有时候是从小说、故事、电影、或电视剧。我所观察到的领导特质引起了我的共鸣,所以我告诉自己我期望成为那些我所观察的有效领导者。

但问题是,我试图模仿的领导者似乎都很完美。或许他们其实并不完美,但表面上看来似乎如此。

当我开始带领团队时,我就开始意识到,我所渴望成为的那种领导者可能实际上无法实现。更糟的是,在尝试成为那种领导者的过程中,我感受到极大的压力。

在学习并尝试领导的过程中,我发觉自己的某些思维与期待给自己带来一些不必要的压力。它们不但没帮助我成为一个更好的领导者,反而阻碍我发挥效力;更糟的是,它们也对我的团队产生负面的影响!

我办培训时,常有学员告诉我:“我以前认为我必须〈做某些事、有某些思维心态、或持某些期待〉,但现在我意识到我不需要那样子。我觉得被释放了!”

正如这些培训的学员,我们以为有效的领导者必须有某种思维心态或某种行为。

其中一些思维与期待或许是必需的,但许多其它的却实际上是不健康的。事实上,某些思维或期待会阻碍我们有效地领导。

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Five Reasons for Having a Written Team Norm

 

Team norms exist, whether you like it or not. Any team that works together develops a certain set of norms over time.

These organically developed norms, which are often unspoken, help team members know how to behave and interact with one another. While some norms help the team function more effectively, other norms might erode the team’s effectiveness.

One norm (which I liked) from several teams I worked with gives team members the freedom to voice out differing opinion, even if those opinions are contrary to the team leader’s opinion. One norm I often observe (and don’t like) is that of keeping quiet during meetings because “it’s not going to make any difference!”

As a team leader, if I could have a set of constructive team norms that help my team work more effectively together, and not have any norms that might negatively impact the team, I would have a better team. I would then have more time to lead and empower the team and spend less time dealing with misunderstandings and mismatch of expectations.

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让核心团队更有效力的5个提示

 

领导团队并非易事;如果你期望有效地领导!

一位领导者有许多责任:包括制订方向、策略规划、计划、协调所有相关者、激励人、做代言人、领导变革、培育团队成员、等等。可惜的是,我们不可能亲自把所有的责任都做得很好;即使是超级有才干的人也有他的极限。

其实,我们不必独自做所有的事情。

要确保所有的领导职责都得到妥善处理,其中一个方法是在团队中设立一个较小的群组—核心团队—并让他们与你分担责任。这小团队也可称为领导团队,或核心成员。主要概念是在大团队中让一小部分同事来帮你更有效地领导。他们的角色不仅是分担你的部分领导职责,也是帮助你更能专注于重要的事情。

作为团队领导,我总是会有一个核心团队来帮助我领导得好。多年前当我担任营运总监时,我的团队有超过20人,当时我有一个三人组成得核心团队(包括我在内)来帮助我确保团队能有效地运作。当我负责教会里的青少年事工时,我的领导团队是由八名资深的青年组成,而在当中我也有四位核心的领导成员。即使在领导规模较小的团队时,我通常都会有另一位与我紧密合作的人。

我总是会有一个核心团队,虽然该核心的人数可能会有所不同。

使用核心团队来帮助领导其实不是个罕见的做法。但是如果期望有个有效力的核心团队,是需要经过慎重的考虑。

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Three mindsets that prevent you from leading effectively

 

Leadership is not just about skills, it’s also about your mindset.

I learned about leadership, at least initially, mostly by observing leaders in real life and, sometimes, from novels, movies, or television shows. The qualities I observed resonated with me, and I told myself that I’d like to be an effective leader like those I have observed.

The problem, though, was that most of those leaders I sought to imitate often seemed perfect. Perhaps they were not actually perfect, but they do seem that way.

When I started leading teams, I began to realise that the leader I aspired to be is likely not attainable. Trying to live up to my image of leadership resulted in me feeling stressed out.

As I tried to lead and as I learned more about leadership, I realized that some of my mindsets and expectations were putting unnecessary pressure upon myself. Instead of helping me be a better leader, they actually prevented me from being effective; worse, they have a negative impact on my team!

During my training workshops, I often have participants telling me that, “I used to think I needed to <do something, think a certain way, or have a certain expectation>, but now I realised that I don’t have to be like that anymore, and I feel liberated!”

Like these workshop participants, we think that an effective leader has to think a certain way or behave a certain way.

Some of those mindsets or expectations might be true, but many are actually unhealthy. In fact, having certain mindsets or expectations can prevent us from leading effectively.

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“团队” 这个词对不同的人来说意味着不同的东西。

我与团队领导者及他们的团队协作时,常遇到对 “团队” 有不同的见解。一位领导者可能用这词来代表所有在他之下工作的每一个人,而另一位领导者可能只用这词来代表某些人。

即使在同一个团队里,每个成员也可能对 “团队” 这词有不同的理解;有些甚至与他们的领导者的理解不同。

我认识的一位领导者常抱怨说他的 “团队” 不怎么合作,导致他必须亲自完成大部分的工作。我与他交谈时却发觉他与 “团队” 成员对团队有着截然不同的理解;事实上,“团队” 里的某些成员甚至不知道他们是一个 “团队”!

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Five Tips for an Effective Core Team

 

Leading a team is not an easy task; that is if you want to lead effectively!

A leader has many responsibilities: setting direction, formulating strategies, planning, aligning stakeholders, motivating, being a spokesperson, being a change agent, developing team members, etc. Unfortunately, we can’t do all of them well; even a super talented person has his limit.

Fortunately, we don’t have to do everything on our own.

One way to ensure all the leadership responsibilities are well taken care of is to have a smaller group within the team, a core team, who can share the load with you. Some might call this a leadership team, or an inner circle, but the idea is to have a smaller group of coworkers within the larger team to help you lead effectively. Their role is not just to share your leadership responsibilities, but also to keep you focused on what’s important.

As a team leader, I would always have a core team to help me lead well. When I was an Operations Director (many years ago) with more than 20 people on my team, I had a core team of three people (including myself) who helped ensure that the team functioned effectively. When I was overseeing my church’s youth ministry, I had a leadership team of eight senior members of the ministry, and from that eight I had a core team of four leaders. Even when I was leading a smaller team, I would usually have another person who would work with me more closely.

The size of the core team might vary, but I will always have a core team.

Having a core team is not an uncommon practice. Having an effective core team, though, requires some careful considerations.

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它将影响你的领导方式!

领导者最重要的决定

 

领导涉及做决定。

帮助团队朝向目标迈进的过程中,领导者需要做出许多决策。

但从一开始就有一个重要的的决定是领导者必须做出的。这决定将对领导者本身及他的团队有深远的影响。它将影响领导者如何领导、团队如何与他互动、团队的文化、等。

当我第一次带领团队时,很快就意识到我的责任不仅是确保团队能够交差。我需要负责团队的方向、计划、预算、工作、士气、纪律、动力、发展、内部的互动关系、对外的关系、等。

我不可能亲自做到这一切,虽然责任在于我。我的强点和个性让我能够做好某些事情,但在其它事情我却会力不从心。观察了其他领导者之后,我意识到每个人的领导方式都不同,而我不能只是复制另一领导者的做法。

如果我期望领导得有效,我需要做一项重要的决定。

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Five Key Decisions You Need to Make about Your Team

 

The word “Team” means different things to different people.

When I work with team leaders and their teams, I often encounter different notions of what the “team” really is. One team leader may use the word to refer generally to everyone who works under him, while another might refer to a specific group of people.

Even within a team, each member might have a different understanding of what the “team” is; this might even be different from the team leader’s understanding!

One leader I worked with kept saying that his “team” was not working together, and as a result, he had to do most of the work. As we talked, it became clear that he had a very different idea of what the team is, compared with members of the “team”; in fact, some members of the “team” didn’t even know that there was a “team”!

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这比你想象的更重要!

 

领导者是很忙碌的一群人。

我们需要确保团队(或机构)实现目标并完成使命。除了自己的主要责任之外,我们还需要处理额外的事务,如照顾和激励团队。

每一天都有许多事务等着我们处理:不仅是那些与我们有直接关联的事情,还包括一些与我们没直接关联的事情。有那么多事情要处理,我们往往会非常地忙碌;有些领导者甚至把 “忙碌” 当成荣誉勋章!

 

旋风!

我记得多年前当我刚任营运总监时,忙碌成为了我最好的朋友。从踏进办公室的那一刻起直到回家的时候,我需要处理的事情繁多。多数时候我的感觉是时间不知都消失到哪里去了;偶尔我甚至怀疑所作的一切是否都是必要的。

在数个月前,当我在处理一个短期专案时,我发现自己也是从早忙到晚,没多少时间休息。当时感觉是事情接踵而来,或者许多事情同时需要解决。有时候一天内的所作都变得模糊,让我不禁问自己,“今天到底发生了哪些事?”

如果我们不小心,很容易就会被忙碌的旋风卷走!

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It affects how you lead!

The Most Important Decision of a Leader

 

Leadership involves making decisions.

Getting a team to move towards fulfilling its goals involve numerous decisions.

But right from the get-go, there is one important decision that a leader needs to make. This decision will shape the leader and the team in a profound way. It will affect how he or she leads, how the team interact with the leader, the culture of the team, etc.

When I first started leading a team, it took me no time to realise that my responsibilities go beyond just making sure that my team delivers. I was responsible for the team’s direction, plan, budget, tasks, morale, discipline, motivation, development, internal relationships, external relationships, etc.

I could not possibly do everything, even though I was responsible for them. My strengths and personality allow me to do certain things well but would struggle at other things. When I looked at other leaders, I begin to realise that leadership looks different on different people, and I can’t just copy what another leader does.

If I want to lead well, I need to make an important decision.

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