TED | 如何改掉不良管理习惯

演讲精彩片段（节选）欣赏

So the leadership development expert in me asks: How can we better intervene in the formative years of our soon-to-be senior leaders? How can we use the fact that John and his peers want to take charge of their professional destinies and get them ready to lead the organizations of the future, rather than let them succumb to the catch-22 that will perfectly prepare them to lead the organizations of the past?

因此，我心中的领导力培养专家问道：我们怎样才能在即将成为领导的中年管理层形成期，更好地加以干预？我们怎样才能利用John和他的同僚希望能主导自己职业命运这一点，使他们准备好领导未来的公司，而不是陷入一个进退两难的困境。一个只能让他们准备好领导过去的公司的困境。

We’ll have to start by coming to terms with a very real paradox, which is this: the best form of learning happens on the job - not in a classroom, not via e-modules. And the two things we rely on to shape on-the-job learning are role models and work environments.

首先，我们必须接受一个现实中的两难局面。那就是：最好的学习方法是在工作中学习，而不是在教室或是虚拟课堂中。而我们打造这种“工作中学习”模式所依靠的两样东西，是榜样和工作环境。

And as we just talked about, our role models are in behavior boot camp right now, and our work environments are undergoing unprecedented disruption. We are systematically changing just about everything about how organizations work, but by and large, still measuring and rewarding behavior based on old metrics, because changing those systems takes time.

正如之前所谈到的，我们的榜样现在正处于“行为训练营”里。而我们的工作环境正经历着前所未有的瓦解。我们几乎在系统地改变所有事情，改变公司如何运转。但是大体上看，仍然是基于旧制度对行为进行奖惩。因为改变制度需要时间。

So, if we can’t fully count on role models or the system right now, it’s on John to not miss this critical development window. Yes, he'll need Jane’s help to do it, but the responsibility is his because the risks are actually his. Either he in her its an organization that is failing because of stubbornly old-fashioned leadership, or he himself fails to build the capabilities to lead one that transformed while he was playing it safe.

所以，如果我们现在不能完全依赖于榜样或制度，就只能指望John不要错过这扇发展之窗了。诚然，他会需要Jane的帮助来完成，但他必须承担责任，因为风险实际上是由他来面对的。他要么继承一个执着于过时的领导力而走下坡路的公司。要么他会因为打安全牌而无法掌握能够领导一个转型成功的公司的能力。

So now the question is, where does John start? If I were John, I’d ask to start flying the plane. For my 13th birthday, my grandpa, a former Navy pilot, gave me the gift of being able to fly a very small plane. Once we were safely airborne, the pilot turned over the controls, folded his hands, and he let me fly.

所以问题是：John要从何入手呢？如果我是John，我会先要求开始自己驾驶飞机。在我13岁生日时，我外公，一位前海军飞行员给我的礼物是，让我驾驶一架很小的飞机。一旦我们安全升空，他就交出大权，完全放手让我来驾驶。

It was totally terrifying. It was exhilarating, but it was also on-the-job learning with a safety net. And because it was real, I really learned how to do it myself. Likewise, in the workplace, every meeting to be led, every decision to be made can be a practice flight for someone who could really use the learning experience and the chance to figure out how to do it their own way.

那真的很恐怖，很令人兴奋，但同时也是在安全网中进行的“在工作中学习”。因为它是真实的，我真的学会了怎么自己操作。同理，在工作中，每场要主持的会议、每个要做出的决定，都可以是一次飞行训练。让某人能真的用到学习中的经验，抓住机会来找寻他们如何用自己的方法工作。

So instead of caving, John needs to knock on Jane’s door, propose a creative strategy for having the meeting without the eight pre-meetings, show her he’s thought through the trade-offs and ask for her support to do it differently.

所以比起畏缩不前，John需要的是敲开Jane的门，提出一个有创意的策略，能够不用开八次小会而直接开大会。在协调和平衡过程中向Jane展示出他的思考，并向她寻求支持，用不同方式做事。

This isn’t going to be easy for Jane. Not only does she need to trust John, she needs to accept that with a little bit of room to try his hand at leading, John will inevitably start leading in some ways that are far more John than Jane. And this won’t be an indictment of her. Rather, it will be individualism. It will be progress. And it might even be a chance for Jane to learn a thing or two to take her own leadership game to the next level.

这对Jane来说并不简单，她不仅需要信任John，还需要接受，如果给他一点点空间来尝试去领导，John会自然地开始用更带有个人特色，而非Jane特色的方式来进行领导。这不是在谴责Jane，恰恰相反，这会成为个人特色，会是一个进步。也许还会成为Jane从中学习，并提高自己领导力的机会。