如何释放员工的潜力.docVIP

如何释放员工的潜能 Breaking down boundaries at work 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. 任何一位领导者首先需要知道的最重要的一条真理是：任何公司内工作的人都有无限的潜力。他们能够解决任何问题，应对任何无法预测的情况。 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. 可目前的问题在于：因为一些自我强加的条条框框，大多数公司无法挖掘员工的潜力。要释放员工的潜力，就意味着要挑战我们对于工作的许多想当然的观点：比如等级制度的不可否认性，在办公室投入时间的重要性，半年一次的员工评估，重视客户的声音而忽视员工的意见，以及为了维持级别而对关键信息采取保密措施等等。 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 dont see their peers in another. 要挖掘员工的才能，公司和领导人必须努力打破三个常见的壁垒。首先是依托于职位的管理，也就是说，沟通和协作受到资历的限制。一位刚入门的底层员工怎么可能和资深管理者或者高管交流呢？其次是和部门和职能有关。营销部门、销售部门、产品开发部门都仅限于内部交流，信息和潜在的创新机遇都被限制在各自的部门内部。再次就是地域壁垒——一间办公室或一个地方的员工往往忽视在别处工作的同事。 Escaping these persistent and pernicious boundaries to communication, contribution, and collaboration requires three key