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????親愛的安妮：我剛剛獲得意外升職，成為我們部門的主管。我想，這是個好消息。而壞消息是，前任主管被公司要求離職，因為他不能完成高管層下達的總是在變的生產和銷售目標——部分原因是缺乏必要的資源，其中包括2008年以來員工已被裁掉了約三分之一。 ????能有機會扭轉頹勢，讓我很興奮，不過坦率地說，我擔心自己是否真能做到。我們部門的負責人告訴我，我應該立刻“驅車上路”，但我更愿意花上幾周時間，重新思考一下我們目前的一些做法。我這么想是錯的嗎？您還有您的讀者們能否給些建議，讓我知道如何避免重蹈前任的覆轍呢？ ????——明尼蘇達州，喜憂參半的人 ????親愛的喜憂參半：首先，恭喜你升職了，畢竟目前要升職比以前要難得多。根據人力資源調研集團WorldatWork的一項調研結果，2010年，只有約7%的美國員工在其公司內部獲得提升。這比經濟衰退前8.1%的數字有所下降。 ????與此同時，其他情況表明，你的擔憂是有道理的。比如，國際人才管理公司Development Dimensions International[其客戶包括眾多《財富》美國500強公司，如雅芳（Avon）和威瑞森（Verizon）等]近期在調查了1,130名剛獲得提升的經理后發現，多數人都不得不“自己去闖”：其中只有十分之一的人接受過一些領導力方面的培訓或輔導。 ????約60%的人表示，他們是通過試錯的方式來了解自己的工作的，另有42%的人表示，不清楚自己所肩負的期望，也不了解怎樣才算是自己在新崗位上獲得成功。 ????結果，有三分之一的被調查者表示，他們希望自己沒有被升職，并將自己“新官上任”的第一年描繪為“壓力之大，難以承受”。DDI的高級副總裁斯科特?厄爾克表示：“在支持極其有限的情況下，駕馭一個復雜職位的壓力會嚴重地挫傷士氣。” ????因為你提到自己的升職出乎意料，所以我敢肯定，你也屬于那90%沒有受過培訓的大多數，為此我詢問了好幾位培訓師，對你此時該怎么做給出建議。我頭一個問題就是，如何最好地做到“驅車上路”。 ????艾倫?摩爾表示，“在新職位上的頭100天”無疑“至關重要”。他是位于舊金山的PDI Ninth House公司的戰略管理集團高級顧問。該公司已為3M、迪士尼（Disney）、惠普（Hewlett-Packard）、默克（Merck）及其他眾多公司培訓過經理人員。 ????摩爾描述了所有“新官”必須掌握的微妙的平衡技巧。他說：“你需要一開始就創造一些‘勝績’，但又不能走得太快。要有決斷力，但也要花些時間，確保你明白各種事情為何是現在這種做法。” ????確認一些你能立刻實施的積極改變。隨后，與向你匯報的員工開各種會議，了解他們的看法：要想達成那些不斷變化的目標，還能做些什么。 ????摩爾表示：“我曾培訓過一些新任領導者，他們把上任伊始的頭100天幾乎全部用來和員工、供應商、銷售商和客戶開會，收集對可能的改進措施的建議。”他敦促你一定要“避免凡事親力親為的想法。作為經理，你的目標是建立整個組織的能力。”因此，請讓組織上下各方都來幫你。 ????同時，一定要請自己的上級主管闡明你應達成的目標。“別以為你知道公司對你的期望是什么，”莎倫?丹尼爾斯說。她是位于坦帕市的培訓和職業發展公司AchieveGlobal的首席執行官。 ????她進一步表示：“你必須確切了解自己的首要任務應該是哪些。隨后，在推進過程中，向上級提交進程報告，并要求其確認你的工作方向是正確的。” ????丹尼爾斯的建議是，從一開始就開展這種對話，以便任何模糊的指示或潛在的沖突能盡早獲得識別。知道自己應該做什么聽起來可能是顯而易見的事，但DDI的調研發現，很多新任經理人“對于如何才能成功一無所知”。這可不是什么好事。 ????艾倫?摩爾還提醒到：照顧好自己。他說：“一大危險是精疲力竭。當你初次接手一個更高職位時，要做的事數不勝數，而與過去相比，組織更精簡，資源更有限了——更別提快如閃電，全天無休的技術——人們發現自己現在一天工作時間長達20個小時。” ????切莫如此。摩爾說：“這是一場馬拉松比賽，不是百米沖刺。所以要調整好自己的步伐。” ????祝你好運。 ????反饋：如果你最近升職了，是什么幫你獲得成功的？你希望自己在接手更高職位前獲得哪些忠告？請在下面留下寶貴意見。 ????譯者：清遠 |
????Dear Annie: I just got an unexpected promotion to head of my department. That's the good news (I think). The bad news is, the previous boss was asked to leave the company, because he just couldn't meet the always-changing production and sales targets that top management handed down -- partly due to a lack of resources, including a staff reduced by about one-third since 2008. ????I'm excited about the opportunity to turn things around, but frankly I wonder if I can. The head of my division told me I'm supposed to "hit the ground running," but I'd like to take at least a couple of weeks to rethink some of what we're doing now. Would that be a mistake? Do you or your readers have any suggestions on how to avoid my predecessor's fate? —Mixed Blessing in Minnesota ????Dear MBM: First, congratulations on getting promoted, which is even tougher these days than it used to be. Only about 7% of U.S. employees moved up in their organizations in 2010, according to a survey by human resources research group WorldatWork. That's a decrease from 8.1% in the years before the recession. ????At the same time, other evidence suggests that your worries are well-founded. For instance, global talent management firm Development Dimensions International (DDI), whose clients include dozens of Fortune 500 companies from Avon (AVP) to Verizon (VZ), recently polled 1,130 newly promoted managers and found that most were obliged to "sink or swim": Only one in 10 had gotten any leadership training or coaching. ????About 60% said they were learning their jobs through trial and error, and 42% said they had no clear idea of what was expected of them, or what success in their new position would look like. ????As a result, a third of those surveyed said that they wish they hadn't been promoted, describing their first year on the job as "overwhelming." Notes Scott Erker, a senior vice president at DDI, "The stress of having to navigate a complex role with little support takes a toll on morale." ????Since you mention that your promotion was unexpected, I'm betting you're among the 90% majority who received no training, so I asked a couple of coaches what they'd advise you to do now, starting with the question of how best to "hit the ground running." ????There's no doubt that "your first 100 days in this job are critical," says Allen Moore, an executive consultant in the strategic management group at PDI Ninth House in San Francisco who has coached managers at 3M (MMM), Disney (DIS), Hewlett-Packard (HPQ), Merck (MRK), and many other companies. ????Moore describes a tricky balancing act that all new bosses must pull off. "You need to score some early 'wins,' but without moving too fast," he says. "Be decisive, but also take a bit of time to make sure you understand why things are done the way they are now." ????Identify a couple of positive changes you could make immediately. Then hold a series of meetings with the people who report to you and get their ideas on what else could be done to improve their chances of meeting those ever-changing targets. ????"I've coached some new leaders who spent almost their whole first 100 days meeting with employees, suppliers, vendors, and customers, gathering ideas for possible improvements," says Moore. He urges you to "avoid the temptation to try and do everything yourself. As a manager, your goal is to build the capabilities of the whole organization." So let the whole organization help you. ????At the same time, ask the people above you to spell out what goals you should be shooting for. "Don't assume you know what's expected of you," says Sharon Daniels, CEO of Tampa-based training and development firm AchieveGlobal. ????"You need to understand exactly what your priorities should be. Then give higher-ups progress reports as you go along, and ask for confirmation that you're heading in the right direction," she adds. ????Get this dialogue going right from the start, Daniels suggests, so that any mixed signals or potential conflicts can be sorted out early. Knowing what you're supposed to be doing may sound obvious, but the DDI survey found that many new managers are "in the dark about what it takes to be successful." That can't be good. ????One further tip from Allen Moore: Take care of yourself. "One danger is burnout," he observes. "When you first step into a bigger job, there's so much to do, and with leaner organizations and fewer resources than in the past -- not to mention lightning-fast, 24/7 technology -- people find themselves working 20 hours a day." ????Don't. "This is a marathon, not a sprint," says Moore. "So pace yourself." ????Good luck. ????Talkback: If you've been promoted recently, what has helped you succeed? What do you wish someone had told you before you took the bigger job? Leave a comment below. |
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