????幾天前，我收到了一封財富中文網(wǎng)讀者安妮塔的電子郵件，內(nèi)容如下：

????“最近，我從一名普通銷售被提拔成了銷售總監(jiān)。關(guān)于如何成為一名優(yōu)秀的銷售經(jīng)理？您能給我一些建議嗎？不勝感激。安妮塔。”

????當(dāng)時我正在駕車從機場回家的路上，只有30分鐘的空閑時間，所以我直接用iPad回復(fù)了她的問題。現(xiàn)在，我想將這個問題的答案寫成一篇文章，與所有讀者分享，因為我認為這是一個很好的問題。雖然她只提到了“銷售經(jīng)理”，但事實上，不論你負責(zé)哪個領(lǐng)域，要想成為一名優(yōu)秀的管理者，需要做的事情有95%是相同的。這位讀者肯定比我更了解銷售，所以我將回答如何成為 “優(yōu)秀的管理者”這方面。

????你好，安妮塔！

????感謝你的來信。這是一個很好的問題。祝賀你，你從有一技之長的職員變成了管理者。之前，你的重要性體現(xiàn)在你親手做過的事情。現(xiàn)在，你有機會通過管理其他人的工作和職業(yè)，來體現(xiàn)你在另外一個方面的重要性。

????要想成為優(yōu)秀的管理者，可以參考下面這些經(jīng)受過時間考驗的指導(dǎo)原則：

????培養(yǎng)人才，專注于優(yōu)點而非弱點。管理者的首要任務(wù)并非“監(jiān)督”，而是培養(yǎng)和發(fā)展人才。找出人們的特長，幫助他們變得更好。詢問他們希望發(fā)展哪方面的能力，然后想方設(shè)法地幫助他們學(xué)習(xí)和實踐。迫使你的團隊全力以赴，發(fā)揮出最大的潛能，并隨時為他們提供幫助。不要把時間浪費在讓所有人都達到相同的能力水平上。找出每個人的特殊才能，激活他們的天賦與渴望。你便可以擁有一支戰(zhàn)無不勝的團隊。

????成為其他人的教練，隨時提供指導(dǎo)。既然你的首要任務(wù)是培養(yǎng)人才，你就應(yīng)該每天拿出時間指導(dǎo)你的團隊成員。他們表現(xiàn)好的時候，要提供積極的反饋，而當(dāng)他們的表現(xiàn)有待提高時，為他們提供敏銳的反饋和完善建議。每天從他們身上找出一些值得肯定的閃光點。不論你認可人們的什么行為，未來你都會得到更多回報。時時刻刻致力于建立信任，如此一來，在你的人際關(guān)系銀行賬戶中，你一直在增加“存款”，卻從來沒有“取款”。而當(dāng)你展示你就指導(dǎo)團隊工作所做的承諾時，你也在向人們傳達這樣的信號：“這才是一位管理者應(yīng)該做的事情。”

????做你心目中理想的管理者。現(xiàn)在，你有機會為自己的團隊提供服務(wù)，而不是成為他們的“統(tǒng)治者”。你肯定曾經(jīng)希望自己的上司關(guān)心下屬，愿意傾聽你的意見，愿意幫助你，能給你提供輔導(dǎo)，并且經(jīng)常表揚你的良好表現(xiàn)。現(xiàn)在你應(yīng)該努力成為這樣的管理者。要抵擋住“微觀管理”的誘惑；給他們適當(dāng)?shù)奶魬?zhàn)，并幫助他們?nèi)〉贸晒Α樗麄冊O(shè)定成功目標，并在他們爭取成功的過程中提供指導(dǎo)，當(dāng)他們?nèi)〉贸晒χ螅隙ㄋ麄兊墓凇Ｈ绻愕膱F隊在不斷成長，你便是成功的管理者，不需要搶走他們的功勞。做他們心目中理想的管理者。

????要有懷疑精神，但更要學(xué)會傾聽。不要相信你看到或聽到的任何事情。但同時也不要假設(shè)你聽到的任何事情都是可疑的。在與每個人交流的時候，學(xué)會深入而仔細地傾聽。對他們的世界觀要有好奇心。要注意但不要譴責(zé)你遇到的錯誤想法和態(tài)度。記住，在某種程度上，每一種行為都有好的出發(fā)點。當(dāng)人們意識到你確實在認真傾聽他們的聲音時，他們就會失去耍心機的興趣，并且因為他們尊敬和信任你，他們會希望發(fā)揮作用。

????共同面對困境，提供幫助。人難免會有陷入困境的時候。當(dāng)你的團隊成員陷入“坑里”，不要站在上面大聲叫喊著讓他們出來。你應(yīng)該跳到里面去，挽起袖子，向他們演示如何出去。當(dāng)然，這并不意味著你要將他們從問題中“拯救出來”；他們只有親自動手才能學(xué)到最多。但如果有人陷入困境，不要單純地提供一些陳詞濫調(diào)、口號或者好的想法。這樣做其實無異于拋棄，是不負責(zé)任的行為。如果相關(guān)工作確實很重要，讓人們知道你隨時可以親自動手，前提是他們只能通過這種方式才能學(xué)到必須掌握的技能。要會分辨什么時候應(yīng)該提供指導(dǎo)，什么時候應(yīng)該參與其中，提供幫助。

????用講故事的方式分享你的激情與愿景；鼓勵團隊成員制定自己的計劃。作為管理者，你的職責(zé)是建立一支高效的團隊。你心目中可能對一支高效率團隊有清晰的概念，這便是你的愿景。通過引人入勝的故事，讓你的愿景鮮活起來，使其變得清晰易懂，幫助人們了解它。然后，鼓勵團隊成員各自提出實現(xiàn)這個愿景的計劃，并盡可能允許他們遵守自己的計劃。沒錯，提供指導(dǎo)，但不要插手一臺在正常運轉(zhuǎn)的機器。

????同上條：利用故事清晰描述你期待的未來。然后鼓勵他們用自己的想法和創(chuàng)造力，創(chuàng)造出一條實現(xiàn)愿景的道路。如果你真的能夠按照這種方式管理，你可能會成為所有人都想為你工作的管理者。你也不會遭遇“如何讓團隊全身心投入”的問題，因為他們會主動將自己的想法變成現(xiàn)實。

????不要停止對自己的投資。聘用一位教練，幫助自己在工作帶來的混亂和煩躁當(dāng)中，保持對成功的專注。閱讀關(guān)于行業(yè)趨勢的最新文章和圖書，吸收其他人最好的想法，充實自己。然后將這些想法與你的團隊分享，聽聽他們的反應(yīng)。如果他們發(fā)現(xiàn)你在踐行學(xué)無止境的理念，他們就會以你為榜樣。你對自己的投資傳達出的信息是：你追求卓越，致力于自我發(fā)展和培養(yǎng)其他人。

????不要把什么都看成是沖著你自己來的。這是成年人與小孩子的區(qū)別。將別人的意見、建議或抱怨視為批評，或者針對你個人權(quán)威的攻擊，是大錯特錯的。如果你總是認為所有事情都是專門針對你的，其他人將無法與你分享你成功所需要的最重要的信息。當(dāng)出現(xiàn)問題的時候，你將是最后一個知道的人。當(dāng)你因為自負而遭遇失敗的時候，人們只會幸災(zāi)樂禍。所以，當(dāng)你在聽取他人的反饋時，要認真傾聽，并保持尊敬；心平氣和地考慮這些反饋，問自己這些反饋是否有一定的道理。事實上：信息就是信息。它與你無關(guān)。學(xué)會就事論事，客觀地看待任何事情，你也為別人如何對待他人反饋樹立了榜樣。對于那些像小孩子一樣認為所有事情都是針對自己的，神經(jīng)過敏的管理者，你會尊重他嗎？

????如果你能成為這種領(lǐng)導(dǎo)者，你的團隊就可以為你赴湯蹈火。如此一來，你能否成功，將不再取決于“協(xié)定”（任務(wù)），而是相互之間的關(guān)系和作為一支團隊一起共事的可能性。

????記住：管理者的成功與否，很大程度上取決于你每天的行為，你為其他人樹立的榜樣，以及你在每一次交流當(dāng)中建立的信任和默契。如果你能運用這些指導(dǎo)原則并且不斷練習(xí)，你肯定能成為一名優(yōu)秀的管理者。（財富中文網(wǎng)）

????譯者：劉進龍/汪皓

????審校：任文科

????A few days ago I received this email inquiry from Anita, a Fortune China reader:

????“Recently I was promoted from a sales staff to sales director. Could you kindly give me some suggestions on how to become an excellent sales manager? Your reply will be highly appreciated. Anita.”

????At the time, I was riding in a car from the airport back to my home, and had about 30 minutes of free time, so I responded directly using my iPad. But now I want to shape my response into a proper article to share with all my readers because I felt this was such a great question. Although she was asking about ‘sales manager,’ in fact, 95% of being an excellent manager is the same regardless of what function you are in. I am certain that this reader knows more about sales than I do, so I am responding to the phrase “excellent manager.”

????Hi Anita,

????Thanks for your inquiry. It's a great question. Congratulations, you have just shifted from the role of Technician to the role of Orchestrator. You used to be important because of what you personally did with your own hands. Now, you have an opportunity to be important because of what you can achieve through Orchestrating the work and the careers of others.

????If you want to become an excellent manager, here are some guiding principles that have stood the test of time:

????Develop People, Focusing on Strengths not Weaknesses. The number one role of a manager is not “supervising” but developing and growing people. Find out what people are good at and help them become even better. Ask them what capabilities they want to grow and then find ways for them to learn and practice. Challenge your people to stretch and be the best they can be, remaining always ready to help them. Don’t waste time trying to make everyone achieve at the same level for every single competency. Figure out where each person’s special talent lies and fan the flames of their natural abilities and aspirations. You will build a team of champions.

????Be a Coach for Others, Every Day. Since your primary focus now is on developing others, make time every day to coach your people. Give them positive feedback for their good work and give them sensitive feedback and suggestions on how to improve when they need it. Find something positive to acknowledge every day. Whatever behavior you acknowledge, you will get even more of that in the future. Focus on building trust in ever encounter so you are always making deposits, never withdrawals, in the relationship bank account. And, as you demonstrate your commitment to coaching your team you are signaling “this is the way to be a manager around here.”

????Be the Type of Manager You Always Wanted. Now is your chance to serve your team, instead of being a "Lord" over them. I’m sure you wanted a manager who cared, who listened, who helped you, gave you coaching and acknowledged your good work on a regular basis. Go ahead and be that type of manager now. Resist the temptation to ‘micro-manage’ people; instead give them appropriate challenges and then help them succeed. Set goals for their success, coach them along the way, and when they succeed, give them the credit. If your people are thriving and growing, you are being successful, you don’t need to take the credit. Be the manager they have always wanted.

????Be Skeptical but LEARN to Listen. Don’t believe everything you see or hear. At the same time, don’t assume everything you hear is suspect. Learn to listen deeply and carefully to each and every person with whom you communicate. Be curious about their model of the world. Notice, but don’t condemn, erroneous thinking and attitudes you encounter. Remember that, in some way, every behavior has a positive intention. When people realize that you are really listening to them, they will lose interest in manipulations and will become interested in making a difference because they respect and trust you.

????Jump Into the Hole and Help. When people fall into a hole, as they always will, don't just stand at the top shouting at them to get out of the hole. Instead, jump down in the hole with them, roll up your sleeves, and show them how to get out. This does not mean you are going to ‘save them’ from their problems; of course they learn best by doing things themselves. But when you see that someone is really stuck, don’t merely respond with platitudes, slogans, or good ideas. That is a form of abandonment and is irresponsible. When it really matters, show people that you are ready to get your hands dirty if that’s what it takes for them to learn what they need to learn. Learn to discern when you should coach and when you should jump into the hole and help.

????Share Your Passion and Vision with Stories; Invite Them to Own the Plan. As a manager, you are building a high-performing team. If you have a clear picture in your mind about what it will look like when that team is performing with excellence, that is your Vision. Help them understand your Vision with compelling stories that bring your vision to life so it will be crystal clear. Then, invite your team to come up with THEIR plan showing how to achieve the vision and, as much as possible, allow them to work their plan. Yes, coach them, but don't put your hand in a machine that's running!

????To repeat: Use stories to clarify the future you desire. Then invite them to create a path to that future using their ideas and creativity. If you manage like this, you will be a manager that everyone wants to work for. You will also never have a problem of “getting the team to take ownership” because they will be highly engaged in putting their own ideas into action.

????Never Stop Investing in Yourself. Hire a coach to help keep you focused on success amidst the chaos and turbulence of work. Read the latest articles and books on trends in your industry, feed your mind with the best ideas from the minds of others. Then share these ideas with your team and listen to their response. When they realize that you are devoted to never-ending-learning, they will copy you. Your investment in yourself sends the message that you are committed to excellence, to growing yourself, and to growing others.

????NEVER Take Anything Personally. This is the mindset that truly separates the grownups from the children. When you hear advice, suggestions or complaints as criticism or as a personal attack on your authority, you are making a huge mistake. When you take things personally, you make it impossible for people to share the most important information you need to be successful. When there are problems, you will be the last to know. People will take satisfaction when you trip on your own hubris and fall on your face. So when you hear feedback from others, listen to it cleanly and respectfully; consider it calmly and ask yourself if there is some truth in it. The fact is: information is just information. It is NOT about you. By learning not to take anything personally you are publicly modeling for others the way you want them to respond to each other’s feedback. And you are showing them how to be a grownup. Would you respect an ego-driven manager, who, like a small child, thinks that everything is about them? ?

????If you can be this type of leader, your team will walk through fire for you. It will no longer be about 'transactions' (tasks) but is now about relationships and the possibilities of working together as a team.

????Remember: success as a manager is, to a great extent, about who you are being every day, the model you are demonstrating for others and how much trust and rapport you can build in every interaction. If you will adopt these guiding principles, and practice them, you are surely on your way to Becoming an Excellent Manager.