????從控制管理轉變為打破壁壘

????領導者必須時時刻刻提醒自己：“這對于我們打破壁壘的愿景是否有幫助？”如何改變公司的員工？如何改革人才管理？或許，應該像電信公司TELUS的做法一樣，新員工入職的時候，必須通過一個尋寶游戲，找到和聯系位于世界各地的同事。如果我們放棄半年一次的績效評估，借助協作平臺采用實時反饋的系統，結果又會如何？為什么不圍繞健康與保健設立一個公司的排行榜，讓不同地理區域的員工可以相互對比？讓員工公開“敘述”他們的工作，讓其他所有人都能了解他們在做什么，能否產生好的效果？每一個內部管理流程都是挖掘員工更大潛力的機會。

????釋放員工的潛力就能轉化成新的競爭優勢。但說起來容易，做起來難。管理層只是泛泛而談“人才是我們最寶貴的資產”，而這遠遠不夠。每一位領導者都必須努力打破壁壘，重新思考有關工作的一些根深蒂固的假設。

????你或你的公司如何打破限制員工潛力的壁壘？歡迎在MIX的無限人類潛能挑戰項目中分享你的故事和觀點。（財富中文網）

????本文作者雅各布?摩根是社交媒體咨詢公司Chess Media的聯合創始人，并著有《協作型組織》一書。

????譯者：劉進龍/汪皓

????From controlling management to boundary-breaking work

????At every turn, leaders must ask themselves, "How does this support our vision of breaking down boundaries?" How can employee onboarding be changed? What about talent management? Perhaps when employees are brought on board they are taken through a scavenger hunt where they must find and connect with colleagues around the world; something telecommunications company TELUS does for new recruits. What if, instead of semi-annual reviews, you go with a system of real-time feedback through a collaborative platform? Why not create a company leaderboard around health and wellness so that different geographic regions can see how they compare to one another. What if employees "narrated" their work in a public way so that everyone and anyone can see what they are working on? Every built-in management process is an opportunity for unleashing more human potential.

????Unlocking human potential is the new competitive advantage. But it's not as simple as expressing good intentions. And it's not enough for executives to proclaim, "our people are our most important assets." Every leader must do the hard work of breaking down boundaries and rethinking the most deeply held assumptions about work.

????What are you or your organization doing to break down the boundaries that constrain human potential? Share your stories and ideas in the Unlimited Human Potential Challenge at the MIX.