????你主持了一個電話會議，討論項目時間表、交付成果和截止期限。你掛斷電話，為自己講到了清單上面所有的事項而心滿意足。但過了一段時間之后——也許幾分鐘，也許是幾天或幾周——你發現沒有人真有照做的意思。

????聽著耳熟嗎？當你領導一個來自不同部門的團隊，乃至一個由你的同齡人組成的團隊時，人們對你唯命是從是不太可能的。其實，你并不需要同事和下屬的言聽計從——你需要的是他們能出謀劃策、自愿合作、共同參與。

????如何才能贏得這種神奇的組合效果？結果來之不易，而其中的固有挑戰也許能解釋培訓公司ESI國際（ESI International）一項調查的結果。這項調查發現，83%的受訪公司存在項目經理短缺的現象。或者它也能解釋戴爾?卡內基2012年的一份研究，該研究發現26%的員工在工作中完全置身事外，45%只是在一定程度上參與其中。

????“沒人在乎你的截止期限，他們關心的是目標，”高管教練及《新官上任》（First-Time Leader）一書的作者喬治?布拉特說。“必須與他們聯手創造一個共同目標，同時向這個目標推進。但學校是不會教你這個的。”

????

????You're leading a conference call, talking project timelines, deliverables, and deadlines. You hang up, satisfied that you covered everything on your checklist. But some time later -- maybe minutes, days, or weeks -- you realize that no one had any intention of actually doing what you said.

????Sound familiar? When you're leading a team from different departments or even a group of your peers, you're unlikely to see people blindly complying with your every request. Indeed, compliance isn't what you need from colleagues and subordinates -- you need ideas, willing collaboration, and participation.

????How do you win that magic combination? It's not easy, and the inherent challenge may explain the results of a survey by training firm ESI International, which found a shortage of project managers at 83% of organizations surveyed. Or the 2012 Dale Carnegie study, which found that 26% of employees are disengaged and 45% are only partially engaged.

????"Nobody cares about your deadlines; they care about the cause," says George Bradt, an executive coach and author of First-Time Leader. "You have to co-create a shared purpose and drive toward the cause, and they don't teach you that in school."?

????關鍵不是你一個人的想法

????第一步是改變思考角度。別再去制訂計劃，然后讓人們照你意思辦事了。你要明白，他們的想法可能跟你的一樣有價值。你對項目的目標和背景固然了如指掌，但將更大層面上的使命傳達給他們，讓他們了解自己那部分任務在整體項目中所扮演的角色，這是你的職責。

????“要想在這一點上不出錯，必須真心誠意地相信，你托付的人能比你自己做得更好，”布拉特說。“你必須給他們指出很明確的方向，給他們提供資源、培訓，然后放手讓他們去干。”

????這意味著在項目初期就要開始傾聽他人的意見和建議，還要把這種做法貫穿始終。他說：“它不能一蹴而就，而是一系列迭代性質的對話，必須堅持下去。”

????首席執行官與領導團隊顧問彼得?布雷格曼說，他曾與一名領導5億美元業務線的高管合作，這位高管苦于無法從公司的市場營銷負責人處獲得自己所需要的東西。原來，那位營銷負責人感覺，自己沒有受到尊重，想法也未得到重視。這種僵持對個人和公司整體業務都造成了損害。

????“再怎么故作姿態也無法讓他按他的意愿行事，”布雷格曼說。“既不能動用權力，又不能直接跟他一爭高下。”

????

????It's not about your ideas

????The first step is to shift your perspective. Instead of devising plans to get people to do what you want, recognize that their ideas could be just as valuable as yours. Sure, you know the project's objectives and context inside and out. It's your job to convey the broader mission to them so they understand how their piece will fit into the whole.

????"To do it right, you have to truly believe the people you're delegating to can do this better than you," Bradt says. "You have to give them very clear direction. You have to give them the resources, the training; then you have to let them do it."

????That means listening to others' input at the beginning of a project, as well as throughout. "This isn't a one-time thing, this is a series of iterative conversations, and you must stick with it," he says.

????Peter Bregman, an advisor to chief executive officers and leadership teams, says he once worked with an executive who led a $500 million business line and was having trouble getting what he felt he needed from the company's head of marketing. It turned out that the marketing head didn't feel respected or that his ideas were valued. The standoff was hurting both individuals and the overall business.

????"No amount of posturing was going to get him to do what he wanted to do," Bregman says. "You can't leverage your power or get into an arm wrestle with the guy."?????