????《財富》最具影響力女性內部網絡（MPW Insider）是一個在線社區，該社區匯聚了一批知名商界女性，就職場和領導力方面的問題提供及時解答。今天的問題是：你如何在轉型時期領導一個團隊？回答者是強生集團全球董事長桑迪?彼得森。

????無論你身處哪個行業，或位于世界何處，總有一件事是你避免不了的：商業的變革比以往任何時候都要快——在我看來，這一趨勢只會繼續加速。因此，為了不斷滿足和超出消費者對他們的期待，公司和團隊就有轉型的必要。我認為，有幾項關鍵的領導力特征，不僅能緩解轉型期不可避免的焦慮感，更重要的是，還能起到振奮軍心的作用。

????保持專注

????我總是提醒我的團隊要退一步，問問自己：“我們為什么要這么做？”對我們來說，無論何時都應該考慮如何更好地服務我們的病人、消費者和顧客。當你的團隊找不到重點時，這個問題可以很好地幫你們尋回自我。它能減少壓力，調動人們的積極性，為那種共同的可能性感到興奮。

????做好長期計劃，實現近期目標

????即便是最有經驗的領導者，在局勢不明朗的情況下也很難管理好團隊。為你的團隊設立一系列明確的目標，讓員工可以看到奮斗的終點。然而，在這段時期，分階段地進行轉型至關重要。在初期取得成功之后，團隊會有潛力創造真正的影響力，團員也會感到興奮，從而提高生產力，并渴望取得更大成就。

????保持靈敏

????在變革的時代，保持靈敏是領導團隊的基礎。營造一種讓團隊成員敢于冒險的環境。為需要實現的目標設定衡量標準，并基于這些標準來追蹤進展。如果沒有實現目標，你需要向團隊提出挑戰，要求他們重新評估情況，通過新的策略卷土重來。培養一種文化，讓那些勇于挑戰現狀的員工得到獎勵。

????提供合適的資源

????作為領導者，我們往往擁有更高的觀察視角，能夠了解公司的方方面面，在一些情況下，甚至可以跨越地域限制。我通常會借助這個獨特的位置，利用好關于企業的知識和技能，為團隊成員提供他們獲得成功所需的合適資源。同樣重要的是，我也會找機會掃除障礙，或者把挑戰變成機遇，幫助團隊實現目標。在任何情況下都要鼓勵合作——我發現合作總是能為團隊和股東帶來更好的結果。

????最重要的是，我很關注員工獲得的成功，并為他們慶祝。支持你的團隊，融入你的團隊，可以幫助你走得更遠。因為，說到底，我們休戚與共。（財富中文網）

????譯者：嚴匡正

????審校：任文科

????MPW Insider is an online community where the biggest names in business and beyond answer timely career and leadership questions. Today’s answer for: How do you lead a team during a time of transition? is written by Sandi Peterson, group worldwide chairman of Johnson & Johnson.

????No matter what industry you’re a part of, or where you sit in the world, there is one thing we cannot avoid: businesses are shifting more rapidly than ever – a trend that I only see accelerating into the future. With that comes a need for organizations and teams to shift to continue to meet, and exceed, the expectations of their customers. There are a few key leadership characteristics that I believe not only help alleviate anxiety that inevitably results from times of transition, but more importantly, can actually rouse excitement amongst teams during this time:

????Stay externally focused

????I always remind my team to take a step back and ask themselves: ‘Why are we doing this?’ For us, 100% of the time, it is to better serve our patients, consumers, and customers. This is a great question to come back to when your team is losing focus; it reduces stress and mobilizes people to get excited about the collective possibility.

????Play the long game while winning the short one

????Managing through ambiguity can be difficult for even the most experienced leaders. Defining a clear set of goals for your team demonstrates that there is an end in sight. However, it’s crucial during this time to move through the transition in phases. Go after early wins that will have the potential to create real impact and get people excited, leading to increased productivity and a desire to achieve more.

????Remain agile

????Agility is fundamental to leading a team through times of change. Build an environment that empowers your team to take risks. Set metrics for what needs to be achieved and measure against them to track progress along the way. If targets aren’t being met, challenge your team to reassess and come back with a new strategy. And create a culture where people are awarded for challenging the status quo.

????Connect the dots

????As leaders we tend to have higher points of visibility across our companies and, in some cases, across geographies. I take this unique position to harness the knowledge and expertise of the enterprise and connect my team with the appropriate resources they need to be successful. Just as critical, I look for opportunities to remove obstacles or shift a challenge into a possibility for them to achieve their goals, where it makes sense. Encourage collaboration wherever possible – I find it always leads to better outcomes for my team and my stakeholders.

????Most importantly, I focus on and celebrate the successes of my people along the journey. Supporting and aligning with your team can go a very long way. Because at the end of the day, we’re all in this together.