How to break bad management habits before they reach the next generation of leaders | Elizabeth Lyle

譯者: Lilian Chiu 審譯者: SF Huang

I am guilty of stacking my dishes in the sink

我承認我會把碗盤堆在水槽中

and leaving them there for hours.

好幾個小時不洗。

I fact-checked this with my boyfriend.

我有和我男友確認過這件事。

He says it's less like hours and more like days,

他說應該不是幾小時，是幾天才對，

but that's not the point.

但那不是重點。

The point is sometimes I don't finish the job

重點是有時我不會去處理，

until the stack has gotten high enough that it's peaking over the lip of the sink

除非碗盤已經堆積如山， 高過了水槽的周邊，

and my inner clean freak loses it.

且我內在的潔癖怪失控吶喊。

This charming habit developed when I was in college,

我在大學時養成了這項迷人的習慣，

and I had tons of excuses.

且我有一大堆的藉口。

"I'm running to class!"

「我要趕課去！」

"What's one more dirty dish in the sink?"

「水槽中再多一個 髒盤子又怎樣？」

Or my favorite, "I think I can save time and water

或是我最愛的：「我認為 如果我晚點再通通一起洗，

if I do them all together later."

可以省時又省水。」

(Laughter)

（笑聲）

But it's not like I needed those excuses, because nobody was calling me on it.

但我其實並不需要那些藉口， 因為沒有人會叫我去洗盤子。

I wish they had.

我真希望有。

I look back now

我現在回頭看，我了解到，

and realize that every time I didn't put a dish in the dishwasher

每當我沒有把餐具放到洗碗機去清洗，

and finish what I started,

it became more second nature to me,

我就越來越養成這樣的習慣，

and I grew less likely to question why I was doing it.

我就會越來越不會質疑 自己為何要這麼做。

Today, I'm a 30-something, certified dirty-dish leaver,

現在，我已經年過三十， 是有認證的不洗碗盤者，

and breaking this habit is hard.

要改變這習慣很難。

So when I'm not at home avoiding the sink,

所以，當我沒有在家中 忙著閃避洗碗槽時，

I work with large, complex organizations on leadership transformation

我通常是和複雜的大型組織合作，

進行順應時代改變而做的 領導力轉型。

in times of change.

My job is to work with the most senior leaders

我的工作是要和 最資深的領導人合作，

to examine how they lead today

來探究他們現在的領導方式， 並建立更適合未來的習慣。

and establish habits better suited for the future.

But what interests me more than senior leaders these days

但比起資深的領導人， 最近我更感興趣的

is what's going on with the junior ones.

是較資淺領導人的狀況。

We call them "middle managers,"

我們稱他們為「中階主管」，

but it's a term I wish we could change

但我希望我們能改掉這個用語，

because what they are is our pipeline of future talent for the C-suite,

因為他們是將來可能 成為高層主管的才子，

and they are starting to leave their dishes in the sink.

且他們已經開始把他們的 碗盤堆在水槽中了。

While organizations are hiring people like me

雖然組織會僱用我這樣的人，

to redevelop their senior leaders for the future,

來重新開發它們未來的資深領導人，

outdated leadership habits are forming right before our eyes

但我們看到舊式的領導習慣

among the middle managers who will one day take their place.

在這些將來要接替他們的 中階主管身上已然成形。

We need middle managers and senior leaders to work together,

我們需要中階主管 和資深領導人一起合作，

because this is a big problem.

因為這是一個大問題。

Organizations are evolving rapidly,

組織的演進很快速，

and they're counting on their future leaders

它們要仰賴它們的未來領導人

to lead with more speed, flexibility, trust and cooperation than they do today.

用比現在更佳的速度、彈性、 信任和合作來領導大家。

I believe there is a window of time in the formative middle-manager years

我認為在形塑中階主管的關鍵年間，

when we can lay the groundwork for that kind of leadership,

我們可以打好基礎建立那種領導力，

but we're missing it.

但我們錯失了。

Why?

為什麼？

Because our future leaders are learning from senior role models

因為我們的未來領導人 現在都在向資深榜樣學習，

who just aren't ready to role model yet,

而這些榜樣還沒準備好成為榜樣，

much less change the systems that made them so successful.

更不可能準備好要改變那些 讓他們能如此成功的體制。

We need middle managers and senior leaders to work together

我們需要中階主管 和資深領導人一起合作

to define a new way of leading

來定義一種新的領導方式， 並相互成長、成功地應對挑戰。

and develop each other to rise to the occasion.

One of my favorite senior clients --

我最喜歡的資深客戶之一——

we'll call her Jane --

我們就稱她為珍——

is a poster child for what's old-fashioned in leadership today.

她是現今領導能力中 所有老式作風的典型代表。

She rose to her C-level position

她能爬到高層主管的位置，

based on exceptional individual performance.

靠的是出眾的個人表現。

Come hell or high water, Jane got the job done,

不論發生什麼事， 珍都能把事情搞定，

and today, she leads like it.

現今，她的領導風格也是如此。

She is tough to please,

要取悅她很難，

she doesn't have a lot of time for things that's aren't mission-critical,

她沒有很多時間可分給 對於任務不重要的事物，

and she really doesn't trust anyone's judgment more than her own.

她相信自己的判斷 勝過任何人的判斷。

Needless to say, Jane's in behavior boot camp.

不用說，珍要在行為訓練中心裡。

Those deeply ingrained habits

那些根深蒂固的習慣

are deeply inconsistent with where her organization is heading.

和她的組織邁進的方向非常不一致。

The command-and-control behavior that she was once rewarded for

那些她曾受到讚賞的 指揮控制管理模式，

just isn't going to work

不再適用於

in a faster-moving, flatter, more digitally interconnected organization.

更快速變動、更扁平、 更多數位連結的組織。

What got her here won't get her there.

讓她走到現階段的方式 無法再帶她走下去。

But I want to talk about John,

但我想要談談約翰，

a supertalented, up-and-coming manager who works for Jane,

他在珍的旗下工作， 是個超有才華且前途看好的主管，

because her habits are rubbing off on him.

因為她的習慣會影響到他。

Recently, he and I were strategizing

最近，我和他在為 一個決策制定計畫，

about a decision we needed to put in front of the CEO, Jane's boss,

需要交給執行長看， 也就是珍的老闆，

and the rest of Jane's peers.

還有珍的其他同事。

He said to me, "Liz, you're not going to like this,

他對我說：「麗茲， 你一定不會喜歡，

but the way decisions get made around here

但在這裡做決策的方式

is with a bunch of meetings before the meeting."

就是在開會之前先開一大堆會。」

I counted.

我計算了。

That was going to mean eight one-on-ones, exec by exec,

那表示：八場一對一會議， 一個主管接著一個主管，

to make sure each one of them was individually on board enough

以確保每一個人都在狀況內，

that things would go smoothly in the actual meeting.

如此一來才能確保 在實際開會時一切順利。

He promised, "It's not how we'll do things in the future,

他保證：「我們在未來不會這麼做，

but it's how we have to do them today."

但現在我們就是這樣開會的。」

John wasn't wrong on either count.

約翰兩件事都沒說錯。

Meetings before the meeting are a necessary evil

現今他的公司，開會前的 「會前會」是必要之惡，

in his company today,

and I didn't like it at all.

且我一點也不喜歡。

Sure, it was going to be inefficient and annoying,

當然，這做法很沒效率又煩人，

but what bothered me most was his confidence

但讓我最擔心的是他很有信心

that it's not how they'll do things in the future.

他們在未來不會這麼做。

How could he be sure?

他怎能如此確定？

Who was going to change it and when, if it wasn't him and now?

如果不是他，誰會做改變？ 如果現在不改，何時會改變？

What would the trigger be?

觸發的因子會是什麼？ 且當改變發生時，

And when it happened,

would he even know how to have effective meetings without pre-meetings?

他會知道如何有效地開 沒有一堆「會前會」的會議嗎？

He was confidently implying that when he's the boss,

他很有信心地暗示當他成為老闆時，

he'll change the rules and do things differently,

他會改變規則，用不同的方式做事，

but all I could see were dishes stacking in the sink

但我能看到的只有碗盤堆在水槽中，

and a guy with a lot of good excuses.

還有一個滿嘴好藉口的傢伙。

Worse, a guy who might be out of a job one day

更糟糕的是，這個傢伙 可能有一天會失業，

because he learned too late how to lead

因為他太晚才學到

in the organizations of tomorrow.

要如何領導未來的組織。

These stories really get to me

這些故事讓我很有感的

when it's the fast-track, high-potential managers like John

是像約翰這種平步青雲 又很有潛力的主管，

because they're probably the most capable of making waves

因為他們是最有能力可以興風作浪，

and redefining how leaders lead from the inside.

可以在內部重新定義 領導人要如何領導的一群人。

But what we find is that they're often doing the best job at not rocking the boat

但我們卻發現他們通常 最擅長的是不要無風生浪，

and challenging the system

不要挑戰體制，

because they're trying to impress

因為他們試著想要製造好印象，

and make life easier on the senior leaders who will promote them.

配合讓那些將來會 提拔他們的資深領導人。

As someone who also likes to get promoted,

我也是個想要被提拔的人，

I can hardly blame him.

所以我很難怪罪他們。

It's a catch-22.

這是進退維谷的狀況。

But they're also so self-assured

但他們也如此自信，

that they'll be able to change their behavior

他們將能夠改變他們的行為，

once they've earned the authority to do things differently,

等到他們掌權時 就會用不同的方式行事，

and that is a trap.

那其實是個陷阱。

Because if I've learned anything from working with Jane,

因為在和珍的合作中， 我若有學到什麼，

it's that when that day comes,

那就是：當那一天到來時，

John will wonder how he could possibly do anything differently

約翰會納悶他要如何能 用不同的方式來行事，

in his high-stakes, high-pressure executive job

他現在的主管工作伴隨著 很高的賭注和很高的壓力，

without risking his own success and the organization's,

怎麼做才不會危及 他自己的成功和組織的成功？

and he'll wish it didn't feel so safe and so easy

他會不得不承認， 繼續用老方法做事情，

to keep doing things the way they've always been done.

感覺真是又安全又輕鬆。

So the leadership development expert in me asks:

所以，我心中的那位 領導力開發專家就問說：

How can we better intervene in the formative years

對於這些即將成為 資深領導人的人，

我們要如何在他們的 形塑期進行干預？

of our soon-to-be senior leaders?

How can we use the fact that John and his peers want to take charge

我們要如何利用約翰 和他的同事想要在工作上

of their professional destinies

掌控自身命運的這個事實，

and get them ready to lead the organizations of the future,

讓他們準備好來領導未來的組織，

rather than let them succumb to the catch-22

而不是讓他們屈服在 只適合領導過去組織的老方法

that will perfectly prepare them to lead the organizations of the past?

這樣的兩難情況中？

We'll have to start by coming to terms with a very real paradox,

我們的第一步，是得要與 很現實的兩難達成協議，

which is this:

這個兩難就是：

the best form of learning happens on the job --

學習的最佳形式是從工作中學習——

not in a classroom, not via e-modules.

不是在教室裡， 不是透過電子學習模式。

And the two things we rely on to shape on-the-job learning

要做到從工作中學習， 我們要仰賴兩樣東西：

are role models and work environments.

榜樣和工作環境。

And as we just talked about,

我們剛剛有談過，

our role models are in behavior boot camp right now,

我們的榜樣現在正在 行為訓練中心裡，

and our work environments are undergoing unprecedented disruption.

而我們的工作環境正在 經歷前所未有的崩解。

We are systematically changing just about everything

我們計畫性地改變

about how organizations work,

所有和組織運作相關的東西，

but by and large, still measuring and rewarding behavior

但大體上，仍然用舊的評量標準

作為衡量和獎勵行為的依據，

based on old metrics,

because changing those systems takes time.

因為改變體制需要時間。

So, if we can't fully count on role models or the system right now,

所以，如果現在我們無法 完全仰賴榜樣或體制，

it's on John to not miss this critical development window.

就要仰賴靠約翰才能不錯失 這個重要的發展時機。

Yes, he'll need Jane's help to do it,

是的，他需要珍的幫助才能辦到，

but the responsibility is his because the risks are actually his.

但責任是他的， 因為風險其實是他要承擔的。

Either he inherits an organization that is failing

他可能會繼承一個因為執著採用

because of stubbornly old-fashioned leadership,

老式領導力而正在走下坡的公司，

or he himself fails to build the capabilities to lead one

或他自己會失敗， 因為他要打安全牌，

無法發展出必要的能力 來領導轉型的公司。

that transformed while he was playing it safe.

So now the question is, where does John start?

現在問題是，約翰要從何著手？

If I were John, I'd ask to start flying the plane.

如果我是約翰， 我會要求開始自己開飛機。

For my 13th birthday, my grandpa, a former Navy pilot,

我十三歲生日時， 曾經是海軍飛行員的祖父

gave me the gift of being able to fly a very small plane.

給我的禮物就是讓我 開一架小型的飛機。

Once we were safely airborne,

一旦我們安全地飛在空中了，

the pilot turned over the controls, folded his hands,

飛行員就交出控制權， 雙手合握，

and he let me fly.

他讓我來開飛機。

It was totally terrifying.

那實在很嚇人。

It was exhilarating, but it was also on-the-job learning with a safety net.

那很讓人興奮，但那也是一種 工作中的學習且附有保護網。

And because it was real,

因為那是真實的，

I really learned how to do it myself.

我真的就學會如何自己親手操做。

Likewise, in the workplace, every meeting to be led,

同樣的，在工作場所， 要主持的每一場會議，

every decision to be made

要做出的每一個決策， 都是一次飛行練習，

can be a practice flight

for someone who could really use the learning experience

讓真正需要那種 學習經驗的人去練習，

and the chance to figure out how to do it their own way.

讓他們有機會去發掘 如何用自己的方式來做。

So instead of caving, John needs to knock on Jane's door,

所以，約翰不該當縮頭烏龜， 而是要去敲珍的門，

propose a creative strategy

提出一項有創意的策略，

for having the meeting without the eight pre-meetings,

不用有八場「會前會」的會議，

show her he's thought through the trade-offs

透過好壞的權衡讓她了解他的想法，

and ask for her support to do it differently.

並尋求她的支持來改變開會方式。

This isn't going to be easy for Jane.

這對珍來說不會很容易。

Not only does she need to trust John,

她不僅要信任約翰，

she needs to accept that with a little bit of room to try his hand at leading,

她還需要接受開放一些權限 給約翰去試著領導，

John will inevitably start leading in some ways

約翰無可避免地在某些領導方式上，

that are far more John than Jane.

會展現自己獨特的方式而非珍的。

And this won't be an indictment of her.

這並不是指控珍做錯了。

Rather, it will be individualism.

反而是一種個人獨特性。

It will be progress.

這會是一項進展。

And it might even be a chance for Jane to learn a thing or two

珍甚至可能有機會學到一點什麼，

to take her own leadership game to the next level.

讓自己的領導力再向上提升。

I work with another senior client who summed up this dilemma beautifully

另一位我合作過的資深客戶， 對這種兩難局面有個很棒的總結，

when we were talking about why he and his peers

當時我們在談他和他的同事

haven't empowered the folks below them with more decision rights.

為何沒有將更多的決策權 下放給他們底下的人。

He said,

他說：

"We haven't done it because we just don't trust

「我們還沒有這麼做， 是因為我們不相信

that they're going to make the right decisions.

他們會做出對的決策。

But then again, how could they?

但話說回來， 他們怎做得出正確決策呢？

We've just never given them decisions to practice with."

如果我們從來沒有給他們 練習做決策的機會。」

So I'm not advocating that Jane hands over the controls

我並不是在提倡要珍交出控制權，

and folds her hands indefinitely,

然後就兩手一攤，什麼都不管，

but what I am saying

但，我的意思是， 如果現在她不讓約翰在工作中

is that if she doesn't engineer learning and practice

right into John's day today,

有學習和練習的機會的話，

he'll never be able to do what she does,

他永遠無法用她的方式 做到像她那麼好，

much less do it any differently than she does it.

更不可能用與她不同的方式來做好。

Finally, since we're going to be pushing both of them outside their comfort zones,

最後，既然我們要把他們兩人 都推出自己的舒適圈，

we need some outside coaches

我們會需要一些外部教練 來確保這不會演變成

to make sure this isn't a case of the blind leading the blind.

外行引導外行的狀況。

But what if instead of using coaches

但如果我們的教練不是用來指導

to coach each one of them to individually be more effective,

如何讓他們各自變得更有效率，

we started coaching the interactions between them?

而是改成指導他們之間的互動呢？

If I could wave my magic wand,

如果我能揮一下我的魔法杖，

I would have coaches sitting in the occasional team meeting

我會讓教練參與珍和向她呈報者

of Jane and her direct reports,

所開的不定期小組會議，

debriefing solely on how well they cooperated that day.

單純匯報他們當日合作的情況。

I would put a coach in the periodic feedback session between Jane and John,

我會讓教練參加珍和約翰的 定期回饋會議，

and just like a couples' therapist coaches on communication,

就像夫妻的溝通教練治療師，

they would offer advice and observations

他們能對雙方如何能在未來 做出更好的溝通，

on how that conversation can go better in the future.

提出建議與觀察後的意見。

Was Jane simply reinforcing what Jane would have done?

珍是否只是在強化自身已做過的事？

Or was Jane really helping John

或是珍真的在協助約翰

think through what to do for the organization?

想清楚若為了組織好要怎麼做？

That is seriously hard mentorship to provide,

要提供這種導師指導 真的很不容易，

and even the best leaders need help doing it,

就算是最好的領導人， 也需要協助才能做到，

which is why we need more coaches coaching more leaders,

這就是為什麼我們需要 更多教練來指導更多的領導人，

more in real time

且能更即時地指導，

versus any one leader behind closed doors.

而不是一個領導人在閉門造車。

Around 20 years ago, Warren Buffet gave a school lecture

大約二十年前， 華倫． 巴菲特到學校講課，

in which he said, "The chains of habit are too light to be felt

講課時，他說：「習慣的枷鎖 輕巧到讓人無感，

until they're too heavy to be broken."

等妳感覺到它時， 就已沉重到無法掙脫了。」

I couldn't agree more,

我再同意不過了，

and I see it happening with our future leaders in training.

我就在受訓的未來領導人身上 看到這個狀況。

Can we and they be doing more to build their leadership capabilities

我們和他們是否能多做點什麼， 來發展他們的領導能力，

while they're still open, eager

趁他們還保持開放、渴望

and not too far gone down a path of bad habits we totally saw coming?

且還沒有太陷入我們完全 可預期的陋習時，就開始行動？

I wish my college roommates and I called each other out back then

我真希望我的大學室友 和我當時有提醒彼此

for the dishes.

要去洗碗盤。

It would have been so much easier to nip that habit in the bud

在那習慣才剛發芽時就把它折斷，

會比現今再來改變它要容易許多。

than it is to change it today.

But I still believe in a future for myself full of gleaming sinks

但我仍然相信我自己的未來能夠有

亮晶晶的水槽和忙碌的洗碗機，

and busy dishwashers,

and so we're working on it,

所以我們正在努力，

every day, together, moment to moment,

每天一起努力， 時時刻刻都要努力，

one dirty dish at a time.

按步就班，一次一個碗盤。

Thank you.

謝謝。

(Applause)

（掌聲）