Buckingham Marcus
Harv Bus Rev. 2005 Mar;83(3):70-9, 148.
Much has been written about the qualities that make a great manager, but most of the literature overlooks a fundamental question: What does a great manager actually do? While there are countless management styles, one thing underpins the behavior of all great managers. Above all, an exceptional manager comes to know and value the particular quirks and abilities of her employees. She figures out how to capitalize on her staffers' strengths and tweaks her environment to meet her larger goals. Such a specialized approach may seem like a lot of work. But in fact, capitalizing on each person's uniqueness can save time. Rather than encourage employees to conform to strict job descriptions that may include tasks they don't enjoy and aren't good at, a manager who develops positions for his staff members based on their unique abilities will be rewarded with behaviors that are far more efficient and effective than they would be otherwise. This focus on individuals also makes employees more accountable. Because staffers are evaluated on their particular strengths and weaknesses, they are challenged to take responsibility for their abilities and to hone them. Capitalizing on a person's uniqueness also builds a stronger sense of team. By taking the time to understand what makes each employee tick, a great manager shows that he sees his people for who they are. This personal investment not only motivates individuals but also galvanizes the entire team. Finally, this approach shakes up existing hierarchies, which leads to more creative thinking. To take great managing from theory to practice, the author says, you must know three things about a person: her strengths, the triggers that activate those strengths, and how she learns. By asking the right questions, squeezing the right triggers, and becoming aware of your employees' learning styles, you will discover what motivates each person to excel.
关于成为一名优秀管理者所需具备的素质，已经有很多著述，但大多数文献都忽略了一个基本问题：一名优秀管理者实际上做些什么？虽然管理风格数不胜数，但有一点是所有优秀管理者行为的基础。最重要的是，一位杰出的管理者会了解并重视员工的特殊个性和能力。她会想出如何利用员工的优势，并调整工作环境以实现更大的目标。这种专门的方法可能看起来工作量很大。但事实上，利用每个人的独特之处可以节省时间。与鼓励员工遵循可能包括他们不喜欢且不擅长的任务的严格职位描述不同，根据员工独特能力为其量身定制岗位的管理者，将收获比其他情况下更高效、更有效的工作表现。这种对个人的关注也会使员工更有责任感。因为员工是根据其特定的优势和劣势来接受评估的，所以他们会受到挑战，要对自己的能力负责并加以磨炼。利用一个人的独特之处还能营造更强的团队意识。通过花时间了解每个员工的动力所在，一位优秀的管理者表明他认可员工的本来面目。这种个人投入不仅能激励个人，还能凝聚整个团队。最后，这种方法会打破现有的层级结构，从而带来更多创造性思维。作者表示，要将卓越管理从理论付诸实践，你必须了解一个人的三件事：她的优势、激发这些优势的因素，以及她的学习方式。通过提出恰当的问题、触动恰当的因素，并了解员工的学习风格，你将发现激励每个人追求卓越的因素。
