Harvard Business School, USA.
Harv Bus Rev. 2011 Jan-Feb;89(1-2):124-31, 182.
Private moments of doubt and fear come even to managers who have spent years on the job. Any number of events can trigger them: an initiative going poorly, a lukewarm performance review, a daunting new assignment. HBS professor Hill and executive Lineback have long studied the question of how manager grow and advance. Their experience brings them to a simple but troubling observation: Most bosses reach a certain level of proficiency and stay there--short of what they could and should be. Why? Because they stop working on themselves. The authors offer what they call the three imperatives for managers who seek to avoid this stagnation. First, manage yourself--who you are as a person, the beliefs and values that drive your actions, and especially how you connect with others all matter to the people you must influence. Second, manage your network. Effective managers know that they cannot avoid conflict and competition among organizational groups; they build and nurture ongoing relationships. Third, manage your team. Team members need to know what's required of them collectively and individually and what the team's values, norms, and standards are. The authors include a useful assessment tool to help readers get started.
即使是那些已经从事多年工作的经理，也会有怀疑和恐惧的私人时刻。许多事情都可能引发这些情绪：一个计划进展不顺利，一次不温不火的绩效评估，一个令人生畏的新任务。哈佛商学院教授希尔和执行官莱恩巴克长期以来一直在研究经理成长和晋升的问题。他们的经验使他们得出了一个简单但令人困扰的观察结果：大多数老板达到一定的熟练程度后就停留在那里——远低于他们本可以达到的水平。为什么？因为他们停止了自我提升。作者为那些寻求避免这种停滞的经理们提供了他们所谓的三个必要条件。首先，管理好自己——作为一个人的你是谁，驱动你行动的信念和价值观，尤其是你与他人的联系，这些对那些你必须影响的人都很重要。其次，管理好你的人际关系网络。有效的管理者知道他们不能避免组织群体之间的冲突和竞争；他们建立和培养持续的关系。第三，管理好你的团队。团队成员需要知道他们集体和个人需要做什么，以及团队的价值观、规范和标准是什么。作者包括了一个有用的评估工具，帮助读者开始使用。
