今天在某qq群里看到有人群发了这样一段话:
A healthy, confident, well-adjusted manager knows their job is to do three things:
1. Hire thoroughbreds, point them at the finish line, and get out of their way unless they ask for help。
2. Coach, teach, encourage and position ordinary horses to maximize their potential and approximate thoroughbreds in some of their work.
3. Fire those who can never do the work needed without your constant involvement to make room for those who can.
goole了一下原文 。看来老外也知道无为而治了。
简言之,给团队成员指明目标,之后不要唧唧歪歪,不要干预,充分信任,让他有发挥自己最大潜力的空间,只在他要求帮助的时候插手。
虽然干预有可能使得当前任务会早一些完成,但是却造成士气的降低,工作激情的减退,成员自我价值的否定种种灾难性的后果,实际上是得不偿失的。
让我想起《敏捷迭代开发》一书中提到的两点:
1.教练式的指导,服务式的领导。
2.围绕被激励起来的个体来构建项目。