伟大的manager们必做的十件事

10 Things GreatManagers Do

By Steve Tobak | August18, 2011

原文出处：

http://www.linkedin.com/news?actionBar=&articleID=711391436&ids=0Udj4Scz0PcjsIdPkQdjcQcz4Tb3kMd38RdjATdyMScPgNejcNcjsIdjgNe3sTcz4T&aag=true&freq=weekly&trk=eml-tod-b-ttle-4

There’s allsorts of rhetoric about what good bosses should and shouldn’t do these days. Iguess that’s a good thing. Unfortunately, most of it’s pretty basic, genericfluff that sort of blends together after a while.

最近有很多的文章都是关于好的boss应该做什么不应该做什么。我觉得这是一个好现象。但是不幸的是，其中的大部分都说的很简单或者罗列了前人的一些观点。

Even worse, alot of it’s, well, utopian. It panders to what employees want to hear insteadof giving truly practical and insightful advice on what makes a managereffective in the real world where business is everything and everything’s onthe line.

更坏的情况是，其中的很多观点很理想。他们只是迎合了属下对上司的期望而不是真正给出一些实际的、有洞察力的建议关于实际工作中如何做好一个manager

This list isdifferent. It’s different because, to derive it, I went back in time to thebest characteristics of the best CEOs (primarily) I’ve worked for and with overthe past 30 years. It’s based entirely on my own experience with executives whomade a real difference at extraordinary companies.

本文的list跟别的文章有所不同，我为了写本文去找了一些我曾经一起工作过的成功的CEO们，发现他们的特点，所以本文是完全基于哪些做出了真正的出色业绩的ceo们的工作经历完成的。

Some were big,some were small, but all were successful in their respective markets, primarilybecause of the attributes of these CEOs. Each anecdote taught me a critical lessonthat advanced my career and helped me to be a better leader. Hope you get asmuch out of reading it as I did living it.

这些CEO们有些可能名气很大有些可能你没有听说过，但是他们都是依靠自己的特质在所处的领域取得成功的人士。每件事情都教给我上了一课，影响了我的职业生涯并且让我成为一个更好的leader。我希望你在读完本文之后能得到和我当时得到的一样多的启发。

10 Things Great Managers Do

伟大的manager们必做的十件事

1.      Maintain yourcool and sense of humor, especially during a crisis. When our biggest customer - and I mean big - thought I leaked a front-pagestory to the press, I offered to resign to save the relationship. My boss, a greatCEO, gave me this serious look, like he was thinking about it, and said,“You’re not getting off that easy.” Then hebroke out into a big smile.

1 保持你的冷静和幽默，尤其在出现危机的时候。当我们最大的客户认为我向媒体泄露了一个首页，并且要求我辞职以消除影响。我的boss，一个伟大的CEO，表情严肃，就像在思考着什么，然后说“你不会那么轻易就走的”然后就是一阵狂笑。

2.      Tellsubordinates when they’re shooting themselves in the foot. Sometimes I can be pretty intimidating and I’ve had CEOs who shied awayfrom giving it to me straight when my emotions got the better of me. Not thisone guy. We’d be in a heated meeting and he’d quietly take me aside and read methe riot act. He was so genuine about it that it always opened my eyes andhelped me to achieve perspective.

2当下属没有达到预期的工作时告诉他们。有时候我会严肃的吓人，我有一个CEO，当我的情绪打败我的时候他羞于处罚我，不是这个人，我们在开会的时候，他悄悄的叫我到一旁然后告诉我控制情绪。他的态度如此的诚恳以至于我总是接受了他的意见。

3.      Be the boss, butbehave like a peer. I’ve worked withloads of CEOs who let their egos get the better of them. They act like they’rebetter than everyone else, are distant and emotionally detached, or flaunttheir knowledge and power. That kind of behavior diminishes leaders, makes themseem small, and keeps them from really connecting with people. They’re notalways the most successful, but the most admired CEOs I know are genuinelyhumble.

当boss但是平等待人。我曾经和很多CEO们一起工作过，他们都让自己的优势完全发挥出来。他们表现的好像比任何人都要好，给人以距离感和陌生感，或者炫耀自己的知识和能力。这样的表现会让leader能力下降，让他们视野狭窄而且把他和其他人隔离开来。他们不总是成功的，但是我知道的令人尊敬的CEO们都是很谦虚的

4.      Let your guarddown and really be yourself outside of work.You know,teambuilding is so overrated. All you really need to do outside of work tobuild a cohesive team is break some bread, have some drinks, relax, let yourguard down, and be a regular human being. When you get to be really confident,you can be that way all the time. That’s the mark of a great leader.

工作之外放下架子做真实的自己。团队建设总是很辛苦的。在工作之外建设一个有凝聚力的团队的必要条件是带领大家吃吃喝喝，放松，并且放下负担成为一个真正的人。如果你足够自信，你可以随时随地这样做，这才是一个好的leader的特质。

5.      Stand behind andmake big bets on people you believe in.One CEO wouldconstantly challenge you and your thinking to the point of being abusive. Butonce he trusted and believed in you, he put his full weight behind you 100percent to help you succeed. He’d stand up for you even when he wasn’t surewhat the heck you were up to. And he’d give you new functional responsibilities- something up-and-coming execs need to grow. Okay, he wasn’t perfect, but whois?

退居二线，对你信任的人委以重任。CEO会不断的改变你和你的想法，有时候以至于通过辱骂的方式。但是一旦他相信并且信任你，他会尽100%的全力来让你成功。甚至在他不确定你能否办成的时候依然站在你的身后支持你。他给你新的职责（这些职责都是将来需要发展的）OK，他不是完美的，那么谁是完美的人呢？

6.      Complement yoursubordinate’s weaknesses. I often say it’severy employee’s job to complement her boss’s weaknesses. The only reasonthat’s even doable is because we’ve all only got one boss. But I actually had aCEO who did that with each and every one of his staff. For example, I’m more ofa big picture strategy guy and he would really hold my feet to the fire bytracking my commitments. It felt like micromanaging at first, but I eventuallyrealized it helped me to be a more effective and strengthened the entiremanagement team.

评价你的下属的缺点。我经常说下属的工作之一就是评价boss的缺点，这样做唯一可行的原因是我们都只有一个boss，但是我曾经遇到一个CEO他就对每一个他的员工这样做。例如：我是一个眼高手低的人那么他就会跟踪我的承诺来防止我做太多不切实际的事情。开始的时候我觉得很不适应，但是慢慢意识到这样做可以让我做事更高效，与整个team更紧密。

7.      Compliment youremployee’s strengths. It takes astrong, confident leader to go out on a limb and tell an employee what they’regreat at. Why? I don’t know, but I suspect it’s hard for alpha males thatprimarily inhabit executive offices. Anyway, it’s important because we can’talways see ourselves objectively. Twenty years ago a CEO identified howeffectively I cut through a boatload of BS to reach unique solutions to toughproblems. Today, that’s what I do for a living.

表扬你的下属的优点。

8.      Teach thetoughest, most painful lessons you’ve ever learned. As a young manager at Texas Instruments, I once asked my boss’s boss foradvice about a promotion I didn’t get. He told me a candid story about thehardest lesson he’d ever learned, the reason he was stuck in his job. He madehimself indispensible and didn’t groom his replacement. It was painful for himto share, but it opened my eyes and made a huge difference in my career.

告诉别人你遇到过的最伤心最失望的事情。我作为一个年轻的manager在texas仪器的时候我问我的boss的boss为什么我没有得到我想要的晋升。他告诉我他自己经历的最难过的一件事情，他遭遇事业瓶颈的原因：他让自己不可或缺并且没有替补。对于他来说分享这样的经历是难受的，但是他的分享开阔了我的眼界并且影响到了我的职业生涯。

9.      Do the rightthing. Just abouteveryone says it, but I’ve only known one CEO who both preached and practicedit to the point where it became a big part of the company culture. You’d walkthe halls and hear people say it all the time. He meant two things by it. Whenhe said it to you, it meant he trusted you to do just that. He also meant itregardless of status quo or consequences. He had extraordinary faith in thatphrase. Now I do too.

9做正确的事情。就像所有人说的一样，但是我只知道一个CEO说到做到并且令其成为了公司文化的一部分。你或许在很多地方听很多人说到这个，但是他说这个的时候有两点意思：当他对你说的时候，表示他信任你和你做的事情。无论现状和后果怎样他依然信任你。他对这句话有着不同的信仰。现在我也这么做。

10.   Do what has tobe done, no matter what. It’s a rareexecutive who jumps on a plane at a moment’s notice to close a deal or gives animpromptu presentation when a potential investor shows up unexpectedly. It’seven more rare when he does it without asking questions or hemming and hawingabout it. He just does what has to be done. That kind of drive and focus on thebusiness is relatively common with entrepreneurs in high-tech startups - but it shouldn’t be. It’s the mark of a great manager who will find success, that’s for sure.

10不管任何阻碍做该做的事情。很少见到一个经理在一个重要的会议上突然跳到台上否决一项提议或者当潜在投资者意外出现的时候发表一段即兴演讲。更罕见的是他做这些事情的时候不问问题不犹豫不思考。他只是做应该做的事。这种专注于商业的精神一般存在于那些高科技领域创业的企业家中。但是这样做应该。好的经理的必须能够愿意寻找成功。