未来的老板会是什么样子的？看看研究怎么说

Deep down, do you ever feel like you're working under a management philosophy that has you caught in a 1960s time warp?

在内心深处，你是否曾觉得自己在一种管理哲学下工作，而这种哲学让你陷入了上世纪60年代的时间扭曲？

 

You're not alone. Culture and society have conditioned us into a fixed mindset about the practice of management that goes back a hundred years.

你不是一个人。文化和社会已经使我们形成了一种固定的思维模式，这种思维模式可以追溯到一百年前。

 

In fact, the dictionary's definition of "manager" reinforces our thinking and belief by associating this person with manipulating and controlling behaviors of yesteryear: "Someone who controls all or part of a company, and manipulates resources and expenditures."

事实上，字典中对“经理”的定义通过将这个人与过去的操纵和控制行为联系起来，加强了我们的思维和信念：“某人控制了公司的全部或部分，并操纵资源和支出。”

 

Even worse, synonyms in the dictionary associate "manager" with words like:

更糟糕的是，词典中的同义词将“manager”与下列词联系起来：

 

Slave driver

奴隶工作监督者

 

Handler

训练员

 

Head honcho

顶头上司

 

Zookeeper (no joke!)

动物园管理员（真不是开玩笑！）

 

To challenge our obsolete beliefs and stereotypes, a shift is necessary. Luckily, we can look to research to inform us that the world is moving at a brisk pace toward a more human-centered approach to leadership.

为了挑战我们过时的信念和成见，改变是必要的。幸运的是，我们可以通过研究来告诉我们，世界正以轻快的步伐朝着以人为本的领导方式前进。

 

The end of management as we know it

我们所知道的管理终结

 

Gallup just released a report in which it boldly declared "the end of the traditional manager."

盖洛普刚刚发布了一份报告，在这份报告中，它大胆地宣称“传统经理人的终结”。

 

Gallup starts out its report with a wake-up call to companies still operating by command-and-control standards of decades past by revealing that today's decentralized firms are defined by flexible workspaces and flexible work time. For example:

盖洛普的报告一开始就对那些仍按照过去几十年的命令与控制标准运营的公司敲响了警钟，它揭示了当今分散的公司是由灵活的工作空间和灵活的工作时间定义的。例如：

 

74 percent of employees have the ability to move to different areas to do their work.

74%的员工能够搬到不同的地方去工作。

 

52 percent of employees say they have some choice over when they work.

52%的员工说他们可以对自己的工作做出选择。

 

43 percent of employees work away from their team at least some of the time.

43%的员工至少有时可以会离开团队工作。

 

What do managers of the future look like in practice? To help you prepare ahead and succeed in the age of robots, I ascertained from Gallup the following requirements:

未来的管理者在实践中是什么样子的？为了帮助你在机器人时代做好准备并取得成功，我从盖洛普公司了解到以下几点要求：

 

1. The future manager allows employees to lead.

1. 未来的经理允许员工去领导。

 

We're in a knowledge economy, and today's knowledge workers desire independence and the ability to solve their own problems.

我们处在一个知识经济时代，今天的知识工作者渴望独立，渴望有能力解决自己的问题。

 

Gallup states that "workplaces are increasingly project-based, and employees today are attracted to interesting problems and meaningful work -- not just a job title."

盖洛普指出，“工作场所越来越多地以项目为基础，如今的员工被有趣的问题和有意义的工作所吸引，而不仅仅是一个职位头衔。”

 

That means teams should be allowed to make decisions on their own without approval from their "zookeepers." That also means current managers must change their thinking around roles and empower employees to be their own bosses and, says Gallup, "act more like leaders and think more 'big picture' like executives."

这意味着团队可以在没有得到“动物管理员”批准的情况下自己做决定。这也意味着，现在的管理者必须改变他们对角色的看法，让员工成为自己的老板，盖洛普说，“表现得更像领导者，想得更像高管。”

 

In short, the manager who is a looming presence in the office and hovers over your shoulder to "check up on you" is becoming obsolete.

简而言之，在办公室里若隐若现、在你身后徘徊以“检查你”的经理正在变得过时。

 

2. The future manager gives employees freedom and autonomy.

2. 未来的管理者给予员工自由和自主权。

 

The evidence is clear that workers with more autonomy will increase their performance and be more engaged in their work. But there's a critical balance, which Gallup points out: "Employees still need manager support during difficult situations. Managers can't offer autonomy and disappear."

有明显的证据表明，拥有更多自主权的员工会提高他们的工作表现，更加投入工作。但有一个关键的平衡，盖洛普指出：“员工在困难的情况下仍然需要经理的支持。管理者如不能提供自主权就会失去地位。

 

3. The future manager is relationship-driven.

3. 未来的管理者是关系驱动型的。

 

It's not surprising that managers who have the trust of their employees also develop strong and healthy relationships. Gallup research affirms this as a critical driver for success because "the personal relationship they have with their supervisor is the most meaningful relationship they have with their organization."

有员工信任的管理者也会建立牢固健康的关系，这并不奇怪。盖洛普的研究证实，这是成功的关键因素，因为“他们与上司之间的个人关系是他们与公司之间最有意义的关系。”

 

The effects of a bad relationship with the boss are so serious, in fact, they can undermine your company's efforts to help employees improve their health. From Gallup's "State of the American Manager" report:

与老板关系不好的影响是如此严重，事实上，它会破坏你公司帮助员工改善健康状况的努力。来自盖洛普的“美国经理人状态”报告：

 

Having a bad manager is often a one-two punch: Employees feel miserable while at work, and that misery follows them home, compounding their stress and putting their well-being in peril.

给一个糟糕的经理打工常常是一种双重打击：员工在工作时感到痛苦，这种痛苦会跟着他们回家，加重他们的压力，使他们的幸福处于危险之中。

 

Now imagine that same employee coming to work the next day, feeling completely demoralized and demotivated. What will that do to your productivity and team morale?

现在想象同一个员工第二天来上班，感觉完全失去了信心和动力。这会对你的工作效率和团队士气有什么影响？

 

4. The future manager is a coach.

4. 未来的经理是教练。

 

Gallup states, "Today's manager needs to be a coach, holding employees accountable while encouraging development and growth."

盖洛普指出，“今天的管理者需要成为一名教练，在鼓励员工发展和成长的同时，让他们负起责任。”

 

That means spending considerable time, as part of your performance management strategy, having meaningful, ongoing conversations to understand personal needs and motivate each person differently.

这意味着，作为绩效管理策略的一部分，花大量时间进行有意义的、持续的对话，以理解个人需求，并以不同的方式激励每个人。

 

This coaching approach has to be data-driven -- based on frequent, focused, and future-oriented conversations -- to better inform managers to help them develop and engage their workers.

这种指导方法必须是数据驱动的——基于频繁的、集中的、面向未来的对话——以便更好地通知经理，帮助他们发展和接触员工。

 

Gallup states, "Over time, great coaches develop the trust and openness needed to have tough conversations under pressure."

盖洛普指出，“随着时间的推移，优秀的教练会培养出在压力下进行艰难对话所需的信任和开放性。”

 

5. Future managers will become specialized.

5. 未来的管理者将变得更专业。

 

This one really took me by surprise, but it's brilliant. Gallup says, "Instead of having one 'manager,' imagine your best employees interacting with a team of specialized managers -- one a technical expert, another an interpersonal relationship guru, another a career coach, etc."

这个真的让我很惊讶，但它非常棒。盖洛普表示：“与其设置‘经理’一职，不如想象一下，你最好的员工与一个由专业经理组成的团队进行互动——一个是技术专家，另一个是人际关系专家，还有一个是职业教练，等等。”

 

The upside of this strategy: "Different managers address specific roadblocks to performance, while also consulting with one another to make sure that they are seeing each employee holistically and objectively," Gallup states.

这种策略的好处是：“不同的经理在处理具体的绩效障碍时，还会相互咨询，以确保他们全面客观地看待每位员工，”盖洛普表示。

 

Gallup ends its report by warning current managers who are still applying fear-based, carrot-and-stick rules of motivation that they need to reinvent themselves because the autonomous workforce of the future is here.

盖洛普在报告的结尾警告称，目前仍在使用基于恐惧、软硬兼施的激励规则的经理们，他们需要重新塑造自己，因为未来的自主劳动力已经到来。