心靈雞湯:你是領導者嗎?大綱

Are You a Leader?

摘要：隨着企業機構日益精減，業內人士也開始越來越多地關注管理者思維方式和領導者思維方式兩者之間的區別。這裏，作者用“管理者思維方式”和“領導者思維方式”代表兩種不同的經營管理思維模式，兩者的區別在下文中有詳細的介紹。

As today's organizations become more and more lean, people in business are gaining a greater appreciation
for the differences between a manager's style of thinking and a leader's style of thinking.1

When people like Frederick Taylor first began to study management, he used a stopwatch to see how well people on a factory floor could improve their productivity. Back then, productivity in the American workforce was determined more by the performance on mechanical tasks than by the ability to process information or buildservice relationships, the way it is today.2 The purpose of a manager, in Taylor's day, was to be the one who knew the most about the work, and the one who took greater control to assure productivity and profit. Imagine being supervised by a manager with a stopwatch!

Now we live in an information age, and no one can "know everything" about a job the way the managers of yesteryear (supposedly) did. In an information age, managers have had to shift toward becoming the ones who create the nvironment that helps capable and knowledgeable people to succeed.3 What's more, the transition to a service economy4 has placed less of an emphasis on controlling others and more of an emphasis on the human skills of building strong relationships.

As a result, the role of management in the American workforce has shifted, and today's managers, more and more, have to develop some leadership skills. Leadership talent is even more essential to success on an executive level.

If you're curious about how much you think like a leader versus thinking like a manager, answer the following 15 T or F questions. Let yourself see that you are a leader or a manager!

Leadership Self Test

1. T or F: I think more about immediate results than I do about mentoring others.5

2. T or F: People will be motivated if you pay them enough.

3. T or F: It's nice to know about people's long-term goals, but not necessary to get the job done.

4. T or F: If you have a consistent recognition system that rewards everyonein the same way, then that is enough.6

5. T or F: The best way to build a team is to set a group goal that is highly challenging, maybe even "crazy."

6. T or F: My greatest pleasure in my job comes from making the work process more effective.

7. T or F: I spend more of my time and attention on my weaker performers than I do on my top performers, who basically take care of themselves.7

8. T or F: It's better not to know anything about the personal lives and interests of the people who report to me.

9. T or F: Sometimes, it's almost as if I'm a "collector of people" becauseI'm always recruiting and getting to know new people.

10. T or F: I like to surround myself with people who are better at what they do than I am.

11. T or F: I am a lifelong student of what makes other people tick.8

12. T or F: People talk about "mission" too much — it's best just to let people do their work and not try to bring values into the conversation.9

13. T or F: It's my job to know everything that goes on in my area.

14. T or F: I pay close attention to how and where I spend my time, because the priorities I put into action are the ones that other people will observe andfollow.10

15. T or F: I've worked hard to get along with or understand people who are very different from me.

1. 隨着企業機構日益精減，業內人士也開始越來越多地關注管理者思維方式和領導者思維方式兩者之間的區別。這裏，作者用“管理者思維方式”和“領導者思維方式”代表兩種不同的經營管理思維模式，兩者的區別在下文中有詳細的介紹。

2. 當弗雷德裏克·泰勒等人開企業管理研究的先河時，他使用秒錶來觀察廠房裏的工人能將生產率提高到何種程度。在那個時候，美國勞動人口的生產率主要由機械化任務的完成情況決定，而不是像今天這樣取決於處理信息或者建立客戶關係的能力。Frederick Taylor：弗雷德裏克·泰勒(1856-1915)，20世紀初最受推崇的管理大師。泰勒總結了幾十年試驗研究的成果和長期管理實踐的經驗，概括出一些管理原理和方法，形成了“科學管理”的理論。泰勒在管理理論方面做了許多重要的開拓性工作，爲現代管理理論奠定了基礎，由於他的傑出貢獻，他被後人尊爲“科學管理之父”，這個稱號還被銘刻在他的墓碑上。他的主要著作有：《計件工資制》(1895)、《車間管理》(1903)和《科學管理原理》(1912)。

3. 在信息時代裏，管理者們不得不轉變自己的職能，即爲有能力而且知識淵博的人走向成功創造有利環境。這句話中含有兩個定語從句：who引導一個定語從句，修飾ones；that引導一個定語從句，修飾environment。

4. service economy：服務型經濟。服務型經濟區別於產品型經濟的特徵在於：服務型經濟的主要經濟部門是提供各種服務的部門；主要產品是大規模的服務；大部分勞動力集中在服務部門；大部分產值由服務性行業創造。

5. 我會更多地考慮眼下的結果（眼前利益），而非指導其他人。mentor：做……的良師，指導。

6. 只要有一個以同一種方式獎勵每一個人的固定獎賞機制，這就足夠了。consistent：堅持的，固守的，一貫的；ecognition：賞識，表彰。

7. 比起那些最能幹的，基本上可以獨立工作的的下屬來說，我對那些工作能力稍弱的下屬會投入更多的時間和精力。

8. 我一直都在研究什麼是人們工作的動力。tick：<口>活動，工作，起作用。

9. 關於“使命”人們談論得太多了——最好不要談論工作的意義之類的問題，讓他們做自己該做的事就行了。

10. 我非常注意時間的管理和安排，因爲我所規定的各事項的輕重緩急次序也同樣是別人要遵循和仿效的。