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如何做個少干活的好領(lǐng)導(dǎo)
Most managers are familiar with the idea that no matter how busy they are, they could do more. There's always another project to take on, another meeting to attend, another email to answer.
大多數(shù)管理者想必都有這樣一個觀念：不管已經(jīng)忙成什么樣子，總還能抽出時間做更多的事。他們總有另一個項(xiàng)目要啟動、總有另一個會議要參加、也總有另一封電郵要回復(fù)。
Well, now there's a new school of thought about how managers are supposed to get more done -- and done better.
不過，如今針對管理者應(yīng)該做得更多、做得更好的問題出現(xiàn)了一派新的觀點(diǎn)。
They should just do less.
他們應(yīng)該少干活。
'Everybody says their days are too short,' says J. Keith Murnighan, a professor at Northwestern University's Kellogg School of Management and author of 'Do Nothing! How to Stop Overmanaging and Become a Great Leader.' The key to unlocking greater productivity, Dr. Murnighan says, is to just say no: to switch off the email pings, decline meeting invitations and get home in time for dinner.
西北大學(xué)(Northwestern University)凱洛格商學(xué)院(Kellogg School of Management)教授、《什么都別做!如何不再過度管理成為偉大領(lǐng)導(dǎo)者》(Do Nothing! How to Stop Overmanaging and Become a Great Leader)一書作者J凱斯莫尼根(J. Keith Murnighan)說：“每個人都說他們的時間不夠用�！蹦岣┦恐赋�，釋放更高生產(chǎn)率的關(guān)鍵就是說“不”：關(guān)閉電子郵件提醒、拒絕會議邀請、準(zhǔn)時回家吃晚飯。
In fact, dozens of studies all say the same thing: Doing less, and doing it without interruptions, can be the key to being a more productive manager and entrepreneur. A 2008 study by researchers at University of California, Irvine, and Humboldt University in Berlin, for instance, found that constant interruptions cause work to suffer and 'people to change not only work rhythms but also strategies and mental states.'
事實(shí)上，幾十項(xiàng)研究都得出了相同的結(jié)論：少做事、做的時候全心投入不受外界干擾，是成為更高效管理者和企業(yè)家的關(guān)鍵。比如加州大學(xué)歐文分校(University of California, Irvine)和柏林洪堡大學(xué)(Humboldt University)的研究人員在2008年開展的一項(xiàng)研究發(fā)現(xiàn)，持續(xù)的干擾會影響工作的完成，也會導(dǎo)致人不僅要改變工作節(jié)奏，還得調(diào)整工作計(jì)劃和精神狀態(tài)。
According to study co-author Gloria Mark, a professor at Irvine, 'Stress went up significantly when being interrupted.' The cause of the stress, she says: 'having to keep shifting your attention.'
該研究報告的共同作者之一、加州大學(xué)歐文分校教授格洛麗亞馬克(Gloria Mark)說：“受到干擾的時候，人的壓力會顯著增加。”她說，產(chǎn)生壓力的根源“勢必會不斷轉(zhuǎn)移你的注意力”。
But while executives may understand intellectually that busy days at the office don't equal productivity, putting laziness into practice is more difficult than it sounds. Reorganizations that allow executives to focus less on day-to-day tasks are crucial but can take months or years, says Stephan Liozu, a corporate consultant and adjunct professor at Case Western Reserve University. Other helpful steps, he says, can be enforcing interruption-free vacations and requiring detailed job descriptions that free up senior managers from work that can be easily delegated to others.
然而，雖然管理者們心里可能很清楚在辦公室不停的忙碌并不等同于有效率，但真要放手不干卻是說得容易做起來難。企業(yè)顧問、凱斯西儲大學(xué)(Case Western Reserve University)兼職教授斯蒂芬里奧祖(Stephan Liozu)說，重新進(jìn)行組織規(guī)劃、以便讓管理者們少花精力在日常事務(wù)上這一步非常重要，但也許要經(jīng)歷數(shù)月或數(shù)年才能完成。他說，其他有用的方法還有：強(qiáng)迫休假同時避免任何干擾;制定詳細(xì)的職務(wù)說明、把高管們從那些可以輕松交由他人代辦的工作中釋放出來。
Even when companies say they want to make a change, Mr. Liozu says, most don't act on it. 'They are stuck,' he says. He adds that he often asks executives to stop sending emails on weekends to make it clear to others that they are off the clock. But many executives don't know how to slow down and meet more reasonable deadlines.
里奧祖說，即便有的企業(yè)口口聲聲說想要改變，絕大多數(shù)也不會真正采取行動。他說：“它們無法擺脫現(xiàn)狀�！崩飱W祖又表示，他常常讓高管們不要再在周末發(fā)送電子郵件，好讓其他人清楚地知道他們在休息。但是許多高管不知道如何慢下來、按更合理的時間表安排工作。
'Being busy and acting busy can be addictive,' Mr. Liozu says.
里奧祖說：“忙碌的狀態(tài)和忙碌的工作會讓人上癮�！�
Despite such general skepticism, there are executives and managers who follow the do-more-by-doing-less principle and find that it works for them. Kyle McDowell, a Tampa-based vice president at UnitedHealth Group Inc., says he keeps his morning calendar clear to assess strategic goals. And when looking at job candidates, he ranks passion for the work above having the exact skills needed. He feels confident delegating even the most challenging projects to his enthusiastic reports, he says, because they are more willing to take chances. 'A lot of folks confuse output and effort,' says Mr. McDowell.
盡管有這么多的懷疑，但那些遵照“少做就是多做”原則的高管和管理者們發(fā)現(xiàn)這一招對他們很管用。聯(lián)合健康集團(tuán)(UnitedHealth Group Inc.)駐坦帕市(Tampa)的副總裁凱爾麥克道爾(Kyle McDowell)說，他會把早上的時間空出來評估戰(zhàn)略目標(biāo)。在考量應(yīng)聘者的時候，他會把工作熱情排在專業(yè)技能之上。他說，對于那些滿懷工作熱情的下屬，即便把最難的項(xiàng)目交給他們他也會很放心，因?yàn)檫@樣的員工更愿意做各種嘗試。麥克道爾說：“許多人把結(jié)果和努力混為一談�！�
Jeff Zwelling, a founder of five tech companies, recently spoke to a group of potential investors about his latest company, Convertro, a media measurement firm based in Santa Monica, Calif. Mr. Zwelling, chief executive and co-founder of the company, says he told the group that he personally follows an eight-hour workday -- a rarity in the startup world known for 90-hour weeks.
創(chuàng)立了五家科技公司的杰夫韋林(Jeff Zwelling)近日向一批潛在投資者介紹他最近在加州 塔莫尼卡(Santa Monica)成立的媒體評估公司Convertro。作為公司首席執(zhí)行長、聯(lián)合創(chuàng)始人，韋林告訴這些投資者，他個人遵守工作日八小時的工作時間――這在以每周工作90個小時而著稱的初創(chuàng)企業(yè)圈中實(shí)屬罕見。
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