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如何做個(gè)少干活的好領(lǐng)導(dǎo)(2)
'I may go to Pilates at 3 p.m. and don't want you to think I'm a crappy CEO because of that,' Mr. Zwelling says he told the group. 'You're buying into someone who has a track record of success,' he says he assured them. Success, he adds, comes from 'not overwhelming myself with everyday tasks.'
韋林說(shuō)他這樣對(duì)那群投資者說(shuō)道：“我下午三點(diǎn)會(huì)去上普拉提課，我不想你們因此就認(rèn)為我是一個(gè)糟糕的CEO。”他說(shuō)他向那些投資者保證，“你們即將跟進(jìn)的是一個(gè)有著成功經(jīng)歷的人”。他補(bǔ)充說(shuō)，成功來(lái)自于“自己不被每天的工作所淹沒(méi)”。
Mr. Zwelling says he prefers hiring employees who have serious hobbies outside of work. It makes them more effective on the job, he says, because they want to have time left over for their other interests. He also leads by example, he says, explaining to each new hire that he works hard while at the office, which means not wasting time on social media or surfing the Web.
韋林說(shuō)他喜歡雇傭那些在工作之外有嚴(yán)肅愛(ài)好的人。他說(shuō)，這會(huì)讓他們?cè)诠ぷ髦懈行剩驗(yàn)樗麄兿Ｍ舫鰰r(shí)間來(lái)做其他自己感興趣的事情。他說(shuō)，他自己也以身作則，他會(huì)向每個(gè)新員工解釋他會(huì)在辦公室專(zhuān)心努力工作，而不是把時(shí)間浪費(fèi)在社交媒體和上網(wǎng)上。
At office-furniture-maker Steelcase Inc., Donna Flynn, director of workspace futures, works at her own pace and lets her staff of behavioral researchers do the same. 'There are a lot of benefits to walking away from a problem you are fixated on solving and letting your subconscious do its work underneath the surface,' says Ms. Flynn, whose office is on her 20-acre ranch in Nederland, Colo., while the company's headquarters are in Grand Rapids, Mich.
辦公家具生產(chǎn)商Steelcase Inc.的研究團(tuán)隊(duì)“未來(lái)辦公空間”(WorkSpace Futures)的主管唐娜弗林(Donna Flynn)按照自己的步調(diào)工作，而且也讓她那些做行為研究的下屬這樣做。弗林說(shuō)：“暫時(shí)拋開(kāi)你苦苦尋找解決辦法的那個(gè)問(wèn)題、讓你的潛意識(shí)在下面工作，這樣做有很多的益處�！彼霓k公室位于她在科羅拉多州尼德蘭(Nederland)占地20英畝的農(nóng)場(chǎng)里，而公司總部設(shè)在密歇根州的大急流城(Grand Rapids)。
Ms. Flynn's team is based all over the world. Rather than scheduling video conferences and calls to stay in daily contact, the researchers work on long-term projects on their own time and meet in person only two weeks a year.
弗林的團(tuán)隊(duì)成員遍布世界各地，這些研究人員不是每天都通過(guò)視頻會(huì)議和電話(huà)來(lái)溝通，而是根據(jù)各自的時(shí)間一起完成長(zhǎng)期的項(xiàng)目，每年只有兩周的時(shí)間會(huì)碰面開(kāi)會(huì)。
Not keeping in constant contact, Ms. Flynn says, allows everyone to work more effectively. 'It's about having higher-quality work time, because you spend more time nourishing your well-being,' she says.
弗林說(shuō)，沒(méi)有了頻繁的聯(lián)絡(luò)每個(gè)人就可以更高效地工作。她說(shuō)：“這意味著更高質(zhì)量的工作時(shí)間，因?yàn)槟憧梢园迅嗟臅r(shí)間花在提高生活質(zhì)量上�！�
To be sure, not every personality is cut out for the kinds of behavioral adjustment that doing less on a daily basis can require. According to Dr. Murnighan, many executives feel the need to keep up appearances and find it tough to fight the natural inclination to stay busy.
當(dāng)然，也并非每個(gè)人都適合此類(lèi)為每日減量工作而必須進(jìn)行的行為調(diào)整。莫尼根博士說(shuō)，許多高管覺(jué)得凡事一定要事必躬親，很難改變自己喜歡忙碌的天性。
'A lot of people are Type A,' he says. 'Our ancestors wouldn't have survived if they weren't proactive.'
他說(shuō)：“許多人是A型行為者，我們的祖先要不是主動(dòng)行動(dòng)者的話(huà)也無(wú)法生存下來(lái)。”
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