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1、Businessadvicebooksdon’tagreeonmuch,butthey’repracticallyunanimousonthisbitofadvicetoseniormanagers:focusonthebigthings,andleeavethedetailstoyourteam.能够让商业忠告类图书一致认同的观点并不多,但它们几乎都会给高管提供这样一条忠告:专注于大的事情,将细节交给团队。I’vespentmycareerdoingtheopposite.AndIbelieveitislargelyr
2、esponsibleforthesuccessI’vehadsofar.但我在整个职业生涯都采取了截然相反的做法。而且我相信,我到目前取得的成功,很大程度上要归功于这种管理方法。Thesedays,whenIworkwithyoungchiefexecutives,Iurgethemtotrymy“sweatthesmallstuff”managementmethod.Itmayseemcounterintuitive,asthoughIamurgingCEOstoactlikethatmostdreadedcreatu
3、re,themicromanager.Butthisapproachcandelivertheoppositeeffect.Infact,Ihavefounditbuildsemployeetrust,bringsthebestoutofthebestemployees,and,mostimportantly,buildshigh-performanceteams.最近在与一些年轻CEO们合作时,我强烈建议他们尝试一下我“关注小事”的管理方法。虽然这似乎有违常识,好像我在诱惑这些CEO变成最可怕的怪物——微观管理者。但实
4、际上这种方法会带来相反的效果。事实上,我发现这种管理方法能够建立起员工的信任,让最优秀的员工有最好的表现,并且最重要的是,它有助于建立一支高效的团队。Chiefexecutives,especiallyfounders,oftenfindthemselvestornbetweentwocontradictoryimpulses.Ononehand,theyaspiretohire“A+”employeeswhowilltakethecompanytonewheightswiththeirawesomeness.Onthe
5、otherhand,manyCEOshaveaclearvisionforeveryaspectofhowtheircompaniesshouldberunandawickedperfectioniststreak.Thismeanstheyoftensuccumbtothetemptationtogetinvolvedineverydetailofthecompany’soperations,insteadofempoweringtheextraordinarypeoplethey’vejustspentagreatd
6、ealofenergyhiring.首席执行官,尤其是公司创始人,往往发现自己在两种相互矛盾的冲动之间左右为难。一方面,他们渴望找到“A+”员工,凭借他们的非凡魅力将公司带到新高度。另一方面,许多CEO对于公司各个方面如何运营有清晰的愿景,带有一种邪恶的完美主义倾向。这意味着,他们往往会忍不住诱惑,参与到公司运营的每一个细节,而不是向他们花大力气聘用的人放权。Inotherwords,CEOsmicromanage.Thisinevitablyleadstoafrustrated,demoralized,andevenp
7、aralyzedorganization.Here’swherea“sweatthesmallstuff”approachcanworkwell.换言之,CEO在进行微观管理。而这将不可避免地导致公司上下滋生沮丧情绪,士气低落,甚至陷入瘫痪。那么,“关注小事”的管理方法,如何实施才能奏效?Asmyfirststartupbegantogrowquickly,Ifoundmyselfwantingtofollowmyperfectionistimpulseswithoutunderminingmyteams’ability
8、togetthingsdoneusingtheirown—usuallymoreinformed—judgment.Myideashadmerit,andtheyavoidedthepitfallsof“designbycommittee,”whichoftenleadstouninspiringandwatered