????這個(gè)數(shù)據(jù)表明，這些公司承認(rèn)自己在打造一支稱職、勝任的管理者隊(duì)伍這個(gè)基礎(chǔ)性的工作上面吃了敗仗。如果有40%的中層管理者（不是高管）充其量只是達(dá)到了一般水平，他們?yōu)槭裁匆庾R(shí)不到，公司正面臨危機(jī)，應(yīng)該立即采取大動(dòng)作來(lái)謀求改善。

????我們并沒(méi)看到有哪家公司宣布自身處于這種緊急狀態(tài)。這同樣也印證了我們的經(jīng)驗(yàn)和觀察告訴我們的另一個(gè)結(jié)論：盡管很多公司可能明確聲稱或暗示他們對(duì)管理者高標(biāo)準(zhǔn)嚴(yán)要求，但實(shí)際上他們對(duì)未達(dá)標(biāo)的管理方法和行為一直持寬容態(tài)度。

????這一話題值得我們進(jìn)行更深入的研究和探討，但對(duì)于個(gè)別管理者來(lái)說(shuō)，它也清晰地傳遞了一點(diǎn)：假如你立志成為卓越的管理者，只是盡力達(dá)到公司的實(shí)際水準(zhǔn)而非個(gè)人的真實(shí)水準(zhǔn)還遠(yuǎn)遠(yuǎn)不夠。即使業(yè)績(jī)蘋果結(jié)果為“達(dá)到預(yù)期”，甚至更好，也并不意味著這種評(píng)價(jià)準(zhǔn)確地衡量了你的技術(shù)或發(fā)展。

????管理者需要不斷成長(zhǎng)，要明確自己的機(jī)會(huì)缺口，確認(rèn)自己能做到什么程度，而不是接受公司管理者的實(shí)際業(yè)績(jī)?nèi)笨?。這是對(duì)自身發(fā)展負(fù)責(zé)所要采取的第一步。

????注：本文中“機(jī)會(huì)缺口”和“業(yè)績(jī)?nèi)笨凇眱蓚€(gè)名詞源自邁克爾?塔什曼和查爾斯?奧萊利二世合著的《創(chuàng)新取勝：領(lǐng)導(dǎo)組織變革復(fù)興實(shí)用指南》（Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal）一書。

????譯者：李玫曉/汪皓

?

????This figure is an admission by companies that they are failing in their fundamental task of creating a corps of competent, capable managers. If 40% of their mid-level -- not first-level -- managers are mediocre at best, why don't they recognize that they face a corporate crisis and take dramatic steps to improve?

????We're not aware of any companies that have declared such a state of emergency, which seems to confirm something our experience and observations have also told us: even though companies may claim, implicitly or explicitly, that they set high standards for their managers, they in fact condone managerial practices and behavior that persistently fall short of those standards.

????This whole topic deserves more study and discussion, but for individual managers, it seems to convey one clear point: if you aspire to become a great manager, simply striving to meet your organization's actual, versus espoused, standards probably won't get you there. Being rated "meets expectations" or even better isn't necessarily a good measure of your skill or progress.

????To grow as a manager, you will need to define your own opportunity gap – identify what youcanbecome -- rather than accept the actual performance gap for managers in your firm. This is the first step in taking responsibility for your own development.

????Note: We adapted the terms "Opportunity Gap" and "Performance Gap" fromWinning Through Innovation: A Practical Guide to Leading Organizational Change and Renewalby Michael L. Tushman and Charles A. O'Reilly II.