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專欄 - 人間煙火

怎樣規(guī)避“信任稅”(上)

DAVID CHARD 2013年10月09日

查大偉(David Chard)是一位領(lǐng)導(dǎo)力培養(yǎng)顧問(wèn),在亞太地區(qū)擁有30年的從業(yè)經(jīng)驗(yàn)。作為聯(lián)心管理顧問(wèn)有限公司(EngagingMinds)的創(chuàng)始人,他全身心致力于通過(guò)領(lǐng)導(dǎo)力和領(lǐng)導(dǎo)策略實(shí)現(xiàn)個(gè)人和組織向敬業(yè)型轉(zhuǎn)變。他普通話流利,經(jīng)常來(lái)往中國(guó)。他的聯(lián)系方式是:info@engagingminds.biz
信任是一切關(guān)系的基礎(chǔ)。如果缺乏信任,就會(huì)給個(gè)人和公司運(yùn)營(yíng)帶來(lái)高昂的成本,相當(dāng)于公司額外繳納了一筆昂貴的“信任稅”。如何規(guī)避“信任稅”,鼓勵(lì)員工的敬業(yè)精神,提高公司的生產(chǎn)效率?理解合作與系統(tǒng)的本質(zhì)是關(guān)鍵

????通過(guò)合作當(dāng)領(lǐng)導(dǎo)。本文分兩部分,我們將把重點(diǎn)放在合作的重要性上,明確合作的定義,同時(shí)探討為什么合作常常無(wú)法在組織機(jī)構(gòu)中充分發(fā)揮潛力。然后我們會(huì)看一看“另外的可能性”。大家都知道,成功的公司依賴人們?cè)诔蓡T之間以及成員和外部股東之間建立、維系有效的合作關(guān)系,而公司業(yè)務(wù)也依賴于外部股東的善意。

????但我們面臨的顯示處境如何呢?我們所處的環(huán)境往往像一場(chǎng)戰(zhàn)爭(zhēng),而不是一個(gè)生氣勃勃、有能力又有活力的合作網(wǎng)絡(luò)。本文將說(shuō)明,如果未能建立合作關(guān)系,或者說(shuō)丟失了合作關(guān)系將給企業(yè)帶來(lái)難以置信的成本。

????信任稅。組織機(jī)構(gòu)領(lǐng)導(dǎo)力專家小史蒂芬?科維在他的暢銷書《信任的速度》(Business at the Speed of Trust)中令人信服地闡明,公司成員之間以及公司成員和外部股東之間缺乏信任是企業(yè)面臨的一個(gè)主要問(wèn)題。他提出了一個(gè)新的模型來(lái)分析整個(gè)體系的業(yè)績(jī):

????原模型:策略(S) x 執(zhí)行(E) = 業(yè)績(jī)(R) (S x E) = R

????更新后模型:(策略 x 執(zhí)行) x 信任(T) = 業(yè)績(jī) (S x E)T = R

????大家可以簡(jiǎn)單地計(jì)算一下。在更新后的模型中,如果信任(T)程度高,業(yè)績(jī)就會(huì)上升;如果信任程度低,業(yè)績(jī)就會(huì)下降。

????當(dāng)然,大家都知道,無(wú)論是個(gè)人還是組織機(jī)構(gòu),信任都是一切關(guān)系的基石。所有公司實(shí)際上都是一個(gè)關(guān)系網(wǎng)絡(luò),它要么欣欣向榮,要么步履蹣跚。信任程度低,合作就不穩(wěn)固,也就永遠(yuǎn)發(fā)揮不出我們所期望的潛力。信任程度高,公司增長(zhǎng)的速度就會(huì)快得多,就會(huì)以“信任的速度”發(fā)展。

????主要問(wèn)題在于:我們所盼望的信任到底出了什么問(wèn)題?為什么信任經(jīng)常會(huì)迅速消失,而且?guī)缀蹩偸窃谒軌蛟熬鸵呀?jīng)消失不見(jiàn)?我們?cè)鯓硬拍芘嘤环N以深度、持久信任為特點(diǎn)的合作文化?

????我們一起來(lái)思考一下下面這個(gè)合作的定義:“合作是我們共同為之努力的一種關(guān)系,它的目的是讓我們所參與的活動(dòng)、過(guò)程或項(xiàng)目獲得成功?!边@個(gè)定義的要素包括:

????? 關(guān)系

????? 齊心協(xié)力謀求成功

????? (我們所參與)的過(guò)程或項(xiàng)目

????這個(gè)定義相當(dāng)簡(jiǎn)單。我們覺(jué)得,“它原本就應(yīng)該很簡(jiǎn)單。”但正如我們所知,問(wèn)題非常頻繁地出現(xiàn),可能會(huì)讓我們和組織機(jī)構(gòu)中其他成員的關(guān)系分崩離析。為什么會(huì)這樣?

????系統(tǒng)專家、《了解系統(tǒng),領(lǐng)導(dǎo)系統(tǒng)》(Seeing Systems and Leading Systems)一書的作者巴里?奧什里認(rèn)為,這個(gè)問(wèn)題有一個(gè)很簡(jiǎn)單的答案。破壞我們和他人關(guān)系的就是“某些狀況出現(xiàn)”的時(shí)候,也就是我們

????? 帶入個(gè)人感情。

????? 胡思亂想,自己編故事。

????? 認(rèn)為別人能力不足、感覺(jué)遲鈍或者心懷不軌。

????? 憤怒、生氣、報(bào)復(fù)別人。

????Leading Through Partnership.In this 2-part series we will focus on the importance of partnership, define it, and explore why partnerships regularly fail to reach their potential in organizations. And then we will see “what else is possible.”Everyone knows successful organizations depend on people to form and maintain effective partnerships with one another, as well as with external stakeholders on whose goodwill their business depends.

????But what is the reality that we regularly experience? Instead of a vibrant, empowering and robust network of partnerships, what we often experience is something like open warfare. And we will show that when partnerships do not emerge or are lost, the costs to business are staggering.

????The Trust Tax.In his best-selling book Business at the Speed of Trust, author and organizational leadership expert Stephen Covey, Jr. makes a compelling case that lack of trust between members of an organization and external stakeholders is the main problem of suffering businesses. He introduces a new model for mapping systems results:

????Old Model:Strategy x Execution = Results (S x E) = R

????Updated Model:(Strategy x Execution) x Trust = Results (S x E)T = R

????Do the simple math. In the updated model, when “T” (trust) is high, Results are going to be higher; when T is low, Results are going to be lower.

????Of course, we all know that Trust is the cornerstone of any relationship, whether personal or organizational. And that every business is really a network of relationships that are either flourishing or floundering. When Trust is low, partnerships flounder, never reaching the potential we want them to. When Trust is high, the business moves ahead much faster, “at the Speed of Trust.”

????The big questions are:what happens to the trust that we hoped would be there? Why is it quickly lost on a regular basis, almost before it can take root? And how can we develop a culture of partnership characterized by deep, ongoing trust?

????Let’s consider the following definition of Partnership:“A relationship in which we are jointly committed to the success of whatever endeavor, process or project we are in.” The key elements of this definition are:

????? Relationship

????? Jointly Committed to Success

????? Whatever Process or Project (we are in)

????That’s fairly simple.“It should be easy,” we think. But as we all know, something happens with great regularity that knocks us out of partnership with different people in the organization of which we are a part. What is that?

????According to systems expert Barry Oshry, author of Seeing Systems and Leading Systems, there is a simple answer to this question. What knocks us out of partnership is that when “stuff happens,” we:

????? Take it personally.

????? Make up a story about the other person.

????? Assess the other person as incompetent, insensitive, or malicious.

????? Get mad, get angry, get even.

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