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聯(lián)席CEO模式行得通嗎?

聯(lián)席CEO模式行得通嗎?

Verne Harnish 2013年12月27日
聯(lián)席CEO模式在全食公司運(yùn)行良好,但它并不是適合所有公司。采用這種模式需要分工明確,各司其職,否則就很容易造成混亂和沖突。
????聯(lián)席CEO模式在全食公司管用,但不一定適用于所有企業(yè)。

????通常在中小型公司中,多位創(chuàng)始人會(huì)擁有相同的最高頭銜?;蛟S他們起步時(shí)是夫妻檔,又或許他們是在同一間宿舍里寫(xiě)過(guò)代碼的兩個(gè)好朋友。在專業(yè)服務(wù)公司中,共同領(lǐng)導(dǎo)現(xiàn)象也很普遍。出于業(yè)務(wù)考慮,所有合伙人都需要擁有看上去同等的頭銜。

????我并不迷信于人們的頭銜。真正重要的是共同領(lǐng)導(dǎo)者對(duì)于公司擁有相同的長(zhǎng)期愿景(特別是他們希望公司要做到多大——這個(gè)問(wèn)題隨著時(shí)間的推移可能成為共同創(chuàng)始人之間的一個(gè)重大分歧),團(tuán)隊(duì)里的每個(gè)人對(duì)于誰(shuí)擁有最終決定權(quán)都非常清楚。

????不管每個(gè)人的頭銜是什么,一家公司只能有一個(gè)真正的頭。如果員工們不清楚最后是誰(shuí)來(lái)拍板,就會(huì)造成猶豫不決和焦慮不安。

????全食公司(Whole Foods)是一家蓬勃發(fā)展的采用聯(lián)席CEO模式公司。創(chuàng)始人約翰?梅克與公司元老級(jí)人物沃爾特?羅博共同掌舵。羅博最初于1991年加入公司,曾在加州管理一家門(mén)店。但全食公司是一個(gè)罕見(jiàn)的例外。

????大多數(shù)時(shí)候,這種格局都難以持續(xù)。權(quán)力很難分享。通常,聯(lián)席CEO們都不會(huì)明確誰(shuí)負(fù)責(zé)什么。需要做決定時(shí),員工們可能會(huì)左右為難。這就會(huì)在團(tuán)隊(duì)中造成混亂,在聯(lián)席CEO之間引發(fā)沖突。

????那么,如果你希望延續(xù)聯(lián)席CEO模式,怎么才能防止出現(xiàn)這種情況呢?有些公司會(huì)作出這樣的選擇:一個(gè)主外,應(yīng)對(duì)外部事物;一個(gè)主內(nèi),負(fù)責(zé)內(nèi)部決策。另外一些公司行之有效的方式是讓一位聯(lián)席CEO負(fù)責(zé)銷(xiāo)售,另一位負(fù)責(zé)營(yíng)運(yùn)。

????專業(yè)服務(wù)公司的情況會(huì)復(fù)雜一些,這里通常會(huì)有一堆合伙人。我建議挑選一位合伙人減少在法律、會(huì)計(jì)或建筑等業(yè)務(wù)領(lǐng)域的時(shí)間投入,而把更多時(shí)間花在考慮如何發(fā)展公司這個(gè)問(wèn)題上。這個(gè)人的主要工作是什么呢?正如我們?cè)诠緝?nèi)部的研討會(huì)上所言,他的工作是“確保讓正確的人做好正確的事?!蓖ǔ?,所有人都很清楚,這個(gè)合伙人應(yīng)該是誰(shuí)。

????我拜訪過(guò)一家擁有5個(gè)合伙人的專業(yè)服務(wù)公司,當(dāng)我問(wèn)到,誰(shuí)能確保雇傭最好的人員、負(fù)責(zé)兌現(xiàn)具體目標(biāo)以及關(guān)鍵業(yè)績(jī)指標(biāo)時(shí),他們都指向了同一個(gè)人。他們就是這樣解決了誰(shuí)領(lǐng)導(dǎo)這家公司的問(wèn)題,與此同時(shí)又繼續(xù)保持5個(gè)人享有相同的股權(quán)和頭銜。

????一旦職責(zé)明確,聯(lián)席領(lǐng)導(dǎo)者需要自律,不干涉他人的領(lǐng)域,但私下仍能合作。一個(gè)很好的例子就是:如果一位員工要求外當(dāng)家介入一件內(nèi)當(dāng)家的職權(quán)范圍內(nèi)的事,外當(dāng)家這時(shí)候要說(shuō):“這事你去找內(nèi)當(dāng)家談吧”,反之亦然。就算是出于好心,也絕不應(yīng)提供任何建議或想法。應(yīng)該強(qiáng)調(diào)一點(diǎn),最終決定權(quán)在另一位領(lǐng)導(dǎo)者的手中。不管公司是聯(lián)席CEO模式,還是傳統(tǒng)結(jié)構(gòu)的領(lǐng)導(dǎo)團(tuán)隊(duì),這個(gè)辦法都非常有用(財(cái)富中文網(wǎng))???

????Often at small and midsize companies, founders will have the same top title. Maybe they started out as a husband and wife team or as two friends writing code in a dorm room. Shared leadership is also common at professional services firms, where partners all need to be seen as equals for business reasons.

????I'm not hung up on people's titles. What matters is that co-leaders share the same long-term vision for the company (particularly how big they want the company to become -- which can become a major source of disagreement between co-founders over time) -- and that everyone on the team is crystal clear about where the buck stops.

????There can only be one real head of the company, no matter what title each person has. If employees aren't clear about who's going to make key final decisions, it creates indecision and anxiety.

????One company that has thrived with co-CEOs is Whole Foods (WFM). John Mackey, the founder, shares the helm with Walter Robb, a company veteran who first came on board in 1991 and ran one of the company's stores in California. But Whole Foods is a rare exception.

????Most of the time, these situations blow up. It's hard to share power. Often, the co-CEOs never make it clear who is accountable for what. Then employees may literally play mom against dad when decisions need to be made. This leads to confusion among the team and tension between the co-CEOs.

????So how can you prevent this if you want to stick with the co-CEO model? Some companies pick a Mr. or Ms. Outside who acts as the public face of the firm -- and a counterpart inside, who handles internal decisions. At other companies, what works best is having one co-leader run sales while the other handles operations.

????It gets trickier at professional services firms, where it's common to have a bunch of principals. I recommend picking one partner who spends less time practicing law, accounting, or architecture and more on growing the company. And what is that person's primary job? As we say in workshops at my firm, it is "making sure the right people are doing the right things right." It's usually evident to everyone who this partner should be.

????When I visited one professional services firm with five principals and asked who was capable of making sure the best people were being hired and held accountable to concrete goals and key performance indicators, they all pointed to one person. That's how they sorted out who would lead the company while they continued to share the same ownership stakes and titles.

????Once clear on accountabilities, co-leaders need to have the discipline to stay out of each other's turf, though they can still collaborate privately. Case in point: If an employee asks Mr. Outside to weigh in on an issue that's in Ms. Inside's bailiwick, he needs to say, "Go talk to Ms. Inside" -- and vice versa. Refrain from sharing even an innocent suggestion or thought without reinforcing that it's the final decision of the other leader. This approach is useful whether there are co-CEOs or a traditionally structured leadership team.

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