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當(dāng)今時(shí)代，商業(yè)領(lǐng)導(dǎo)者面臨的最大風(fēng)險(xiǎn)并非政治動(dòng)蕩、氣候變化、網(wǎng)絡(luò)安全乃至科技革命，而是如何在日益孤立化、孤獨(dú)化和去中心化的世界中領(lǐng)導(dǎo)企業(yè)獲得成功。

在全球范圍內(nèi)，這種疏離感導(dǎo)致85%的員工不能主動(dòng)投入工作，或者故意消極怠工，由此導(dǎo)致的生產(chǎn)力損失高達(dá)7萬億美元。當(dāng)代的企業(yè)領(lǐng)導(dǎo)者必須有能力管理身在各個(gè)國家的異地員工和自由職業(yè)者，以及不同性別、年齡、民族和教育背景的員工。

為了應(yīng)對(duì)這一挑戰(zhàn)，很多企業(yè)希望利用科技手段促進(jìn)溝通和協(xié)作。一些企業(yè)在應(yīng)用了某些技術(shù)工具之后，似乎產(chǎn)生了職場氛圍已經(jīng)變得更加緊密的幻覺。然而這些工具如果使用不當(dāng)，卻會(huì)使員工更加疏離，對(duì)工作更加消極。

我們之所以越來越依賴科技設(shè)備進(jìn)行協(xié)作，是因?yàn)樗刮覀兊臏贤ㄗ兊酶菀缀透咝?。但我們?duì)它們的濫用也到了無以復(fù)加的地步，乃至于大多數(shù)的“面對(duì)面”交流都是通過視頻電話的方式進(jìn)行的。據(jù)Future Workplace和Virgin Pulse公司聯(lián)合進(jìn)行的一項(xiàng)全球調(diào)查顯示，一名員工每天至少有一半的時(shí)間花在使用科技產(chǎn)品進(jìn)行溝通上，然而超過一半的員工仍然有孤獨(dú)感。

盡管員工越來越依賴電子郵件進(jìn)行交流，但研究表明，面對(duì)面提出請(qǐng)求的成功率，要比電子郵件高出34倍。所以如果你有事相求，與其發(fā)一封電子郵件，然后反復(fù)回復(fù)，你還不如直接走到同事的辦公桌前，直接跟他溝通。這樣會(huì)節(jié)省大量時(shí)間與精力。

以下五個(gè)建議有助于領(lǐng)導(dǎo)者構(gòu)建更加堅(jiān)實(shí)的企業(yè)文化，提高員工的參與度：

鼓勵(lì)開放協(xié)作

鼓勵(lì)所有團(tuán)隊(duì)成員互相之間做到開放、友善、誠實(shí)。你可以給團(tuán)隊(duì)成員制訂一份共同的任務(wù)清單，大家都可以查看進(jìn)度并且對(duì)其負(fù)責(zé)。如果大家都知道每個(gè)人在忙些什么，也就更容易互相幫助了。另外，不要因?yàn)橐粋€(gè)員工提出了一個(gè)不好的點(diǎn)子就懲罰他，而是要通過紀(jì)律讓大家嚴(yán)守工期，促進(jìn)大家聽取團(tuán)隊(duì)成員的意見。

認(rèn)可團(tuán)隊(duì)的表現(xiàn)

雖然點(diǎn)評(píng)個(gè)別團(tuán)隊(duì)成員的表現(xiàn)是必要的，但更重要的是，你要認(rèn)可整個(gè)團(tuán)隊(duì)的表現(xiàn)。每個(gè)員工都有集體歸屬感，都希望自己是一個(gè)優(yōu)秀集體的一部分。在說明你為什么認(rèn)可團(tuán)隊(duì)的表現(xiàn)時(shí)，你不妨舉一個(gè)具體的成功案例，談?wù)剤F(tuán)隊(duì)中的每個(gè)人如何付出了努力，最終促進(jìn)了目標(biāo)的成功實(shí)現(xiàn)。

促進(jìn)共同學(xué)習(xí)

在學(xué)習(xí)上，與其讓團(tuán)隊(duì)成員集體學(xué)習(xí)一門在線課程，不如打造一種人人相互支持的文化。當(dāng)你從一篇文章、一門課程或其他途徑學(xué)到一些新知識(shí)時(shí)，你可以公開地把它與你的團(tuán)隊(duì)進(jìn)行分享。你可以鼓勵(lì)大家效仿這種行為，這樣大家就可以共同進(jìn)步了。

做一位好教練

在向團(tuán)隊(duì)成員答疑解惑時(shí)，要根據(jù)你的經(jīng)驗(yàn)，提供具有可行性的反饋和建議。另外，你要持續(xù)關(guān)注他們的進(jìn)展，好在整個(gè)過程中給予他們正確的建議，而不僅僅是指導(dǎo)一次便放任自流。最好每月或每季度對(duì)他們進(jìn)行一次培訓(xùn)，讓他們感受到你的支持與關(guān)心。在培訓(xùn)過程中，你可以詳細(xì)解說你所期待他們的行為和成果，以及他們需要做出哪些調(diào)整以獲得更大的成功。

展示你的弱點(diǎn)

學(xué)會(huì)適時(shí)承認(rèn)錯(cuò)誤，并且向團(tuán)隊(duì)成員展示你的生活，這樣會(huì)使你看起來更加人性化。而且當(dāng)員工遇到問題時(shí)，他們也更有勇氣向你尋求幫助。弱點(diǎn)并不等于軟弱，它也是一種力量，它能打造一個(gè)安全的空間，允許員工與你建立更深層的關(guān)系。

員工之間的情感越疏離，他們對(duì)企業(yè)的參與度就越低，另謀高就的可能性就越大。替換一名老員工的成本是很高的，我們必須要對(duì)此做些什么。而培養(yǎng)一種開放和鼓勵(lì)的公司文化，會(huì)有助于你成為一名更成功的領(lǐng)導(dǎo)者。（財(cái)富中文網(wǎng)）

本文作者丹·肖貝爾是《變回人類：偉大的領(lǐng)導(dǎo)者如何在孤立的時(shí)代創(chuàng)造溝通》一書的作者。

譯者：樸成奎

The biggest challenge facing business leaders today isn’t politics, climate change, cybersecurity, or even disruption—it’s leading in an age of increased isolation, loneliness, and decentralization.

Globally, this lack of connection has resulted in 85% of employees not being engaged or actively disengaged—a $7 trillion loss in productivity. In today’s workplace, leaders have to be able to manage remote workers and freelancers living in various countries, as well as employees of different genders, ages, educational backgrounds, and ethnic backgrounds.

In order to confront this great challenge, many have turned to technology to foster collaboration and communicate. While tech tools have created the illusion that the workforce is more connected, if not used appropriately they can make employees feel isolated and disengaged.

We rely more on tech devices to do our collaboration for us because it feels easier and more efficient, but are guilty of abusing it to a point where FaceTime is the new face time. In a global study by Future Workplace and Virgin Pulse, we found that almost half of an employee’s day is spent using technology to communicate, and more than half feel lonely as a result.

While workers increasingly rely on email communication, research shows that face-to-face requests are 34 times more successful. Instead of sending an email, then replying over and over again, all you have to do is walk over to their cubicle and be direct. It saves a lot of time—and headaches.

Here are five tips for leaders to create a stronger culture and increase employee engagement:

Embrace open collaboration

Get everyone on your team to commit to being open, accessible, and honest with each other. One way to do this is to create a shared to-do list that everyone can view and is accountable for. When your coworkers know what everyone is working on, it’s easier for them to help each other. Instead of penalizing employees for bad ideas, focus more on discipline for missing deadlines and not being open to advice from fellow team members.

Recognize team performance

While you should give feedback to individual team members, it’s even more effective if you talk about your entire team’s performance. People want to feel like they are part of something bigger than themselves. In order to recognize your team, you can share a specific story of how the team accomplished a goal. You can explain how that goal was met based on the efforts of each individual.

Practice shared learning

Instead of having team members learn in solidarity by reviewing an online course, create a culture where everyone is supporting each other. When you learn something new from an article, class, or other resource, openly share it with your team. Encourage them to mimic this behavior so that you can all learn together.

Become a coach

Instead of just mentoring your teammates, provide actionable feedback and advice from your experiences. Keep track of their progress so that you can give them the right advice along the way, not just in a single moment. Hold a monthly or quarterly coaching session so that they know you’re there for them. During the session, give them specifics on the behavior and outcomes you’re looking for and how they can adjust to be more successful.

Show your own vulnerability

Admitting your faults and opening up about your life humanizes you and makes it easier for your teammates to approach you when they experience problems. Vulnerability isn’t a weakness; it’s a strength that creates a safe space and allows people to have a deeper relationship with you.

The more detached your employees are, the less committed they will be to your organization and the higher likelihood they will depart. The cost of replacing an employee is too high for you to not do something about it. Fostering an open and encouraging workplace culture will make you more successful as a leader.

Dan Schawbel is the author of Back to Human: How Great Leaders Create Connection in the Age of Isolation.