【中英双语】从明星员工到明星管理者，三步get！

Shifting from Star Performer to Star Manager

你是个成就卓著的人——班里的尖子生，体育队的队长，单位里的明星员工。现在，你将领导部门里的一个精英团队，每位成员都是大忙人。你自信能够延续自己的成功，驾驭这个新挑战。

You’ve always been a high achiever — top of your class, captain of your sports teams, star performer at work. Now, you’re going to be managing a team of high-performers in a division of your company that everyone’s buzzing about. You’re confident that you can navigate this new challenge with characteristic success.

你殚精竭虑：为自已、也为这个部门设立清晰的目标，你充分意识到自己需要利用情商技巧去理解新下属的心理并解决团队遇到的问题。你将心力全部放在实现自己的目标和取得成果上……但不久之后，你就会遇到问题。你的团队似乎没有按计划行事，而且他们也没有向你传递任何信息。更糟糕的是，他们似乎将你拒之门外。你无计可施，转而去求助几个自己信赖的人，他们会告诉你：

You’re pumped. You set clear goals for yourself and targets for the division. You’re well aware that you’ll need to rely on your emotional intelligence skills to understand and work through your new team’s dynamics. You’re focused on achieving your goals and getting results… but before long, you’ve got problems. Your team doesn’t seem to be on board with your plan and they’re not delivering. Worse, they seem to be shutting you out. In desperation, you go to a few trusted mentors who tell you:

“你接管的是公司里的精英。他们已经如此优秀，如此上进，我不确定他们是否真的需要一个管理者。”

“You’ve inherited the cream of the crop. I’m not sure they even really need a manager, they’re that good and that motivated.”

“他们是我们的明星员工。我敢肯定你也注意到了，你已经是过去两年来指派过来的第三任领导了。”

“These are our stars. You noticed, I’m sure, that you’re the third new manager appointed in the past two years?”

结果证明，想要管理一个极度聪明的高效团队并不是一件容易的事——尤其当你也曾是其中一员的时候。作为曾经的明星员工，你每一次都能够完成所有目标。你不让任何人挡在你面前——你也的确这样做了。你虽然跟团队里其他成员相处融洽，但你其实并不需要他们。现在则不然，如果没有团队的合作，你不可能实现自己的目标，更不用说实现管理层给你们设定的目标了。你意识到为了完成目标，你把团队逼得太紧，而且你怀疑正是驱使你自己的某些因素和动机造成了现在的问题。你猜对了。

It turns out it’s not so easy to manage ultra-smart high achievers — especially when you’re one of them. As a superstar in your previous jobs, you met every goal, every time. You didn’t let anything get in your way — you just did it. While you had decent relationships with teammates, you didn’t really need them. Now you do, because you can’t even achieve your own goals without them, much less the targets set by management. You recognize that you’ve been pushing them pretty hard to achieve your goals, and you suspect there’s something about what’s driving you that’s the problem here. And you’re onto something.

最近，杰出学者大卫·麦克利兰发现三种人类的需求，或者说动机，对管理人才具有深远影响：对成就的需求，对权力的需求以及对归属感的需求。他指出，这些需求在我们的工作以及与他人互动中发挥着重要作用。但是，如果我们不了解或者不能妥善管理这些需求，那么它们将会成为我们的绊脚石。因此，让我们依次分析一下这三种需求。

The late, great scholar David McClelland studied three human needs, or motivators that are profoundly important when it comes to managing people: the need for achievement, the need for power, and the need for affiliation. He points out that these motivators can serve us well in our work and interactions with people. But, if we don’t understand and manage these needs, they can backfire. Let’s look at each motivator in turn.

1. 对成就的需求

1. Need for Achievement

你对成就的需求似乎是你人生得以如此成功的一个重要原因。你喜欢变得优秀。你给自己设立具有挑战性的目标，然后整合并运用一切资源让自己能够完成、甚至超越这个目标。你渴望获胜，也总能取得胜利。你期望你的团队也是如此。这是件好事——只要你能控制自己对成就的需求，而不是让它控制你。

Your achievement drive is most likely a big part of the reason why you’ve been so successful all your life. You love to excel. You set challenging goals for yourself, then you align all your personal resources so you can meet and even exceed your expectations. You want to win, and you usually do. And you expect the same of your team members. That can be a very good thing — as long as you manage your achievement drive and don’t let it manage you.

遗憾的是，许多明星员工需要经历一段难熬的时光，重新调整他们追求成就的出发点，从寻求个人目标转变为帮助他人取得成功。例如，你觉得全心全意填写报告或者替其他人“收尾”是在帮助大家。但其他人会认为你只关心自己的目标和标准，而不在乎他们的追求。很快，他们就不再信任你。而你咄咄逼人的不耐烦和给其他人纠错的行为对他们来说就会成为一种侮辱。

Unfortunately, a lot of star performers have a really hard time redirecting their achievement drive away from their personal goals and toward others’ success. For example, you might think you’re helping people when you dive in to complete a report or put the “finishing touches” on someone’s slide deck. But, people see that you really care about your goals, your standards — not theirs. Very quickly, they learn not to trust you. And your hard-driving impatience and tendency to correct people’s work can actually be insulting.

正确的方法是帮助其他人找到并实现具有挑战性的目标。你必须学会走出聚光灯，退居幕后，让他人的成绩闪光。这能让他们感觉自己得到了肯定，同时激励其他的人。当然，你无需抛开自己对成就的需求。你自己的追求和其他人想要凭自身能力把工作做好的渴望，你只需学会处理好这二者之间的关系即可。这需要你具备极高的情商，首先你要有自知。其次需要具备同理心，愿意去理解别人，并能够很好地进行自我管理。

The right way to use your achievement drive is to bring it out to help others find and achieve challenging goals. You must learn to step out of the spotlight and shine a light on others’ accomplishments. It makes them feel great, while inspiring their peers. Your need for achievement isn’t going to go away, of course. You just need to learn to balance it with concern for others’ desire to do a good job, on their own terms. This takes tremendous emotional intelligence, starting with self awareness. Then, you need empathy, a willingness to understand others, and self management.

2. 对归属感的需求

2. Need for Affiliation

我们在职场中需要朋友。但是作为一个新任管理者，确实很难平衡好与直接下属的工作和私人关系。你的成功一部分归因于你具有让其他人喜欢自己的能力。你能够成为班里的尖子生却不会招惹其他人的记恨，是因为你能够和大家成为朋友。如今，你依然需要依靠这种策略。

We all need friends at work. But as a new manager, it can be really hard to strike the right balance in your work/personal relationships with your direct reports. Part of your success to date has been linked to your ability to make people like you. You’ve navigated being top of the class without having people hate you by being everyone’s friend. You’re likely still relying that strategy now.

但你确实需要小心。你和下属之间的界限是真实存在的。他们为你打工。这不意味着你就要板起脸，摆出一副不近人情的面孔。事实上，温暖坦诚地对待下属会令你终生受益。但是，你要当心其他人的嫉妒心。你一路高升无疑会引起其他人的羡慕。现在你又被提拔成为管理者，这能使其他人从羡慕发展为嫉妒。嫉妒是一种危险且具有破坏性的情绪——不管是对你还是对他们自己。虽然你无法控制其他人的情绪，但你可以帮助他们缓解这种负面心态。不要不经意就拿他们和你自己过去的成绩相比较。你要学会赞赏他们的成功，给予他们肯定并真心帮助他们强大起来。

But you need to be really careful. The boundaries between you and your employees are real. They work for you. That doesn’t mean you can’t be friendly and human. In fact, learning to be warm and authentic with people who report to you will serve you for the rest of your life. But, beware the jealousy factor. No doubt you’ve inspired a bit of envy on the way up. And now that you’ve been tapped to become a manager, it can tip people over the edge from envy to jealousy. Jealousy is a dangerous, destructive state — for you and for them. And, while you can’t control others’ emotions, you can certainly do a few things to help people through. Don’t inadvertently compare their work to what you used to do in that job. Shine a light on their successes, give them credit, and build them up — authentically.

你很难跟自己的直接下属成为真正的朋友，原因有很多——比如，你掌控着他们的时间、工作量、晋升和工资。有时你不得不做出艰难的商业决策，令彼此之间关系紧张。但是，职场中有一些人可以真正成为你的朋友。现在是时候环顾四周，而不是上下求索了。与同级别的人交朋友对你来说可能有点儿难，因为大多数明星员工的焦点是自己的老板，而非同侪。但是，你的同僚在你晋升过程中要么会助你一臂之力，要么会打击你。如果你能从一开始就跟他们建立互信的关系——最好的办法是与他们成为朋友——你之后的境况就会舒服得多。

There are lots of other reasons why it’s really hard to be true friends with your direct reports — you control your employee’s schedules, workloads, promotions, and salaries, to name a few. And sometimes you have to make tough business decisions that can strain personal relationships. But, there are people at work with whom you really can be friends. Now’s the time to look around, not up or down. Seek out your peers for friendship. This might be hard for you, because coming up, most star performers focus on the boss, not their peers. But your peers will either help you succeed or pull you down as you move up. If you build trusting relationships with peers early on — and what better way to do that than through friendships — you will be better off later.

3. 对权力的需求

3. Need for Power

大多数人对自己追求权力的渴望感到爱恨交织，一部分是因为人们认为权力是一种有点儿“肮脏”的东西。

Most of us have a love/hate relationship with our power drive, partly because power is considered a bit “dirty.” So, some of us try to ignore it or tamp it down. But, as David McClelland pointed out, the need for power is very human.

如果你是管理者，那你的确需要对其他人产生影响。但是，如果你不尽早学会管理这种需求，它可能最容易让你惹上麻烦。这是因为一旦我们被给予合法职权，我们对权力的诉求就会自然而然地开始膨胀——特别是“明星身份”会令我们产生一种优越感。

And if you’re a manager, you do in fact need to have influence over others. This drive, however, is probably the one that can get you in the most trouble if you don’t learn to manage it well early on. That’s because it is easy to slip into allowing our natural need for power to escalate as we are granted legitimate authority — especially if our “star status” has given us special privileges.

即便优秀的人也会经不住诱惑，以权谋私。这就是麦克利兰所称的“个性化权力”。但是，你可以将自己寻求权力的目的转变成为大众谋利，为集体谋利——这就是“社会化权力”。这不仅能够满足你自己对影响力的渴望，还能对其他人和你的企业带来好处。对那些从明星员工升为管理者的人来说，这点尤为重要，因为人们会关注你的一举一动，看你是否会继续保持成功的姿态。你的直接下属对你行使（或错误运用）权力及其敏感。你周围的人和你的上级则会时刻检查你是否洁身自好。他们不仅会看结果——还会看你管理新角色和处理随之而来的权力的过程。

Even good people fall prey to the temptation to use power for their own good. This is what McClelland called “personalized power.” You can, however, channel your need for power toward the betterment of others, and of the group — this is socialized power. It allows you to satisfy your very human need to have, and be seen to have, influence while also doing good for people and your company. For star performers who are now managers, this is particularly important, because people will be watching your every move to see if you’ll continue to succeed. Your direct reports are hypersensitive to your use (or misuse) of power. And those around and above are checking you out to see if you’ll be able to stay the course. And they’re not looking at results only — they are looking at how you manage your new role and the power that comes with it.

像你这样的明星员工接受第一份重要的管理类工作时，有很多需要学习的东西。最需要学习的东西和工作的技术层面关系不大，却和做人息息相关。大多数人不怎么考虑促使他们前进的动机，但成为优秀的管理者——以及优秀的领导者的第一步，也是容易被忽略的一步就是学着运用你的情商去理解你这样做的原因。

There’s a lot to learn when star performers like you take that first big management job. And the most important learning has little to do with the technical aspects of the job, and a lot to do with you as a person. Most of us don’t think too much about what motivates us to behave as we do, but learning to use your emotional intelligence to understand why you act the way you do is a first and often-missed step in becoming an excellent manager — and a great leader.

从本质上来看，你需要了解激励你前进的动机，学会利用它们建立积极的关系，先为他人服务，再为你自己服务。这对于一直以来都是焦点的尖子生来说并不容易。事实上，这是一个重大的转变，需要你全心全意努力。最重要的是运用你的情商。提高你的自知、同理心和自我管理水平有助于理解和管理你的动机。这么做会有好结果的：当你抛弃明星员工的光环后，你将成为一个受人喜爱的成功管理者。

In essence, you need to understand what drives you and learn how to use your motives to build positive relationships to serve others first, yourself second. That’s not always easy for people who have been at the top of the class all their lives. In fact, it’s a major shift that takes concentration and effort. Most of all it takes emotional intelligence. Developing your self-awareness, empathy and self-management will help you understand and manage your motives. And the pay off: as you leave your star performer self behind, you’ll become a successful, well-liked manager.

安妮·麦基（Annie McKee）｜文

安妮·麦基宾夕法尼亚大学的高级研究员，是该大学行政管理博士项目的负责人以及泰里欧斯领导力学院（Teleos Leadership Institute）创始人。她与丹尼尔·戈尔曼（Daniel Goleman）合著有《最根本的领导力》（Primal Leadership），和理查德·伯亚斯（Richard Boyatzis）合著有《和谐领导》（Resonant Leadership）及《高情商领导力》（Becoming a Resonant Leader）。

pic:©Chanan Greenblatt

网址：【中英双语】从明星员工到明星管理者，三步get！ https://mxgxt.com/news/view/1699155

相关内容

从明星员工到明星管理者：需妥善管理三种需求
从销售明星到管理者
从销售明星到卓越的管理者 A 版
从核心员工到管理者：核心员工转型为管理者的六个技巧解析
明星员工意外离岗，作为管理者该怎么办？
启明星员工档案管理系统
明星员工如何管理
如何管理团队中的“明星员工”
明星员工管理建议
明星员工转型为管理者的正确路径

随便看看