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Is a bad leader still a leader, or are they just a "manager" in the loosest sense of the word? No matter what you call them, many managers lack fundamental training in actually managing people. Without that, it''s impossible to be an effective leader. Even more importantly, there are managers who lack the sensitivity, values, and keen awareness necessary to interact appropriately with the people around them. When an employee quits or resigns, the main reason behind that resignation is the relationship with their manager.
失敗的領(lǐng)導(dǎo)，意思是他仍然是一個(gè)領(lǐng)導(dǎo)，還是只是一個(gè)“管理者”的廣泛稱呼？無論你的意思是什么，許多管理者確實(shí)在管理人員方面缺乏基本的訓(xùn)練。若沒有這些訓(xùn)練，那就不大可能成為一位成功的領(lǐng)導(dǎo)。并且更重要的是，有些管理者在恰當(dāng)?shù)嘏c身邊的人打交道的問題上缺乏敏感度，價(jià)值判斷以及必要的敏銳意識(shí)。如果有員工辭職，最主要的原因應(yīng)該就是與管理者的關(guān)系不融洽了。
In fact, Accenture provided insight with a study that said 31% of employees quit because they just don''t like their boss.
而實(shí)際上，Accenture（埃森哲咨詢公司）的一項(xiàng)研究表名，有31%的員工辭職的原因，是他們并不喜歡自己的老板。
That can all be prevented if you consider the most common mistakes of bad managers--and even new entrepreneurs. Be proactive and identify the traits that drive this behavior so you can correct yourself, as well as those managers on your staff, before problems arise.
如果你考慮到了失敗的領(lǐng)導(dǎo)，甚至新晉的企業(yè)家們最常犯的錯(cuò)誤，那么這件事情就完全可以避免了。主動(dòng)檢視自己，發(fā)現(xiàn)這些錯(cuò)誤行為，在問題出現(xiàn)前糾正自己以及團(tuán)隊(duì)的管理者的錯(cuò)誤。
1.Failure to provide clear direction
1. 未能提供明確的方向。
In order for your employees to do their jobs and do them well, they need to know what to do. That means you need to give them clear direction. That doesn''t mean you need to hover and micromanage.
為了讓員工順利地工作，他們得了解自己該做什么。這就意味著你該給予他們一個(gè)明確的方向。但不意味著你得垂簾聽政。
Provide the necessary direction and step away. Don''t over-prioritize, because when everything is a priority, then nothing is a priority. Without clear, simple direction for your employees, they''ll never feel like they can accomplish tasks or goals, and they will fail.
給他們提供必要的方向，然后放手。別過度干預(yù)事情完成的順序，因?yàn)楫?dāng)每一件事都是最重要的，就沒有一件事情是重要的。員工們沒有簡(jiǎn)單明確的方向，他們就永遠(yuǎn)都認(rèn)為自己無法完成任務(wù)和目標(biāo)，他們就會(huì)失敗。
2.Not seeing employees as people
2. 不把員工當(dāng)人看待。
Part of good leadership is maintaining a professional distance from your team, free of fraternization. You don''t want to be their counselor or their regular karaoke buddy, but you should stay tuned in to what''s happening in their lives.
好的領(lǐng)導(dǎo)者善于與團(tuán)隊(duì)成員保持專業(yè)距離，免于過度親密。你不必成為他們的導(dǎo)師或玩樂的伙伴，但你得關(guān)注他們的日常生活。
Every person on your team is an individual with wants, needs, desires, problems, achievements, and goals outside of their professional employment. When you stay tuned in, you''re seen as an interested and involved boss. An effective leader sees each employee as the individual that they are.
你的團(tuán)隊(duì)每一位成員都是獨(dú)立的個(gè)人，他們?cè)诠ぷ髦舛加凶约核耄瑁释鶡⿶溃院酪约八非蟮氖虑椤Ｈ绻汴P(guān)注他們的動(dòng)態(tài)，他們就會(huì)覺得你是一位有同情心和參與感的老板。成功的領(lǐng)導(dǎo)對(duì)待每位員工如同對(duì)待每一個(gè)獨(dú)立的個(gè)人。
3.Lack of trust.
3. 缺乏信任。
When a manager doesn''t trust their team to handle the workload, you''ll see it manifest in a number of ways. This can include anything from constantly checking up on the status of work, to micromanaging projects. This is a surefire way to destroy employee morale.
當(dāng)一位管理者并不信任團(tuán)隊(duì)成員能完成工作任務(wù)時(shí)，你能從各個(gè)方面發(fā)現(xiàn)跡象。比如無休止的檢查工作狀態(tài)，以及項(xiàng)目微管理。這只會(huì)是一種必死無疑地?fù)p害員工士氣的舉動(dòng)。
You have to trust your employees, and trust that they''ll hit their goals for you. If you absolutely cannot trust an employee among your group, then reevaluate that employee: if you cannot trust your team, then it''s time to reevaluate yourself.
你必須信任你的員工，相信他們能助你實(shí)現(xiàn)目標(biāo)。如果你真的不相信團(tuán)隊(duì)里的一個(gè)成員，那就重新評(píng)估那一個(gè)員工，如果你并不相信你的團(tuán)隊(duì)，那就該重新評(píng)估你自己了。
4. Inability to actively listen.
4.缺乏積極傾聽的能力。
Active listening is a critical skill for a good leader. The right kind of listening provides recognition and demonstrates that you value the employee. When they know that you are listening, then they feel respected and valued.
積極傾聽是成為好領(lǐng)導(dǎo)的關(guān)鍵技能。合適的傾聽包括表明認(rèn)可與重視員工的立場(chǎng)。當(dāng)員工們了解你傾聽他們的意見，他們就會(huì)感到自己受尊重和重視了。
When you don''t listen to your employees, it won''t be long before they just stop talking. Without that constant flow of information and communication, you won''t have an edge on projects, production, or workflow.
如果你并不聆聽員工的意見，那么不久后他們就不會(huì)再提出自己的意見了。如果沒有了這種穩(wěn)定的信息傳遞和溝通，你就很難在項(xiàng)目管理，生產(chǎn)以及工作流程管理方面再占據(jù)任何優(yōu)勢(shì)了。
5.Not seeking input.
5.不聽取他人的意見。
Your employees should be an integral part of your growth and success. When you''re going to make decisions, you should always seek feedback from those around you. A good leader takes it one step further by making sure employees know that their feedback matters, and often seek feedback long before the decision is made.
你的員工是你的發(fā)展與成功不可或缺的部分。當(dāng)你準(zhǔn)備下決定時(shí)，你應(yīng)該多吸收身邊同事的反饋意見。一個(gè)好的領(lǐng)導(dǎo)會(huì)多走一步以確定員工了解自己的意見很重要，并且常常在做完決定后再次尋求員工的反饋。
Enabling your employees to make decisions is the heart of empowerment, and it''s the best way to keep employees engaged.
讓員工敢于做決定是權(quán)力的核心，也是保持人心凝聚的最佳方法。
6.Hypocritical behavior.
6. 偽善行為。
Nothing will sour relationships faster than when a manager or executive is able to operate under a different set of rules than the rest of the team. If you make policies that apply to everyone in the company, then they should apply all the way up the chain to the highest-level employees.
沒有什么比管理者設(shè)定不一樣的管理規(guī)則更容易損害上司與下屬的關(guān)系了。如果你設(shè)定的政策能適用于公司的所有人，那么高層管理人員就該包含在內(nèi)。
A manager wielding a big ego is the most likely to alienate his or her employees. Go beyond a typical management role and focus more on leading your team by making sound choices. Make a fun and open environment for your employees, provide incentives for feedback, and listen and learn from their growth, as well as yours.
以自我意識(shí)為中心的管理者很容易失去人心。所以應(yīng)該拋棄傳統(tǒng)的管理者姿態(tài)，更多地專注于以合理的理由領(lǐng)導(dǎo)團(tuán)隊(duì)。為員工營(yíng)造一個(gè)開放有趣的工作環(huán)境，激勵(lì)員工發(fā)表意見，多聆聽，從他們和自己的成長(zhǎng)中學(xué)習(xí)。
