翻转脚本：如何成功担任首次领导
生活中，没有什么比第一次担任领导角色更令人生畏的了，无论是领导Toastmasters俱乐部还是为您的雇主打造工作团队。成为新当选的领导者成功的关键是“翻转自己的脚本”，著名的著作《每个人都想工作的老板：新领导者指南》的作者威廉·金特里（William Gentry）博士说。
Gentry说，如果新的领导者可以在某些关键绩效领域内完成剧本，那么他们成功的机会就会更大。这个短语是指将思维方式从成为个人成就获得奖励的个人贡献者转变为专注于他人成功的领导者。
金特里（Gentry）说，领导者必须改变对一切都与他们有关的想法。他说：“我用旧的关系破裂线'不是你，而是我'来描述所需的转变。” “新领导人必须改变这种思维方式，否则他们就很容易脱轨。”
根据Gentry对300位新任领导者进行的研究得出的结论，以下是一些新领导者需要转变思维的领域：
心态翻转。
Gentry说，成功的新任领导者渴望学习和不断改进，但并不是为了让自己看起来好或脱颖而出。他说：“最成功的新领导人并不追求完美，而是接受他们会犯错误并从错误中成长出来。” “对于那些可能不习惯失败的高绩效个人贡献者来说，这是一个艰难的转变。”
技能设置翻转。
使新领导者在过去的职位上取得成功的技术技能在领导职位中的地位不尽相同。 Gentry说：“当我向研究人员询问他们曾经有过的最好的领导者或经理时，我从未听到有人说这些领导者具有出色的技术技能。” “通常是关于他们的沟通技巧，他们的指导技巧，他们的诚信度或他们如何全力以赴地支持他们的团队。” Gentry说，最好的领导者会放下信誉，并得到团队的支持。
关系翻转。
新领导者面临的最大挑战是从同事或朋友转变为老板。 Gentry说：“对于新任领导者来说，从与团队并肩前进到超越他们是一个独特的且通常是艰巨的挑战。” “没有其他领导层会遇到障碍。”
做到一切尽力而为。
新领导人经常在委派和信任他们的团队表现方面遇到困难。 “如果团队中的某个人表现不佳，他们通常会自己承担起为他们工作的责任，” Gentry说。 “但是，至关重要的是，他们必须及早学习指导，发展和指导他人，而不是简单地接管他们的工作。”
透视翻转。
这就要求采取双赢的态度，而不是寻求超越他人。 Gentry说：“这意味着相信'我能理解您的目标，您能理解我的目标，并且我们可以找到我们俩都赢的方法。' “这是从一个狭窄的视角转变为一个更广泛的视角，它理解团队或组织的所有部分如何融合在一起。”
原文：https://www.toastmasters.org/Magazine/Magazine-Issues/2017/September-2017/Leadership
Flip Your Script: How to Succeed as a First-time Leader
There are few things in life more daunting than assuming a leadership role for the first time, whether that’s leading a Toastmasters club or a work team for your employer. A key to success as a newly minted leader is to “flip your script,” says William Gentry, Ph.D., author of the acclaimed book Be the Boss Everyone Wants to Work For: A Guide for New Leaders.
New leaders increase their odds of success if they can flip the script in some key performance areas, Gentry says. The phrase refers to shifting a mindset from being an individual contributor who is rewarded for personal accomplishments to a leader focused on the success of others.
Gentry says that leaders must change their thinking that everything is about them. “I use the old relationship break-up line of ‘it’s not you, it’s me’ to describe the shift needed,” he says. “New leaders have to change that mindset or they can easily derail.”
Here are some of the areas where new leaders need to flip their thinking, with findings based on research Gentry conducted on 300 first-time leaders:
Mindset flip.
Successful first-time leaders have a thirst for learning and continual improvement, Gentry says, but not for the purpose of making themselves look good or to stand out from the pack. “The most successful new leaders don’t seek perfection but accept that they’ll make mistakes and grow from them,” he says. “That’s a hard flip to make from a high-performing individual contributor who may not be accustomed to failing.”
Skill-set flip.
The technical skills that have made new leaders successful in past roles don’t carry the same weight in leadership positions. “When I ask people in my research about the best leader or manager they’ve ever had, I never hear anyone say those leaders had great technical skills,” Gentry says. “It’s usually about their communication skills, their mentoring skills, their integrity or how they supported their teams through thick and thin.” The best leaders deflect credit and have their teams’ backs, Gentry says.
Relationship flip.
A top challenge for new leaders is transitioning from peer or friend to boss. “Moving from being alongside your team to above them is a unique and often jarring challenge for first-time leaders,” Gentry says. “No other leadership level has that obstacle.”
Do-it-all attitude flip.
New leaders often struggle with delegating and trusting their teams to perform. “If someone on their team is underperforming they often take it upon themselves to do their work for them,” Gentry says. “But it’s crucial that they learn early to coach, develop and mentor others rather than simply taking over their work.”
Perspective flip.
This requires adopting a win-win attitude rather than looking to triumph over others. “It means believing ‘I can understand your goals, you can understand mine, and we can find a way where both of us win,’” Gentry says. “It’s about shifting from a narrow perspective to a broader one that understands how all of the pieces of a team or of an organization fit together.”
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