All You Can Eat---商业即兴72

All You Can Eat都可以吃

Once you feel like you’ve talked enough to yourself, strangers, and individual coworkers and have properly practiced what you want to preach on a personal and interpersonal level, then you have steeled yourself for a role in leading change on a greater scale—across teams,departments, and the workplace as a whole. (Depending on who you are, your comfort level, and your actual need to enact these techniques in your workplace, this could take a day, a week, or much longer.) So grab the knife and spork and put your bib on: it’s time to really dig into that elephant. You want to bring improvisation deeper into the corporate culture. How do you do it? What exactly should your initiation of this change look like, sound like, and feel like?

一旦您觉得自己已经与自己，陌生人和个人同事进行了充分的交谈，并在个人和人际关系层面上正确地实践了您想要讲的内容，那么您就已经准备好自己在更大范围内领导变革中的作用团队，部门和整个工作场所。（取决于您的身份，您的舒适度以及您在工作场所中实施这些技术的实际需要，这可能需要一天，一周或更长的时间。）因此，请抓住刀和叉嘴，然后将围嘴戴在身上：是时候真正去研究那头大象了。您想将即兴演奏带入公司文化中。你怎么做呢？您发起此更改的确切外观，声音和感觉是什么？

It’s much easier to initiate change when the people who are going to be affected by the change feel they have a say in the process (re�member the build-in strategy from Chapter 5?). With that in mind change can be very effectively initiated when agents of change allow themselves to be vulnerable rather than issue dictatorial commands. Find a place and situation at work in which it’s okay to be vulnerable.

当将要受到变更影响的人们在过程中有发言权时，发起变更要容易得多（还记得第5章中的内置策略吗？）。考虑到这一点，当变革的推动者让自己变得脆弱而不是发布独裁命令时，可以非常有效地发起变革。在工作中找到容易受到伤害的地方和处境。

It should be perfectly acceptable to say to a small team of coworkers:“I really want to try out this new approach I’ve read about. I’m not an expert in this. I just believe it will help us.” Improv can get positive results even without perfect mastery of it, and while there is always talk about how fast-paced and high stakes the business world has become,honesty and vulnerability can make a great impression—especially toward relationship building in a controlled environment.

对一小组同事说：“我真的很想尝试一下我已经读过的这种新方法，这完全可以接受。我不是这方面的专家。我只是相信它将对我们有帮助。”即兴表演即使没有完全掌握也能获得积极的结果，尽管总是谈论商业世界如何快速发展和高风险，诚实和脆弱性会给人留下深刻的印象，尤其是在受控环境中建立关系方面。

Not too long ago I did an intense, three-day strategy session with  one of the world’s premier global providers of warranty solutions,The Warranty Group. The executive vice president of Latin America was addressing the presidents of each of the company’s territories,looking for ways to shift the business model to open up and facilitate communication between the regions (he was looking to do some major silo busting). His message to these head honchos was—I’ll paraphrase here—“I don’t know exactly how to chart through the unknowns that are facing us; we’re going to have to chart through them together,because we absolutely must in order to succeed in the future. 

不久前，我与全球领先的保修解决方案提供商之一The Warranty Group进行了为期三天的紧张策略会议。拉丁美洲执行副总裁在向公司每个地区的总裁致辞时，都在寻找方法来转变商业模式以开放并促进地区之间的交流（他正在寻求进行一些重大的筒仓打击）。他对这些头目大佬的信息是-我将在这里解释-“我不知道该如何准确地绘制出我们所面临的未知事物。我们将不得不一起绘制它们的图表，因为为了将来成功，我们绝对必须这样做。

And we will succeed.” That’s a level of honesty and vulnerability and confidence that I find inspiring (so did the presidents, as the EVP’s remarks created a sense of urgency and purpose), and this example points to the fact that great leaders don’t always have to have all the answers in order to lead, especially if there is tremendous change being contemplated. When leaders allow themselves to open up, the possibility of increasing employee buy-in increases because they are “building in” to help the change take place. As a leader you want and need that buy-in from the people you are leading through change.

我们将会成功。”这是我感到鼓舞的诚实，脆弱和自信的水平（总统也是如此，因为执行副总裁的言论营造了紧迫感和目标感），这个例子表明了一个事实，那就是伟大的领导者并不一定总是拥有全部为了引导答案，尤其是在考虑到巨大的变化时。当领导者允许自己开放时，增加员工认可度的可能性就增加了，因为他们正在“帮助”变革的发生。作为领导者，您需要并且需要通过变革领导的人们的支持。

On the other hand, if you’re trying to lead change you can’t just be vulnerable. There has to be direction and toughness too—a laying down and protecting of the law of the land. If you’re going to bring an improvisational approach to a workplace environment, be clear about your objectives, specific about your intentions, and explicit about your goals. Set parameters and be up-front about them. You don’t have to be dictatorial but you have to mean what you say and then back it up. 

另一方面，如果您试图领导变革，那么您就不仅会脆弱。也必须有方向和韧性，即放下并保护土地法律。如果要在工作场所环境中采用即兴的方法，请明确目标，明确意图和明确目标。设置参数并预先了解它们。您不必独裁，但必须说出自己要说的话，然后再予以支持。

Start to take controlled risks. If you think improvisational thinking would be dangerous or scary in a particular environment (a presentation to top executives perhaps), then direct it to situations that are not so high stakes. You don’t ever want a desire for improvisational communication to get in the way of actual strategic goals. However, if you eventually want to be able to use that kind of communication when the stakes really are high, you’ve got to practice.

开始承担控制风险。如果您认为即兴思维在特定环境下可能是危险的或令人恐惧的（也许是向高层管理人员的演讲），则将其引导到风险不大的情况下。您永远不会希望即兴交流妨碍实际的战略目标。但是，如果您最终想在风险很高的情况下使用这种交流，则必须练习。