领导力：真诚沟通，大胆行动，边做边学，以身作则

Leadership
https://www.linkedin.com/pulse/communicate-authentically-act-boldly-learn-doing-lead-stan-garfield
Published on Nov. 13, 2017 Stan Garfield

Section 1: Leaders need to communicate authentically

第一部分:领导者需要真诚地沟通

communicate authentically真诚沟通

Leaders may think they are communicating effectively, but the people they are trying to lead would frequently disagree. The reasons for poor leadership communication include:
领导者可能认为他们在有效地沟通，但他们试图领导的人往往不同意。领导力沟通不足的原因包括:

Using corporate-speak, buzzwords, cliches, and other tired and familiar expressions
使用公司用语、流行语、陈词滥调和其他一些陈旧而熟悉的表达方式

Having a ghost writer create a memo, speech, or script Appearing in person or on video and coming across as stiff, formal, and impersonal
让一个代笔作家写备忘录、演讲或剧本，出现在真人或视频中，给人的印象是呆板、正式和不带个人感情的

Talking or writing in a one-way direction, without listening
单向地说或写，不听

Using boring forms of presentation such as slides filled with bullet points and text
使用无聊的演示形式，例如幻灯片上的项目符号和文本

The target audience will tend to tune out, ignore, or be skeptical of such communications. They are used to hearing the same old messages, and will be uninspired by them.
目标受众往往会对这样的交流产生排斥、忽视或怀疑的态度。他们习惯于听到同样的旧信息，不会受到鼓舞。

When communicating, leaders need to come across as honest, sincere, and knowledgeable. They should speak in their own voice, really engage with their audience, and use techniques that maintain a high level of interest in what they are saying. Leaders should demonstrate trust, truth, and transparency in what they say, write, and do.
在沟通时，领导者需要给人诚实、真诚和博学的印象。他们应该用自己的声音说话，真正地与他们的听众互动，并使用技巧来保持对他们所说内容的高度兴趣。领导者应该在他们所说、所写和所做的事情中表现出信任、真相和透明度。

In The Seven Basic Principles of Radical Management, Steve Denning's seventh principle is:
在激进管理的七个基本原则中，史蒂夫·丹宁的第七个原则是:

Managers communicating interactively through stories, questions and conversations: An underlying requirement of all of these principles is interactive communication. Unless managers and workers are communicating interactively, using authentic narratives, open-ended questions and deep listening, rather than treating people as things to be manipulated, none of the above works.
管理者通过故事、问题和对话进行交互式沟通:所有这些原则的一个基本要求是交互式沟通。除非管理者和员工之间的交流是互动的，使用真实的叙述、开放式的问题和深入的倾听，而不是把人当作被操纵的东西，否则上述方法都不起作用。

Here are some practical ways for leaders to communicate authentically:
下面是一些实用的方法，可以帮助领导者进行真正的沟通:

1. Blog once a week in an internal blog.
2. 每周在内部博客上写一次博客。

Use a very personal voice, not corporate-speak, to tell real stories.
用一个非常私人的声音，而不是用公司的语言来讲述真实的故事。

Talk about what you and your team are working on in a practical way so that others will better understand the work and how it relates to the rest of the team.
以一种实际的方式谈论你和你的团队在做什么，这样其他人就会更好地理解这项工作以及它与团队其他成员的关系。

Ask questions, request comments, and then reply to them.
问问题，征求意见，然后回复他们。

2. Actively participate in threaded discussions and enterprise social networks.
3. 积极参与主题讨论和企业社交网络。

Ask for suggestions, and then follow up to communicate implementation plans or why suggestions will not be implemented.
询问建议，然后跟进沟通执行计划或为什么建议不被执行。

Answer questions.
回答问题。

Share ideas, links, and tips.
分享想法、链接和技巧。

3. Actively participate, present, lead discussions, and engage in conversations.
   3.积极参与、呈现、领导讨论并参与对话。

Regularly visit local offices and place phone calls to members of the organization.
定期拜访当地办事处，给组织成员打电话。

Speak at internal and external events and training sessions.
在内部和外部活动和培训会议上发言。

Post, reply, and praise in internal and external communities.
在内部和外部社区发布、回复和表扬。

For more, see:
Word Usage: Buzzwords, Cliches, and Public Speaking Expressions to Avoid
What we have here is a failure to communicate
How leaders can improve internal communications
Stop being so pushy; use the power of pull instead

更多信息,见:
用词: 要避免使用的流行语、陈词滥调和公开演讲用语
我们现在的问题是沟通失败
领导者如何改善内部沟通
别那么咄咄逼人;用拉的力量代替

Section 2: Act boldly, learn by doing, and share your point of view

第2节：大胆行事，边做边学，分享您的观点

image.png

Many leaders are smart, energetic, and capable, yet they may not be able to accomplish as much as they would like. As a result, the business world is filled with articles, books, and seminars about leadership. How can leaders get more things done, effect needed changes, and make a positive difference?
许多领导者很聪明，充满活力和能力，但是他们可能无法达到自己想要的成就。结果，商业世界到处都是关于领导力的文章，书籍和研讨会。领导者如何才能完成更多工作，影响需要的改变并产生积极的影响？

Here are three ways to lead more effectively:
以下是三种更有效地领导的方法：

1. Act boldly: decide what to do, demonstrate that your plan works, and deliver useful results.
   1.大胆行事：决定做什么，证明您的计划有效，并取得有益的结果。

Create or adopt an idea, brainstorm with trusted colleagues to refine it, and then pilot your innovation as soon as possible.
创建或采纳一个想法，与可信赖的同事集思广益，以对其进行完善，然后尽快进行创新试验。

Demonstrate your implementation to other leaders and other interested parties, get users to adopt it, and prove that your concept works.
向其他领导者和其他有关方面演示您的实现，让用户采用它，并证明您的概念有效。

If you meet resistance within your organization, position your implementation as a prototype. Ask for forgiveness, not permission, from formal authorities, and work with them to transition your new process or tool from pilot to production.
如果遇到组织内部的阻力，请将您的实现定位为原型。寻求正式机构的宽恕而不是允许，并与他们合作将您的新流程或工具从试验过渡到生产。

2. Learn as much as possible about leadership and your field.
   2.尽可能了解领导力和您所在的领域。

Read articles, blog posts, and books about your industry, areas of responsibility, and fields of interest.
阅读有关您的行业，责任领域和兴趣领域的文章，博客文章和书籍。

Actively participate in relevant training, industry conferences, and communities of practice.
积极参加相关培训，行业会议和实践社区。

Gain practical experience by adopting new technologies, trying out processes and tools, and volunteering for roles that will take you out of your comfort zone.
通过采用新技术，试用流程和工具以及自愿担任将使您脱离舒适区的角色来获得实践经验。

3. Define, refine, and share your point of view.
   3.定义，完善和分享您的观点。

Publish articles, blog posts, and books about your experiences, philosophies, and insights.
发布有关您的经验，理念和见解的文章，博客文章和书籍。

Post your ideas in communities of practice, solicit feedback and ask questions, and reply to the questions and comments of others.
将您的想法发布到实践社区中，征求反馈并提出问题，并回答其他人的问题和评论。

Present regularly within your organization, to other firms, and at industry conferences, and invite others to do the same. Learn from others, incorporate their good ideas, and evolve your thinking.
定期在组织内，其他公司和行业会议上演讲，并邀请其他人也这样做。向他人学习，吸收他们的好想法，并发展您的思维。

To lead effectively, jump in and get your hands dirty, demonstrate your creativity and bias for action, and build a reputation as a thought leader. You will find that other people will be eager to follow.
要有效地领导，请动手并弄脏您的手，展示您的创造力和行动偏见，并建立思想领袖的声誉。您会发现其他人将渴望跟随。

Section 3: Lead by example, practice what you preach, and model desired behaviors

第3节：以身作则，实践自己的讲道，并对期望的行为进行建模

image.png

Executives and their staffs should not only communicate about key initiatives. They should actually participate themselves in a visible manner.
高管及其员工不仅应该就关键计划进行沟通。他们实际上应该以可见的方式参与其中。

Employees are used to receiving messages asking them to use some new process or tool or to behave in a desired manner. They tend to ignore these requests unless there is some obvious benefit to them, they expect to be directly measured on compliance or punished for non-compliance, or they have a personal interest or emotional connection to the topic. Another way to get the attention of employees is if they see top management directly using the process or tool or demonstrating a task that they have asked others to perform.
员工习惯于接收消息，要求他们使用某种新的流程或工具或以期望的方式行事。他们倾向于不理会这些要求，除非给他们带来一些明显的好处，他们期望直接根据合规性进行衡量或对不合规行为进行惩罚，或者他们对主题有个人兴趣或情感联系。引起员工注意的另一种方法是，如果他们直接使用流程或工具看到高层管理人员，或者表明他们要求他人执行的任务。

You have to try out something in order to manage it effectively, so don't merely delegate it to a subordinate, a task force, or steering committee. Instead, demonstrate that you are willing to do the very thing that you have asked others to do.
为了有效地管理它，您必须尝试一些事情，所以不要仅将它委派给下属，工作组或指导委员会。相反，要证明您愿意做您要求别人做的事情。

Members of the organization will watch the actions of their leaders and supervisors. If they perceive that the message is "do as I say, not as I do," they will be unlikely to do what is requested of them. But if employees observe management actually taking its own advice, they are much more likely to follow suit.
组织成员将观察其领导和主管的行为。如果他们认为消息是“按照我说的做，而不是按照我的做”，那么他们将不太可能按照他们的要求去做。但是，如果员工观察到管理层实际上采纳了自己的建议，那么他们更有可能效仿。

"Practice what you preach" is a good motto. If you tell employees to join communities, you should visibly be an active community leader or member. If you want people to start blogging, you should blog regularly and let everyone know about it. To get users to edit wiki pages, you should create and edit some pages yourself.
“实践你讲的话”是一个很好的座右铭。如果您告诉员工加入社区，那么您显然应该是积极的社区领导者或成员。如果您希望人们开始写博客，则应该定期写博客，并让所有人都知道。要使用户编辑Wiki页面，您应该自己创建和编辑一些页面。

Model the behaviors you want others to demonstrate. Share, innovate, reuse, collaborate, and learn in an open and visible way. If you span boundaries, build networks, and communicate openly, others will follow your example, and you will get the results you want.
对您希望他人展示的行为进行建模。以开放和可见的方式共享，创新，重用，协作和学习。如果您跨越界限，建立网络并进行公开交流，其他人将效仿您的示例，您将获得所需的结果。

At HP, an internal blog platform was created as a skunk works project in the imaging and printing group. Initial participation was limited to a few early adopters. Then the executive vice president of the group started an internal blog, and it was obvious that he was actually writing and posting himself, not through a ghost blogger. This triggered many members of the group to comment on his blog, create their own blog posts, and comment on each other's posts. Morale increased, since employees could see that their senior leader was soliciting their advice and reading and replying to their comments.
在惠普，一个内部博客平台被创建为成像和打印部门的一个臭鼬作品项目。最初的参与仅限于一些早期采用者。然后，该小组的执行副总裁建立了一个内部博客，很明显，他实际上是在写和发表自己的文章，而不是通过鬼博客来写的。这触发了该小组的许多成员对他的博客发表评论，创建自己的博客文章，并对彼此的文章发表评论。士气高涨，因为员工可以看到他们的高级领导正在征求他们的建议，并阅读和回复他们的评论。

Also at HP, a social networking profile called me@hp was launched and gained a small number of users each week. When the senior vice president of the consulting business posted her profile and sent out a note to the entire organization about it, there was an immediate spike in new profile creation.
同样在惠普，推出了名为me @ hp的社交网络配置文件，每周都有少量用户。咨询业务的高级副总裁发布个人资料并向整个组织发送了有关该个人资料的说明后，新的个人资料创建便立即激增。

Resources

Lead by example, practice what you preach, and model desired behaviors (Insight #3)
Articles and presentations on leadership
Leadership Books
Articles on communications
Articles on culture

资源

以身作则，实践自己的讲道，并对期望的行为进行建模（洞察力3）https://www.linkedin.com/pulse/bakers-dozen-insights-knowledge-management-stan-garfield/

发布者:
Stan Garfield
Knowledge Management Author, Speaker, and Community Leader
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Advice for leaders on how to communicate and act authentically #leadership #communications