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一分钟经理人·打造高效团队

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○《一分钟经理人·打造高效团队》中的情境领导,被誉为本世纪最重要的领导理论之一
○《一分钟经理人·打造高效团队》美国20余年来最畅销的管理著作系列中的一本。
○全美所有高效经理人的常识
○所有的团队都会经历的四个阶段:定位阶段、不满阶段、整合阶段以及成果阶段。当管理者拥有三种技能,即:能够诊断出团队处于哪个阶段、在团队不同阶段采用不同的领导风格、将指导和支持的责任逐渐分配给团队中的每个人时,这个团队就能够发展成为一个高效团队。
○肯·布兰佳博士是享誉全球的管理大师,著名的作家、演说家和商业咨询顾问;肯·布兰佳被誉为当今商界最具有洞察力和思想力度的人之一。作为一名作家,肯的影响非常深远。他曾写作了多部经久不衰的畅销书,《一分钟经理人》在全美畅销了22年,销量超过1200万册。

Content Description

所有的团队都是动态、复杂的和不断变化的生态系统——就像生命个体一样有着各自的行为模式和生活方式。但是所有的团队,不论目标是什么、规模有多大或是会面频率如何,都要经历相同的发展阶段。
在《一分钟经理人·打造高效团队》这本书中,一分钟经理人概述了所有的团队都会经历的四个阶段:定位阶段、不满阶段、整合阶段以及成果阶段。当管理者拥有三种技能,即:能够诊断出团队处于哪个阶段、在团队不同阶段采用不同的领导风格、将指导和支持的责任逐渐分配给团队中的每个人时,这个团队就能够发展成为一个高效团队。
Author Description

肯·布兰佳(Ken Blanchard)
布兰佳培训与发展公司的董事长。他是畅销管理经典《一分钟经理人》(The One Minute Manager)和另外30余本书的合著者。他的著作现已被翻译成25种以上语言,销量超过1200万册。
唐纳德·卡鲁(Donald Carew)
团队动力学和团队建设顶级权威人士。他是马萨诸塞大学的名誉教授,自1965至1994年间,他在该校指导和讲授关于组织发展方面的研究生课程。他是肯·布兰佳公司的创始咨询合作伙伴,也是该公司“高效团队”产品系列的协同创造者。
尤尼斯·帕里西-卡鲁(Eunice Parisi-Carew)
团队建设、领导力和组织变革领域公认的领导者。她是哈特福德大学和美利坚大学的前任教员,也是由肯·布兰佳公司推出的“高效团队”产品系列的合伙创始人。目前她是肯·布兰佳公司未来办公室的高级研究员,研究未来趋势对领导人、组织和商业实践的影响。

Comments

对于每个领导者或团队成员来讲,这本书都非常重要,书中汇集了宝贵的建议。
——哈维·麦凯,
《与鲨鱼一起游泳》作者

我发现这些观念能让主管具备团队建设方面的优势,这是传统方法所不能的。对于任何有志于管理培训或团队建设的人而言,这本书都是良好的工具。
——迈克尔·斯泰西,
新普利斯公司人力资源经理

这本书生动地再现了团队发展和领导力的概念,是任何有志于团队建设的人的必备读物。
——黛安娜·弗莱厄蒂博士,
马萨诸塞大学员工培训与发展部门经理

这本书关注于员工赋权和工作环境的转换——对于今天的团队领导者和成员来说这是丰富的资源。
——诺玛·琼·安德森博士,
美国国家训练学院前董事会主席

Catalogue

引言 I
一分钟经理人接到一个电话 001
问题 003
团队的重要性 006
高效团队的特点 010
愿景的重要性 021
诊断 026
理解团队动态 029
阶段1:定位 035
阶段2:不满 046
阶段4:成果 058
阶段3:整合 068
生产力和士气的变化 078
灵活性 082
4种领导风格 086
任务和维护功能 091
教别人 094
运作概念 098
回答问题 102
设法完成赋权之旅 105
何时改变一个人的领导风格 111
回归 118
过程观察 120
理解团队动态 125
管理者作为教育家 127
新的一分钟经理人 132
与他人分享 135
致谢 139
作者简介 141
Book Abstract

一分钟经理人接到一个电话
一分钟经理人凝视着办公室的窗外。这里依然是他思考时的最佳去处。当他的目光扫过庭园时,电话铃声突然响起,把他吓了一跳。他回过神来,走到沙发前面的咖啡桌旁,拿起听筒。在办公室的时候,一分钟经理人非常乐意接电话。
电话的另一端传来丹·布罗克韦的声音,他负责一家大型化工公司的培训。
“怎么样,丹?”一分钟经理人问道。
“还好,”丹说,“但我确实需要一些‘管理概要’这门课程的建议。”
“管理概要”这门课程是一个新的培训项目,丹在他任职的公司教授这门课程。“管理概要”这门课程主要专注于某些关键技能,管理者恰恰需要它们,以便在新千年里取得成效。丹曾与一分钟经理人共同度过一段时光,当时,丹正在设计该课程,并且满怀热情地向所在公司的高级管理层承诺,要让所有的管理者都接触到最佳的管理思想。
“第一次授课不是刚刚结束吗?”
“当然,”丹说,“大家的反应都很好,但有一个例外。一个名叫玛丽亚·桑切斯的年轻女子,负责协调我们的客户服务项目,并且对某些材料的实用性表示担忧。事实上,她给我写过一封邮件,并抄送给了领导,邮件中表明了她的这种担忧。”
“她的担忧是什么呢?”一分钟经理人问道。

问题
“她说,我们教授的所有概念主要侧重于对员工进行一对一管理,就这一点而论,它们具有一定的局限性。她声称,大多数管理者将50%~90%的时间花在了某种形式的小组活动上,这种活动由两名或两名以上的成员参加。然而,我们的课程根本就没有强调团队协作。因此,我们没有就管理者工作中最重要的领域提供帮助。”
“这件事情很有趣,”一分钟经理人说,“多告诉我一些情况。”
“她还认为,‘一分钟管理’的概念过多地以控制为基础,”丹说,“设立目标的是管理者,给予赞扬和指责的还是管理者。让我引用她邮件中的一段话:‘我们需要的管理者应该能够培养团队精神,帮助小组解决问题,并把小组的注意力和热情集中在持续改进上。在当今世界,团队生产力比完成个人任务更加重要。管理者的成功应该取决于团队如何在持续不断的基础上更好地提高质量和生产率。我们必须改变有可能造成团队合作者之间对立的体制,从而使得完成团队使命成为每个团队成员的头等大事。为此,管理者必须在很大程度上放弃对员工的控制。这样一来,我们就营造了一种团队归属感,同时,团队也会建立起一种来自高品质成就的优越感。在一个致力于团队合作的组织中,你永远不会听到“这不是我的工作”这句话。’”
“她的语气听起来很像一个人,”一分钟经理人说,“我能为你做些什么吗?”
“你能为她口述一封回信吗?如果我们不让她步入正轨,她可能真的会扰乱我们的整个项目。” “我认为她并没有偏离轨道,”一分钟经理人说,“事实上,我想见见她。她的这番话听起来就好像她真的意识到了某些重要问题。我认为‘一分钟管理’原则是合理的,但是,我也会同意她的看法:如果你向别人传授那些原则的时候,对团队技能置之不理,那么,你给管理者讲的故事就只有一半。我们明天12点30分在城市酒店主餐厅一起吃午饭,到时候我就可以向你解释为什么我认为玛丽亚站在了正确的轨道上。”
“我对此没有意见,”丹说,“听起来就好像我仍然有很多东西要学。”
“可不要觉得自己是个‘独行侠’,”一分钟经理人说,“明天见!”
第二天吃午饭的时候,一分钟经理人立刻谈及见面的原因。


Introduction

人类自从有了在一起工作的场所之后,对于成功运作的组织而言,团队协作的概念比以往任何时候都更加重要。社会和技术正在以前所未有的速度发生变化。因此,企业都面临着越来越大的压力,它们必须迅速适应新形势,以保持竞争力。我们再也不能依赖将少数顶级执行者晋升为高层的这种领导方式。要想生存,我们就必须找出激发各级人员创造力和潜力的方法。
伴随所有变化而来的是人口的流动、经济全球化,以及价值观和传统职业道德的变化。于是,你对全新的组织结构的需求不断增长,并且对领导力有了新的定义。人们提出了更高的要求。他们想获得满足感,以及优厚的薪金。一直以来,让员工参与公司决策以及加强员工归属感的运动声势非常浩大,以至于人们称其为管理界内的“第三次革命”。一种新的组织结构迎来了属于它的时代:这就是团队,一个强化所有权和承诺、激发创造力并培养技能的工作单元。现在的领导者必须向员工授权,并且帮助团队取得进步,不仅要成为一名高效的团队领导者,而且还要成为一名得力的团队成员。
在高效团队领域中,联合创始人唐·卡鲁和尤妮斯·帕里斯–卡鲁为肯·布兰佳公司高效的团队工作铺平了道路。这项工作的中心是一个发自内心的承诺,既为员工创造机会,使其过上更满意、更丰富的生活,并为组织提供帮助,使其更有爱心、更富有创造性并且更加成功。四十多年来,我和唐、尤妮斯一直是亲密的朋友和同事,我们花了很长的时间共同致力于贯彻执行本书中的概念。
正如您将要看到的,我们在团队方面的工作可与“情境领导RII(Situational LeadershipRII)”很好地结合。事实上,“情境领导”模型的改进受到了我们关于团队发展研究的启发,我也非常感谢唐和尤妮斯对其中许多改进的大力支持。
为了与最新研究保持一致,“情境领导”模型已经更新到最新版本。同时,领导风格标签也已经更新,以符合《更高层面的领导》(Leading at a Higher Level)一书的特色。这是布兰佳关于领导力和创建高效组织的权威作品。
自1990年首次出版以来,《一分钟经理人·打造高效团队》就一直为成千上万的读者提供信息和帮助。现在,我希望它能够一如既往地为你和你的团队提供服务。
肯·布兰佳
《一分钟经理人》和《更高层面的领导》的合著者

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Jingdong book