5大高招培养员工的企业家素质

    公司的变革从来都不是件容易的事，但以前更加简单一点。五十年前的企业遵循一种基本的做法。他们拥有英雄般的领导者（CEO和由精英组成的顶级管理层），这些领导者掌握着庞大的权力，所有重要的决策都出自他们之手。当他们想作出改变时会设定方向，自上而下在全公司推行。

    不过，今非昔比。由于企业更多地在速度、灵活性和创新方面展开竞争，决策权必须下放。不错，仍然有些公司因循守旧，完全依赖于自上而下的领导方式，但在越来越多的公司里，领导权力由公司上下共同分享，而且常常是以团队为单位。命令和控制让位于协作和配合。

    这些都是积极的变化，但它们不会使公司改革更加容易取得成功。管理者的关键是要建立一个环境，让团队和个人（甚至是公司低层员工）拥有提出和尝试新想法的自由与权力，无论这个新想法是新的环保计划、新的技术，还是在不同市场领域抓住新机遇的方法。目标是使公司上上下下各个层级的员工都拥有企业家素质。下面就是实现这个目标的几个方法：

    思维要超越正式的职衔

    管理者往往会根据员工在公司组织图上的位置把他们放进严整的小框框里。这些框框使公司里级别较低的员工难以在没有正式头衔的情况下去研究和尝试新想法。“我们需要一位正式的管理人员去做这件事。”这种态度随处可见。在分配项目时，为了防止这种倾向，请仔细想想谁有做好这件事所需要的那种热情、知识和人际关系，而不要去顾及那个人的职衔。如果这种做法在公司政策层面行不通，那么可以考虑成立双人团队或小团体，把拥有必要技能的人囊括进去。

    Organizational change has never been easy, but in the past it was a little more straightforward. Fifty years ago, companies followed a basic blueprint. They had heroic leaders -- a CEO and an elite top layer of management -- who had tremendous authority and made all the important decisions. When they wanted to make a change, they set a direction and it cascaded down through the firm.

    Today things are different. As companies compete more on speed, agility, and innovation, decision-making needs to get pushed down. Sure, there remain some old-school companies that rely solely on top-down leadership. But in an increasing number of firms, leadership is shared across the organization, often in teams. Command and control is out; collaboration and teamwork are in.

    These are positive developments, but they don't make organizational change any easier to pull off. The key for managers is to create an environment where teams and individuals -- even those lower in the organization -- have the latitude and autonomy to recommend and try out new ideas, be it a new environmental initiative, a new technology, or a way to seize some new opportunity in a different market. The goal is an entrepreneurial workforce at all levels of the company. Here are some ways to achieve that:

    Think beyond the official job title.

    Managers tend to put employees into neat little boxes according to their place on the corporate organizational chart. But these boxes make it hard for someone lower down in the organization, without an official title, to vet and test a new idea. There's a prevailing attitude of: "We need a formal manager to do that." To combat that tendency when assigning people to projects, consider who has the passion, knowledge, and networks to succeed -- independent of that person's title. If this is not politically possible, then think about creating two-person teams or small groups that include people with the necessary expertise.