如何在转型期当好老板？

    《财富》最具影响力女性内部网络（MPW Insider）是一个在线社区，该社区汇聚了一批知名商界女性，就职场和领导力方面的问题提供及时解答。今天的问题是：你如何在转型时期领导一个团队？回答者是强生集团全球董事长桑迪•彼得森。

    无论你身处哪个行业，或位于世界何处，总有一件事是你避免不了的：商业的变革比以往任何时候都要快——在我看来，这一趋势只会继续加速。因此，为了不断满足和超出消费者对他们的期待，公司和团队就有转型的必要。我认为，有几项关键的领导力特征，不仅能缓解转型期不可避免的焦虑感，更重要的是，还能起到振奋军心的作用。

    保持专注

    我总是提醒我的团队要退一步，问问自己：“我们为什么要这么做？”对我们来说，无论何时都应该考虑如何更好地服务我们的病人、消费者和顾客。当你的团队找不到重点时，这个问题可以很好地帮你们寻回自我。它能减少压力，调动人们的积极性，为那种共同的可能性感到兴奋。

    做好长期计划，实现近期目标

    即便是最有经验的领导者，在局势不明朗的情况下也很难管理好团队。为你的团队设立一系列明确的目标，让员工可以看到奋斗的终点。然而，在这段时期，分阶段地进行转型至关重要。在初期取得成功之后，团队会有潜力创造真正的影响力，团员也会感到兴奋，从而提高生产力，并渴望取得更大成就。

    保持灵敏

    在变革的时代，保持灵敏是领导团队的基础。营造一种让团队成员敢于冒险的环境。为需要实现的目标设定衡量标准，并基于这些标准来追踪进展。如果没有实现目标，你需要向团队提出挑战，要求他们重新评估情况，通过新的策略卷土重来。培养一种文化，让那些勇于挑战现状的员工得到奖励。

    提供合适的资源

    作为领导者，我们往往拥有更高的观察视角，能够了解公司的方方面面，在一些情况下，甚至可以跨越地域限制。我通常会借助这个独特的位置，利用好关于企业的知识和技能，为团队成员提供他们获得成功所需的合适资源。同样重要的是，我也会找机会扫除障碍，或者把挑战变成机遇，帮助团队实现目标。在任何情况下都要鼓励合作——我发现合作总是能为团队和股东带来更好的结果。

    最重要的是，我很关注员工获得的成功，并为他们庆祝。支持你的团队，融入你的团队，可以帮助你走得更远。因为，说到底，我们休戚与共。（财富中文网）

    译者：严匡正

    审校：任文科

    MPW Insider is an online community where the biggest names in business and beyond answer timely career and leadership questions. Today’s answer for: How do you lead a team during a time of transition? is written by Sandi Peterson, group worldwide chairman of Johnson & Johnson.

    No matter what industry you’re a part of, or where you sit in the world, there is one thing we cannot avoid: businesses are shifting more rapidly than ever – a trend that I only see accelerating into the future. With that comes a need for organizations and teams to shift to continue to meet, and exceed, the expectations of their customers. There are a few key leadership characteristics that I believe not only help alleviate anxiety that inevitably results from times of transition, but more importantly, can actually rouse excitement amongst teams during this time:

    Stay externally focused

    I always remind my team to take a step back and ask themselves: ‘Why are we doing this?’ For us, 100% of the time, it is to better serve our patients, consumers, and customers. This is a great question to come back to when your team is losing focus; it reduces stress and mobilizes people to get excited about the collective possibility.

    Play the long game while winning the short one

    Managing through ambiguity can be difficult for even the most experienced leaders. Defining a clear set of goals for your team demonstrates that there is an end in sight. However, it’s crucial during this time to move through the transition in phases. Go after early wins that will have the potential to create real impact and get people excited, leading to increased productivity and a desire to achieve more.

    Remain agile

    Agility is fundamental to leading a team through times of change. Build an environment that empowers your team to take risks. Set metrics for what needs to be achieved and measure against them to track progress along the way. If targets aren’t being met, challenge your team to reassess and come back with a new strategy. And create a culture where people are awarded for challenging the status quo.

    Connect the dots

    As leaders we tend to have higher points of visibility across our companies and, in some cases, across geographies. I take this unique position to harness the knowledge and expertise of the enterprise and connect my team with the appropriate resources they need to be successful. Just as critical, I look for opportunities to remove obstacles or shift a challenge into a possibility for them to achieve their goals, where it makes sense. Encourage collaboration wherever possible – I find it always leads to better outcomes for my team and my stakeholders.

    Most importantly, I focus on and celebrate the successes of my people along the journey. Supporting and aligning with your team can go a very long way. Because at the end of the day, we’re all in this together.