怎样规避“信任税”（上）

    通过合作当领导。本文分两部分，我们将把重点放在合作的重要性上，明确合作的定义，同时探讨为什么合作常常无法在组织机构中充分发挥潜力。然后我们会看一看“另外的可能性”。大家都知道，成功的公司依赖人们在成员之间以及成员和外部股东之间建立、维系有效的合作关系，而公司业务也依赖于外部股东的善意。

    但我们面临的显示处境如何呢？我们所处的环境往往像一场战争，而不是一个生气勃勃、有能力又有活力的合作网络。本文将说明，如果未能建立合作关系，或者说丢失了合作关系将给企业带来难以置信的成本。

    信任税。组织机构领导力专家小史蒂芬•科维在他的畅销书《信任的速度》（Business at the Speed of Trust）中令人信服地阐明，公司成员之间以及公司成员和外部股东之间缺乏信任是企业面临的一个主要问题。他提出了一个新的模型来分析整个体系的业绩：

    原模型：策略（S） x 执行（E） = 业绩（R） （S x E） = R

    更新后模型：（策略 x 执行） x 信任（T） = 业绩 (S x E)T = R

    大家可以简单地计算一下。在更新后的模型中，如果信任（T）程度高，业绩就会上升；如果信任程度低，业绩就会下降。

    当然，大家都知道，无论是个人还是组织机构，信任都是一切关系的基石。所有公司实际上都是一个关系网络，它要么欣欣向荣，要么步履蹒跚。信任程度低，合作就不稳固，也就永远发挥不出我们所期望的潜力。信任程度高，公司增长的速度就会快得多，就会以“信任的速度”发展。

    主要问题在于：我们所盼望的信任到底出了什么问题？为什么信任经常会迅速消失，而且几乎总是在它能够扎根之前就已经消失不见？我们怎样才能培育一种以深度、持久信任为特点的合作文化？

    我们一起来思考一下下面这个合作的定义：“合作是我们共同为之努力的一种关系，它的目的是让我们所参与的活动、过程或项目获得成功。”这个定义的要素包括：

    • 关系

    • 齐心协力谋求成功

    • （我们所参与）的过程或项目

    这个定义相当简单。我们觉得，“它原本就应该很简单。”但正如我们所知，问题非常频繁地出现，可能会让我们和组织机构中其他成员的关系分崩离析。为什么会这样？

    系统专家、《了解系统，领导系统》（Seeing Systems and Leading Systems）一书的作者巴里•奥什里认为，这个问题有一个很简单的答案。破坏我们和他人关系的就是“某些状况出现”的时候，也就是我们

    • 带入个人感情。

    • 胡思乱想，自己编故事。

    • 认为别人能力不足、感觉迟钝或者心怀不轨。

    • 愤怒、生气、报复别人。

    Leading Through Partnership.In this 2-part series we will focus on the importance of partnership, define it, and explore why partnerships regularly fail to reach their potential in organizations. And then we will see “what else is possible.”Everyone knows successful organizations depend on people to form and maintain effective partnerships with one another, as well as with external stakeholders on whose goodwill their business depends.

    But what is the reality that we regularly experience? Instead of a vibrant, empowering and robust network of partnerships, what we often experience is something like open warfare. And we will show that when partnerships do not emerge or are lost, the costs to business are staggering.

    The Trust Tax.In his best-selling book Business at the Speed of Trust, author and organizational leadership expert Stephen Covey, Jr. makes a compelling case that lack of trust between members of an organization and external stakeholders is the main problem of suffering businesses. He introduces a new model for mapping systems results:

    Old Model:Strategy x Execution = Results (S x E) = R

    Updated Model:(Strategy x Execution) x Trust = Results (S x E)T = R

    Do the simple math. In the updated model, when “T” (trust) is high, Results are going to be higher; when T is low, Results are going to be lower.

    Of course, we all know that Trust is the cornerstone of any relationship, whether personal or organizational. And that every business is really a network of relationships that are either flourishing or floundering. When Trust is low, partnerships flounder, never reaching the potential we want them to. When Trust is high, the business moves ahead much faster, “at the Speed of Trust.”

    The big questions are:what happens to the trust that we hoped would be there? Why is it quickly lost on a regular basis, almost before it can take root? And how can we develop a culture of partnership characterized by deep, ongoing trust?

    Let’s consider the following definition of Partnership:“A relationship in which we are jointly committed to the success of whatever endeavor, process or project we are in.” The key elements of this definition are:

    • Relationship

    • Jointly Committed to Success

    • Whatever Process or Project (we are in)

    That’s fairly simple.“It should be easy,” we think. But as we all know, something happens with great regularity that knocks us out of partnership with different people in the organization of which we are a part. What is that?

    According to systems expert Barry Oshry, author of Seeing Systems and Leading Systems, there is a simple answer to this question. What knocks us out of partnership is that when “stuff happens,” we:

    • Take it personally.

    • Make up a story about the other person.

    • Assess the other person as incompetent, insensitive, or malicious.

    • Get mad, get angry, get even.