不是老板怎样带团队？

    建立一对一的关系

    如果你了解团队成员，而且已经和与他们建立了密切的关系，那你对团队的领导将会更加成功。准备一个清单，上面列出你的工作所在地或全公司很可能与你分派到一起的五或十人。然后着手去了解他们。

    布雷格曼说：“最重要的是在你用不上别人的时候就跟他们培养起紧密的关系。个人关系是做成任何事情的最大杠杆。”

    关心别人的生活，分享自己的点滴，主动提供帮助，做人厚道点。至于那些跟你有过节的人，现在是重修旧好的时机——你们未来很可能会被扔到一起。

    如果你被指派进入领导角色，而又不了解整个团队，那就花时间一对一地了解每一个人，知晓他们各自的轻重缓急，同时对他们有一个亲身的了解。如果你没法面对面，可以退而求其次，选择视频会议的方式。

    “没有人愿意在你的齿轮上充当一个小齿条，”布雷格曼说。“你的目标是将他们从你待办事项清单中的某一项任务转变成一种真正的关系，营造一种两个人共同合作的氛围。”

    那个因公司营销负责人而困扰的高管最后花了点时间，与他出去共进晚餐。不久之后，两人就开始了良好的合作。

    Build one-on-one relationships

    You'll be more successful leading a team if you know your team members already and have strong relationships with them. Make a list of the five or 10 people in your work area or organization you're likely to be paired up with in the future. Get to know them.

    "The most important thing is to develop strong relationships with people when you don't need them. The biggest leverage to get anything done is personal relationships," Bregman says.

    Ask about their lives, share yours, offer to help them, and be a decent human being. As for those you have had trouble with in the past, now's the time to mend those relationships -- you're likely to be thrown together in the future.

    If you're put into a leadership role and you don't know the team well, take the time to meet one-on-one with each person to find out their priorities and get to know them personally. If you can't meet face-to-face, video conferencing is the next best thing.

    "Nobody wants to be a cog in your wheel," Bregman says. "The goal is to shift them from a line in your to-do list to a real relationship, to feel like you're two human beings working together."

    The executive who was having trouble with his company's head of marketing took time to go out to dinner with him. Before long, they were collaborating well.

    确保整个团队的参与

    当你是负责人的时候，你可能会觉得自己应该掌握所有的想法和答案。事实上，你的工作是给团队的集体思维力套上缰绳，使之为公司的利益服务。

    这意味着寻求建议。人们喜欢提供意见；这让他们感觉受到重视。布雷格曼说：“一个人听取别人的意见时，不仅得到了很好的想法，而且还建立了关系。”

    事后务必跟进。如果你采纳了谁的意见，请务必让他们知道结果。如果你决定采用别的策略，那就解释个中缘由，同时说明他的意见对你产生了什么影响。不要只是抛之脑后，指望对方不会注意到。

    项目推进过程中，要将核心任务置于首要位置。还是那一点，核心任务不应该完全由你一个人拍脑袋确定，而应从于整个团队的讨论中产生。“这不是设身处地的问题，”布拉特说。“而是把你自己植入他们的心中。”（财富中文网）

    译者：Liam

    Include the entire group

    When you're in charge, you may feel that you're supposed to have all the ideas and answers. In fact, your job is to harness the collective brainpower of your team for the good of the company.

    That means asking for advice. People love to give advice; it makes them feel valued. "When you listen to their advice, not only do you get good ideas, but you build relationships," Bregman says.

    Make sure to follow up afterwards. If you take a person's advice, let them know the outcome. If you decide on a different tack, explain why and what influence the person's opinion had upon you. Don't just drop the issue and hope he won't notice.

    Through the course of a project, put the core mission front and center. Again, this shouldn't spring entirely from your brain but should emerge from a discussion with the entire team. "It's not about putting yourself in their shoes," says Bradt. "It's about inserting yourself into their hearts."