5大高招培养员工的企业家素质

    为员工创造沟通交流的机会

    公司上下的创造力和创新能力取决于员工彼此之间正式和非正式的沟通交流。出色的管理者会为这种沟通交流的发生提供机会。消费制造公司戈尔（W. L. Gore）和谷歌（Google）在这方面就做得很好。这两家公司要求所有的新员工从入职第一天开始就与公司里的其他人建立关系，弄清楚工作如何开展。这样一来，等到他们以后遇到问题的时候，很容易就能找到同事帮忙解决。

     从意想不到的来源寻找创意

    “团队和公司拥有不可逾越的严格界线”，这种想法已经过时。在寻求创新和新想法的过程中，员工必须跨越职责、行业和部门进行思考。我们可以以英国航空（British Airways）为例。曾经担任这家公司品牌管理主管的哈米什•泰勒不断要求英国航空的管理人员挑战传统思维，从各个地方寻找专家能手。“为了在头等舱设床位，英国航空找上了一位游艇设计师，他知道如何在有限的空间里打造豪华的陈设。为了改善排队状况，英国航空找上了迪士尼（Disney Corporation），因为后者的主题公园拥有完善的排队等候系统。这些经验教训告诉我们，在推行公司变革时要跨越界线、解放思想，同时鼓励员工们也投身其中。

    不要为了包容而包容

    有时，让员工参与新项目和计划的讨论反而会误入歧途。领导者让员工就某个策略投票或者通过电子设备参加头脑风暴会议，这本来是用心良苦的做法，但常常因为知识的差距而适得其反。在试图获得员工的集体智慧之前，请确保他们都了解公司正在尝试解决的那个问题到底是什么。公司的关键目标是什么？市场有多大？竞争对手在做什么？客户想要什么？员工还必须了解技术和财务上的限制，以便有效地进行权衡，找到前进的新道路。

     不要想当然地认定员工一定会抵触自上而下的决策

    例如，如果必须迅速行动以便赶上明确但短暂的机遇窗口期，或者必须砍掉某个效果不佳的项目，那么命令式的决策是合情合理的。实际上，如果理由明确的话，员工会欢迎这种迅速的行动。顶级领导者也可以建立简单的规则，把自下而上的想法融入到公司策略中，以引导他们所鼓励的企业家行为。

    新的竞争格局中将充满那些懂得自上而下与自下而上之间这种微妙平衡、内外求索、提供自主权但同时又能避免混乱的公司。（财富中文网）

    本文作者黛博拉•安科纳系麻省理工学院斯隆管理学院的组织管理学Seley杰出教授，麻省理工学院领导力中心主任。

    译者：千牛絮

    Create opportunities for employees to network.

    Companywide creativity and innovation are dependent on employees connecting with each other both formally and informally. Good managers provide opportunities for this to happen. W. L. Gore, the consumer manufacturing company, and Google (GOOG) do this well. From day one, all new hires there are expected to create a network within the company and to figure out how things work. That way, when they encounter a problem down the road, they can easily call upon people throughout the company to help solve it.

    Seek ideas from unexpected places.

    The notion that teams and firms have rigid boundaries that can't be crossed is outdated. In the quest for innovation and new ideas, employees must look across functions, industries, and sectors. Consider the example of British Airways. Hamish Taylor, who was once the company's head of brand management, continually asked BA managers to challenge old assumptions and seek experts everywhere. "When seeking to create beds in first-class cabins, BA approached a yacht designer who knew how to create luxury furnishings in a confined space. When looking to improve queues, it approached the Disney Corporation (DIS), which had perfected queuing systems in its theme parks. The lesson is: Cross boundaries and update mental models to create organizational change and encourage employees to do the same.

     Don't be inclusive just for the sake of it.

    Sometimes in a misguided attempt to get people involved in new projects and initiatives, leaders have employees vote on a strategy or participate in an electronic brainstorming session. It's a nice idea, but it often backfires because of gaps in knowledge. Before trying to pull on the collective intelligence of employees, make sure they all understand the problem your company is trying to solve. What are the firm's key goals? How big is the market? What is your competition doing? What does your customer want? People also need to get a handle on the technological and financial constraints in order to weigh in effectively and find new ways to move forward.

    Don't assume employees will revolt at the idea of a top-down decision.

    If for example, there is a need to move quickly due to a clear and short window of opportunity, or to weed out an unproductive project, some authoritative decision-making may be in order. In fact, employees may welcome some quick action if the rationale is clear. Top leaders can also create simple rules and synthesize bottom-up ideas into strategies to help guide the entrepreneurial actions they are encouraging.

    The new competitive landscape will be filled with firms that learn this delicate balance between top-down and bottom-up, looking in and looking out, providing autonomy but avoiding chaos.

    Deborah Ancona is the Seley Distinguished Professor of Management of Organization Studies at the MIT Sloan School of Management and the director of the MIT Leadership Center.