为什么大多数经理都没能提升他们带领的团队价值？

    此外，他们当上领导后，最糟糕的是他们认为这是自己应得的，而且应该获得更大的权力，这次不是因为他们工作出色，而是因为他们是“经理”，本来就该这样。与实际情况相反的是，把没有成功领导经验，也没有在有效领导方面受过培训的人放到管理岗位上绝对不划算。

    回答者：迈克•杜加斯，统计师兼创业者

    首先，让我们看看一个人怎样才能成为经理。经理们都有一个决定性的特质，那就是他们有权告诉别人（比如自己的下属）该做什么。换句话说，他们有权做决定，无论下属怎么想或者怎么说。

    经理提升团队价值的唯一途径是他们做出比下属更高明的决定，或者掌握所需的知识，并且能把这些知识传授给下属。

    然而，如今企业的实际情况是，在一线员工和首席执行官之间有许多中层经理。为了让这样的企业结构顺利运转，各个层次的经理都必须比下一级人员能干。但我们都知道，实际上不可能如此。“知识工作者”就是一个非常好的例子，他们往往都很有能力，掌握恰当信息后，都能做出很好的决定。出于本能或潜意识，经理们知道这一点，奇怪的是大多数经理都会阻挠别人获得所需的知识（从而变成了“守门员”），只是为了证明自己的决定非常英明。

    所以我们不禁要问，我们需要经理吗？如果提升一个人当经理，就是赋予其指挥权和酬劳控制权，这样的企业结构合理吗？（财富中文网）

    译者：Charlie

    审校：Lina

    And, once they’re in that position of authority, the worst case is that they begin to think they deserve it – and that they deserve more authority and more power, not because they’re good at their job anymore, but because they’re “the manager” and that’s how it works. Contrary to how things work in reality, it’s just not good business to place people in positions of leadership without a history of leadership success or the training to help them be effective leaders.

    Answer by Mike Dugas, statistician and entrepreneur

    First, let’s define what makes a manager a manager. A manager has one unique, defining characteristic- namely, the right to tell others, i.e. their subordinates, what to do. Put another way, managers have the right to make decisions regardless of what their subordinates want or say.

    The only way for a manager to add value is to either be better at the decision making than their subordinates or be able to coach their subordinates by possessing and conveying needed knowledge to their subordinates.

    But here’s the reality of companies today. There are many layers of managers between the doer and the CEO. In order for this organizational structure to work, every layer must have a manager better than the people below her. But we know this can’t possibly be true. A great example comes from so called “knowledge workers” who often are capable people who can make good decisions given access to the right information. Instinctively, or unconsciously, managers know this to be true, so oddly most engage in preventing access to the needed knowledge (they become gatekeepers) in order to justify the great wisdom they bring to decisions.

    So we need to ask the question: do we need managers? Is, in fact, the organization structure that says to some “you can tell these people what to do and you have control over their compensation” make sense?