Your Job is NOT Telling People What To Do你的工作不是命令人们去做什么

I’ve had many people tell me they would like to be a manager. The first question I ask is ‘why’? The absolute worst answer is any variant of ‘Because I want to tell people what to do’. They might answer ‘So I can have direct influence over the team.’, or ‘So I can provide direct leadership’.

我遇到很多人都告诉我,他们想去做一名经理/管理者。我要问的第一个问题就是“为什么”?任何一个跟“因为我喜欢命令人们”相类似的答案都是绝对的错误的。他们有的会回答:“这样我就可以直接的控制/影响整个团队。”或”这样我就能掌握领导权“。

Any thing remotely like ‘because I want to tell people what to do’ is the wrong answer. These people are not ready to be managers – they are far from ready. Organizations that make people like this managers are making a huge mistake.

任何跟”我喜欢命令人们“或远或近的回答都是错误的。这些人都还没有准备好去做一名管理者 —— 他们还差的很远。公司里让这样的人做经理/管理者是一个巨大的错误。

Your job as a manager is to enable your team. You are paying them to think, solve problems and get stuff done on time. Let them do it. Your job is not telling people what to do.

作为管理者,你的职责是让团队发挥其能动性。你要使他们去思考,解决问题,把任务按时完成。让他们动起来。你的职责不是命令他们去做什么。

Enabling your team means setting them up for success, making sure they do their best work with good continuity over time, not just at crunch time, or ‘when it counts’. If you are thinking, “Yes! A managers job is to make people do their best work.” Then you are not understanding this advice.

发挥团队的能动性的意思是你要想方设法使团队走向成功,保证他们持久的做出好的成绩,而不是危急时刻或重要时刻突击行事。如果你认为,”对!管理者的工作就是让人们做出最好的工作“,那你是没有理解我的忠告。

Merriam Webster defines enable like this:Merriam Webster对能动(enable)的定义是:

  • to render able as in enable a person to
    使一个人发挥其应有的能力
  • give power, strength, or competency to
    给予力量,能力,或条件
  • to make possible, practical, or easy
    使其可能,使其实现,使其容易
  • to give the opportunity to
    创造机会

The term make is defined like this:这些短语的后半句可以定义如下:

  • to cause to act in a certain way. To compel
    使其以某种方式行动起来。迫使就范。

Making people do things is telling them what to do. Enabling them is an entirely different thing. There are lots of ways to do this. I cover some of them in this series of posts. Here are a few in no particular order

使人们做事,就是命令他们做什么。这与使他们发挥能动性是一个完全不同的东西。你有很多方法能做到这些。在这一系列的文章中我总结了一些。下面就是一部分,不分顺序:

  • Don’t forget what its like to be an individual contributor
    不要忘记参与贡献的人作为一个个体应该是什么样的
  • All developers shall have good equipment
    所有的开发人员都要有不错的技能
  • Don’t treat people fungibly
    不要把他们当作可有可无
  • Know when to shut up and just listen.
    知道什么时候该闭嘴去听。
  • Depending on Heroics is “Epic Fail”
    浮夸说大话会导致”大失败“
  • Praise in public, criticize in private
    公开的表扬,私下里批评
  • Make sure people know what to accomplish, by when and what ‘done’ looks like
    确保人们知道要去完成什么,何时完成,什么样才是完成
  • Be your team’s champion, not their defender
    要做领头羊,而不是后卫

This may not sound too hard. But let me make it harder – you can’t do this sometimes, like just at crunch time, or just when the bug count is high, or when the requirements change. Your job is to help your people deliver their best work all the time. It sounds impossible, but the closer you come, the better it is for everyone.

这听起来好像不难。那让我来说一个难一点的 —— 你不能偶尔的这样做一下,比如在危机时刻,或bug比较多时,或需求变更时。你的工作是帮助人们保持一贯的提交优秀的工作。这听起来不大可能,但你越接近这样,对每个人来说都越好。

Now, this doesn’t mean you can avoid making decisions or you cannot correct mistakes. These are both part of a manager’s job and sometimes people will not like some of your decisions, or being corrected. That’s ok. There is a big difference between reluctantly doing this when necessary (and with good reason and explanation) – and being a dictator.

但,这并不是说你就可以不去下命令或你可以不去纠正错误。这两种事情都是你作为管理者的本分,有时候人们并不喜欢听你的命令,或被你纠正错误。这没什么。在必要的时候不情愿的做这种事情(有好的理由和解释),和只是作为一个发号施令者,这两者之间是完全不同的。

Here is what I’d like you to remember. If you feel your role is to help your team, you are on the right track. If you feel a visceral need to order people about, then you will suck as a manager – not matter how good you are at everything else.

这就是我想提醒你们的。如果你认为你的角色是来为你的团队服务的,你走在了正确的方向上。如果你感觉你有一种命令人的欲望,那你不适合做管理者 —— 不管你在其它方面表现的如何优秀。

-Foredecker

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