員工不愿相信領(lǐng)導(dǎo)的7個(gè)理由(英漢雙語(yǔ))

7ReasonsEmployeesDon'tTrustTheirLeadersAstheworldmournsthelossofNelsonMandelaandcommemorateshisgreatnessasaleader,wewoulddowelltorememberthatoneofthemanyhallmarksofhisleadershipwastrust.ThegreatestleadersintheworldgravitatedtowardMr.Mandelabecausehewasgenuinelytrustworthyandhispurposewastosupportpeace,prosperityandunitynotonlyinSouthAfrica一butthroughouttheworld.Mandelawasabletoleadpeopleinwaysthatmanyfindimpossibletodo.Ashefamouslysaid,“Italwaysseemsimpossibleuntilit'sdone.”當(dāng)全世界都在哀悼納爾遜?曼德拉（ ）的逝世，并且紀(jì)念這位偉大的領(lǐng)導(dǎo)者時(shí)，我們應(yīng)該好好記住，他的諸多領(lǐng)導(dǎo)力之一就是信任。那些世界上最偉大的領(lǐng)導(dǎo)者們都對(duì)曼德拉先生表示欽佩，因?yàn)樗钦嬲档眯刨嚨?，而且他旨在支持的不僅僅是南非，而是整個(gè)世界的和平、繁榮和團(tuán)結(jié)。曼德拉能夠以許多人覺得不可能做到的方式領(lǐng)導(dǎo)人民。正如他的名言所說，“直到做成之前，總像是不可能完成的任務(wù)?！盪nfortunately,trustisinraresupplythesedays.Peoplearehavingtroubletrustingeachother,accordingtoanAP-GfKpollconductedinNovember2013,whichfoundthatAmericansaresuspiciousofeachotherintheireverydayencounters.Onlyone-thirdofAmericanssaymostpeoplecanbetrusted-downfromhalfwhofeltthatwayin1972,whentheGeneralSocialSurveyfirstaskedthequestion.Fortyyearslater,in2013,arecordhighofnearlytwo-thirdssays“youcan'tbetoocareful”indealingwithpeople.不幸的是，在當(dāng)今這個(gè)時(shí)代，信任非常罕見。根據(jù)一份在年月所做的的民意調(diào)查顯示，人們很難相互信任，美國(guó)人在日常接觸中總是互相懷疑。僅僅只有三分之一的美國(guó)人稱大多數(shù)人是可以信任的一一相比美國(guó)綜合社會(huì)調(diào)查（ ）在 年首次提出這個(gè)問題時(shí)，這個(gè)比例明顯下降了，當(dāng)時(shí)有二分之一的美國(guó)人稱大多數(shù)人可以信任。年之后的 年，有近三分之二的受訪人員稱在與人打交道時(shí)“防人之心不可無”這個(gè)比例創(chuàng)歷史新高。Thissamesentimentcanbecarriedoverintotheworkplace,whereemployeeswanttheirleaderstobemoretrustworthyandtransparent.Employeeshavegrowntiredofunexpectedoutcomesresultingfromthelackofpreparation.Theywanttobeinformedofanychangemanagementeffortsbefore-notafterthefact.Employeesdesiretoknowwhatisexpectedofthemandbegiventheopportunitytoreinventthemselves,ratherthanbetoldtheyarenotqualifiedfornewrolesandresponsibilitiesandcannolongerexecutetheirfunctionssuccessfully.同樣的情緒也蔓延到了職場(chǎng)上，員工們希望他們的領(lǐng)導(dǎo)者能夠更加值得信賴和坦率。他們已經(jīng)厭倦了令他們措手不及的出乎意料的結(jié)果。他們希望在事前而不是在事后就被告知所有的管理變更。員工們渴望知道公司對(duì)于他們有何期望，并且希望公司能夠給與他們機(jī)會(huì)來重塑自己，而不是被告知他們不能勝任新的角色和職責(zé)，并且不再能夠成功地履行他們的職責(zé)。Leadersarechallengedbetweeninformingtheiremployeesoftheentiretruthandholdingbackcertainrealitiessoasnottounnecessarilyscarepeopleorlosetop-talent.Moreandmoreleaderstodayarebeingplacedintouncomfortablemoraldilemmasbecausetheyareattemptingtosalvagetheirownjobswhiletryingtomaintainthetrustandloyaltyoftheiremployees.領(lǐng)導(dǎo)者們正面臨著一個(gè)難題，是告知員工所有的事實(shí)，還是隱瞞某些事實(shí)，以免不必要地驚嚇到員工，或者失去頂尖的人才?，F(xiàn)今有越來越多的領(lǐng)導(dǎo)者們身不由己地處于令人不安的道德困境之中，因?yàn)樗麄円贿呉噲D挽救他們自身的工作，一邊還要努力維持他們員工的信任和忠誠(chéng)。Thegrowingtensionsbetweenleadersandtheiremployeesarecreatingproductivitychallengesasuncertaintybecomesthenewnormalintheworkplace.Furthermore,leadersarebeginningtolosecontroloftheirownidentitiesandeffectivenessastheiremployeesbegintolosetrustintheirintentionsbecauseofhiddenagendasandpoliticalmaneuvering-castingcloudsofdoubtovertheirfutures.隨著不確定性成為職場(chǎng)中的新常態(tài)，領(lǐng)導(dǎo)者們和他們的員工之間日益緊張的關(guān)系正在威脅到生產(chǎn)力。此外，隨著他們的員工開始因?yàn)槊孛茏h程和辦公室傾軋對(duì)他們的用以失去信任，領(lǐng)導(dǎo)者們開始失去了對(duì)于自身威信和命令有效性的控制——他們自身的未來上空也籠罩了不確定的陰霾。Employeesjustwantthetruth.Theyhavelearnedthattheoldwaysofdoingthingsjustdon'tapply(asmuch)anymoreandmorethanevertheyneedtheirleaderstohavetheirbacks.Unfortunately,manyleadersareoperatinginsurvivalmodeanddon'thavethesphereofinfluencetheyoncehad;withoutleaderstosponsorandmentorthem,high-potentialemployeesmustnowfigureoutthechangingterrainontheirown.員工們只是想知道事實(shí)。他們已經(jīng)了解到，老派的做事方法已經(jīng)不再(那么)適用了，并且他們比以往任何時(shí)候都需要他們的領(lǐng)導(dǎo)者支持自己。不幸的是，許多領(lǐng)導(dǎo)者也都是自身難保，不再擁有以前的那種影響范圍了；沒有了領(lǐng)導(dǎo)的支持和指導(dǎo)，極具潛力的員工們現(xiàn)在必須憑自己的力量去弄清楚不斷變化的形勢(shì)了。Herearesevenearlywarningsignstolookoutforsoyoucancourse-correctwhenemployeesarehavingtroubletrustingtheirleaders:以下是七個(gè)需要注意的早期征兆，這樣當(dāng)員工難以相信其領(lǐng)導(dǎo)時(shí)，你就可以糾正管理路線：LackCourage、缺乏勇氣Leadersthatdon'tstandupforwhattheybelieveinaredifficulttorespectandtrust.Toomanyleaderstodaybattlethegulfbetweenassimilationandauthenticity.Theywastetoomuchoftheirvaluabletimetryingtoactlikeotherleadersintheorganization一ratherthanattemptingtoestablishtheirownidentityandleadershipstyle.Thisiswhylessthan15%ofleadershavedefinedandlivetheirpersonalbrand.不堅(jiān)持自身信仰的領(lǐng)導(dǎo)者們很難贏得員工們的尊重和信任現(xiàn)今太多的領(lǐng)導(dǎo)者們都在接受同化和保持真實(shí)自我之間搖擺不定。他們浪費(fèi)了太多自身的寶貴時(shí)間來試圖模仿組織中的其他領(lǐng)導(dǎo)者一一而不是試著建立自己的個(gè)性和領(lǐng)導(dǎo)風(fēng)格。這就是為什么只有不到 的領(lǐng)導(dǎo)者們確立并奉行自己的一套。Perhapsleadersdon'tbelievethattheiremployeesarepayingattentiontothisbehavior-buttheyareintentlyobserving.Employeesarealwaysintunetowhattheirleadersaredoingandhowtheymanagethemselves.Employeesknowthatiftheirleadersarenotsavvyenoughtomovethemselvesintoapositionofgreaterinfluence,itwillmakeitthatmuchmoredifficultforthemtogetnoticedanddiscoveredaswell.Theinfluenceofaleadercarriesalotofweightwhenitcomestohowtheircolleaguesjudgeandevaluatethepotentialoftheiremployees.或許領(lǐng)導(dǎo)者們不相信他們的員工正在注意這種行為一一但是他們的確正在專心觀察。員工們總是和他們的領(lǐng)導(dǎo)保持一致，模仿領(lǐng)導(dǎo)的所作所為和管理自身的方式。員工們非常清楚，如果他們的領(lǐng)導(dǎo)不夠精明，沒法晉升到擁有更大影響力的職位的話，那員工們自己也會(huì)更難被注意和發(fā)現(xiàn)。領(lǐng)導(dǎo)們的影響力對(duì)于同事如何評(píng)判衡量這些其手下員工的潛能非常重要。Whenleaderslackthecouragetoenabletheirfullpotentialandthatofothers,itbecomesachallengetotrusttheirjudgment,self-confidence,self-awarenessandoverallcapabilities.如果領(lǐng)導(dǎo)者缺乏勇氣來發(fā)揮他們自身以及其他人的全部潛能，人們就很難相信他們的判斷力、自信心、自我認(rèn)知和整體能力。HiddenAgendas2秘密議程Leadersthataretoopoliticallysavvycanbeviewedasdeviousandinauthentic.Employeeswanttofollowleaderswhoarelessaboutthepoliticsandmoreabouthowtoaccomplishgoalsandobjectives.Whilebeingpoliticallysavvyisimportant,leadersmustbecarefulnottogivetheiremployeestheimpressionoforchestratinghiddenagendas.對(duì)于政治過分精明的領(lǐng)導(dǎo)者們可能會(huì)被看作是既狡猾又不可靠的。員工們想要跟隨那些較少專注政治，而更多關(guān)注該如何實(shí)現(xiàn)目標(biāo)和宗旨的領(lǐng)導(dǎo)者。雖然擁有精明的政治頭腦很重要，但是領(lǐng)導(dǎo)者們必須注意不要給自己的員工們留下精心策劃秘密議程的印象。Employeeswanttobelievethattheirleadersarefocusedonthebettermentoftheteam.Ifthisrequireswell-intentionedpoliticalmaneuveringtoadvanceteamgoalsandobject