To Get Results, the Best Leaders Both Push and Pull Their Teams

有一項任務(wù)需要團隊完成，你是“推動”他們?nèi)プ?，還是把他們“拉”過來，讓他們在如何完成任務(wù)上有發(fā)言權(quán)，憑借激情和動力來實現(xiàn)目標(biāo)？這兩種方法截然不同，后者通常最理想，不過對于管理者和領(lǐng)導(dǎo)者而言，將兩者結(jié)合是一項重要技能。

When you see a task that needs to be accomplished by your team, do you “push” them to get it done or do you “pull” them in, giving them a say in how they carry it out and using inspiration and motivation to get them going? These are two very different approaches to reach a goal, and the latter is often the best one, but knowing how to combine these two paths is an important skill for managers and leaders.

我們的一個客戶，這家客戶關(guān)于環(huán)境及可持續(xù)政策的討論已經(jīng)持續(xù)了一段時間，CEO允許辯論，鼓勵每個人各抒己見；也強烈贊同有必要做出改變，但給出了充分的時間進行討論（“拉動”）。然而，高管團隊有兩位成員愛唱反調(diào)，對所有提案都不積極。無所作為的兩個月過后，CEO向團隊宣布，公司要實行兩個項目，要求所有人參與（轉(zhuǎn)為“推動”）。一位高管畏首畏尾，明確表示不會支持，于是CEO解雇了他（終極的推動手段）。

Take this example from a client of ours. There had been an ongoing discussion about the company’s policies around the environment and sustainability. The CEO had allowed debate and encouraged everyone to weigh in. The CEO strongly supported the need for change but allowed time for ample discussion (using the pull approach). However, two members of the executive team were naysayers and dragged their feet on enacting any of the proposed initiatives. After two months of inaction, the CEO announced to the team that the company was going to implement two initiatives and stated that everyone needed to get on board (moving to the push approach). One of the executives balked at this and made clear he wouldn’t support the initiatives. The CEO terminated him by the end of the week (using the ultimate push approach).

領(lǐng)導(dǎo)者希望努力吸引團隊成員自愿參與，最終卻訴諸強制手段，是綜合“推”“拉”的好例子。強制手段過頭會影響員工的工作滿意度，但有時是必要的，特別是拉不動員工的時候。

Leaders who are willing to try hard with pulling but ultimately resort to a strong push provide a good example of the power of the combination of these two approaches. Pushing too hard can erode satisfaction but, at times, is needed, especially when pulling just doesn’t work.

我與杰克·曾格在研究中總結(jié)出了利用相反的方法達到同一目標(biāo)的兩種領(lǐng)導(dǎo)行為，一種叫“追求結(jié)果”（推），一種叫“激勵和鼓舞他人”（拉）。下面解釋詳細的定義。

In our research, my colleague Jack Zenger and I identified two leadership behaviors directed at the same end goal but utilizing opposite approaches. We call one behavior “driving for results” (push), and the other “inspiring and motivating others” (pull). Let me define what I mean.

定義“推”與“拉”

Defining Pushing and Pulling

領(lǐng)導(dǎo)者找到一個希望達成的目標(biāo)后，會有兩種不同的實現(xiàn)方法。

When a leader identifies a goal that they want to accomplish,?there are two distinct paths to get there.

“推”是給出方向，告訴員工要做什么，設(shè)置完成期限，明確問責(zé)。這種方法屬于“威權(quán)式”的領(lǐng)導(dǎo)風(fēng)格。

Pushing?involves giving direction, telling people what to do, establishing a deadline, and generally holding others accountable. It is on the “authoritarian” end of the leadership style spectrum.

“拉”則是向下屬描述需要完成的任務(wù)，解釋原因，看看他們有什么好主意，問他們是否愿意做。還可以進一步解釋這個項目對員工的發(fā)展有什么益處。理想狀態(tài)下，領(lǐng)導(dǎo)者對目標(biāo)的十足熱情會感染員工。

Pulling, on the other hand, involves describing to a direct report a needed task, explaining the underlying reason for it, seeing what ideas they might have on how to best accomplish it, and asking if they are willing to take it on. The leader can further enhance the pull by describing what this project might do for the employee’s development. Ideally, the leader’s energy and enthusiasm for the goal are contagious.

我們通過360度評測收集了10萬名領(lǐng)導(dǎo)者的數(shù)據(jù)，評估他們達成目標(biāo)的方法，發(fā)現(xiàn)76%的領(lǐng)導(dǎo)者被同僚評價為更擅長“推”而非“拉”，只有22%被評價為更擅長“拉”，2%的人兩項能力相當(dāng)。

Gathering data from over 100,000 leaders through our 360-degree assessments, we measured both push and pull and found that 76% of the leaders were rated by their peers as more competent at pushing than pulling. Only 22% of the leaders were rated as better at pulling, and a mere 2% were rated as equal on both skills.

我們還詢問給領(lǐng)導(dǎo)者打分的員工（超過160萬人），領(lǐng)導(dǎo)者要在目前的工作上取得成功，哪項能力更重要?！袄保顒e人）被評為最重要的能力，“推”（追求結(jié)果）則排名第五。

We also asked the people rating those leaders (over 1.6 million people) which skill was more important for a leader to do well to be successful in their current job. Pulling (inspiring others) was rated as the most important, while pushing (driving for results) was rated as fifth most important.

了解員工想要什么、需要什么

Understanding What People Want and Need

我們的數(shù)據(jù)表明，大部分領(lǐng)導(dǎo)者提升激勵他人的能力會有好處，但從研究結(jié)果來看，“推”“拉”兩項技能都擅長的領(lǐng)導(dǎo)者工作效果最好。

While our data is clear that most leaders could benefit from improving their ability to pull or inspire others, our research revealed that leaders who were effective at both pushing and pulling were ultimately the most effective.

我們收集了3875位領(lǐng)導(dǎo)者在新冠流行期間的360度評測數(shù)據(jù)，采用如下分析方式：

We gathered 360-degree assessment data on 3,875 leaders in the pandemic. In this analysis, we did the following:

· 由直接下屬評價領(lǐng)導(dǎo)者在追求結(jié)果和激勵他人兩方面的效能。

· 詢問直接下屬對自己所在組織能達成戰(zhàn)略目標(biāo)的信心，以及自己對該組織的滿意度。

· 將所有領(lǐng)導(dǎo)者按“推”“拉”能力排名，找到能力最差者（排名墊底的1/4）和最優(yōu)者（前1/4）。

· The direct reports rated the leader’s effectiveness on both pushing (driving for results) and pulling (inspiring and motivating others).

· The direct reports were also asked to rate their confidence that the organization would achieve its strategic goals and their satisfaction with their organization as a place to work.

· We ranked leaders’ data on pushing and pulling into quartiles and identified those who were low (bottom quartile) and high (top quartile).

結(jié)果如下圖。兩項能力都差的領(lǐng)導(dǎo)者，下屬信心和滿意度都較低。擅長“推”而不擅長“拉”的領(lǐng)導(dǎo)者，下屬信心和滿意度都會高一些。擅長“拉”的領(lǐng)導(dǎo)者，下屬滿意度大大高于信心。兩項能力都很強的領(lǐng)導(dǎo)者，下屬的滿意度和信心也都很高。（注：信心和滿意度都很高，是指員工在滿分為5分的量表中打出了5分，這個標(biāo)準(zhǔn)非常高。）

The results are captured in the chart below. When both push and pull are in the bottom quartile, both confidence and satisfaction of direct reports are low. When push is high and pull is low, both confidence and satisfaction increase. When pull is high, satisfaction increases to a level substantially above confidence. When both are high, then you see the most significant increase. (Note: High confidence and satisfaction were measured by the percentage of people who marked 5 on a 5-point scale. This is a very high bar for satisfaction.)

結(jié)合“推”與“拉”

Bringing Push and Pull Together

全世界有許多領(lǐng)導(dǎo)者苦于員工流失，想方設(shè)法防止自己的員工加入大辭職熱潮。他們在思考幾個難題：如何讓員工留下？如何鼓勵員工更加努力工作？員工對工作環(huán)境的欲求和需求是什么？

As many leaders across the globe?grapple with retention and how to prevent their employees from joining the Great Resignation, they’re asking themselves hard questions. How do you motivate people to stay? How do you encourage them to increase their efforts? What is it they really want and need from their work environments?

過去幾年一直呼吁領(lǐng)導(dǎo)者對員工不要太苛求，要多一些同理心。留住有才能的員工似乎需要多“拉”少“推”。感情上我認同這種觀點，但數(shù)據(jù)也提醒領(lǐng)導(dǎo)者：努力增加同理心，不應(yīng)當(dāng)影響領(lǐng)導(dǎo)者在有需要時“推動”員工的能力。數(shù)據(jù)表明，“推”也是提升員工信心的一大要素。

Over the past few years, there has been a call for leaders to be less demanding and more empathetic toward individual employees. More pull, less push seemed to be what’s needed to retain talented employees. While I agree with this sentiment, this data also offers a clear warning. Your efforts to increase empathy shouldn’t diminish your ability to, on occasion, push when needed. As our data shows that it can be a strong force that builds confidence.

領(lǐng)導(dǎo)者的影響力源于根據(jù)具體任務(wù)、時間和對象判斷采用哪種方法的能力。下次要完成重要目標(biāo)的時候，思考一下你的團隊需要的是“推”還是“拉”，或者需要兩者兼?zhèn)洹?/p>

In fact, your influence as a leader comes from your ability to know when to use which approach, depending on the task, the timing, and the people. So next time you’re trying to accomplish a significant goal, consider whether your team really needs a good push, a big pull, or perhaps both.

關(guān)鍵詞：領(lǐng)導(dǎo)力

約瑟夫·福爾克曼（Joseph Folkman）|文

約瑟夫·福爾克曼是領(lǐng)導(dǎo)力發(fā)展咨詢公司Zenger/Folkman總裁，《哈佛商業(yè)評論》2011年10月刊文章《讓自己不可或缺》作者之一，《新的非凡領(lǐng)導(dǎo)者：讓好的管理者成為杰出領(lǐng)導(dǎo)者》（The New Extraordinary Leader: Turning Good Managers into Great Leaders，McGraw Hill出版社2019年出版）作者之一。

朔間|譯 ?周強|編校