文章來源：《經(jīng)濟學人》Oct 28th 2023 期 Leaders 欄目 How to be a better boss 如何做一個更好的老板

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視頻總結(jié)：

隨著遠程工作和技術(shù)的發(fā)展，管理工作發(fā)生了巨大變化。管理者需要更好地協(xié)調(diào)員工的不同利益，以實現(xiàn)共同目標。研究表明，良好的管理可以提高公司的生產(chǎn)力和員工滿意度。本中介紹了一些實用的管理技巧，如明確流程和會議目的，避免不必要的會議和電子郵件，讓員工專注于工作。管理是一項技能，需要更多的實踐和培訓。

·如何成為一個更好的老板,包括明確工作流程和減少不必要的會議和郵件等。

00:18 遠程工作和技術(shù)進步帶來的好處和挑戰(zhàn)01:02 管理者對員工的影響和重要性

03:53 管理者可以通過減少會議和郵件等方式為員工創(chuàng)造價值

·The useful ones were eventually added back But thefirm says that meetings are down by fourteen

percent Since the mass deletion Productivity hasgone up by a similar amount Good management is a?skill There are too many accidental managers

promoted

04:00 Good management is a skill, but many people?are promoted without proper training.

04:16 Companies can fill the gap by offering two?track promotion systems.

04:48 Promotion should not be based solely on?seniority, as the stakes are too high.

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視頻文本：

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Workplaces have changed dramatically over the past four years, let alone the past 40.?Teams have become more?dispersed, thanks to remote work, as well as more diverse.?Technology has brought with it great benefits but also constant interruptions, from endless Zoom calls to the?ping?of another message on Slack.?After globalisation spread customers and suppliers around the world, geopolitical tension has made distant relationships seem like a new source of risk.

過去4年來，工作場所發(fā)生了翻天覆地的變化，更不用說過去 40 年的變化了。由于遠程辦公的出現(xiàn)，團隊變得更加分散，也更加多樣化?？萍紟砹司薮蟮暮锰帲矌砹顺掷m(xù)的干擾，例如一個接一個的Zoom會議，Slack又有一條消息提示。由于全球化的發(fā)展，客戶和供應商遍布世界各地，地緣政治緊張局勢使得遙遠的關系似乎成為新的風險來源。

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With each of these shifts, the job of the manager—the person tasked with getting workers with disparate interests to achieve a common goal—has become harder still.?There was a time when managers could cope simply by being technical experts.?Now they say they are?juggling?more tasks and have more activities to co-ordinate. Many report feeling?burnt-out, overloaded and confused.

由于這些變化，管理者--是負責讓利益不同的員工實現(xiàn)共同目標的人--的工作變得越來越困難。曾幾何時，管理人員只需具備技術(shù)專家的能力就能應付自如。現(xiàn)在，他們說自己要兼顧更多的任務，協(xié)調(diào)更多的活動。許多管理者感到疲憊不堪、負荷過重和無所適從。

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Bosses are rarely the objects of sympathy. In fiction, they are portrayed as cold-hearted or?weaselly.?Yet in real life everyone suffers when management is bad and benefits when it is good. Far more effort is needed to make it better.

老板很難成為同情的對象。在小說中，他們被描繪成冷酷無情或奸詐狡猾的形象。然而，在現(xiàn)實生活中，當管理不善時，每個人都會受到影響，而當管理得當時，每個人都會受益。要想讓管理變得更好，需要付出更多的努力。

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Start with how managers affect workers.?Roughly a fifth of corporate employees in America are managers, and almost everyone has one.?In a survey in ten rich countries, 69% of workers said their boss influenced their mental health as much as their spouse did.?Half of Americans who have left a job said they did so because of a bad manager, as did nearly a third of British job-leavers.

從管理者如何影響員工開始談起。在美國，大約有1/5的企業(yè)員工是管理者，并且?guī)缀趺總€員工都會有一個上司。在一項關于10個發(fā)達國家的調(diào)查中，有69％的員工說，上司對員工心理健康的影響不亞于他們配偶的影響。半數(shù)離職的美國人說，他們是因為糟糕的管理者而離職，近1/3的英國離職者也是如此。

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Better management does not just mean happier staff. It means better-performing companies, too.?Research based on a long-running survey of management techniques across countries has found that well-managed firms tend to be more productive.?They also export more and spend more on research and development.And the effect is large.?Research by Nicholas Bloom of Stanford University and others concluded that differences in management practices account for a third of the gap in economy-wide productivity between America and the rest of the world.

更好的管理不僅意味著員工更快樂，也意味著公司業(yè)績更好?；趯Ω鲊芾砑记蛇M行長期調(diào)查研究發(fā)現(xiàn)，管理良好的企業(yè)往往生產(chǎn)率更高。這類企業(yè)的出口量也更大，研發(fā)投入也更多，而且效果顯著。斯坦福大學的尼古拉斯·布魯姆等人的研究得出的結(jié)論，美國與世界其他國家在整個經(jīng)濟生產(chǎn)率方面的差距，有三分之一是由管理方法的差異造成的。

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The prize for better management, then, is big. But how to obtain it??Read enough management books and you might conclude that managers need full-on personality?transplants, becoming either Machiavelli’s prince or a Marvel superhero.?Study successful managers, though, and the lessons are more?prosaic.?They are also far more useful—as “Boss Class”, our new podcast, discovers.?Over seven episodes starting this week it will take a?wry?but practical look at problems facing the modern manager, from meeting?etiquette?to hiring strategy, while bringing together tips from experts and practitioners alike.

那么，改善管理的獎賞是豐厚的。但如何獲得呢？讀了足夠多的管理書籍，你可能會得出這樣的結(jié)論：管理者需要進行全面的個性改造，要么成為馬基雅維利筆下的君主，要么成為漫威式超級英雄。不過，研究成功的管理者，會得到更接地氣的建議。正如我們的新播客《老板課堂》所展現(xiàn)的那樣，這些經(jīng)驗也更加有用。從本周開始的7集節(jié)目中，它將以詼諧而實用的方式探討現(xiàn)代管理者面臨的問題，從會議禮儀到招聘策略，同時也融入了專家和從業(yè)者的觀點建議。

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This approach yields several lessons. One is to be?explicit?about a firm’s processes.?Managers should make clear the purpose of a team, what a meeting should achieve and who will take a decision.?Meeting agendas at GSK, a British drugs firm, clearly say whether an item is for awareness, to gather participants’ input or intended to yield a decision.?Moderna, another drugmaker, lists 12 “mindsets” that define its corporate culture and seeks job applicants with at least some of them.?Such clarity means that everyone knows what they are doing, and why.

從節(jié)目中得出幾條經(jīng)驗。一是明確公司的流程。管理者應該明確團隊的目的、會議應該實現(xiàn)的目標以及誰做決策。英國制藥公司葛蘭素史克 (GSK) 的會議議程明確說明了某個項目是旨在提高認識、收集參與者的意見還是旨在做決策。另一家制藥商“莫德納”列出了定義其企業(yè)文化的 12 種 "心態(tài)"，并希望求職者至少具備其中一些心態(tài)。流程明確意味著每個人都知道自己在做什么，以及為什么這么做。

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Yet management isn’t all about accumulating tasks, meetings or processes.?A second lesson is that managers can add value by subtracting.?Sparing workers from pointless meetings, emails and projects frees them to concentrate on the work that fattens?the bottom line.?At the start of the year Shopify, an e-commerce firm, deleted 12,000 recurring meetings from its employees’ calendars. The useful ones were eventually added back.?But the firm says that meetings are down by 14% since the mass deletion. Productivity has gone up by a similar amount.

然而，管理并不全是做任務、會議或流程的加法。第二條經(jīng)驗是，管理者可以通過做減法來增加價值。減掉無意義的會議、電子郵件和項目，讓員工能夠集中精力在增加利潤的工作上。今年年初，電子商務公司 Shopify 從員工日歷中刪除了 1.2萬個定期會議。有用的會議最終又被添加回去了。但該公司表示，自大規(guī)模做減法以來，會議減少了 14%。生產(chǎn)率也有了同樣幅度的提高。

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Good management is a skill. There are too many accidental managers, promoted because they were good at what they did, rather than because they were suited to what?lay ahead.?Fully 82% of managers told a survey in Britain that they had no proper management skills or training.?Providing that training is one way for companies to fill the gap.

管理是一項技術(shù)活。有太多人是偶然成為管理者的，他們被提拔是因為他們擅長所做的工作，而不是因為他們適合未來的管理工作。英國的一項調(diào)查顯示，82% 的管理者表示他們沒有適當?shù)墓芾砑寄芑蚺嘤?。提供管理培訓是公司彌補技能不足的一種方式。

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Another is to establish two-track promotion systems that offer a way to rise through the ranks without going into management, as Google and Shopify do already.?That gives people who either can’t or don’t want to manage a way to progress.?Management should not be something people fall into simply?by dint of seniority. The stakes are too high.

另一種方法是建立雙軌晉升制度，提供一種無需進入管理層也能晉升的途徑，谷歌和Shopify已經(jīng)這樣做了。這樣一來，那些無法或不愿意從事管理工作的人也有了繼續(xù)發(fā)展的途徑。管理崗位不應該僅僅取決于論資排輩。這樣代價太大了。