The temptation for team leaders is always to look for ways to reduce any friction that might hamper progress towards a collective goal.
团队领导者总想设法减少任何可能阻碍团队实现共同目标的摩擦。
So how should managers strike the balance?
那么,管理者如何找到一个平衡呢?
The first step is to understand when a diverse team works better than a more homogeneous group.
第一步是了解多样化团队在什么情况下表现会好于同质化的团队。
Unsurprisingly, a diverse team will be better placed to devise and sell products to a similarly diverse group of customers.
毫不令人意外的是,多样化团队更适合面向同样多样化的客户群体设计并销售产品。
A survey for the New York-based Center for Talent Innovation looked at public companies that had two-dimensional diversity — that is, by race, gender, sexuality or other inherent traits on the one hand and acquired diversity, such as language skills or a global mindset on the other.
一项为总部位于纽约的人才创新中心(Center for Talent Innovation)所做的调查着眼于具备二维多样性的上市公司,这类公司的职员不仅在种族、性别或其他遗传特点方面存在多样性,而且还具备后天多样性,例如语言技能或国际化思维等方面。
The survey found employees at 2D companies were 70 per cent more likely to report capturing a new market in the past year than those at less diverse companies.
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