2008年路透社(Reuters)与汤普森集团(Thompson)合并时,CEO德文•维尼格很清楚,真正的挑战是如何整合两批之前相互竞争的员工——两家公司共有50,000名员工,遍及93个国家。有害环境的潜在影响是巨大的。不过,在与维尼格进行第一次讨论时,我便知道,他决定打造一个不会让对方失望的团队。
"Building a cohesive team is my No. 1 priority," said Wenig. "I want to build a team where people feel they can get the best out of each other … and know that everybody else has their back."
维尼格说:“打造一支有凝聚力的团队是我的首要任务。我希望打造的团队,是让人们感觉能够最大程度发挥彼此的才能,并且知道始终有其他人在背后支持自己。”
After a first session in which Wenig's own staff opened up and began to see each other as nuanced human beings with strengths and weaknesses, we took it to the next level: establishing an environment where it was okay for people to call each other out. One executive called out Wenig himself for being distracted at times when approached about a problem. Despite the executive's fear that he'd overstepped a line, Wenig not only took the criticism and changed his behavior, but other employees expressed their gratitude that he'd brought up an issue that was on their minds.
经过第一阶段,维尼格自己的员工开始打开心扉,把彼此看成是有细微差别的正常人,所有人都有自己的优缺点。之后是第二阶段:创造一种环境,让人们可以向别人提出意见。比如,一位高管就批评维尼格在解决问题的时候总是不能集中注意力。虽然这位高管担心自己的行为有越界之嫌,但维尼格不仅接受了对方的批评,改变了自己的行为, 而且其他员工也感谢这位高管,因为他提出了他们一直敢怒不敢言的问题。
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