團隊的力量 The Power of Teamwork

Few people realize that a group can accomplish what an individual alone cannot do—even when it comes to individual advancement. If you want the next promotion, you have to elbow that hardworking colleague next to you out of the way, right? Wrong. Here’s a true story that shows you why.

It started when I sat across from three courteous, 1)poised, but frustrated female investment 2)bankers over a decade ago. “We need a 3)coach,” said the young banker named Cindy, while her colleagues Leslie and Amy nodded in agreement. “It’s not just the three of us,” Leslie added. “The three of us are the selection committee. There are fifteen of us who want coaching, and our job is to pick a coach that can work with the whole group.”

As it turned out, all fifteen members of the group had been 4)passed over for promotion within the last year. Amy said, “We don’t want to 5)litigate, and we don’t want to change firms. We like each other, and we like working here. However, we don’t want to be 6)overlooked anymore. If someone can tell us what it takes to get ahead, we’re ready to do it.”

These fifteen women became my first coaching group. Over a decade later, I’m still reflecting on what this group of talented bankers taught me about power, trust, and teamwork.

The first step in our coaching was establishing each member’s personal power style. Through exploring the four core power styles of the Pleaser, the Charmer, the Commander, and the Inspirer, each member of this group learned how to play to her 7)strengths and minimize her 8)blind spots on the job.

But they took it a step further. When looking for people who have the potential to make it to the 9)C-suite, many 10)seasoned business leaders have told me that they look for people who are able to move beyond an understanding of how to be personally powerful, and embrace the ability to support others. The key to embodying this quality on the job that isn’t just thinking about how to motivate or advance others. It’s about experiencing situations with them that foster a spirit of trust.

2011-12_synergyIn order to do this, the participants started to role-play their habitual responses to challenges ranging from satisfying a demanding boss to managing a troublesome 11)subordinate in front of the group. These women would often 12)sit back and watch as other group members volunteered to act out how people with a different power style might respond to the same situation. It was fascinating to watch how insightful a group could be as they pondered each other’s career challenge together. Each woman was given a new perspective and approach to consider things might not have 13)occurred to her without the team’s 14)input. What’s more, as the group members developed a sense of each other personally as well as professionally, their collective intuition for giving each other advice on how to 15)approach 16)tricky situations evolved at an amazing pace.

Over our six months together, as they celebrated their victories and supported each other when they faced 17)setbacks, it’s not surprising that the participants became increasingly 18)committed to supporting each other at a human level. As this group developed a bond of trust through learning to appreciate the value of each other’s power styles, they began to embody a team spirit that went beyond 19)collaboration. Their genuine commitment to bringing out the best in each other began to cause each of them, as individuals, to 20)exude a type of confidence and professional tone that supported their professional advancement.

And the results spoke for themselves. After the first four women from the coaching group got promoted, the company’s Chairman gave me some news that had 21)stunned him after meeting them for lunch.“These women completely 22)disarmed me,” he said.“While they thanked me for my support, they spent most of the lunch letting me know how talented the remaining women from their group were that hadn’t been promoted yet. I can’t even 23)fault them for lack of 24)killer instinct because they 25)took no prisoners when they asked me what they could do with me to make sure that each woman’s manager understood the value she was bringing to the organization.”

Fostering a spirit of trust is critical for 26)drawing out the best in any group. Discovering one another’s power styles and how they interact in various situations can be a learning experience for everyone—and it’s the first step in becoming a powerful 27)peer 28)mentor for growth.

很少有人意識到,團隊可以完成那些只憑一人之力無法辦到的事情——即便事關個人發展。如果你想得到下一個升職機會,你就必須將你身邊那個努力工作的同事擠下去,對嗎?不對。下面這個真實的故事會告訴你個中緣由。

故事開始于十多年前,當時我對面坐著三位謙恭有禮、鎮定自若但倍感挫折的投資銀行女高管。“我們需要一位導師,”那位名叫辛迪的年輕高管說道,她的同事萊斯利和艾米點頭表示同意。“并不只是我們三個人需要,”萊斯利補充說,“我們三個人是選拔委員會。我們有十五個人都需要指導,而我們三人的任務是選出一位能夠指引整個團隊的導師。”

事情是這樣的,在上一年里,這十五人都沒能獲得升職機會。艾米說:“我們不想訴諸法庭投訴不公,也不想跳槽。我們喜歡彼此,也喜歡在這里工作。但是,我們不想再被人忽視。如果有人能告訴我們怎樣做才能出人頭地,我們都已經蓄勢待發。”

這十五位女士成了我指導的第一個團隊。十多年過后,我仍在思索著這群才華橫溢的銀行高管所教給我的關于力量、信任和團隊合作的啟示。

在我們的指導工作中,第一步是建立每位成員的個人力量風格。通過對四種核心力量風格——取悅型、魅力型、指揮型和啟發型——的探索,這個團隊里的每位成員都學會了如何在工作中發揮其長處,并將其盲點最弱化。

而她們走得更遠。當尋找那些有潛力進入最高管理層的人時,許多經驗豐富的商界領袖都曾告訴我說,他們尋找的是那些不僅個人能力突出,還擁有支持他人力量的人。要在工作中體現出這種才能的關鍵并不只是要想著如何激勵或使他人前進,而是要和他人一起體驗個中狀況以便培養出一種信任之情。

為了做到這一點,組員們開始在整個團隊面前通過角色扮演呈現自己應對挑戰的慣常方式,比如怎樣應對苛刻的老板以及管理麻煩的下屬。這群女士放松地看著其他組員自告奮勇表演擁有不同力量風格的人會如何應對某個相同的狀況。看著整個團隊一起仔細思考彼此所遇到的事業挑戰,得出獨到的見解,這情景令人著迷。每位女士得以用全新的角度和方式去思考問題,如果不是團隊組員的啟發,她們自己也許不會想到這樣的角度。不僅如此,當團隊成員從個人以及職業角度培養出彼此之間的情感時,她們為如何解決棘手問題而出謀劃策的集體直覺也獲得了驚人的提升。

我們在一起六個多月,大家一起慶祝勝利并在面對挫折時互相支持,難怪組員們變得更加致力于人性互助。隨著這個團隊學會欣賞彼此力量風格的價值,并由此培養出一種信任關系,她們開始體現出一種超越合作的團隊精神。她們真心努力,相互挖掘彼此的最佳一面,使得她們每個人作為獨立個體時都散發出一種自信和職業氣質,最終推動了她們的職業晉升。

而最終結果說明了一切。當指導團隊里的四位女士首先獲得升職后,該公司董事長告訴我,與這些女士一起共進午餐后他一直驚嘆不已。“這些女士讓我徹底‘繳械投降’了,”他說,“在對我的支持表示感謝后,她們午餐時大部分時間都用來告訴我其團隊中那些還未獲得提升的女士們是多么有才華。我甚至都無法責備她們缺乏殺生本性,因為當她們問到能夠和我一起做些什么,以確保團隊里每位女士的經理都能夠了解其為這個團隊帶來的價值時,還真是毫不留情。”

要想發掘任何一個團隊的最佳面,培養一種信任精神至關重要。發現每個人的力量風格,以及他們在不同情形下如何互動,對于每個人來說都是一種學習經歷——這也是成為一位強有力的、助人成長的朋輩導師的第一步。