職場專題：怎麼帶沒給指令就不會做事的人？

 給他魚吃，不如教他釣魚，教他釣魚不如引導他思考如何有魚吃。
[+1] 一般人有一種微妙的心理，只要是自己訂下的計畫，一定會盡力去完成。所以「Pull型」的指令就是，透過問對方問題，讓對方從問題裡訂定出自己的計畫。原本都是主管或別人要求的工作，現在都變成了員工自己規劃要做的事，他們自然就會好好做。
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職場專題：怎麼帶沒給指令就不會做事的人？
西村克己/經營顧問、芝浦大學研究所客座教
　有個同事，沒派他工作時，他寧願杵在那裡一整天閒著沒事做，也不會主動來問我要做什麼。我實在看不下去給他具體工作指示時，他也只是做我說到的事，沒說到的即使相關的事，也不會想到要一起做。我真是快要支撐不住，我問他「你是不會自己稍微想一下該做的事喔？」但我從他茫然呆滯的表情發現，他好像就連「稍微想一下」都聽不懂是什麼意思。我真的很希望他做事能主動一點，到底我該怎麼帶他呢？

　職場中的工作者，可以分為兩種人，一種是「Push型」，一種是「Pull型」。

　一定要等到指示才行動的人，就是「Push型」，這種人如果沒有人在他背後Push他前進，他就不會自己往前行動。

　另外的「Pull型」就是，即使沒有人在背後Push他，也會主動Pull工作的進行。這種人都會主動去工作，就算沒有上司一一指示他，他也會自動自發完成全部的工作。

　舉個例子來說。

　在一家醫院裡，資深護士對年輕護士說：「麻煩妳去把那邊那個垃圾桶倒一倒。」年輕護士回聲「好」之後，就聽話地把那邊那個垃圾桶拿去倒了。但在同一個區域裡，還有其他好幾個垃圾桶，小護士就不管了。

　資深護士問小護士：「為什麼其他垃圾桶都沒倒？」

　小護士竟然回答：「因為妳只有跟我說那邊那個垃圾桶要倒啊。」

　資深護士一下子覺得有點沒力，這區明明有好幾個垃圾桶，想也知道要把所有垃圾桶的垃圾都倒掉才對。沒想到遇到一個天兵，結果竟然錯在自己沒把工作交代清楚，只好按下脾氣耐心接著說：「請你把所有垃圾桶都拿去倒」。年輕護士這才一一清掉了所有垃圾桶的垃圾。

　在辦公室裡，你遇過這種同事嗎？這種人就是等待指令的「Push型」，只做資深護士交代的部份，其他事情都不會主動去做。如果她是「Pull型」人格，她就會主動去聯想資深護士的完整意思，自動就會舉一反三，一起把垃圾桶清了。

　帶他想，不是直接給答案

　那麼，有沒有辦法讓「Push型」轉換成「Pull型」呢？最直接有效的方法就是調整下指令的說法。

　為了引導別人自動做完相關的工作，而不是等你一個指令一個動作，你可以問對方：「這件事，你怎麼看？」、「你會怎麼解決？」透過問問題的方式，引導對方自己去思考問題狀況與可能的處理方式，也就是間接給對方指令。

　一般人有一種微妙的心理，只要是自己訂下的計畫，一定會盡力去完成。所以「Pull型」的指令就是，透過問對方問題，讓對方從問題裡訂定出自己的計畫。原本都是主管或別人要求的工作，現在都變成了員工自己規劃要做的事，他們自然就會好好做。

　另外，在問問題時，你也可以給點建議或方向，比如「你覺得如果加上這麼做的話怎麼樣？」或者「有沒有類似這樣的解決方法？」之類的話，就能將他們的行動導向你期望的方向，而且也能讓他們對工作有更進一步的思考。這時候，如果你再加上「只有你才辦得到」或者「因為是你我才這麼拜託」的話，建議的效果會更好。(本文節錄自《不是公司要求，是為自己做事：管理他的行為，不如改變他的心態》，大樂文化 ，2011年7月27日出版)

The Real Secrets of Success

By FINS Staff

Women are still underrepresented on boards an on executive teams at many companies, the result of a persistent gender gap supported by an inadequate promotion system, according to consulting firm McKinsey & Company. Nonetheless, some women have reached the top -- and others can learn from their experiences.
We asked high-level women -- and men -- in finance, technology and marketing how women can surmount barriers to leadership positions and what should be done next.


FINS: What advice would you give to young women about their careers?
Luanne Tierney: I have a lot of interns and I coach younger women. I'm frank with them about their attire. I tell them, "We're not in Hollywood, this isn't the movies. If you dress provocatively, that's going to distract from what you're saying."
I have a presentation that I give to young women called "Eight Ways to Have a Rockstar Career." The first and most important thing on the list is to give up the guilt [about balancing work and family]. You can't keep saying to yourself, "if only I didn't have these personal relationships distracting me." You can't be everything to everyone all the time. You have to be in the moment, to live in it and do your best. Letting go of the guilt allows you to start thinking big.
I asked [the late] Ann Richards [former Texas governor] at an event one time for some advice on balancing work and family. She said the best thing you can do is integrate your kids into your work life. On the other side, I heard Anna Quindlen [former New York Times columnist] say one time, "Don't come home and complain about your job." Nobody wants to hear that.
-- Luanne Tierney, 47, vice president of global partner marketing at Juniper Networks


FINS: Why are there relatively so few women at the top?
Rosemarie Ryan: I suspect that women tend to get on with the job and tend to be less self promotional. They don't take credit for what they do. They're also not very good at asking for what they need. They need to get better at that. Guys are better at that than we are.
-- Rosemarie Ryan, 48, former co-president of JWT and founder of Co:


FINS: How did you climb the ladder at Goldman? How important is self-promotion?
Jacki Zehner: I believe success is a function of three things: opportunity, talent and luck. I was blessed with all three, which is why I made partner so early in my career. I had the opportunity to trade; those are positions that are very valued and performance is easy to measure. I was good at my job, which meant making money, managing well, and being a culture carrier. Lastly I was lucky that I worked for some great people who cared about my success. My experience was much more the exception than the rule. It is much harder for women to succeed as they are given fewer opportunities and they don't have the support that men do.
[With regard to self-promotion:] It's such a delicate balance. If a man is aggressive, it's valued. If a woman's aggressive, she's often seen as a bitch. There is still very much a double standard where the same trait is viewed positively in a man and negatively in a woman. Our culture generally sees success in masculine terms, when in fact the more feminine leadership characteristics of team-building, engaging and positive framing are proving more successful.
-- Jacki Zehner, 46, youngest woman and first female trader to be named a partner at Goldman Sachs


FINS: You are very involved in advocating for women to have a stronger presence in senior positions. What do you think the problem is and what needs to be done?
Catherine Coughlin: I think it starts with the focus at the very top of the organization. One of our beliefs is that our board, our senior team needs to reflect the marketplace, whether in gender or color. It should be about building leadership for the next generation.
My advice to anyone is to expose yourself to as many different experience sets as you can because they all feed into each other.
-- Catherine Coughlin, 53, global CMO of AT&T


FINS: What's the best approach for women in technology to move ahead?
Lauren States: I've had a wonderful career in technology and I've always thought of technology as gender neutral. When I started in technology in the '70s it was such an exciting thing. There were no preconceived notions about who should and should not be in technology.
I feel it's always about understanding what you need to do to perform and do your job successfully. I've always run my career with that in mind.
-- Lauren States, 54, VP cloud technology and client innovation, IBM


FINS: There aren't many women at the top in the finance industry. How can more women reach the upper echelons of power?
Karen Peetz: Profit and loss is a big part of the experience that women should be focused on. It is unlikely you'll get to the top if you don't have that. If you want to have scope, you need that P&L [experience]. We're trying to introduce that at a more junior level. I'm very fortunate that I got my experience in my early 40s. Scope is something you have to adjust to. Having the experience of running something and it getting progressively bigger is the best way to work up the ladder.
-- Karen Peetz, 55, vice chairman at BNY Mellon


FINS: What has worked for you as a woman working at IBM?
Bridget van Kralingen: As a woman, that low-key consultative approach is also to your advantage. I've never found it to be an issue here or anywhere else I've worked.
-- Bridget van Kralingen, 47, general manager of North America, IBM


FINS: There's statistical evidence that women are leaving the finance industry. Do you think firms are doing enough to recruit and retain female employees?
David de Weese: I think both finance and the private equity industry, specifically, are particularly bad at this. Of the seven partners who run our secondary business, one is a woman …We're trying, but I haven't met any firm that does a particularly good job of it, unfortunately. Partly, it's the pool you're recruiting from and partly it's just a mindset that needs to change.
-- David de Weese, 69, partner, Paul Capital


FINS: What can Wall Street do to cultivate greater gender equality?
Jim Millstein: As the father of two daughters, I'm concerned about it for sure, because it's glaring. Law firms have done a better job than the investment banks generally -- designing programs and policies that allow a woman to better manage the demands of motherhood and the demands of a career. But all of these jobs put tremendous strains on parenting. ...I think it's going to be an ongoing struggle. It may be peculiar to a certain strata of the industry. For example, I think in many places there's better balance out there between personal and professional life than there is in New York and Washington.
-- Jim Millstein, 55, former chief restructuring officer at the Treasury Department


FINS: What can women do to rise to the top in a male-dominated industry such as finance?
Maura Markus: You need to build a track record of success and be a team player. And not just worry about your own business. You need to be a contributor to the overall health of the company.
Also raise your hand and take on more than just your job, whether it's helping start some kind of special project or leading a task force. It's good to have a healthy sense of competition.
-- Maura Markus, 53, president and chief operating officer of Bank of the West


FINS: Is it easier for women succeed at companies such as IBM and Cisco through sales roles rather than technology roles?
Stephanie Carullo: Generally speaking, yes. Because tech companies are really viewed as great companies to work for, they attract a lot of people. And they're attracting engineers, but also business talent. I have a number of strong women on our team who are business people, not tech. You can teach a smart person anything.
-- Stephanie Carullo, 42, vice president of sales at Cisco.


FINS: You hear tales of female marginalization in the finance industry all the time. How do women get more spots at the top?
Mary Tuuk: There's no one silver bullet. Part of it is women have to be really proactive and disciplined to be open to new opportunities. As part of that, you develop business acumen for how the company makes money. Women should take on profit and loss responsibility in the early stages of their career. Beyond that, I really believe that it comes back to not only having that track record and competency, but having appropriate emotional intelligence.
We have a women's network that provides a lot of opportunity for women in the earlier stages of their career. It allows them to meet a lot of people in the company they wouldn't meet.
-- Mary Tuuk, chief risk officer for Fifth Third Bancorp