遠(yuǎn)程辦公的管理藝術(shù)
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????因此，馬格斯基和拉?喬伊亞都認(rèn)為，公司、或者說至少像你這樣的團(tuán)隊領(lǐng)導(dǎo)者需要一個遠(yuǎn)程辦公必備品質(zhì)清單。馬格斯基說：“上司如果只是一時興起讓某位員工遠(yuǎn)程辦公，對于遠(yuǎn)程辦公的條件沒有明確的標(biāo)準(zhǔn)，只會讓自己處于不利位置。你必須能夠從業(yè)務(wù)的角度指出拒絕某個請求的具體原因?！?/p> ????例如，清單上肯定要包含“無需提醒就能按時完成工作”這項能力。因為，她認(rèn)為，“如果員工在辦公室就存在這方面的問題，獨自工作就更不可能有任何改善?！碑?dāng)然，清單上的內(nèi)容，取決于團(tuán)隊領(lǐng)導(dǎo)者最重視的東西。但根據(jù)自己對每個人表現(xiàn)的觀察，擁有客觀的決定標(biāo)準(zhǔn)，可以最大限度地減少你所說的“奇怪的緊張氛圍”。 ????馬格斯基補(bǔ)充道，如果有一位或多位員工遠(yuǎn)程辦公，團(tuán)隊管理者或許也應(yīng)該改變一下自己的管理風(fēng)格。她說：“實現(xiàn)有效的遠(yuǎn)程辦公實際是一條雙行道。不久前，雅虎（Yahoo）宣布終止在家辦公政策，因為公司認(rèn)為人們在家辦公的效率更低，但雅虎管理層也應(yīng)該受到批評，很明顯，他們的監(jiān)管力度不夠?！?/p> ????你本人在家辦公的經(jīng)歷肯定能幫你領(lǐng)會馬格斯基推薦的一些基本要素。其中最重要的是溝通。她說：“目標(biāo)和事情的輕重緩急順序總是在不斷變化，讓所有人了解最新動態(tài)非常重要，不要對遠(yuǎn)程辦公的員工‘眼不見，心不煩’。不是每天都來公司的員工更需要你不厭其煩地保持溝通，一方面是為了避免他們感到孤立，一方面是為了確保他們理解決策的前因后果——不僅僅是發(fā)生了什么，而且要讓他們知道原因?！?/p> ????馬格斯基說：“人天生就會編故事。如果我們不知道正在發(fā)生的進(jìn)展，我們就會開始在腦海里編故事。很不幸的是，我們編出來的往往是一些不好的、負(fù)面的、導(dǎo)致焦慮的故事。管理者肯定不希望有人都把精力浪費到這些事上面?！保ㄘ敻恢形木W(wǎng)） ????反饋：如果你曾經(jīng)有過遠(yuǎn)程辦公的經(jīng)歷，或下屬中有人曾遠(yuǎn)程辦公，你認(rèn)為導(dǎo)致遠(yuǎn)程辦公可行（或不可行）最重要的原因是什么？歡迎評論。 ????譯者：劉進(jìn)龍/汪皓 ???? |
????For that reason, both Magosky and La Gioia say that companies -- or, at the very least, individual team leaders like you -- need a standardized checklist of telecommuting traits. "Trying to let some people telecommute on an ad hoc basis, without a clear set of criteria for who works at home and who doesn't, puts bosses in an untenable position," says Magosky. "You need to be able to point to a specific business reason for turning down someone's request." ????The ability to meet deadlines without being reminded, for instance, could belong on that list, because "someone who has trouble with that in the office is not going to be any better at it" when they're working alone, she says. What's on your list depends on what you as a team leader value most, of course. But having an objective standard for your decisions, based on what you've observed about each person's performance, can go a long way toward minimizing the "weird political tension" you describe. ????Once you've got one or more remote employees, Magosky adds, your management style may have to change, too. "Making telecommuting work is really a two-way street," she says. "When Yahoo pulled the plug on working from home because people were supposedly less productive away from the office, I blamed the managers who evidently took their eye off the ball." ????Your own experience working from home probably taught you the basics that Magosky recommends. The biggest one is communication. "Goals and priorities are always shifting, and it's important to keep everyone up to date, and not let remote employees be 'out of sight, out of mind,'" she notes. "You almost have to over-communicate with people who aren't there every day, both to keep them from feeling isolated and to make sure they understand the context of decisions -- not only what's happening, but why. ????"People are story-making machines. If we don't know what's going on, we start making up stories, and unfortunately they're usually bad, negative, anxiety-producing stories," Magosky says. "You don't want anybody wasting energy on that." ????Talkback: If you've telecommuted, or managed people who have, what was most important in making it work (or not)? Leave a comment below. |
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