公司領(lǐng)導(dǎo)太多到底是好是壞？

Who’s the boss? Many workers say they have more than one, and that’s causing frustration and confusion in the office.

誰才是老板?許多員工表示自己的老板不止一個(gè)，讓人困惑，令人沮喪。

More than two-thirds of employees around the world say they have to consult with more than one boss to get their jobs done, according to a Gartner survey, and nearly as many waste significant amounts of time waiting for guidance from senior leaders. The lack of clear goals has caused some employees to try to manage their managers.

Gartner Inc.的一項(xiàng)調(diào)查結(jié)果顯示，在來自世界各地的受訪者中，逾三分之二的公司職員表示自己在完成工作任務(wù)時(shí)必須向不止一個(gè)老板征詢意見，而認(rèn)為自己在等待上級(jí)領(lǐng)導(dǎo)指示時(shí)，浪費(fèi)了大量時(shí)間的職員占比也接近這一水平。由于缺乏清晰的目標(biāo)，部分職員必須反過來嘗試“管理”他們的管理者。

A few years ago at a prior job, Girish Rishi had a boss who got distracted by every minor crisis or triumph, leading to “whiplash” for his subordinates, says Mr. Rishi, now chief executive of JDA Software, of Scottsdale, Ariz.

JDA軟件集團(tuán)高管吉里什?瑞希(Girish Rishi)稱，在幾年前的上一份工作中，他的老板總是因一些小得小失而分心，導(dǎo)致下屬們忽東忽西，無所適從。JDA是總部位于亞利桑那州斯科茨代爾市的一家供應(yīng)鏈軟件供應(yīng)商。

“If there was news about a competitor, it would take up half your day,” he says. “If there was a customer win, the celebration would go on too long. Focusing on structure and priorities was missing.”

“如果出現(xiàn)了關(guān)于某個(gè)競(jìng)爭(zhēng)對(duì)手的新聞報(bào)道，這會(huì)耗上你半天時(shí)間，”他說，“如果簽下了一個(gè)客戶，慶祝的時(shí)間往往持續(xù)得過長(zhǎng)。對(duì)架構(gòu)和優(yōu)先次序的關(guān)注不復(fù)存在。”

Mr. Rishi says he tried his best to insulate his team from the chaos. He also developed his own management system based around efficiency. At JDA, a maker of supply-chain software, he requires meetings to be intensely focused and only eight or 30 minutes long, and he asks participants to submit materials 48 hours in advance.

瑞希稱，當(dāng)時(shí)他盡全力讓自己的團(tuán)隊(duì)避開這種混亂局面。他還圍繞效率的提升創(chuàng)建了一套自己的管理體系。在JDA公司，他要求各會(huì)議高度緊湊，且只持續(xù)8分鐘或30分鐘，同時(shí)他要求與會(huì)者提前48小時(shí)提交材料。

While that isn’t always possible, Mr. Rishi says, he finds that for roughly 70% of all meetings, “people come prepared, they’ve summarized their thoughts and they’ve given us adequate information.”

雖然不可能次次盡善盡美，但瑞希表示，他發(fā)現(xiàn)在約70%的會(huì)議上，“大家都有備而來、闡述核心觀點(diǎn)且言簡(jiǎn)意賅。”

Bosses now manage, on average, nine direct reports, up from five in 2008, according to Gartner, which can spread leaders so thin that they don’t have a close grasp of what their employees are doing. Only about 35% of employees surveyed in the Gartner poll last year say their manager understands their day-to-day work.

根據(jù)Gartner提供的數(shù)據(jù)，目前各企業(yè)管理人員平均每人管理九名直接下屬，較2008年的五名大幅增長(zhǎng)。在這種情況下，管理者們分身乏術(shù)，無法詳細(xì)掌握下屬們工作情況。在接受Gartner調(diào)查的企業(yè)職員中，僅有約35%的人認(rèn)為上司了解自己的日常工作情況。

“Managers are less likely to provide good feedback and coaching when they don’t understand what that employee’s workflow is,” says Brian Kropp, human-resources-practice leader at Gartner.

“在不了解員工日常工作流程的情況下，管理者們提供有效反饋和指導(dǎo)的可能性有所降低，” Gartner公司人力資源管理實(shí)踐負(fù)責(zé)人布萊恩?克洛普(Brian Kropp)指出。