成功的管理者和你做的不一樣
By Rick Boxx
領導力顧問羅恩‧卡魯奇在哈佛商業評論影片中，宣稱50~60％的管理者在第一次從事管理職的時候是失敗的。卡魯奇研究成功和失敗的管理者兩者不同之處，他發現了四個關鍵因素：
第一是廣度不夠。新上任的管理者對業務的看法往往太狹隘了。一個好的管理者必須要能通盤了解組織的狀況，這樣他才能在關鍵時刻做出明智的決策。
在聖經當中，有一個實際的例子，就是使徒彼得，他的眼光不夠遠大。「耶穌轉過來，對彼得說：「撒但，退我後邊去吧！你是絆我腳的；因為你不體貼 神的意思，只體貼人的意思。」（馬太福音16章23節）。
在領導的角色中，成功的管理者必須要全盤了解整個組織的各個面向。
第二是了解時勢。成功的管理者必要能了解整個社會的文化、企業和組織的趨勢。管理者若能掌握時勢就能做出更明智的選擇。
在聖經中我們同樣也找到了這種領導方法的例子。歷代志下12章32節，我們讀到以薩迦支派，他們了解時勢在決策中的重要性：「以薩迦支派，有二百族長都通達時務，知道以色列人所當行的；他們族弟兄都聽從他們的命令。」
一但進入管理者位置，成功的管理者會花時間研究趨勢和取得背景資訊，以便為組織做更好的服務。
第三個因素是選擇。管理者每天都要面對很多選項並做選擇。例如，他們必須要決定在哪裡投入最多的時間。如果你曾經擔任過執行者，那你應該知道每個人都覺得自己做的專案最重要。但真正的成功卻是來自於能夠對分心說「不」，而專注在對任務最重要的「機會」上。
正如耶穌在馬太福音7章14節中所說：「引到永生，那門是窄的，路是小的，找著的人也少。」成功的管理者會經常說「不」，讓他們有時間做更重要的選擇。
最後一個因素是連結。成功的管理者知道，通過建立強壯的關係和信任來和別人建立連結很重要。建立正確的連結能夠讓他們建立關係和信任，因此其他人會幫助他們實現目標。下面我們用一個例子來舉例說明，孤立地工作不是一個有效的領導戰略。
我們在約翰一書4章7節中找到了這個原則：「親愛的弟兄啊，我們應當彼此相愛，因為愛是從 神來的。凡有愛心的，都是由 神而生，並且認識 神。」在工作場所愛別人是建立關係和信任的有效方式。在大多數情況下，愛會帶來雙贏的局面。
版權所有2018 非傳統商業網路(前身為純全資源中心)。節錄自和Rick Boxx的純全時刻，這本刊物主要是從基督徒的角度來探討職場上正直這個主題。如果希望知道更多關於這個事工或是想訂閱每日純全時刻，請上這個網站: www.unconventionalbusiness.org. Rick Boxx最新出版的書提供用五個關鍵的神的方法來建立企業。
反省與問題討論
在閱讀這篇週一嗎哪之前，你覺得大部分第一次擔任管理職的人會失敗的原因是甚麼？ 文章中的顧問卡魯奇所提出的四個管理者成功的因素中對你來說何者最重要？解釋你的答案。 一位管理者如何能對自己的組織、文化和需求有通盤的了解？你認為有哪些方法可以幫助管理者更了解組織？ 卡魯奇引用的最後一個因素是連結或關係。你認為為什麼很多管理者在這方面都失敗了？你認為自己在連結和關係這方面做得如何？
備註: 如果你手上有聖經，希望閱讀更多和這個主題相關的經文，請參考:
箴言 11章14節
11:14無智謀，民就敗落；謀士多，人便安居。
箴言 15章22節
15:22不先商議，所謀無效；謀士眾多，所謀乃成。
箴言 19章20節
19:20你要聽勸教，受訓誨，使你終久有智慧。
箴言27章17、23節
27:17 鐵磨鐵，磨出刃來；朋友相感（原文是磨朋友的臉）也是如此。
27:23 你要詳細知道你羊群的景況，留心料理你的牛群；
傳道書4章9-12節
4:9 兩個人總比一個人好，因為二人勞碌同得美好的果效。
4:10 若是跌倒，這人可以扶起他的同伴；若是孤身跌倒，沒有別人扶起他來，這人就有禍了。
4:11 再者，二人同睡就都暖和，一人獨睡怎能暖和呢？
4:12 有人攻勝孤身一人，若有二人便能敵擋他；三股合成的繩子不容易折斷。
使徒行傳6章3-4節
6:3 所以弟兄們，當從你們中間選出七個有好名聲、被聖靈充滿、智慧充足的人，我們就派他們管理這事。
6:4 但我們要專心以祈禱、傳道為事。」
希伯來書 13章17節
13:17 你們要依從那些引導你們的，且要順服；因他們為你們的靈魂時刻警醒，好像那將來交帳的人。你們要使他們交的時候有快樂，不致憂愁；若憂愁就與你們無益了。
WHAT SUCCESSFUL EXECUTIVES DO DIFFERENTLY
By Rick Boxx
Leadership consultant Ron Carucci, appearing in a Harvard Business Review video, claims that 50-60 percent of executives fail in their first executive role. Because of this, Carucci studied successful executives to find what they did differently from those who did not succeed. He discovered four key factors.
The first factor is Breadth. New executives tend to have a narrow view of business. Understanding the whole picture of any organization is critical in having the breadth of knowledge necessary for making wise decisions.
We see a good example of this shortcoming in the Bible. The apostle Peter was someone who had a hard time seeing the big picture. On one occasion, Jesus gave this rebuke to Peter, “You are a stumbling block to Me; for you are not setting your mind on God”s interests, but man”s” (Matthew 16:23).
In their leadership roles, successful executives seek understanding about all aspects of their organizations.
The second factor Carucci found is Context. Successful executives do the work necessary to gain understanding of trends in their culture, industry, and within their organization. Having a grasp on context will enable you to make wiser and more informed choices.
Again, in the Scriptures we find a model for this approach to leadership. In 1 Chronicles 12:32, we read about one family that understood the importance of context in decision-making: “The sons of Issachar, men who understood the times, with knowledge of what Israel should do.”
When thrust into a new role, successful executives invest time for studying trends and gaining context so they can better serve their organizations.
The third factor is Choice. Every day brings many options from which to choose. For example, executives must decide where they can best invest their time. If you have ever held an executive role, you already know there are many who believe their project is the best use of your time. But true success comes from being able to say “no” to the distractions and “yes” only to opportunities critical to the mission.
As Jesus said in Matthew 7:14, “But small is the gate and narrow the road that leads to life, and only a few find it.” Successful executives learn to say “no” frequently, so they have time for the more important choices.
The final factor Carucci discovered is Connections. Successful executives know that connecting with others, by building strong relationships and trust, is critical. Establishing the right connections will enable them to leverage those relationships and build trust so that others can help them accomplish their goals. We could cite example after example that could show how working in isolation is not an effective leadership strategy.
We find this principle addressed in 1 John 4:7, “Dear friends, let us love one another, for love comes from God. Everyone who loves has been born of God and knows God.” Loving others in one”s workplace is a powerful way to build relationships and trust. In most instances, this leads to mutual success.
Copyright 2018, Unconventional Business Network. Adapted with permission from "Integrity Moments with Rick Boxx," a commentary on issues of integrity in the workplace from a Christian perspective. To learn more, visit www.unconventionalbusiness.org. His latest book, Unconventional Business, provides “Five Keys to Growing a Business God”s Way.”
Reflection/Discussion Questions
Before reading this “Monday Manna,” what reasons would you have suggested to explain why the majority of executives encounter failure in their first executive roles? Which of the four factors Carucci presented seems most critical to you? Explain your answer. How can an executive succeed in gaining a broader view of the organization, its culture and its needs? What are some steps you think would be helpful in that regard? The last factor Carucci cited is Connections – or relationships. Why would you think many executives fail in this area? How would you assess your own effectiveness in terms of connections and relationships?
NOTE: If you have a Bible and would like to read more about this subject, consider the following passages: Proverbs 11:14, 15:22, 19:20, 27:17,23; Ecclesiastes 4:9-12; Acts 6:3-4; Hebrews 13:17
