有效率的領袖，擁抱和支持改變
By Rick Boxx
伊迪．絲奧德里克．哈維(Edith Onderick-Harvey註1) 在”哈佛商業評論”中撰文，討論了她所謂的「五個擁抱變革的領導者行為。」她表示，70％~90％的兼併和收購往往因為領導人的不情願而無法實現目標。然而改變是不可避免的，接受改變是必要的。讓我們來討論絲奧德里克．哈維所說的五種行為。
第一個行為是「分享一個令人信服並且明確的目標」。有沒有老闆曾經要求你做某些事卻沒有告訴你為什麼？如果有令人信服而且清晰的原因，人們會更願意接受變革。正如箴言20章5節所教導的那樣：「人心懷藏謀略，好像深水，惟明哲人才能汲引出來。」
第二種行為是「看到願景和機會」。作者認為，領導者應該鼓勵所有員工往前看，並幫助他們看到機會。 馬里恩實驗室(Marion Laboratories)的創辦人愛溫．考夫曼(Ewing Kaufman註2)明白讓員工期待的價值。所以他們公司最知名的就是和所有員工舉行年度會議，並且宣布最具創新理念的獲獎者。
箴言20章12節說：「能聽的耳，能看的眼，都是耶和華所造的。」主賜給我們每個人的眼睛和耳朵，以尋找新的機會。打開員工的眼睛和耳朵，會讓改變更容易。
第三種行為是「找出問題」。發現問題是必要的，尤其是在有重大變化時。我曾經為一位開始做得不錯的首席執行長工作過。他訪問了各個分支機構，聽取了各級工作人員的意見。然而，沒過多久，他很少聽到很多重大問題，之後他就被孤立了。箴言28章22節告知我們：「人有惡眼想要急速發財，卻不知窮乏必臨到他身。」當改變發生時，請確保你的員工能自由地表達他們的擔憂。
第四種行為是「推廣計算風險和實驗」。當有風險時，許多組織傾向於問：「為什麼要做改變？」然而會處理改變的公司往往會問：「為什麼不呢？」如果沒有計算風險並偶爾失敗，創新就會受到扼殺。上帝賦予人們犯錯誤的自由，甚至是大錯。在創世記2章中，上帝說：「園中各樣樹上的果子，你可以隨意吃，只是分別善惡樹上的果子，你不可吃…」為了妥善管理變革，給你的員工自由，承擔合理的風險而不必擔心遭到報復。
第五種行為是「尋找跨界的伙伴關係。」許多企業都有部門被稱為「孤島」，阻礙了業務一起進步。一家大型銀行則實施了一項重大技術變革：成立了一個團隊，成員來自每個部門的關鍵人員。這種方法能使我們學習並解決每個部門面臨的獨特挑戰，為問題帶來統一的解決方案。詩篇133篇1節說：「 看哪，弟兄和睦同居是何等地善，何等地美！」跨界合作可以幫助你的組織實現更大的整體合一。
註1: 現任職NextBridge Consulting LLC的合夥人，也是一位作者。
註2: 是美國製藥企業家， 慈善家和美國職業棒球大聯盟的所有者。
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
您組織中的領導者(包括您自己)- 是否歡迎並支持改變，或者他們是讓必要的改變更加的困難？解釋你的答案。 將改變看成一個「問題」或是一個「機會」 有什麼區別？ 為什麼有效地表達改變的重要性和原因是很重要的？此外，讓每個受影響的人都有機會回答，提出問題並表達他們在整個過程中可能遇到的問題，也同樣重要？請解釋你的理由。 你認為「計算風險和實驗」是甚麼意思？鼓勵這種作法的積極和消極因素是什麼？
備註: 如果你手上有聖經希望知道更多關於這個主題的經文，請參考:
詩篇37篇4-5節
37:4 又要以耶和華為樂，他就將你心裏所求的賜給你。
37:5 當將你的事交託耶和華，並倚靠他，他就必成全。
箴言3章5-6節
3:5 你要專心仰賴耶和華，不可倚靠自己的聰明，
3:6 在你一切所行的事上都要認定他，他必指引你的路。
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16章3節
16:3 你所做的，要交託耶和華，你所謀的，就必成立。
箴言19章20-21節
19:20 你要聽勸教，受訓誨，使你終久有智慧。
19:21 人心多有計謀；惟有耶和華的籌算才能立定。
箴言20章18節
20:18 計謀都憑籌算立定；打仗要憑智謀。
箴言27章1節
27:1 不要為明日自誇，因為一日要生何事，你尚且不能知道。
以賽亞書 43章18-19節
43:18 耶和華如此說：你們不要記念從前的事，也不要思想古時的事。
43:19 看哪，我要做一件新事；如今要發現，你們豈不知道嗎？我必在曠野開道路，在沙漠開江河。
EFFECTIVE LEADERS EMBRACE AND NURTURE CHANGE
By Rick Boxx
Writing in the Harvard Business Review, Edith Onderick-Harvey discussed what she called “five behaviors of leaders who embrace change.” She expressed the view that 70-90 percent of mergers and acquisitions fail to meet their objectives often because of the reluctance of leaders to accept and embrace necessary change. Since change is inescapable, let”s discuss these five behaviors that Onderick-Harvey cites.
The first behavior is to share a compelling, clear purpose. Have you ever had a boss demand something without telling you why? People are more willing to embrace change if they understand the reason that is compelling and clear. As Proverbs 20:5 teaches, “The purposes of a person”s heart are deep waters, but one who has insight draws them out.” Wise leaders clarify for themselves – and their team – the purposes for change.
The second behavior is to look ahead and see opportunity. The author contends that all employees should be encouraged to look forward and help surface opportunities. Marion Laboratories founder, Ewing Kaufman, understood the value in engaging his staff in looking forward. The company was famous for holding annual meetings with all staff to announce the winners of the most innovative ideas.
Proverbs 20:12 says, “Ears that hear and eyes that see – the Lord has made them both.”The Lord gives each of us eyes and ears to scout out new opportunities. Unleash that quality in your staff and change will go easier.
The third behavior is to seek out what”s not working. There is always a need for discovering problems, but especially when major change is taking place. I once worked for a CEO who started off well. He visited the branches and listened to views from all levels of staff. It didn”t take long, however, before this CEO isolated himself. There were many significant problems he rarely heard about.
In Proverbs 28:22 we are told, “Those who trust in themselves are fools, but those who walk in wisdom are kept safe.” When change is in your midst, make sure your staff feels safe to express their concerns.
The fourth behavior is to promote calculated risk taking and experimentation. When confronted with risky opportunities, many organizations tend to ask, “Why?” Companies that handle change well tend to ask, “Why not?” Without the opportunity to take calculated risks and to fail occasionally, innovation will be stifled.
God gave man the freedom to make mistakes, even big mistakes. In Genesis 2, God said, “You are free to eat from any tree in the garden; but you must not eat from the tree of the knowledge of good and evil.” To manage change well, give your staff the freedom to innovate and take reasonable risks without fear of reprisal.
The fifth behavior is to look for boundary-spanning partnerships. Many businesses have departments or “silos” that hinder a unified approach to advancing the business. A large bank was implementing a major technology change that was going to impact many different departments. A team was formed that included key people from each of the departments. This approach allowed us to learn and address the unique challenges for each department, bringing a unified resolution to the problem.
Psalm 133:1 says, “How good and pleasant it is when God”s people live together in unity!”Boundary-spanning partnerships can help your organization strive toward greater overall unity.
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 or to sign up for Rick”s daily Integrity Moments emails, visit www.unconventionalbusiness.org. His latest book, Unconventional Business, provides “Five Keys to Growing a Business God”s Way.”
Reflection/Discussion Questions
Do leaders in your organization – including yourself – seem to welcome and facilitate change, or do they seem to make changes more difficult to implement than necessary? Explain your answer. What is the difference between viewing change as a problem – or an opportunity? Why is it important to not only effectively communicate what changes must be made and why, but also give everyone affected the opportunity to respond, ask questions and express concerns they may have throughout the process? How do you understand what is meant by “calculated risk taking and experimentation,” and what are the positives and negatives of encouraging this approach to change?
NOTE: If you have a Bible and would like to read more about this subject, consider the following passages: Psalm 37:4-5; Proverbs 3:5-6, 11:14, 15:22, 16:3, 19:20-21, 20:18, 27:1; Isaiah 43:18-19
