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          辭職大潮難以遏制,企業必須做出更大的改變

          辭職大潮難以遏制,企業必須做出更大的改變

          Rasmus Hougaard 2021-12-07
          職場領域需要進行大幅改變的并非只有薪資和福利。

          由于對所謂的雇主-雇員關系的西方哲學觀感到厭倦,拉斯穆斯·霍加德放棄了一切,前往尼泊爾。圖片來源:EYE UBIQUITOUS/GETTY IMAGES

          這場“大蕭條”,一些更加樂觀的聲音愿意將其稱之為“重新評估潮”,從很多方面來看都是對勞動力市場的一次必要修正。

          然而,職場領域需要進行大幅改變的并非只有薪資和福利。就像一句老話說的那樣,“人們只會離開經理,不會離開公司?!弊陨蟼€世紀80年代以來便備受推崇的“重結果,輕方式”的企業領導力準則,也該好好升級一下了。

          在我職業生涯的早期,我便對自己的工作和對待生活的整體方式不抱任何幻想。對于人們所謂的雇主-雇員關系的西方哲學觀,我更是感到厭倦。高度焦慮、日常壓力以及不斷證明自己“擅長”做本職工作的需求,都不是我所崇尚的。因此,我辭掉了工作,放下了一切,并來了場尼泊爾之旅。因此無論在現實中還是心靈上,我都會盡力遠離塵囂,并向尼泊爾當地冥想大師學習。我很快發現,他們對待日常生活的方式,從平凡小事到意外事件,都可以用來大幅改善現代職場。

          我發現,工作的去人性化一直都是讓雇員感到苦惱和分心的最主要因素。員工的第一屬性是人,第二屬性才是生產者,然而企業領導者因其推崇的文化而始終無法認識到這一點。

          那么我們應該如何糾正這一方式?一開始不妨采用我所稱的關愛式坦誠。

          從很多方面來看,這一方式是對硅谷在過去10年中所奉行的“激進式坦誠”的糾正。采用關愛式坦誠理念將使所有人收益,因為它在講述殘酷真相時專注于真相會造成什么樣的影響。我們公司Potential Project開展的研究發現,那些對自己的同情心評價很高的領導者報告稱,他們的壓力水平降低了66%,工作效率提高了14%,辭去工作的可能性也降低了200%,這對于當前的勞動力市場來說是一個重要利好。

          研究還顯示,當我們對另一個人表現出同情心時,我們的大腦會釋放大量的“幸福荷爾蒙”——多巴胺以及“愛的荷爾蒙”催產素。這兩種神經遞質會讓人們產生一種心靈相通的感覺,有助于人們做出更多積極的行為。

          換句話說,人們通過行動對同事展現出同情心時所感受到的神經性獎勵可能會讓人欲罷不能。例如對他人提供有幫助的指導,人們做的越多,就越容易做到,而且會感到更快樂。

          個別領導經常會被要求去應對更多需要做出艱難決定的局勢,大腦對于同情心的本能傾向往往與個人尊嚴的自我保護意愿相抵觸。當被迫履行其工作中“必要的無情”職責時,例如給出績效審核差評或解雇某人,領導者更容易得到解脫。研究顯示,當領導者以一種超然的方式來從事這種必要的無情職責時,也就是將員工看作是清單上的名字,他們會經歷更強烈的緊張性刺激,包括出現侮辱感、情緒衰竭等。然而,如果領導者選擇尊重員工,哪怕是履行必要的無情職責,這種方式不僅會減少負面感受,同時還能產生提升自我價值的積極情緒。

          在行動中,這一點意味著在開展坦誠的對話時要本著一顆同情心,承認接受方將經歷的感受,并采取措施鼓勵他們向前看。愛彼迎(Airbnb)首席執行官布萊恩·切斯基在2020年春季不得不解雇公司的1900名員工時便體現了這一理念。在一封公開信中,他列出了決策流程,直接表達了對那些受影響員工的同情心,并就這一決策造成的傷害致歉。除了慷慨的遣散費套餐之外,公司還考慮了被解雇員工在日常生活中可能會受到的影響,甚至允許個人保留其筆記本,并為員工聯絡那些能幫助他們尋找新工作的項目。

          隨著企業繼續艱難地應對“新常態”情況下可能出現的各類事件,在公司文化中將同情心作為一個關注點,從很多方面來講都是回歸人類行事方式的本真。進化論生物學家提出了一種理論:盡管從基因方面來講,適者生存法則可能已經讓人類具備了適應能力,但從文化上,我們的社會因相互關愛這種了不起的能力而繁榮昌盛。說到職場和雇員留存,當領導者展現并實施同情行為時,雇員的工作滿意度會提升34%,而倦怠率則會下降22%。

          當企業文化面臨危機時,也許我們應該轉而依靠這種顯而易見的人性力量。(財富中文網)

          本文作者拉斯姆斯·休嘉德是Potential Project首席執行官兼創始人,也是《富有同情心的領導:如何有人情味地去做不近人情的事》(Compassionate Leadership: How to do Hard Things a Human Way)一書的合著者,該書將由哈佛商業評論出版社于2022年1月出版。

          譯者:馮豐

          審校:夏林

          這場“大蕭條”,一些更加樂觀的聲音愿意將其稱之為“重新評估潮”,從很多方面來看都是對勞動力市場的一次必要修正。

          然而,職場領域需要進行大幅改變的并非只有薪資和福利。就像一句老話說的那樣,“人們只會離開經理,不會離開公司?!弊陨蟼€世紀80年代以來便備受推崇的“重結果,輕方式”的企業領導力準則,也該好好升級一下了。

          在我職業生涯的早期,我便對自己的工作和對待生活的整體方式不抱任何幻想。對于人們所謂的雇主-雇員關系的西方哲學觀,我更是感到厭倦。高度焦慮、日常壓力以及不斷證明自己“擅長”做本職工作的需求,都不是我所崇尚的。因此,我辭掉了工作,放下了一切,并來了場尼泊爾之旅。因此無論在現實中還是心靈上,我都會盡力遠離塵囂,并向尼泊爾當地冥想大師學習。我很快發現,他們對待日常生活的方式,從平凡小事到意外事件,都可以用來大幅改善現代職場。

          我發現,工作的去人性化一直都是讓雇員感到苦惱和分心的最主要因素。員工的第一屬性是人,第二屬性才是生產者,然而企業領導者因其推崇的文化而始終無法認識到這一點。

          那么我們應該如何糾正這一方式?一開始不妨采用我所稱的關愛式坦誠。

          從很多方面來看,這一方式是對硅谷在過去10年中所奉行的“激進式坦誠”的糾正。采用關愛式坦誠理念將使所有人收益,因為它在講述殘酷真相時專注于真相會造成什么樣的影響。我們公司Potential Project開展的研究發現,那些對自己的同情心評價很高的領導者報告稱,他們的壓力水平降低了66%,工作效率提高了14%,辭去工作的可能性也降低了200%,這對于當前的勞動力市場來說是一個重要利好。

          研究還顯示,當我們對另一個人表現出同情心時,我們的大腦會釋放大量的“幸福荷爾蒙”——多巴胺以及“愛的荷爾蒙”催產素。這兩種神經遞質會讓人們產生一種心靈相通的感覺,有助于人們做出更多積極的行為。

          換句話說,人們通過行動對同事展現出同情心時所感受到的神經性獎勵可能會讓人欲罷不能。例如對他人提供有幫助的指導,人們做的越多,就越容易做到,而且會感到更快樂。

          個別領導經常會被要求去應對更多需要做出艱難決定的局勢,大腦對于同情心的本能傾向往往與個人尊嚴的自我保護意愿相抵觸。當被迫履行其工作中“必要的無情”職責時,例如給出績效審核差評或解雇某人,領導者更容易得到解脫。研究顯示,當領導者以一種超然的方式來從事這種必要的無情職責時,也就是將員工看作是清單上的名字,他們會經歷更強烈的緊張性刺激,包括出現侮辱感、情緒衰竭等。然而,如果領導者選擇尊重員工,哪怕是履行必要的無情職責,這種方式不僅會減少負面感受,同時還能產生提升自我價值的積極情緒。

          在行動中,這一點意味著在開展坦誠的對話時要本著一顆同情心,承認接受方將經歷的感受,并采取措施鼓勵他們向前看。愛彼迎(Airbnb)首席執行官布萊恩·切斯基在2020年春季不得不解雇公司的1900名員工時便體現了這一理念。在一封公開信中,他列出了決策流程,直接表達了對那些受影響員工的同情心,并就這一決策造成的傷害致歉。除了慷慨的遣散費套餐之外,公司還考慮了被解雇員工在日常生活中可能會受到的影響,甚至允許個人保留其筆記本,并為員工聯絡那些能幫助他們尋找新工作的項目。

          隨著企業繼續艱難地應對“新常態”情況下可能出現的各類事件,在公司文化中將同情心作為一個關注點,從很多方面來講都是回歸人類行事方式的本真。進化論生物學家提出了一種理論:盡管從基因方面來講,適者生存法則可能已經讓人類具備了適應能力,但從文化上,我們的社會因相互關愛這種了不起的能力而繁榮昌盛。說到職場和雇員留存,當領導者展現并實施同情行為時,雇員的工作滿意度會提升34%,而倦怠率則會下降22%。

          當企業文化面臨危機時,也許我們應該轉而依靠這種顯而易見的人性力量。(財富中文網)

          本文作者拉斯姆斯·休嘉德是Potential Project首席執行官兼創始人,也是《富有同情心的領導:如何有人情味地去做不近人情的事》(Compassionate Leadership: How to do Hard Things a Human Way)一書的合著者,該書將由哈佛商業評論出版社于2022年1月出版。

          譯者:馮豐

          審校:夏林

          This “Great Resignation”, or as more optimistic voices like to call it the “Great Reevaluation”, is in many ways a necessary correction of the labor market.

          But wages and benefits aren’t the only aspects of work that are due for a changeup. As the old adage goes, “people don’t leave companies, they leave managers.” And the corporate leadership playbook, which since the 1980s has prioritized the ends but not the means, is due for a serious upgrade.

          Early on in my career, I became disillusioned with my work and overall approach to life. I especially was tired of what we would call the Western philosophical view of the employer-employee dynamic. High anxiety, daily stress, and the constant need to prove oneself in order to be “good” at your job were just things I did not want to adhere to. So, I quit my job, dropped everything, and traveled to Nepal. I went as far away as I could, both literally and figuratively, to learn from local Nepalese meditation masters. I quickly discovered that their approach to everyday life, from mundane occurrences to unexpected events, could be applied to radically improve the modern workplace.

          I've found that the dehumanization of work has been the biggest factor in creating unhappy and disengaged employees. It begins and ends with leadership driving a corporate culture that fails to recognize its workforce as people first, producers second.

          So how do we course correct? It starts with embracing what I like to call caring candor.

          In many ways, this approach is a correction of the “radical candor” championed by Silicon Valley in the last decade. Embracing a philosophy of caring candor, that delivers tough truths with a focus on how the truth will land, can benefit everyone. Research conducted by my company, Potential Project, has found that leaders that rate themselves high on compassion report lower levels of stress by 66%. They are also 14% more efficient and 200% less likely to quit their jobs, a major benefit in the current labor market.

          Research has shown that when we practice compassion toward another person, our brain releases a flood of dopamine, the “feel-good hormone” and oxytocin, the “love hormone.” Together these neurotransmitters make us feel connected to each other and help us engage in even more positive behaviors.

          In other words, the neuro-reward we feel when we show compassion to our colleagues through actions like helpful coaching can be addictive. The more we do it, the easier it becomes, and the happier we feel.

          For the individual leader who is often thrust into more situations requiring tough decision making, the brain’s natural inclination toward compassion is often at odds with the ego’s natural desire for self-preservation. This makes it easier for leaders to disengage when tasked with the “necessary evils” of their job, such as giving a harsh performance review or having to lay someone off. Research shows that when leaders approach performing necessary evils in a detached way, viewing people as names on a list, they experience heightened stressors, including feelings of stigmatization and emotional exhaustion. But, if leaders choose to treat people with dignity, even while performing necessary evils, it not only reduces negative feelings but increases positive feelings of self-worth.

          In action, this means approaching candid conversations from a place of compassion, acknowledging what the individual on the receiving end is going through, and taking steps to advocate for them moving forward. Airbnb’s CEO Brian Chesky embodied this idea when he had to lead the company’s layoff of 1,900 employees in the spring of 2020. In a public letter he outlined the decision-making process, directly expressed compassion to those impacted, and apologized for the hurt the decision caused. In addition to a generous severance package, the company considered the day-to-day impact the layoffs could have and went so far as to let individuals keep their laptops and connect them to programs designed to help them find a new job.

          As businesses continue to grapple with what our “new normal” could look like, embracing compassion as a focal point within a company culture is in many ways a return to the way humans were designed to operate. Evolutionary biologists have theorized that while genetically we may have adapted through the survival of the fittest, culturally our societies have flourished due to our amazing abilities to care for one another. When it comes to the workplace and employee retention, employee job satisfaction increases 34% and burnout rates decrease by 22% when leaders exhibit and demonstrate compassion.

          At a time when corporate culture is faced with a crisis, perhaps we should revert to relying on this distinctly human strength.

          Rasmus Hougaard is the CEO and founder of Potential Project and co-author of the upcoming book “Compassionate Leadership: How to do Hard Things a Human Way” to be published in January 2022 by HBR Press.

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