{"type":"doc","content":[{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"對於技術領導者來說，腦力、體力、心力三者缺一不可。腦力代表其制定戰略願景和目標的頂層設計能力，體力關係到其能不能打造一個有執行力的團隊去執行制定好的戰略，心力則關係着技術領導者在面對壓力、挫折、困難和挑戰時，內心如何保持足夠的穩定性。如果說腦力和體力決定一個人有沒有資格成爲技術領導者，那心力則決定了他在這條路上能走多遠、多穩。中國平安HRX資深數據總監錢勇在華爲開發者大會 HDC.Cloud 2021的“如何打造一支有戰鬥力的技術團隊”峯會上發表了主題爲“技術領導者如何提升心力？”的演講，"},{"type":"text","marks":[{"type":"strong"}],"text":"分享了他對於技術領導者心力模型和發展階段的理解，以及技術領導者心力修煉的實踐經驗"},{"type":"text","text":"。InfoQ將演講內容整理如下，希望能對大家有所啓發和幫助，也可以"},{"type":"link","attrs":{"href":"https:\/\/www.infoq.cn\/video\/JtONBS6qR5Yo3p1WJjUu","title":null,"type":null},"content":[{"type":"text","text":"點擊這裏查看"}]},{"type":"text","text":"完整演講視頻。"}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"近幾年我們看到許多先進技術湧現，這些技術背後的核心其實是千千萬萬的工程師，這些工程師處在不同的公司和組織裏，通過合作的模式創造出這麼多偉大的產品。但是這兩點連成的一線是一個不穩定結構，它還缺一個角。另外一個角我把它叫做技術領導者，或者叫做技術管理者。三者構成了一個三角形的架構才能真正的穩定。而在這樣的穩定架構裏作爲一名技術領導者，我們最缺乏或者說對我們挑戰最大的核心能力是什麼呢？結合最近一兩年的體會，我認爲是心力，是我們的心如何能支撐我們做好人和機器之間的關係、人和人之間的關係，所以今天我想跟大家講講“心力”這個詞。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"什麼是心力？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"首先引用五百年前的聖人王陽明的一句話，叫“聖人之道，吾性自足”。我接下來分享的很多內容可能在你們看來帶有一點唯心主義色彩，但是當我們面對很多不確定性的時候，我們內心的那股力量才能真正幫我們走出來，這是非常之關鍵的。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"江湖上傳言有三力，腦力、體力和心力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第一個叫腦力，我理解就是作爲一個技術領導者的頂層設計能力，是不是能夠很好地規劃公司的戰略願景和目標，是不是能夠洞察出公司客戶的市場在哪裏，他們背後最核心的需求是什麼，你能給他創造的核心價值是什麼。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第二個叫體力，我理解就是執行力，其實平安最大的核心競爭力就是在40萬人規模的企業當中打造了一個戰略執行型的組織，能夠做到腦體配合，做到很好的一致性。如果腦力很牛，頂層設計很棒，但是當體力跟不上的時候也是沒有意義的。一流的戰略二流的執行，不如二流的戰略一流的執行，所以我認爲體力是你能不能打造一個有執行力的團隊。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第三個我們談到心力，心力是當你帶領一個大規模團隊的時候，你內心深處最糾結的地方。很多做技術的同學都很忙，晚上要幹到很晚，忙的時候還好，反正只面對眼前的事。但是當你躺在牀上靜下心來想睡覺的時候，有時候會睡不着，爲什麼呢？因爲有很多事情會在你的腦海裏浮現。比如，前面客戶在做阻礙，後面你的股東和老闆不停的催着你要往前跑，競爭對手跟你拼殺，你的團隊內部很多關鍵崗位的核心能力缺失，關鍵崗位的核心骨幹又要離職，招人又招不到，看上的人又給不出他想要的薪酬。所有的這些問題都會在你的腦子裏浮現，這個時候你就會想，我爲什麼要這麼做呢？我爲什麼要讓自己這麼累呢？我這麼辛苦，我的目的和意義是什麼呢？所有這些東西都是要靠心力來給你答案的，所以今天我們會在這個維度來給大家展開這個話題。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"我認爲陽明心學是解決所有領導者、不單單是技術領導者內心心力成長的一顆解藥，它可以讓你很好地在面對壓力或者困難挑戰時，內心保持安定的穩定器。腦力和體力決定你有沒有資格走這條路，但是心力決定你能走多遠，決定你能走多穩。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"技術領導風格與心力模型"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"我今天會給大家分享幾個模型。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"作爲一名技術領導者，我們要處理跟很多關係，跟上級的關係，跟下級的關係，跟我相平的部門，或者我們客戶、合作伙伴，所有利益相關者之間的關係，所以技術領導其實很累。爲什麼很累？因爲你要關心上級的心情，你要考慮到下級的感受，你要考慮到平級的感受，但是你有沒有考慮過自己的感受？你有沒有關照過你自己的內心？其實我們想處理好跟其他人之間關係，最核心的底層是先處理好自己跟自己的關係。但是你真的瞭解自己嗎？我不認爲很多人真的瞭解自己。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/f6\/e7\/f6ce93b43ec875eee616778664a7c0e7.jpg","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" 我將心力構成引入上圖這個冰山模型，它由這兩部分構成。底層最關鍵的是我們的內在，是我們的性格，是我們的天性，其實就是我們的真我。而上面所謂的領導風格是因爲我們要扮演某個角色、擔任某個職位，要在公司裏面形成的外在風格，這個風格和你內心的性格之間未必是一致的。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"如果是一致的，你可能會做得很開心，至少你是按照自己的本性在做事情。但本性不一定能夠讓你成爲成功的領導者，這是我們面臨最大的挑戰和鴻溝。而如果你的風格跟內在性格之間沒有關聯，內心的糾結可能會無法面對，所以這是我們今天要破解的一個難題。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"心力是告訴大家，當你成爲一名技術管理者，當你內心糾結的時候，你是無法外求的。你能跟合夥人說我繃不住了？你能跟你的員工說，我已經喪失信心了？你能跟你的投資人說，我搞不定了？不可能，這個力量的源泉一定來自於你自己的內心。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"王陽明的思想也告訴我們，內心的力量是無窮無盡的。但是東方的哲學的特點是不明確的，它給你一個理論，但是你還要去拆解這個理論背後的心力是什麼。所以我又花了大量的時間去讀卡爾榮格的心理學著作，卡爾榮格把人類的天性分解成四個維度，或者叫四個模式。所以我們也將人的心力分成四種模式：培養型、包容型、展望型和指導型，這四種模式又可以演化出64種不同的子模式，這64種子模式就涵蓋了人類所有的人性特徵。如果你具備這個洞察力，你對你自己的認知、對你的合夥人的認知、對你的同事和所有人類的認知就清楚了。而當這個認知跟你的風格之間形成關聯的時候，它表現出來的衡量心力強大與否會有四個維度，分別是成熟度、飽和度、卓越度和引領度。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"技術領導者心力發展的五個階梯"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"圍繞這四個維度，我用一個簡單的方式告訴大家，如何去修煉自己作爲領導者的心力，當然這是一個簡化版的分享。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/d3\/9d\/d3c793cb46ed50f859b77b76ace3c59d.jpg","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第一個最核心的是勇氣。大衛·R·霍金斯在他的一篇論文中提出能量層級理論，能量層級的中間線就是勇氣，勇氣以上是正能量，勇氣以下是負能量。勇氣能讓你成爲公司的核心骨幹，你才具備成爲英雄的一個最基本的能力。什麼叫英雄？英是聰慧過人，雄就是有膽識。當你有一定的智慧，又有一定膽識的時候，你就可能成爲英雄。但英雄最大的特點是"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"用己之力"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，靠自己的膽識和智慧去創造價值，但英雄的心智不一定足夠成熟。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"但是當我們成爲技術管理者，開始帶領大團隊的時候，會發現這個模式不管用了。如果這個模式管用，你就永遠都是單兵作戰能力。當晉升到管理這個維度的時候，你的核心思想應該是"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"用人之力"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，而用人之力是科學管理理念最好的一種體現。1911年泰勒在《科學管理原理》那本書裏面說的核心概念就是，你找到最好的人，用計件工資的模式，把錢發給他。這個用人之力的管理模式背後的核心思想是成本思維，即你要想着用最小的成本激發人最大的動力，做出最好的成果，這叫用人之力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"而從管理者晉升到領導者，我們要邁過一個巨大的鴻溝，這個鴻溝也是我們今天最大的挑戰。因爲要跨越兩個維度，第一要跨越卓越這條線，第二要跨越成熟這條線。這之後你會進到一個新的空間。那怎麼能成爲真正的領導者呢？領導者的核心叫做"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"用人之智"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，領導者要用那些能力比自己強的人，要用那些能夠彌補自己短板的人，而且這些人往往比你的工資高，比你有個性，你能不能做到引領和包容？如果做不到，你就成爲不了一個優秀的領導者。而領導者背後最核心的推動你走向這個位置的思想是價值思維。領導者要從全局出發去看問題，要考慮整個組織的價值最大化，而不是成本最優。價值最大化就是我可以請比我收入高的人，但是可以解決我解決不了的問題，局部看付出的代價很大，整體看他幫你創造了更大的組織價值。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"但是，一個企業做大做強很容易，做持久很難。一個企業要真正基業常青，不僅需要員工出力，不僅需要員工的智慧，還需要帶領員工跟你的心在一起。真正的企業領袖可以做到"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"用人之心"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，用人之心是一個更高級的境界。領導者，尤其是創始人，一名技術領導者，CTO也是一樣的，主要看的是技術人員的心有沒有跟你在一起。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"再往上發展就是精神領袖，精神領袖叫用人之願，這是更高的境界。用人之願是把企業的願景和個人發展的願景融爲一體，我中有你，你中有我，我們是同心同德同進同退。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"以上就是技術領導者的五個不同層級和境界，你需要一點點地去突破，讓自己不斷成長，而在這個過程裏面心力是最重要的支撐，我把它叫做領導者心力發展的五個階梯。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"這裏需要補充一點，不是說你到了更高的境界，就不使用原來低層次的境界，我覺得它是一種兼容關係。比如說今天你到了領導這個層級，能夠用人之智，敢於用比自己工資高的人，敢於用比自己能力強的人，但是公司派你去從0到1開創一個新業務的時候，你第一個扮演的角色可能還是一個英雄。你應該擁有勇氣自己身先士卒，從0到1把這個業務打造出來，再逐漸地用人之力，然後用人之智，最後讓人心歸順於你，你才能把這個團隊真正帶出來。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"技術領導者駕馭團隊的動力模型"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"在前述階梯推進的基礎上，我們用什麼樣的模型能幫助員工塑造內心的動力？下圖這個動力系統至關重要。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/80\/e2\/8026ccbc818c3e597d60c21ee02f9ee2.jpg","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"我們可以從四個維度來看這個動力系統，包括價值認同、包融歸屬、學習成長、充滿希望。所以給員工設計動力系統的關鍵可以簡單地用兩個詞來表述，第一個是"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"洞察人心"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，第二個是"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"拿捏人性"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"人性是什麼？雖然人性可以說的很複雜，但是我通過那麼多的研究和實踐，其實總結出來就是四個字：趨利避害。人性最底層的心智模式就是趨利避害，看做這件事情對我有沒有好處，能避免什麼樣的壞處。這裏需要我們運用同理心和換位思考的能力，當你去給員工塑造一個事情的時候，有沒有想過他能得到的價值是什麼？所以這是拿捏人性。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"而人心是最難掌握的，人心是心理學裏面的一個概念，是人內心深處的一種感受，這個感受是在冰山下深深的潛意識裏面，難以琢磨。人類的情緒腦是在五千萬年前形成的，我們的邏輯腦很難把握情緒的規律是什麼，所以人心更多基於情感，而人性基於邏輯。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"要滿足人性很簡單，兩個動力訴求：第一個，賺錢分錢，分股票、分獎金；第二個，如果暫時不能賺錢分錢，我至少可以讓你值錢，你在我的平臺上，我給你提供機會，給你提供歷練的舞臺，給你提供資源，只要你的能力可以得到成長，就算今天賺不到錢，明天也可以賺大把的錢，這也是對人性的一種激勵。人心的激勵，他需要有希望，他需要覺得跟你幹有奔頭，他覺得在你這心裏暖暖的，被這個團隊包容，有歸屬感。這是我們給團隊成員塑造動力，讓他們擁有自驅力的一個非常重要的模型。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"技術領導者的心力修煉：行爲環法"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"接下來我給大家提供一個方法，怎麼讓別人感受到動力。這個動力不是你要求別人行爲發生改變就可以改變的，這個動力是我要求自己改變，通過自己的溝通，通過自己的思想，通過自己的行爲，讓對方感受到我的這種力量，這種力量傳遞到他身上就會形成他的自驅力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/f8\/fa\/f89b8168a15af0e0715e22f164922afa.jpg","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"這個行爲包括八個方面："}]},{"type":"numberedlist","attrs":{"start":null,"normalizeStart":1},"content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":1,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"真誠欣賞"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，表揚要具體有細節。當然人分不同類型，有的人心智模型是包容型的，需要一對一的關懷和表揚，有的人的性格是卓越型的，他需要的是公開的表揚。因此我們要學會洞察，瞭解每個人不同的內心需求，並給予真誠的欣賞、表揚和感激，及時的表揚和感激非常重要。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":2,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"共同利益"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，就是你和你的兄弟們既保持一定的距離感，又能打成一片。你要分析每一個關鍵崗位、對你來說至關重要的核心崗位的人他內心深處最想要的是什麼，而你能給他的是什麼，如果能把握住這點，你就具備了非常強大的籌碼和力量。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":3,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"包融歸屬"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"和"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"信守承諾"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，信守承諾指的是我們要去做那些自己能做到的事情，不要去承諾自己做不到的事情。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":4,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"直面樂觀"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"和"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"100%投入"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，作爲技術領導者，我們沒有悲觀的權利，不管遇到多大的挑戰、困境和挫折，我們都必須保有信心，必須樂觀，然後在所有紛繁複雜的問題當中選出一個來，叫One Thing，然後百分之百投入去解決它，只要你把它搞定，團隊的士氣和信心就會被提升起來。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":5,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"理性處理"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，不要帶有自己的感情，不要受感情的影響，從價值的角度，從理性的角度，從客觀的角度去處理事情。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":6,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"指令清晰"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，給員工的指令要清晰，要把員工和團隊主管的角色、責任和權利講清楚。"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"大家如果能做到這八個行爲，前面提到的心力和動力系統就可以有一個很好的提升。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"我的實踐心得"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"最後談談我們自己在團隊管理當中的實踐心得，主要有三個方面。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" 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"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第二個是“"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"實則實之，讓事情發生"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"”，這是平安的核心價值觀，我們要把那些虛的東西最後做成實的，怎麼做成實的？最核心的就是計劃。很多人說，現在都是計劃趕不上變化，你還搞計劃。那就迭代你的計劃，我們用計劃驅動團隊，用計劃驅動事件發展。前幾年我在管理上也走過彎路，因爲我花了大量的時間去研究怎麼管事、怎麼管人，後來我發現"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"管理的本質根本不是這兩個方面，管理的本質是管結果。"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"管事和管人只是讓你希望的那個結果出現的手段而已，當你去關心管人管事的時候，你的管理就已經跑偏了。怎麼讓結果出現？怎麼讓事情發生？就要通過計劃。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"我們在制訂計劃的時候，叫做“計劃三問”："}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第一個要告訴所有人，我們是誰，我們是一個什麼樣的組織，我們要幹什麼，我們要乾的這個事情成功的樣子是什麼，這就是意義系統的第一次塑造。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第二個是圍繞着成功的樣子，我們先搞清楚在哪裏，去哪裏，怎麼去。在回答這些問題的時候，你需要知道自己能掌控的資源、自己團隊的能力是什麼，不要做自己做不到的承諾。你需要在你和你的團隊之間，在你和你的股東之間要建立信任關係，這個信任關係是通過一次次承諾的實現，一件件事情的完成建立的，而不是你滿嘴跑火車去建立的，所以不要做自己做不到的承諾。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第三個是我們怎麼開始，要把當下最重要的關鍵任務列出來，我們要保持一個什麼樣的隊形，用什麼樣的組織結構和激勵模式去推進，再看我需要儲備多少資源，然後去啓動這件事。"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"在整個計劃設定的過程當中，我們有三個設計，第一個是專業設計，你必須具備你所做的這個事情的專業能力並把它設計出來；第二個叫組織設計，就是你必須有足夠的關鍵崗位的人員和能力支撐你去完成你的設計；第三個叫溝通設計，你需要把你幹的這件事跟所有利益相關者，有可能是股東高層，有可能是最底層的員工，用不同的方式講清楚你要幹什麼，你要給他塑造意義。做到這三點設計，我們就做到了讓事情發生的能力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第三個是“"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"肩並肩之，不要面對面"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"”。這指的是領導者要跟自己的團隊成員站在一起，跟他一個視角去看問題，不要形成對抗和衝突。你是管理者，他是被管理者，這就是一種對抗和衝突的狀態，這種狀態會極大地消耗組織的精力和能力。跟員工並肩作戰是非常重要的一種心態或者一種方式。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"談到這裏，我想再補充一個觀點，大家現在越來越多地開始學習，包括極客時間做了很多很好的課程，但是學習並不是我們的目的，成長才是。學習的目的應該是成長，學習只是手段。那怎麼去成長？就要把你學到的知識轉化成能力，這個能力可能是你真的具備了某個能力，也可能是思維方式的轉變，也可能是行爲的轉變，也可能是對這個世界感知認知的轉變，這個轉變才能真正給你帶來價值。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"這個轉變背後的核心是覺察。覺察又分爲四類："}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第一個是覺察聲音，比如說我在這裏講話，我能覺察到我說出來的字，我能聽到我的聲音，我能知道我的語氣、語調和語速。還有覺察自己內心的聲音，當你聆聽別人講話的時候，你能夠聽到自己內心的聲音，你知道他在講什麼，你的情緒是什麼，我應該用什麼樣的方式反應和迴應這個人，據說全世界能做到這個程度的人只有百分之五。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第二個是覺察肢體，就是覺察自己和對方的行爲，就是你如何通過行爲去觀察團隊的文化和它的內在驅動力發生了什麼問題，而你如何去調節和改變它。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第三個是覺察情緒，覺察自己和別人的情緒。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第四個是覺察心力模式，在很短的時間內覺察對方的心力模式並且給出正確的反應，是建立領導力最核心的根本能力。"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"其實領導力是一個選擇，而這個選擇的前提是你是否具備覺察的能力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"以上就是我今天給大家分享的內容，也期待以後有機會可以針對這個話題再展開來聊。掌握人的四種心力模式是非常有趣的，你可以瞬間就知道，對於自己身邊的人，我應該怎麼樣跟他相處，我應該怎麼對待他，我們怎麼影響他，怎麼激發他內心的潛力和自驅力，這會成爲組織前進最大的動力。"}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"演講嘉賓介紹"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"錢勇，現任中國平安保險（集團）股份有限公司HR-X資深數據總監，負責平安集團HR數據智能部門，同時分管智慧企業應用交付和售後服務團隊。擁有20年的企業級諮詢、軟件和雲服務從業經驗，對行業有深刻洞察。"}]}]}
技術領導者如何提升心力？
{"type":"doc","content":[{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"對於技術領導者來說，腦力、體力、心力三者缺一不可。腦力代表其制定戰略願景和目標的頂層設計能力，體力關係到其能不能打造一個有執行力的團隊去執行制定好的戰略，心力則關係着技術領導者在面對壓力、挫折、困難和挑戰時，內心如何保持足夠的穩定性。如果說腦力和體力決定一個人有沒有資格成爲技術領導者，那心力則決定了他在這條路上能走多遠、多穩。中國平安HRX資深數據總監錢勇在華爲開發者大會 HDC.Cloud 2021的“如何打造一支有戰鬥力的技術團隊”峯會上發表了主題爲“技術領導者如何提升心力？”的演講，"},{"type":"text","marks":[{"type":"strong"}],"text":"分享了他對於技術領導者心力模型和發展階段的理解，以及技術領導者心力修煉的實踐經驗"},{"type":"text","text":"。InfoQ將演講內容整理如下，希望能對大家有所啓發和幫助，也可以"},{"type":"link","attrs":{"href":"https:\/\/www.infoq.cn\/video\/JtONBS6qR5Yo3p1WJjUu","title":null,"type":null},"content":[{"type":"text","text":"點擊這裏查看"}]},{"type":"text","text":"完整演講視頻。"}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"近幾年我們看到許多先進技術湧現，這些技術背後的核心其實是千千萬萬的工程師，這些工程師處在不同的公司和組織裏，通過合作的模式創造出這麼多偉大的產品。但是這兩點連成的一線是一個不穩定結構，它還缺一個角。另外一個角我把它叫做技術領導者，或者叫做技術管理者。三者構成了一個三角形的架構才能真正的穩定。而在這樣的穩定架構裏作爲一名技術領導者，我們最缺乏或者說對我們挑戰最大的核心能力是什麼呢？結合最近一兩年的體會，我認爲是心力，是我們的心如何能支撐我們做好人和機器之間的關係、人和人之間的關係，所以今天我想跟大家講講“心力”這個詞。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"什麼是心力？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"首先引用五百年前的聖人王陽明的一句話，叫“聖人之道，吾性自足”。我接下來分享的很多內容可能在你們看來帶有一點唯心主義色彩，但是當我們面對很多不確定性的時候，我們內心的那股力量才能真正幫我們走出來，這是非常之關鍵的。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"江湖上傳言有三力，腦力、體力和心力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第一個叫腦力，我理解就是作爲一個技術領導者的頂層設計能力，是不是能夠很好地規劃公司的戰略願景和目標，是不是能夠洞察出公司客戶的市場在哪裏，他們背後最核心的需求是什麼，你能給他創造的核心價值是什麼。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第二個叫體力，我理解就是執行力，其實平安最大的核心競爭力就是在40萬人規模的企業當中打造了一個戰略執行型的組織，能夠做到腦體配合，做到很好的一致性。如果腦力很牛，頂層設計很棒，但是當體力跟不上的時候也是沒有意義的。一流的戰略二流的執行，不如二流的戰略一流的執行，所以我認爲體力是你能不能打造一個有執行力的團隊。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第三個我們談到心力，心力是當你帶領一個大規模團隊的時候，你內心深處最糾結的地方。很多做技術的同學都很忙，晚上要幹到很晚，忙的時候還好，反正只面對眼前的事。但是當你躺在牀上靜下心來想睡覺的時候，有時候會睡不着，爲什麼呢？因爲有很多事情會在你的腦海裏浮現。比如，前面客戶在做阻礙，後面你的股東和老闆不停的催着你要往前跑，競爭對手跟你拼殺，你的團隊內部很多關鍵崗位的核心能力缺失，關鍵崗位的核心骨幹又要離職，招人又招不到，看上的人又給不出他想要的薪酬。所有的這些問題都會在你的腦子裏浮現，這個時候你就會想，我爲什麼要這麼做呢？我爲什麼要讓自己這麼累呢？我這麼辛苦，我的目的和意義是什麼呢？所有這些東西都是要靠心力來給你答案的，所以今天我們會在這個維度來給大家展開這個話題。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"我認爲陽明心學是解決所有領導者、不單單是技術領導者內心心力成長的一顆解藥，它可以讓你很好地在面對壓力或者困難挑戰時，內心保持安定的穩定器。腦力和體力決定你有沒有資格走這條路，但是心力決定你能走多遠，決定你能走多穩。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"技術領導風格與心力模型"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"我今天會給大家分享幾個模型。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"作爲一名技術領導者，我們要處理跟很多關係，跟上級的關係，跟下級的關係，跟我相平的部門，或者我們客戶、合作伙伴，所有利益相關者之間的關係，所以技術領導其實很累。爲什麼很累？因爲你要關心上級的心情，你要考慮到下級的感受，你要考慮到平級的感受，但是你有沒有考慮過自己的感受？你有沒有關照過你自己的內心？其實我們想處理好跟其他人之間關係，最核心的底層是先處理好自己跟自己的關係。但是你真的瞭解自己嗎？我不認爲很多人真的瞭解自己。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/f6\/e7\/f6ce93b43ec875eee616778664a7c0e7.jpg","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" 我將心力構成引入上圖這個冰山模型，它由這兩部分構成。底層最關鍵的是我們的內在，是我們的性格，是我們的天性，其實就是我們的真我。而上面所謂的領導風格是因爲我們要扮演某個角色、擔任某個職位，要在公司裏面形成的外在風格，這個風格和你內心的性格之間未必是一致的。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"如果是一致的，你可能會做得很開心，至少你是按照自己的本性在做事情。但本性不一定能夠讓你成爲成功的領導者，這是我們面臨最大的挑戰和鴻溝。而如果你的風格跟內在性格之間沒有關聯，內心的糾結可能會無法面對，所以這是我們今天要破解的一個難題。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"心力是告訴大家，當你成爲一名技術管理者，當你內心糾結的時候，你是無法外求的。你能跟合夥人說我繃不住了？你能跟你的員工說，我已經喪失信心了？你能跟你的投資人說，我搞不定了？不可能，這個力量的源泉一定來自於你自己的內心。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"王陽明的思想也告訴我們，內心的力量是無窮無盡的。但是東方的哲學的特點是不明確的，它給你一個理論，但是你還要去拆解這個理論背後的心力是什麼。所以我又花了大量的時間去讀卡爾榮格的心理學著作，卡爾榮格把人類的天性分解成四個維度，或者叫四個模式。所以我們也將人的心力分成四種模式：培養型、包容型、展望型和指導型，這四種模式又可以演化出64種不同的子模式，這64種子模式就涵蓋了人類所有的人性特徵。如果你具備這個洞察力，你對你自己的認知、對你的合夥人的認知、對你的同事和所有人類的認知就清楚了。而當這個認知跟你的風格之間形成關聯的時候，它表現出來的衡量心力強大與否會有四個維度，分別是成熟度、飽和度、卓越度和引領度。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"技術領導者心力發展的五個階梯"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"圍繞這四個維度，我用一個簡單的方式告訴大家，如何去修煉自己作爲領導者的心力，當然這是一個簡化版的分享。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/d3\/9d\/d3c793cb46ed50f859b77b76ace3c59d.jpg","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第一個最核心的是勇氣。大衛·R·霍金斯在他的一篇論文中提出能量層級理論，能量層級的中間線就是勇氣，勇氣以上是正能量，勇氣以下是負能量。勇氣能讓你成爲公司的核心骨幹，你才具備成爲英雄的一個最基本的能力。什麼叫英雄？英是聰慧過人，雄就是有膽識。當你有一定的智慧，又有一定膽識的時候，你就可能成爲英雄。但英雄最大的特點是"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"用己之力"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，靠自己的膽識和智慧去創造價值，但英雄的心智不一定足夠成熟。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"但是當我們成爲技術管理者，開始帶領大團隊的時候，會發現這個模式不管用了。如果這個模式管用，你就永遠都是單兵作戰能力。當晉升到管理這個維度的時候，你的核心思想應該是"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"用人之力"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，而用人之力是科學管理理念最好的一種體現。1911年泰勒在《科學管理原理》那本書裏面說的核心概念就是，你找到最好的人，用計件工資的模式，把錢發給他。這個用人之力的管理模式背後的核心思想是成本思維，即你要想着用最小的成本激發人最大的動力，做出最好的成果，這叫用人之力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"而從管理者晉升到領導者，我們要邁過一個巨大的鴻溝，這個鴻溝也是我們今天最大的挑戰。因爲要跨越兩個維度，第一要跨越卓越這條線，第二要跨越成熟這條線。這之後你會進到一個新的空間。那怎麼能成爲真正的領導者呢？領導者的核心叫做"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"用人之智"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，領導者要用那些能力比自己強的人，要用那些能夠彌補自己短板的人，而且這些人往往比你的工資高，比你有個性，你能不能做到引領和包容？如果做不到，你就成爲不了一個優秀的領導者。而領導者背後最核心的推動你走向這個位置的思想是價值思維。領導者要從全局出發去看問題，要考慮整個組織的價值最大化，而不是成本最優。價值最大化就是我可以請比我收入高的人，但是可以解決我解決不了的問題，局部看付出的代價很大，整體看他幫你創造了更大的組織價值。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"但是，一個企業做大做強很容易，做持久很難。一個企業要真正基業常青，不僅需要員工出力，不僅需要員工的智慧，還需要帶領員工跟你的心在一起。真正的企業領袖可以做到"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"用人之心"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，用人之心是一個更高級的境界。領導者，尤其是創始人，一名技術領導者，CTO也是一樣的，主要看的是技術人員的心有沒有跟你在一起。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"再往上發展就是精神領袖，精神領袖叫用人之願，這是更高的境界。用人之願是把企業的願景和個人發展的願景融爲一體，我中有你，你中有我，我們是同心同德同進同退。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"以上就是技術領導者的五個不同層級和境界，你需要一點點地去突破，讓自己不斷成長，而在這個過程裏面心力是最重要的支撐，我把它叫做領導者心力發展的五個階梯。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"這裏需要補充一點，不是說你到了更高的境界，就不使用原來低層次的境界，我覺得它是一種兼容關係。比如說今天你到了領導這個層級，能夠用人之智，敢於用比自己工資高的人，敢於用比自己能力強的人，但是公司派你去從0到1開創一個新業務的時候，你第一個扮演的角色可能還是一個英雄。你應該擁有勇氣自己身先士卒，從0到1把這個業務打造出來，再逐漸地用人之力，然後用人之智，最後讓人心歸順於你，你才能把這個團隊真正帶出來。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"技術領導者駕馭團隊的動力模型"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"在前述階梯推進的基礎上，我們用什麼樣的模型能幫助員工塑造內心的動力？下圖這個動力系統至關重要。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/80\/e2\/8026ccbc818c3e597d60c21ee02f9ee2.jpg","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"我們可以從四個維度來看這個動力系統，包括價值認同、包融歸屬、學習成長、充滿希望。所以給員工設計動力系統的關鍵可以簡單地用兩個詞來表述，第一個是"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"洞察人心"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，第二個是"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"拿捏人性"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"人性是什麼？雖然人性可以說的很複雜，但是我通過那麼多的研究和實踐，其實總結出來就是四個字：趨利避害。人性最底層的心智模式就是趨利避害，看做這件事情對我有沒有好處，能避免什麼樣的壞處。這裏需要我們運用同理心和換位思考的能力，當你去給員工塑造一個事情的時候，有沒有想過他能得到的價值是什麼？所以這是拿捏人性。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"而人心是最難掌握的，人心是心理學裏面的一個概念，是人內心深處的一種感受，這個感受是在冰山下深深的潛意識裏面，難以琢磨。人類的情緒腦是在五千萬年前形成的，我們的邏輯腦很難把握情緒的規律是什麼，所以人心更多基於情感，而人性基於邏輯。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"要滿足人性很簡單，兩個動力訴求：第一個，賺錢分錢，分股票、分獎金；第二個，如果暫時不能賺錢分錢，我至少可以讓你值錢，你在我的平臺上，我給你提供機會，給你提供歷練的舞臺，給你提供資源，只要你的能力可以得到成長，就算今天賺不到錢，明天也可以賺大把的錢，這也是對人性的一種激勵。人心的激勵，他需要有希望，他需要覺得跟你幹有奔頭，他覺得在你這心裏暖暖的，被這個團隊包容，有歸屬感。這是我們給團隊成員塑造動力，讓他們擁有自驅力的一個非常重要的模型。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"技術領導者的心力修煉：行爲環法"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"接下來我給大家提供一個方法，怎麼讓別人感受到動力。這個動力不是你要求別人行爲發生改變就可以改變的，這個動力是我要求自己改變，通過自己的溝通，通過自己的思想，通過自己的行爲，讓對方感受到我的這種力量，這種力量傳遞到他身上就會形成他的自驅力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/f8\/fa\/f89b8168a15af0e0715e22f164922afa.jpg","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"這個行爲包括八個方面："}]},{"type":"numberedlist","attrs":{"start":null,"normalizeStart":1},"content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":1,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"真誠欣賞"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，表揚要具體有細節。當然人分不同類型，有的人心智模型是包容型的，需要一對一的關懷和表揚，有的人的性格是卓越型的，他需要的是公開的表揚。因此我們要學會洞察，瞭解每個人不同的內心需求，並給予真誠的欣賞、表揚和感激，及時的表揚和感激非常重要。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":2,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"共同利益"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，就是你和你的兄弟們既保持一定的距離感，又能打成一片。你要分析每一個關鍵崗位、對你來說至關重要的核心崗位的人他內心深處最想要的是什麼，而你能給他的是什麼，如果能把握住這點，你就具備了非常強大的籌碼和力量。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":3,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"包融歸屬"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"和"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"信守承諾"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，信守承諾指的是我們要去做那些自己能做到的事情，不要去承諾自己做不到的事情。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":4,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"直面樂觀"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"和"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"100%投入"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，作爲技術領導者，我們沒有悲觀的權利，不管遇到多大的挑戰、困境和挫折，我們都必須保有信心，必須樂觀，然後在所有紛繁複雜的問題當中選出一個來，叫One Thing，然後百分之百投入去解決它，只要你把它搞定，團隊的士氣和信心就會被提升起來。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":5,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"理性處理"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，不要帶有自己的感情，不要受感情的影響，從價值的角度，從理性的角度，從客觀的角度去處理事情。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":6,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"指令清晰"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，給員工的指令要清晰，要把員工和團隊主管的角色、責任和權利講清楚。"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"大家如果能做到這八個行爲，前面提到的心力和動力系統就可以有一個很好的提升。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"我的實踐心得"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"最後談談我們自己在團隊管理當中的實踐心得，主要有三個方面。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第一個是“"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"虛則虛之，給事物以意義"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"”。我的團隊裏面60%的人是90後，80後佔到40%，70後就兩個人，甚至00後也開始進入職場。很多人會說90後不好管，其實不是90後不好管，而是因爲90後在馬斯洛需求理論裏面，他的需求層級是高維的。我們很多人經歷過國家從弱到強、我們自己從貧窮到富裕的發展過程，所以用金錢、溫飽能激勵我們。但是對於90後來說，他出生的時候就含着金鑰匙，他的需求是愛、尊重和自我實現，所以我們做任何一件事情的時候，給他賦予一個意義是至關重要的。這個意義是分層次的，要讓不同層級的人感知到這件事對自己有什麼價值，對社會對國家對身邊的人有什麼樣的價值。這件事情可能只是領導者實現目標的手段，但對員工來說是目標，對於員工的目標你能不能賦予意義呢？如果不能，那員工的自驅力就出不來。所以“虛則虛之”，就是當你談使命願景價值觀，去給所做的事情賦予意義的時候，你可能覺得它很虛，但是它可以讓你的員工擁有意義系統併產生自驅力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第二個是“"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"實則實之，讓事情發生"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"”，這是平安的核心價值觀，我們要把那些虛的東西最後做成實的，怎麼做成實的？最核心的就是計劃。很多人說，現在都是計劃趕不上變化，你還搞計劃。那就迭代你的計劃，我們用計劃驅動團隊，用計劃驅動事件發展。前幾年我在管理上也走過彎路，因爲我花了大量的時間去研究怎麼管事、怎麼管人，後來我發現"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"管理的本質根本不是這兩個方面，管理的本質是管結果。"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"管事和管人只是讓你希望的那個結果出現的手段而已，當你去關心管人管事的時候，你的管理就已經跑偏了。怎麼讓結果出現？怎麼讓事情發生？就要通過計劃。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"我們在制訂計劃的時候，叫做“計劃三問”："}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第一個要告訴所有人，我們是誰，我們是一個什麼樣的組織，我們要幹什麼，我們要乾的這個事情成功的樣子是什麼，這就是意義系統的第一次塑造。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第二個是圍繞着成功的樣子，我們先搞清楚在哪裏，去哪裏，怎麼去。在回答這些問題的時候，你需要知道自己能掌控的資源、自己團隊的能力是什麼，不要做自己做不到的承諾。你需要在你和你的團隊之間，在你和你的股東之間要建立信任關係，這個信任關係是通過一次次承諾的實現，一件件事情的完成建立的，而不是你滿嘴跑火車去建立的，所以不要做自己做不到的承諾。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第三個是我們怎麼開始，要把當下最重要的關鍵任務列出來，我們要保持一個什麼樣的隊形，用什麼樣的組織結構和激勵模式去推進，再看我需要儲備多少資源，然後去啓動這件事。"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"在整個計劃設定的過程當中，我們有三個設計，第一個是專業設計，你必須具備你所做的這個事情的專業能力並把它設計出來；第二個叫組織設計，就是你必須有足夠的關鍵崗位的人員和能力支撐你去完成你的設計；第三個叫溝通設計，你需要把你幹的這件事跟所有利益相關者，有可能是股東高層，有可能是最底層的員工，用不同的方式講清楚你要幹什麼，你要給他塑造意義。做到這三點設計，我們就做到了讓事情發生的能力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第三個是“"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"肩並肩之，不要面對面"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"”。這指的是領導者要跟自己的團隊成員站在一起，跟他一個視角去看問題，不要形成對抗和衝突。你是管理者，他是被管理者，這就是一種對抗和衝突的狀態，這種狀態會極大地消耗組織的精力和能力。跟員工並肩作戰是非常重要的一種心態或者一種方式。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"談到這裏，我想再補充一個觀點，大家現在越來越多地開始學習，包括極客時間做了很多很好的課程，但是學習並不是我們的目的，成長才是。學習的目的應該是成長，學習只是手段。那怎麼去成長？就要把你學到的知識轉化成能力，這個能力可能是你真的具備了某個能力，也可能是思維方式的轉變，也可能是行爲的轉變，也可能是對這個世界感知認知的轉變，這個轉變才能真正給你帶來價值。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"這個轉變背後的核心是覺察。覺察又分爲四類："}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第一個是覺察聲音，比如說我在這裏講話，我能覺察到我說出來的字，我能聽到我的聲音，我能知道我的語氣、語調和語速。還有覺察自己內心的聲音，當你聆聽別人講話的時候，你能夠聽到自己內心的聲音，你知道他在講什麼，你的情緒是什麼，我應該用什麼樣的方式反應和迴應這個人，據說全世界能做到這個程度的人只有百分之五。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第二個是覺察肢體，就是覺察自己和對方的行爲，就是你如何通過行爲去觀察團隊的文化和它的內在驅動力發生了什麼問題，而你如何去調節和改變它。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第三個是覺察情緒，覺察自己和別人的情緒。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"第四個是覺察心力模式，在很短的時間內覺察對方的心力模式並且給出正確的反應，是建立領導力最核心的根本能力。"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"其實領導力是一個選擇，而這個選擇的前提是你是否具備覺察的能力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"以上就是我今天給大家分享的內容，也期待以後有機會可以針對這個話題再展開來聊。掌握人的四種心力模式是非常有趣的，你可以瞬間就知道，對於自己身邊的人，我應該怎麼樣跟他相處，我應該怎麼對待他，我們怎麼影響他，怎麼激發他內心的潛力和自驅力，這會成爲組織前進最大的動力。"}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"演講嘉賓介紹"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"錢勇，現任中國平安保險（集團）股份有限公司HR-X資深數據總監，負責平安集團HR數據智能部門，同時分管智慧企業應用交付和售後服務團隊。擁有20年的企業級諮詢、軟件和雲服務從業經驗，對行業有深刻洞察。"}]}]}
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