{"type":"doc","content":[{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"对于技术领导者来说，脑力、体力、心力三者缺一不可。脑力代表其制定战略愿景和目标的顶层设计能力，体力关系到其能不能打造一个有执行力的团队去执行制定好的战略，心力则关系着技术领导者在面对压力、挫折、困难和挑战时，内心如何保持足够的稳定性。如果说脑力和体力决定一个人有没有资格成为技术领导者，那心力则决定了他在这条路上能走多远、多稳。中国平安HRX资深数据总监钱勇在华为开发者大会 HDC.Cloud 2021的“如何打造一支有战斗力的技术团队”峰会上发表了主题为“技术领导者如何提升心力？”的演讲，"},{"type":"text","marks":[{"type":"strong"}],"text":"分享了他对于技术领导者心力模型和发展阶段的理解，以及技术领导者心力修炼的实践经验"},{"type":"text","text":"。InfoQ将演讲内容整理如下，希望能对大家有所启发和帮助，也可以"},{"type":"link","attrs":{"href":"https:\/\/www.infoq.cn\/video\/JtONBS6qR5Yo3p1WJjUu","title":null,"type":null},"content":[{"type":"text","text":"点击这里查看"}]},{"type":"text","text":"完整演讲视频。"}]}]},{"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":"近几年我们看到许多先进技术涌现，这些技术背后的核心其实是千千万万的工程师，这些工程师处在不同的公司和组织里，通过合作的模式创造出这么多伟大的产品。但是这两点连成的一线是一个不稳定结构，它还缺一个角。另外一个角我把它叫做技术领导者，或者叫做技术管理者。三者构成了一个三角形的架构才能真正的稳定。而在这样的稳定架构里作为一名技术领导者，我们最缺乏或者说对我们挑战最大的核心能力是什么呢？结合最近一两年的体会，我认为是心力，是我们的心如何能支撑我们做好人和机器之间的关系、人和人之间的关系，所以今天我想跟大家讲讲“心力”这个词。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"什么是心力？"}]},{"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圣人王阳明的一句话，叫“圣人之道，吾性自足”。我接下来分享的很多内容可能在你们看来带有一点唯心主义色彩，但是当我们面对很多不确定性的时候，我们内心的那股力量才能真正帮我们走出来，这是非常之关键的。"}]},{"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":"江湖上传言有三力，脑力、体力和心力。"}]},{"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":"第一个叫脑力，我理解就是作为一个技术领导者的顶层设计能力，是不是能够很好地规划公司的战略愿景和目标，是不是能够洞察出公司客户的市场在哪里，他们背后最核心的需求是什么，你能给他创造的核心价值是什么。"}]},{"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":"第二个叫体力，我理解就是执行力，其实平安最大的核心竞争力就是在40万人规模的企业当中打造了一个战略执行型的组织，能够做到脑体配合，做到很好的一致性。如果脑力很牛，顶层设计很棒，但是当体力跟不上的时候也是没有意义的。一流的战略二流的执行，不如二流的战略一流的执行，所以我认为体力是你能不能打造一个有执行力的团队。"}]},{"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":"第三个我们谈到心力，心力是当你带领一个大规模团队的时候，你内心深处最纠结的地方。很多做技术的同学都很忙，晚上要干到很晚，忙的时候还好，反正只面对眼前的事。但是当你躺在床上静下心来想睡觉的时候，有时候会睡不着，为什么呢？因为有很多事情会在你的脑海里浮现。比如，前面客户在做阻碍，后面你的股东和老板不停的催着你要往前跑，竞争对手跟你拼杀，你的团队内部很多关键岗位的核心能力缺失，关键岗位的核心骨干又要离职，招人又招不到，看上的人又给不出他想要的薪酬。所有的这些问题都会在你的脑子里浮现，这个时候你就会想，我为什么要这么做呢？我为什么要让自己这么累呢？我这么辛苦，我的目的和意义是什么呢？所有这些东西都是要靠心力来给你答案的，所以今天我们会在这个维度来给大家展开这个话题。"}]},{"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":"我认为阳明心学是解决所有领导者、不单单是技术领导者内心心力成长的一颗解药，它可以让你很好地在面对压力或者困难挑战时，内心保持安定的稳定器。脑力和体力决定你有没有资格走这条路，但是心力决定你能走多远，决定你能走多稳。"}]},{"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":"技术领导风格与心力模型"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"我今天会给大家分享几个模型。"}]},{"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":"作为一名技术领导者，我们要处理跟很多关系，跟上级的关系，跟下级的关系，跟我相平的部门，或者我们客户、合作伙伴，所有利益相关者之间的关系，所以技术领导其实很累。为什么很累？因为你要关心上级的心情，你要考虑到下级的感受，你要考虑到平级的感受，但是你有没有考虑过自己的感受？你有没有关照过你自己的内心？其实我们想处理好跟其他人之间关系，最核心的底层是先处理好自己跟自己的关系。但是你真的了解自己吗？我不认为很多人真的了解自己。"}]},{"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":" 我将心力构成引入上图这个冰山模型，它由这两部分构成。底层最关键的是我们的内在，是我们的性格，是我们的天性，其实就是我们的真我。而上面所谓的领导风格是因为我们要扮演某个角色、担任某个职位，要在公司里面形成的外在风格，这个风格和你内心的性格之间未必是一致的。"}]},{"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，你可能会做得很开心，至少你是按照自己的本性在做事情。但本性不一定能够让你成为成功的领导者，这是我们面临最大的挑战和鸿沟。而如果你的风格跟内在性格之间没有关联，内心的纠结可能会无法面对，所以这是我们今天要破解的一个难题。"}]},{"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":"心力是告诉大家，当你成为一名技术管理者，当你内心纠结的时候，你是无法外求的。你能跟合伙人说我绷不住了？你能跟你的员工说，我已经丧失信心了？你能跟你的投资人说，我搞不定了？不可能，这个力量的源泉一定来自于你自己的内心。"}]},{"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":"王阳明的思想也告诉我们，内心的力量是无穷无尽的。但是东方的哲学的特点是不明确的，它给你一个理论，但是你还要去拆解这个理论背后的心力是什么。所以我又花了大量的时间去读卡尔荣格的心理学著作，卡尔荣格把人类的天性分解成四个维度，或者叫四个模式。所以我们也将人的心力分成四种模式：培养型、包容型、展望型和指导型，这四种模式又可以演化出64种不同的子模式，这64种子模式就涵盖了人类所有的人性特征。如果你具备这个洞察力，你对你自己的认知、对你的合伙人的认知、对你的同事和所有人类的认知就清楚了。而当这个认知跟你的风格之间形成关联的时候，它表现出来的衡量心力强大与否会有四个维度，分别是成熟度、饱和度、卓越度和引领度。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"技术领导者心力发展的五个阶梯"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"围绕这四个维度，我用一个简单的方式告诉大家，如何去修炼自己作为领导者的心力，当然这是一个简化版的分享。"}]},{"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":"第一个最核心的是勇气。大卫·R·霍金斯在他的一篇论文中提出能量层级理论，能量层级的中间线就是勇气，勇气以上是正能量，勇气以下是负能量。勇气能让你成为公司的核心骨干，你才具备成为英雄的一个最基本的能力。什么叫英雄？英是聪慧过人，雄就是有胆识。当你有一定的智慧，又有一定胆识的时候，你就可能成为英雄。但英雄最大的特点是"},{"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":"，靠自己的胆识和智慧去创造价值，但英雄的心智不一定足够成熟。"}]},{"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":"但是当我们成为技术管理者，开始带领大团队的时候，会发现这个模式不管用了。如果这个模式管用，你就永远都是单兵作战能力。当晋升到管理这个维度的时候，你的核心思想应该是"},{"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":"，而用人之力是科学管理理念最好的一种体现。1911年泰勒在《科学管理原理》那本书里面说的核心概念就是，你找到最好的人，用计件工资的模式，把钱发给他。这个用人之力的管理模式背后的核心思想是成本思维，即你要想着用最小的成本激发人最大的动力，做出最好的成果，这叫用人之力。"}]},{"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":"而从管理者晋升到领导者，我们要迈过一个巨大的鸿沟，这个鸿沟也是我们今天最大的挑战。因为要跨越两个维度，第一要跨越卓越这条线，第二要跨越成熟这条线。这之后你会进到一个新的空间。那怎么能成为真正的领导者呢？领导者的核心叫做"},{"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":"，领导者要用那些能力比自己强的人，要用那些能够弥补自己短板的人，而且这些人往往比你的工资高，比你有个性，你能不能做到引领和包容？如果做不到，你就成为不了一个优秀的领导者。而领导者背后最核心的推动你走向这个位置的思想是价值思维。领导者要从全局出发去看问题，要考虑整个组织的价值最大化，而不是成本最优。价值最大化就是我可以请比我收入高的人，但是可以解决我解决不了的问题，局部看付出的代价很大，整体看他帮你创造了更大的组织价值。"}]},{"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，一个企业做大做强很容易，做持久很难。一个企业要真正基业常青，不仅需要员工出力，不仅需要员工的智慧，还需要带领员工跟你的心在一起。真正的企业领袖可以做到"},{"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":"，用人之心是一个更高级的境界。领导者，尤其是创始人，一名技术领导者，CTO也是一样的，主要看的是技术人员的心有没有跟你在一起。"}]},{"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":"再往上发展就是精神领袖，精神领袖叫用人之愿，这是更高的境界。用人之愿是把企业的愿景和个人发展的愿景融为一体，我中有你，你中有我，我们是同心同德同进同退。"}]},{"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":"以上就是技术领导者的五个不同层级和境界，你需要一点点地去突破，让自己不断成长，而在这个过程里面心力是最重要的支撑，我把它叫做领导者心力发展的五个阶梯。"}]},{"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":"这里需要补充一点，不是说你到了更高的境界，就不使用原来低层次的境界，我觉得它是一种兼容关系。比如说今天你到了领导这个层级，能够用人之智，敢于用比自己工资高的人，敢于用比自己能力强的人，但是公司派你去从0到1开创一个新业务的时候，你第一个扮演的角色可能还是一个英雄。你应该拥有勇气自己身先士卒，从0到1把这个业务打造出来，再逐渐地用人之力，然后用人之智，最后让人心归顺于你，你才能把这个团队真正带出来。"}]},{"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":"技术领导者驾驭团队的动力模型"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":" 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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":"第三个是“"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"肩并肩之，不要面对面"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"”。这指的是领导者要跟自己的团队成员站在一起，跟他一个视角去看问题，不要形成对抗和冲突。你是管理者，他是被管理者，这就是一种对抗和冲突的状态，这种状态会极大地消耗组织的精力和能力。跟员工并肩作战是非常重要的一种心态或者一种方式。"}]},{"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":"谈到这里，我想再补充一个观点，大家现在越来越多地开始学习，包括极客时间做了很多很好的课程，但是学习并不是我们的目的，成长才是。学习的目的应该是成长，学习只是手段。那怎么去成长？就要把你学到的知识转化成能力，这个能力可能是你真的具备了某个能力，也可能是思维方式的转变，也可能是行为的转变，也可能是对这个世界感知认知的转变，这个转变才能真正给你带来价值。"}]},{"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":"这个转变背后的核心是觉察。觉察又分为四类："}]},{"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":"第一个是觉察声音，比如说我在这里讲话，我能觉察到我说出来的字，我能听到我的声音，我能知道我的语气、语调和语速。还有觉察自己内心的声音，当你聆听别人讲话的时候，你能够听到自己内心的声音，你知道他在讲什么，你的情绪是什么，我应该用什么样的方式反应和回应这个人，据说全世界能做到这个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":"第二个是觉察肢体，就是觉察自己和对方的行为，就是你如何通过行为去观察团队的文化和它的内在驱动力发生了什么问题，而你如何去调节和改变它。"}]}]},{"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":"第三个是觉察情绪，觉察自己和别人的情绪。"}]}]},{"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":"第四个是觉察心力模式，在很短的时间内觉察对方的心力模式并且给出正确的反应，是建立领导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":"其实领导力是一个选择，而这个选择的前提是你是否具备觉察的能力。"}]},{"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":"以上就是我今天给大家分享的内容，也期待以后有机会可以针对这个话题再展开来聊。掌握人的四种心力模式是非常有趣的，你可以瞬间就知道，对于自己身边的人，我应该怎么样跟他相处，我应该怎么对待他，我们怎么影响他，怎么激发他内心的潜力和自驱力，这会成为组织前进最大的动力。"}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"演讲嘉宾介绍"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"钱勇，现任中国平安保险（集团）股份有限公司HR-X资深数据总监，负责平安集团HR数据智能部门，同时分管智慧企业应用交付和售后服务团队。拥有20年的企业级咨询、软件和云服务从业经验，对行业有深刻洞察。"}]}]}
技术领导者如何提升心力？
{"type":"doc","content":[{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"对于技术领导者来说，脑力、体力、心力三者缺一不可。脑力代表其制定战略愿景和目标的顶层设计能力，体力关系到其能不能打造一个有执行力的团队去执行制定好的战略，心力则关系着技术领导者在面对压力、挫折、困难和挑战时，内心如何保持足够的稳定性。如果说脑力和体力决定一个人有没有资格成为技术领导者，那心力则决定了他在这条路上能走多远、多稳。中国平安HRX资深数据总监钱勇在华为开发者大会 HDC.Cloud 2021的“如何打造一支有战斗力的技术团队”峰会上发表了主题为“技术领导者如何提升心力？”的演讲，"},{"type":"text","marks":[{"type":"strong"}],"text":"分享了他对于技术领导者心力模型和发展阶段的理解，以及技术领导者心力修炼的实践经验"},{"type":"text","text":"。InfoQ将演讲内容整理如下，希望能对大家有所启发和帮助，也可以"},{"type":"link","attrs":{"href":"https:\/\/www.infoq.cn\/video\/JtONBS6qR5Yo3p1WJjUu","title":null,"type":null},"content":[{"type":"text","text":"点击这里查看"}]},{"type":"text","text":"完整演讲视频。"}]}]},{"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":"近几年我们看到许多先进技术涌现，这些技术背后的核心其实是千千万万的工程师，这些工程师处在不同的公司和组织里，通过合作的模式创造出这么多伟大的产品。但是这两点连成的一线是一个不稳定结构，它还缺一个角。另外一个角我把它叫做技术领导者，或者叫做技术管理者。三者构成了一个三角形的架构才能真正的稳定。而在这样的稳定架构里作为一名技术领导者，我们最缺乏或者说对我们挑战最大的核心能力是什么呢？结合最近一两年的体会，我认为是心力，是我们的心如何能支撑我们做好人和机器之间的关系、人和人之间的关系，所以今天我想跟大家讲讲“心力”这个词。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"什么是心力？"}]},{"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圣人王阳明的一句话，叫“圣人之道，吾性自足”。我接下来分享的很多内容可能在你们看来带有一点唯心主义色彩，但是当我们面对很多不确定性的时候，我们内心的那股力量才能真正帮我们走出来，这是非常之关键的。"}]},{"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":"江湖上传言有三力，脑力、体力和心力。"}]},{"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":"第一个叫脑力，我理解就是作为一个技术领导者的顶层设计能力，是不是能够很好地规划公司的战略愿景和目标，是不是能够洞察出公司客户的市场在哪里，他们背后最核心的需求是什么，你能给他创造的核心价值是什么。"}]},{"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":"第二个叫体力，我理解就是执行力，其实平安最大的核心竞争力就是在40万人规模的企业当中打造了一个战略执行型的组织，能够做到脑体配合，做到很好的一致性。如果脑力很牛，顶层设计很棒，但是当体力跟不上的时候也是没有意义的。一流的战略二流的执行，不如二流的战略一流的执行，所以我认为体力是你能不能打造一个有执行力的团队。"}]},{"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":"第三个我们谈到心力，心力是当你带领一个大规模团队的时候，你内心深处最纠结的地方。很多做技术的同学都很忙，晚上要干到很晚，忙的时候还好，反正只面对眼前的事。但是当你躺在床上静下心来想睡觉的时候，有时候会睡不着，为什么呢？因为有很多事情会在你的脑海里浮现。比如，前面客户在做阻碍，后面你的股东和老板不停的催着你要往前跑，竞争对手跟你拼杀，你的团队内部很多关键岗位的核心能力缺失，关键岗位的核心骨干又要离职，招人又招不到，看上的人又给不出他想要的薪酬。所有的这些问题都会在你的脑子里浮现，这个时候你就会想，我为什么要这么做呢？我为什么要让自己这么累呢？我这么辛苦，我的目的和意义是什么呢？所有这些东西都是要靠心力来给你答案的，所以今天我们会在这个维度来给大家展开这个话题。"}]},{"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":"我认为阳明心学是解决所有领导者、不单单是技术领导者内心心力成长的一颗解药，它可以让你很好地在面对压力或者困难挑战时，内心保持安定的稳定器。脑力和体力决定你有没有资格走这条路，但是心力决定你能走多远，决定你能走多稳。"}]},{"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":"技术领导风格与心力模型"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"我今天会给大家分享几个模型。"}]},{"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":"作为一名技术领导者，我们要处理跟很多关系，跟上级的关系，跟下级的关系，跟我相平的部门，或者我们客户、合作伙伴，所有利益相关者之间的关系，所以技术领导其实很累。为什么很累？因为你要关心上级的心情，你要考虑到下级的感受，你要考虑到平级的感受，但是你有没有考虑过自己的感受？你有没有关照过你自己的内心？其实我们想处理好跟其他人之间关系，最核心的底层是先处理好自己跟自己的关系。但是你真的了解自己吗？我不认为很多人真的了解自己。"}]},{"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":" 我将心力构成引入上图这个冰山模型，它由这两部分构成。底层最关键的是我们的内在，是我们的性格，是我们的天性，其实就是我们的真我。而上面所谓的领导风格是因为我们要扮演某个角色、担任某个职位，要在公司里面形成的外在风格，这个风格和你内心的性格之间未必是一致的。"}]},{"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，你可能会做得很开心，至少你是按照自己的本性在做事情。但本性不一定能够让你成为成功的领导者，这是我们面临最大的挑战和鸿沟。而如果你的风格跟内在性格之间没有关联，内心的纠结可能会无法面对，所以这是我们今天要破解的一个难题。"}]},{"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":"心力是告诉大家，当你成为一名技术管理者，当你内心纠结的时候，你是无法外求的。你能跟合伙人说我绷不住了？你能跟你的员工说，我已经丧失信心了？你能跟你的投资人说，我搞不定了？不可能，这个力量的源泉一定来自于你自己的内心。"}]},{"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":"王阳明的思想也告诉我们，内心的力量是无穷无尽的。但是东方的哲学的特点是不明确的，它给你一个理论，但是你还要去拆解这个理论背后的心力是什么。所以我又花了大量的时间去读卡尔荣格的心理学著作，卡尔荣格把人类的天性分解成四个维度，或者叫四个模式。所以我们也将人的心力分成四种模式：培养型、包容型、展望型和指导型，这四种模式又可以演化出64种不同的子模式，这64种子模式就涵盖了人类所有的人性特征。如果你具备这个洞察力，你对你自己的认知、对你的合伙人的认知、对你的同事和所有人类的认知就清楚了。而当这个认知跟你的风格之间形成关联的时候，它表现出来的衡量心力强大与否会有四个维度，分别是成熟度、饱和度、卓越度和引领度。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"技术领导者心力发展的五个阶梯"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"围绕这四个维度，我用一个简单的方式告诉大家，如何去修炼自己作为领导者的心力，当然这是一个简化版的分享。"}]},{"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":"第一个最核心的是勇气。大卫·R·霍金斯在他的一篇论文中提出能量层级理论，能量层级的中间线就是勇气，勇气以上是正能量，勇气以下是负能量。勇气能让你成为公司的核心骨干，你才具备成为英雄的一个最基本的能力。什么叫英雄？英是聪慧过人，雄就是有胆识。当你有一定的智慧，又有一定胆识的时候，你就可能成为英雄。但英雄最大的特点是"},{"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":"，靠自己的胆识和智慧去创造价值，但英雄的心智不一定足够成熟。"}]},{"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":"但是当我们成为技术管理者，开始带领大团队的时候，会发现这个模式不管用了。如果这个模式管用，你就永远都是单兵作战能力。当晋升到管理这个维度的时候，你的核心思想应该是"},{"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":"，而用人之力是科学管理理念最好的一种体现。1911年泰勒在《科学管理原理》那本书里面说的核心概念就是，你找到最好的人，用计件工资的模式，把钱发给他。这个用人之力的管理模式背后的核心思想是成本思维，即你要想着用最小的成本激发人最大的动力，做出最好的成果，这叫用人之力。"}]},{"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":"而从管理者晋升到领导者，我们要迈过一个巨大的鸿沟，这个鸿沟也是我们今天最大的挑战。因为要跨越两个维度，第一要跨越卓越这条线，第二要跨越成熟这条线。这之后你会进到一个新的空间。那怎么能成为真正的领导者呢？领导者的核心叫做"},{"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":"，领导者要用那些能力比自己强的人，要用那些能够弥补自己短板的人，而且这些人往往比你的工资高，比你有个性，你能不能做到引领和包容？如果做不到，你就成为不了一个优秀的领导者。而领导者背后最核心的推动你走向这个位置的思想是价值思维。领导者要从全局出发去看问题，要考虑整个组织的价值最大化，而不是成本最优。价值最大化就是我可以请比我收入高的人，但是可以解决我解决不了的问题，局部看付出的代价很大，整体看他帮你创造了更大的组织价值。"}]},{"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，一个企业做大做强很容易，做持久很难。一个企业要真正基业常青，不仅需要员工出力，不仅需要员工的智慧，还需要带领员工跟你的心在一起。真正的企业领袖可以做到"},{"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":"，用人之心是一个更高级的境界。领导者，尤其是创始人，一名技术领导者，CTO也是一样的，主要看的是技术人员的心有没有跟你在一起。"}]},{"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":"再往上发展就是精神领袖，精神领袖叫用人之愿，这是更高的境界。用人之愿是把企业的愿景和个人发展的愿景融为一体，我中有你，你中有我，我们是同心同德同进同退。"}]},{"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":"以上就是技术领导者的五个不同层级和境界，你需要一点点地去突破，让自己不断成长，而在这个过程里面心力是最重要的支撑，我把它叫做领导者心力发展的五个阶梯。"}]},{"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":"这里需要补充一点，不是说你到了更高的境界，就不使用原来低层次的境界，我觉得它是一种兼容关系。比如说今天你到了领导这个层级，能够用人之智，敢于用比自己工资高的人，敢于用比自己能力强的人，但是公司派你去从0到1开创一个新业务的时候，你第一个扮演的角色可能还是一个英雄。你应该拥有勇气自己身先士卒，从0到1把这个业务打造出来，再逐渐地用人之力，然后用人之智，最后让人心归顺于你，你才能把这个团队真正带出来。"}]},{"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":"技术领导者驾驭团队的动力模型"}]},{"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":"在前述阶梯推进的基础上，我们用什么样的模型能帮助员工塑造内心的动力？下图这个动力系统至关重要。"}]},{"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":"我们可以从四个维度来看这个动力系统，包括价值认同、包融归属、学习成长、充满希望。所以给员工设计动力系统的关键可以简单地用两个词来表述，第一个是"},{"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":"，第二个是"},{"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":"人性是什么？虽然人性可以说的很复杂，但是我通过那么多的研究和实践，其实总结出来就是四个字：趋利避害。人性最底层的心智模式就是趋利避害，看做这件事情对我有没有好处，能避免什么样的坏处。这里需要我们运用同理心和换位思考的能力，当你去给员工塑造一个事情的时候，有没有想过他能得到的价值是什么？所以这是拿捏人性。"}]},{"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":"而人心是最难掌握的，人心是心理学里面的一个概念，是人内心深处的一种感受，这个感受是在冰山下深深的潜意识里面，难以琢磨。人类的情绪脑是在五千万年前形成的，我们的逻辑脑很难把握情绪的规律是什么，所以人心更多基于情感，而人性基于逻辑。"}]},{"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":"要满足人性很简单，两个动力诉求：第一个，赚钱分钱，分股票、分奖金；第二个，如果暂时不能赚钱分钱，我至少可以让你值钱，你在我的平台上，我给你提供机会，给你提供历练的舞台，给你提供资源，只要你的能力可以得到成长，就算今天赚不到钱，明天也可以赚大把的钱，这也是对人性的一种激励。人心的激励，他需要有希望，他需要觉得跟你干有奔头，他觉得在你这心里暖暖的，被这个团队包容，有归属感。这是我们给团队成员塑造动力，让他们拥有自驱力的一个非常重要的模型。"}]},{"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":"技术领导者的心力修炼：行为环法"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"接下来我给大家提供一个方法，怎么让别人感受到动力。这个动力不是你要求别人行为发生改变就可以改变的，这个动力是我要求自己改变，通过自己的沟通，通过自己的思想，通过自己的行为，让对方感受到我的这种力量，这种力量传递到他身上就会形成他的自驱力。"}]},{"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":"这个行为包括八个方面："}]},{"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":"真诚欣赏"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，表扬要具体有细节。当然人分不同类型，有的人心智模型是包容型的，需要一对一的关怀和表扬，有的人的性格是卓越型的，他需要的是公开的表扬。因此我们要学会洞察，了解每个人不同的内心需求，并给予真诚的欣赏、表扬和感激，及时的表扬和感激非常重要。"}]}]},{"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":"，就是你和你的兄弟们既保持一定的距离感，又能打成一片。你要分析每一个关键岗位、对你来说至关重要的核心岗位的人他内心深处最想要的是什么，而你能给他的是什么，如果能把握住这点，你就具备了非常强大的筹码和力量。"}]}]},{"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":"包融归属"},{"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":"信守承诺"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"，信守承诺指的是我们要去做那些自己能做到的事情，不要去承诺自己做不到的事情。"}]}]},{"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":"直面乐观"},{"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":"，作为技术领导者，我们没有悲观的权利，不管遇到多大的挑战、困境和挫折，我们都必须保有信心，必须乐观，然后在所有纷繁复杂的问题当中选出一个来，叫One 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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":"大家如果能做到这八个行为，前面提到的心力和动力系统就可以有一个很好的提升。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"我的实践心得"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"最后谈谈我们自己在团队管理当中的实践心得，主要有三个方面。"}]},{"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":"第一个是“"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"虚则虚之，给事物以意义"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"”。我的团队里面60%的人是90后，80后占到40%，70后就两个人，甚至00后也开始进入职场。很多人会说90后不好管，其实不是90后不好管，而是因为90后在马斯洛需求理论里面，他的需求层级是高维的。我们很多人经历过国家从弱到强、我们自己从贫穷到富裕的发展过程，所以用金钱、温饱能激励我们。但是对于90后来说，他出生的时候就含着金钥匙，他的需求是爱、尊重和自我实现，所以我们做任何一件事情的时候，给他赋予一个意义是至关重要的。这个意义是分层次的，要让不同层级的人感知到这件事对自己有什么价值，对社会对国家对身边的人有什么样的价值。这件事情可能只是领导者实现目标的手段，但对员工来说是目标，对于员工的目标你能不能赋予意义呢？如果不能，那员工的自驱力就出不来。所以“虚则虚之”，就是当你谈使命愿景价值观，去给所做的事情赋予意义的时候，你可能觉得它很虚，但是它可以让你的员工拥有意义系统并产生自驱力。"}]},{"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":"第二个是“"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"实则实之，让事情发生"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"”，这是平安的核心价值观，我们要把那些虚的东西最后做成实的，怎么做成实的？最核心的就是计划。很多人说，现在都是计划赶不上变化，你还搞计划。那就迭代你的计划，我们用计划驱动团队，用计划驱动事件发展。前几年我在管理上也走过弯路，因为我花了大量的时间去研究怎么管事、怎么管人，后来我发现"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"管理的本质根本不是这两个方面，管理的本质是管结果。"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"管事和管人只是让你希望的那个结果出现的手段而已，当你去关心管人管事的时候，你的管理就已经跑偏了。怎么让结果出现？怎么让事情发生？就要通过计划。"}]},{"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":"我们在制订计划的时候，叫做“计划三问”："}]},{"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":"第一个要告诉所有人，我们是谁，我们是一个什么样的组织，我们要干什么，我们要干的这个事情成功的样子是什么，这就是意义系统的第一次塑造。"}]}]},{"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":"第二个是围绕着成功的样子，我们先搞清楚在哪里，去哪里，怎么去。在回答这些问题的时候，你需要知道自己能掌控的资源、自己团队的能力是什么，不要做自己做不到的承诺。你需要在你和你的团队之间，在你和你的股东之间要建立信任关系，这个信任关系是通过一次次承诺的实现，一件件事情的完成建立的，而不是你满嘴跑火车去建立的，所以不要做自己做不到的承诺。"}]}]},{"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":"第三个是我们怎么开始，要把当下最重要的关键任务列出来，我们要保持一个什么样的队形，用什么样的组织结构和激励模式去推进，再看我需要储备多少资源，然后去启动这件事。"}]}]}]},{"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":"在整个计划设定的过程当中，我们有三个设计，第一个是专业设计，你必须具备你所做的这个事情的专业能力并把它设计出来；第二个叫组织设计，就是你必须有足够的关键岗位的人员和能力支撑你去完成你的设计；第三个叫沟通设计，你需要把你干的这件事跟所有利益相关者，有可能是股东高层，有可能是最底层的员工，用不同的方式讲清楚你要干什么，你要给他塑造意义。做到这三点设计，我们就做到了让事情发生的能力。"}]},{"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":"第三个是“"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}},{"type":"strong"}],"text":"肩并肩之，不要面对面"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"”。这指的是领导者要跟自己的团队成员站在一起，跟他一个视角去看问题，不要形成对抗和冲突。你是管理者，他是被管理者，这就是一种对抗和冲突的状态，这种状态会极大地消耗组织的精力和能力。跟员工并肩作战是非常重要的一种心态或者一种方式。"}]},{"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":"谈到这里，我想再补充一个观点，大家现在越来越多地开始学习，包括极客时间做了很多很好的课程，但是学习并不是我们的目的，成长才是。学习的目的应该是成长，学习只是手段。那怎么去成长？就要把你学到的知识转化成能力，这个能力可能是你真的具备了某个能力，也可能是思维方式的转变，也可能是行为的转变，也可能是对这个世界感知认知的转变，这个转变才能真正给你带来价值。"}]},{"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":"这个转变背后的核心是觉察。觉察又分为四类："}]},{"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":"第一个是觉察声音，比如说我在这里讲话，我能觉察到我说出来的字，我能听到我的声音，我能知道我的语气、语调和语速。还有觉察自己内心的声音，当你聆听别人讲话的时候，你能够听到自己内心的声音，你知道他在讲什么，你的情绪是什么，我应该用什么样的方式反应和回应这个人，据说全世界能做到这个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":"第二个是觉察肢体，就是觉察自己和对方的行为，就是你如何通过行为去观察团队的文化和它的内在驱动力发生了什么问题，而你如何去调节和改变它。"}]}]},{"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":"第三个是觉察情绪，觉察自己和别人的情绪。"}]}]},{"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":"第四个是觉察心力模式，在很短的时间内觉察对方的心力模式并且给出正确的反应，是建立领导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":"其实领导力是一个选择，而这个选择的前提是你是否具备觉察的能力。"}]},{"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":"以上就是我今天给大家分享的内容，也期待以后有机会可以针对这个话题再展开来聊。掌握人的四种心力模式是非常有趣的，你可以瞬间就知道，对于自己身边的人，我应该怎么样跟他相处，我应该怎么对待他，我们怎么影响他，怎么激发他内心的潜力和自驱力，这会成为组织前进最大的动力。"}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"演讲嘉宾介绍"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"钱勇，现任中国平安保险（集团）股份有限公司HR-X资深数据总监，负责平安集团HR数据智能部门，同时分管智慧企业应用交付和售后服务团队。拥有20年的企业级咨询、软件和云服务从业经验，对行业有深刻洞察。"}]}]}
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