如何做個(gè)少干活的好領(lǐng)導(dǎo)？

Most managers are familiar with the idea that no matter how busy they are, they could do more. There's always another project to take on, another meeting to attend, another email to answer.

大多數(shù)管理者想必都有這樣一個(gè)觀念：不管已經(jīng)忙成什么樣子，總還能抽出時(shí)間做更多的事。他們總有另一個(gè)項(xiàng)目要啟動(dòng)、總有另一個(gè)會(huì)議要參加、也總有另一封電郵要回復(fù)。

Well, now there's a new school of thought about how managers are supposed to get more done -- and done better.

不過(guò)，如今針對(duì)管理者應(yīng)該做得更多、做得更好的問(wèn)題出現(xiàn)了一派新的觀點(diǎn)。

They should just do less.

他們應(yīng)該少干活。

'Everybody says their days are too short,' says J. Keith Murnighan, a professor at Northwestern University's Kellogg School of Management and author of 'Do Nothing! How to Stop Overmanaging and Become a Great Leader.' The key to unlocking greater productivity, Dr. Murnighan says, is to just say no: to switch off the email pings, decline meeting invitations and get home in time for dinner.

西北大學(xué)(Northwestern University)凱洛格商學(xué)院(Kellogg School of Management)教授、《什么都別做!如何不再過(guò)度管理成為偉大領(lǐng)導(dǎo)者》(Do Nothing! How to Stop Overmanaging and Become a Great Leader)一書作者J?凱斯莫尼根(J. Keith Murnighan)說(shuō)：“每個(gè)人都說(shuō)他們的時(shí)間不夠用。”莫尼根博士指出，釋放更高生產(chǎn)率的關(guān)鍵就是說(shuō)“不”：關(guān)閉電子郵件提醒、拒絕會(huì)議邀請(qǐng)、準(zhǔn)時(shí)回家吃晚飯。

In fact, dozens of studies all say the same thing: Doing less, and doing it without interruptions, can be the key to being a more productive manager and entrepreneur. A 2008 study by researchers at University of California, Irvine, and Humboldt University in Berlin, for instance, found that constant interruptions cause work to suffer and 'people to change not only work rhythms but also strategies and mental states.'

事實(shí)上，幾十項(xiàng)研究都得出了相同的結(jié)論：少做事、做的時(shí)候全心投入不受外界干擾，是成為更高效管理者和企業(yè)家的關(guān)鍵。比如加州大學(xué)歐文分校(University of California, Irvine)和柏林洪堡大學(xué)(Humboldt University)的研究人員在2008年開展的一項(xiàng)研究發(fā)現(xiàn)，持續(xù)的干擾會(huì)影響工作的完成，也會(huì)導(dǎo)致人不僅要改變工作節(jié)奏，還得調(diào)整工作計(jì)劃和精神狀態(tài)。

According to study co-author Gloria Mark, a professor at Irvine, 'Stress went up significantly when being interrupted.' The cause of the stress, she says: 'having to keep shifting your attention.'

該研究報(bào)告的共同作者之一、加州大學(xué)歐文分校教授格洛麗亞馬克(Gloria Mark)說(shuō)：“受到干擾的時(shí)候，人的壓力會(huì)顯著增加。”她說(shuō)，產(chǎn)生壓力的根源“勢(shì)必會(huì)不斷轉(zhuǎn)移你的注意力”。

But while executives may understand intellectually that busy days at the office don't equal productivity, putting laziness into practice is more difficult than it sounds. Reorganizations that allow executives to focus less on day-to-day tasks are crucial but can take months or years, says Stephan Liozu, a corporate consultant and adjunct professor at Case Western Reserve University. Other helpful steps, he says, can be enforcing interruption-free vacations and requiring detailed job descriptions that free up senior managers from work that can be easily delegated to others.

然而，雖然管理者們心里可能很清楚在辦公室不停的忙碌并不等同于有效率，但真要放手不干卻是說(shuō)得容易做起來(lái)難。企業(yè)顧問(wèn)、凱斯西儲(chǔ)大學(xué)(Case Western Reserve University)兼職教授斯蒂芬里奧祖(Stephan Liozu)說(shuō)，重新進(jìn)行組織規(guī)劃、以便讓管理者們少花精力在日常事務(wù)上這一步非常重要，但也許要經(jīng)歷數(shù)月或數(shù)年才能完成。他說(shuō)，其他有用的方法還有：強(qiáng)迫休假同時(shí)避免任何干擾;制定詳細(xì)的職務(wù)說(shuō)明、把高管們從那些可以輕松交由他人代辦的工作中釋放出來(lái)。

Even when companies say they want to make a change, Mr. Liozu says, most don't act on it. 'They are stuck,' he says. He adds that he often asks executives to stop sending emails on weekends to make it clear to others that they are off the clock. But many executives don't know how to slow down and meet more reasonable deadlines.

里奧祖說(shuō)，即便有的企業(yè)口口聲聲說(shuō)想要改變，絕大多數(shù)也不會(huì)真正采取行動(dòng)。他說(shuō)：“它們無(wú)法擺脫現(xiàn)狀。”里奧祖又表示，他常常讓高管們不要再在周末發(fā)送電子郵件，好讓其他人清楚地知道他們?cè)谛菹?。但是許多高管不知道如何慢下來(lái)、按更合理的時(shí)間表安排工作。

'Being busy and acting busy can be addictive,' Mr. Liozu says.

里奧祖說(shuō)：“忙碌的狀態(tài)和忙碌的工作會(huì)讓人上癮。”

Despite such general skepticism, there are executives and managers who follow the do-more-by-doing-less principle and find that it works for them. Kyle McDowell, a Tampa-based vice president at UnitedHealth Group Inc., says he keeps his morning calendar clear to assess strategic goals. And when looking at job candidates, he ranks passion for the work above having the exact skills needed. He feels confident delegating even the most challenging projects to his enthusiastic reports, he says, because they are more willing to take chances. 'A lot of folks confuse output and effort,' says Mr. McDowell.

盡管有這么多的懷疑，但那些遵照“少做就是多做”原則的高管和管理者們發(fā)現(xiàn)這一招對(duì)他們很管用。聯(lián)合健康集團(tuán)(UnitedHealth Group Inc.)駐坦帕市(Tampa)的副總裁凱爾麥克道爾(Kyle McDowell)說(shuō)，他會(huì)把早上的時(shí)間空出來(lái)評(píng)估戰(zhàn)略目標(biāo)。在考量應(yīng)聘者的時(shí)候，他會(huì)把工作熱情排在專業(yè)技能之上。他說(shuō)，對(duì)于那些滿懷工作熱情的下屬，即便把最難的項(xiàng)目交給他們他也會(huì)很放心，因?yàn)檫@樣的員工更愿意做各種嘗試。麥克道爾說(shuō)：“許多人把結(jié)果和努力混為一談。”

Jeff Zwelling, a founder of five tech companies, recently spoke to a group of potential investors about his latest company, Convertro, a media measurement firm based in Santa Monica, Calif. Mr. Zwelling, chief executive and co-founder of the company, says he told the group that he personally follows an eight-hour workday -- a rarity in the startup world known for 90-hour weeks.

創(chuàng)立了五家科技公司的杰夫韋林(Jeff Zwelling)近日向一批潛在投資者介紹他最近在加州 塔莫尼卡(Santa Monica)成立的媒體評(píng)估公司Convertro。作為公司首席執(zhí)行長(zhǎng)、聯(lián)合創(chuàng)始人，韋林告訴這些投資者，他個(gè)人遵守工作日八小時(shí)的工作時(shí)間――這在以每周工作90個(gè)小時(shí)而著稱的初創(chuàng)企業(yè)圈中實(shí)屬罕見。

'I may go to Pilates at 3 p.m. and don't want you to think I'm a crappy CEO because of that,' Mr. Zwelling says he told the group. 'You're buying into someone who has a track record of success,' he says he assured them. Success, he adds, comes from 'not overwhelming myself with everyday tasks.'

韋林說(shuō)他這樣對(duì)那群投資者說(shuō)道：“我下午三點(diǎn)會(huì)去上普拉提課，我不想你們因此就認(rèn)為我是一個(gè)糟糕的CEO。”他說(shuō)他向那些投資者保證，“你們即將跟進(jìn)的是一個(gè)有著成功經(jīng)歷的人”。他補(bǔ)充說(shuō)，成功來(lái)自于“自己不被每天的工作所淹沒(méi)”。

Mr. Zwelling says he prefers hiring employees who have serious hobbies outside of work. It makes them more effective on the job, he says, because they want to have time left over for their other interests. He also leads by example, he says, explaining to each new hire that he works hard while at the office, which means not wasting time on social media or surfing the Web.

韋林說(shuō)他喜歡雇傭那些在工作之外有嚴(yán)肅愛好的人。他說(shuō)，這會(huì)讓他們?cè)诠ぷ髦懈行?，因?yàn)樗麄兿Ｍ舫鰰r(shí)間來(lái)做其他自己感興趣的事情。他說(shuō)，他自己也以身作則，他會(huì)向每個(gè)新員工解釋他會(huì)在辦公室專心努力工作，而不是把時(shí)間浪費(fèi)在社交媒體和上網(wǎng)上。

At office-furniture-maker Steelcase Inc., Donna Flynn, director of workspace futures, works at her own pace and lets her staff of behavioral researchers do the same. 'There are a lot of benefits to walking away from a problem you are fixated on solving and letting your subconscious do its work underneath the surface,' says Ms. Flynn, whose office is on her 20-acre ranch in Nederland, Colo., while the company's headquarters are in Grand Rapids, Mich.

辦公家具生產(chǎn)商Steelcase Inc.的研究團(tuán)隊(duì)“未來(lái)辦公空間”(WorkSpace Futures)的主管唐娜?弗林(Donna Flynn)按照自己的步調(diào)工作，而且也讓她那些做行為研究的下屬這樣做。弗林說(shuō)：“暫時(shí)拋開你苦苦尋找解決辦法的那個(gè)問(wèn)題、讓你的潛意識(shí)在下面工作，這樣做有很多的益處。”她的辦公室位于她在科羅拉多州尼德蘭(Nederland)占地20英畝的農(nóng)場(chǎng)里，而公司總部設(shè)在密歇根州的大急流城(Grand Rapids)。

Ms. Flynn's team is based all over the world. Rather than scheduling video conferences and calls to stay in daily contact, the researchers work on long-term projects on their own time and meet in person only two weeks a year.

弗林的團(tuán)隊(duì)成員遍布世界各地，這些研究人員不是每天都通過(guò)視頻會(huì)議和電話來(lái)溝通，而是根據(jù)各自的時(shí)間一起完成長(zhǎng)期的項(xiàng)目，每年只有兩周的時(shí)間會(huì)碰面開會(huì)。

Not keeping in constant contact, Ms. Flynn says, allows everyone to work more effectively. 'It's about having higher-quality work time, because you spend more time nourishing your well-being,' she says.

弗林說(shuō)，沒(méi)有了頻繁的聯(lián)絡(luò)每個(gè)人就可以更高效地工作。她說(shuō)：“這意味著更高質(zhì)量的工作時(shí)間，因?yàn)槟憧梢园迅嗟臅r(shí)間花在提高生活質(zhì)量上。”

To be sure, not every personality is cut out for the kinds of behavioral adjustment that doing less on a daily basis can require. According to Dr. Murnighan, many executives feel the need to keep up appearances and find it tough to fight the natural inclination to stay busy.

當(dāng)然，也并非每個(gè)人都適合此類為每日減量工作而必須進(jìn)行的行為調(diào)整。莫尼根博士說(shuō)，許多高管覺得凡事一定要事必躬親，很難改變自己喜歡忙碌的天性。

'A lot of people are Type A,' he says. 'Our ancestors wouldn't have survived if they weren't proactive.'

他說(shuō)：“許多人是A型行為者，我們的祖先要不是主動(dòng)行動(dòng)者的話也無(wú)法生存下來(lái)。”