放慢速度如何使我变成更好的领导者
领导力

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> 开放式领导和耐心、倾听一样重要，它们都是关于执行的。
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![](/data/attachment/album/201805/12/114919hq2v2508r0588v4l.png)


在我职业生涯的早期，我认为我能做的最重要的事情就是行动。如果我的老板说跳，我的回答是“跳多高？”


但是当我成长为一个领导者和管理者时，我意识到了我能提供的最重要的品质是 [耐心](https://opensource.com/open-organization/16/3/my-most-difficult-leadership-lesson) 和倾听。耐心和倾听意味着我关注于真正重要的东西。我很果断，所以我会毫不犹豫地行动。然而我了解到，当我考虑来自多个来源的意见，并就我们应该做什么提供建议，而不仅仅是对眼前的请求做出反应时，我的行动更具影响力。


实行开放式领导需要培养耐心和倾听技能，我需要在[最佳行动计划上进行合作，而不仅仅是最快的计划](https://opensource.com/open-organization/16/3/fastest-result-isnt-always-best-result)。它还为我提供了一些工具，以解释 [为什么我会对某人说“不”](https://opensource.com/open-organization/17/5/saying-no-open-organization) （或者，也许是“不是现在”），这样我就能以透明和自信的方式领导。


如果你正在进行软件开发和实践 scrum 中，那么下面的观点可能会引起你的共鸣：在 sprint 计划和 sprint 演示中，耐心和倾听经理的表现和它的技能一样重要。（LCTT 译注： scrum 是迭代式增量软件开发过程，通常用于敏捷软件开发。 sprint 计划和 sprint 演示是其中的两个术语。）忘掉它们，你会减少你能够产生的影响。


### 专注于耐心


专注和耐心并不总是容易的。通常，我发现自己正坐在会议上，用行动项目填满我的笔记本时，我一般会思考：“我们只要做了某事，另外一件事就会得到改善”。然后我记得事物不是那么线性发展的。


我需要考虑可能影响情况的其他因素。暂停下来从多个人和资源中获取数据可以帮我充实策略，以确保组织长期成功。它还帮助我确定那些短期的里程碑，这些里程碑应该可以让我负责生产的业务完成交付。


这里有一个很好的例子，以前耐心不是我认为应该拥有、以及影响我的表现的东西。当我在北卡罗来纳州工作时，我与一个在亚利桑那州的人共事。我们没有使用视频会议技术，所以当我们交谈时我没有看到她的肢体语言。然而当我负责为我领导的项目交付结果时，她是确保我获得足够支持的两个人之一。


无论出于何种原因，当我与她交谈时，当她要求我做某件事时，我做了。她会为我的绩效评估提供意见，所以我想确保她高兴。那时，我还不够成熟不懂得其实没必要非要讨她开心；我的重点应该放在其他绩效指标上。我本应该花更多的时间倾听并与她合作，而不是在她还在说话的时候拿起第一个“行动项目”并开始工作。


在工作六个月后，她给了我一些负面的反馈。 我很生气，很伤心。 我没有做她所要求的一切吗？ 我工作了很长时间，每周工作近七天，为期六个月。 她怎么敢批评我的表现？


然后，在我经历了愤怒和悲伤之后，我想到了她说的话，她的反馈很重要。


在 sprint 计划和 sprint 演示中，耐心和倾听经理的表现和它的技能一样重要。


她对这个项目感到担忧，她继续让我负责是因为我是项目的负责人。我们解决了问题，并且我学到了关于如何领导的重要课程：领导力并不意味着“现在就完成”。 领导力意味着制定战略，然后制定沟通和实施支持战略的计划。这也意味着犯错和从这些问题中学习。


### 经验教训


事后看来，我意识到我可以提出更多的问题来更好地理解她的反馈意图。如果她的指导不符合我收到的其他意见，我也可能会推迟。通过耐心倾听给我的关于项目的各种信息来源，综合我所学到的知识，并创建一个连贯的行动计划，我会成为一个更好的领导者。我也会有更多的目的来推动我正在做的工作。 我不会对单个数据点做出反应，而是会实施一项战略计划。 这样我也会有一个更好的绩效评估。


我最终对她有一些反馈。 下次我们一起工作时，我不想在六个月后听到反馈意见。 我想早些时候和更频繁地听到反馈意见，以便我能够尽早从错误中学习。 关于这项工作的持续讨论是任何团队都应该发生的事情。


当我成为一名管理者和领导者时，我坚持要求我的团队达到相同的标准：计划，执行计划并反思。 重复。 不要让外力造成的麻烦让你偏离你需要实施的计划。 将工作分成小的增量，以便反思和调整计划。 正如 Daniel Goleman 写道：“把注意力放在需要的地方是领导力的一个主要任务。” 不要害怕面对这个挑战。




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via: <https://opensource.com/open-organization/18/2/open-leadership-patience-listening>


作者：[Angela Robertson](https://opensource.com/users/arobertson98) 译者：[MjSeven](https://github.com/MjSeven) 校对：[wxy](https://github.com/wxy)


本文由 [LCTT](https://github.com/LCTT/TranslateProject) 原创编译，[Linux中国](https://linux.cn/) 荣誉推出


OK
Early in my career, I thought the most important thing I could do was act. If my boss said jump, my reply was "how high?"

But as I've grown as a leader and manager, I've realized that the most important traits I can offer are [patience](https://opensource.com/open-organization/16/3/my-most-difficult-leadership-lesson) and listening. This patience and listening means I'm focusing on what's really important. I'm decisive, so I do not hesitate to act. Yet I've learned that my actions are more impactful when I consider input from multiple sources and offer advice on what we should be doing—not simply reacting to an immediate request.

Practicing open leadership involves cultivating the patience and listening skills I need to collaborate on the [ best plan of action, not just the quickest one](https://opensource.com/open-organization/16/3/fastest-result-isnt-always-best-result). It also gives me the tools I need to explain

[(or, perhaps, "not now") to someone, so I can lead with transparency and confidence.](https://opensource.com/open-organization/17/5/saying-no-open-organization)

*why*I'm saying "no"

If you're in software development and practice scrum, then the following argument might resonate with you: The patience and listening a manager displays are *as important* as her skills in sprint planning and running the sprint demo. Forget about them, and you'll lessen the impact you're able to have.

## A focus on patience

Focus and patience do not always come easily. Often, I find myself sitting in meetings and filling my notebook with action items. My default action can be to think: "We can simply do *x* and *y* will improve!" Then I remember that things are not so linear.

I need to think about the *other* factors that can influence a situation. Pausing to take in data from multiple people and resources helps me flesh out a strategy that our organization needs for long-term success. It also helps me identify those shorter-term milestones that should lead us to deliver the business results I'm responsible for producing.

Here's a great example from a time when patience *wasn't* something I valued as I should have—and how that hurt my performance. When I was based on North Carolina, I worked with someone based in Arizona. We didn't use video conferencing technologies, so I didn't get to observe her body language when we talked. While I was responsible for delivering the results for the project I led, she was one of the two people tasked with making sure I had adequate support.

For whatever reason, when I talked with this person, when she asked me to do something, I did it. She would be providing input on my performance evaluation, so I wanted to make sure she was happy. At the time, I didn't possess the maturity to know I didn't need to make her happy; my focus should have been on other performance indicators. I should have spent more time listening and collaborating with her instead of picking up the first "action item" and working on it while she was still talking.

After six months on the job, this person gave me some tough feedback. I was angry and sad. Didn't I do everything she'd asked? I had worked long hours, nearly seven days a week for six months. How dare she criticize my performance?

Then, after I had my moment of anger followed by sadness, I thought about what she said. Her feedback was on point.

She had concerns about the project, and she held me accountable because I was responsible. We worked through the issues, and I learned that vital lesson about how to lead: Leadership does not mean "get it done right now." Leadership means putting together a strategy, then communicating and implementing plans in support of the strategy. It also means making mistakes and learning from these hiccups.

## Lesson learned

In hindsight, I realize I could have asked more questions to better understand the intent of her feedback. I also could have pushed back if the guidance from her did not align with other input I was receiving. By having the patience to listen to the various sources giving me input about the project, synthesizing what I learned, and creating a coherent plan for action, I would have been a better leader. I also would have had more purpose driving the work I was doing. Instead of reacting to a single data point, I would have been implementing a strategic plan. I also would have had a better performance evaluation.

I eventually had some feedback for her. Next time we worked together, I didn't want to hear the feedback after six months. I wanted to hear the feedback *earlier and more often* so I could learn from the mistakes sooner. An ongoing discussion about the work is what should happen on any team.

As I mature as a manager and leader, I hold myself to the same standards I ask my team to meet: Plan, work the plan, and reflect. Repeat. Don't let a fire drill created by an external force distract you from the plan you need to implement. Breaking work into small increments builds in space for reflections and adjustments to the plan. As Daniel Goleman writes, "Directing attention toward where it needs to go is a primal task of leadership." Don't be afraid of meeting this challenge.

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