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别让糟糕的时间管理，毁了你的领导力
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One Sentence Summary
This article delves into the negative ripple effects of poor time management by managers on their teams, proposing five key areas for improvement aimed at boosting team morale and retention by optimizing managers' personal efficiency.
Summary
The article points out that poor time management by managers is a core factor leading to excessive stress, burnout, and even health issues among subordinates. According to a survey, 84% of employees believe that incompetent managers create unnecessary work pressure. The author identifies five common management shortcomings: lack of awareness of team capacity, seeking help at the last minute for known issues, failing to set boundaries with superiors, being difficult to reach, and lack of feedback. To address these issues, the article suggests establishing a centralized task tracking system, delegating tasks in advance, communicating priorities with superiors, scheduling fixed one-on-one meeting times, and providing timely recognition. Through these practices, managers can not only reduce their own stress but also significantly improve the team's working environment and performance, thereby reducing turnover rates.
Main Points
* 1. Managers should establish a centralized tracking system to real-time monitor team members' current workload and remaining capacity.Avoid blindly assigning tasks when subordinates reach their capacity limits. Through shared lists or project management tools, managers can more scientifically assess task feasibility, preventing teams from experiencing decreased work quality or paralysis due to overload. * 2. Eliminate 'last-minute requests'; as soon as a task is known, assess delegation possibilities and create a roadmap.Sudden urgent tasks are a primary cause of accelerating employee burnout. Managers should review future needs through periodic reminders, inform the team weeks in advance, and use clear milestone documentation to ensure everyone has a holistic understanding of project progress. * 3. Courageously set boundaries with upper management, clarifying the prioritization of new tasks against existing strategic goals.Blindly accepting all requests from superiors will directly overwhelm the team. Managers need to act as a 'filter' by communicating with superiors to confirm which tasks can be postponed or de-prioritized, thereby protecting the team's energy to focus on core value creation. * 4. Establish fixed one-on-one meeting mechanisms and 'office hours,' ensuring the team can find someone when they need support.Employees don't need micromanagement, but they do need timely guidance. By honoring meeting commitments and establishing open communication channels, managers can provide the team with necessary security and feedback, avoiding decision delays caused by communication gaps.
Metadata
AI Score
81
Website mp.weixin.qq.com
Published At Today
Length 2601 words (about 11 min)
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即使你工作努力、意图良好，仍可能给你的直接下属带来压力或挫伤其积极性。作为管理者，你有责任为自己和团队努力改进时间管理方面的缺陷。这不仅能减少每个人的压力，鉴于优秀管理者对员工留任的重要性，这也可能影响人员流失率。
或许你清晨醒来时，并不会想着：“我要怎样才能让下属苦不堪言呢？”
但根据美国人力资源管理协会（SHRM）的一项调查，84%的员工认为，能力欠佳的管理者会制造不必要的工作和压力，而这些管理者最有待提升的三项技能之一就是“时间管理与任务分配”。根据我为客户提供时间管理教练服务的观察，糟糕的时间管理是导致管理不善的一个重要因素。当你无法掌控自己的时间时，最终往往会压垮你的团队、制造不必要的紧急状况，并忽视提供必要的支持。
如果你在时间管理方面存在困难，很可能会产生负面的连锁反应。程度较轻的话，可能只是团队会开玩笑地接受你开会总是迟到 10 分钟这个事实。而严重的话，你可能会让为你工作的人身心俱疲：我曾有一些时间管理教练客户，他们经历过焦虑、抑郁、高血压、颞下颌关节紊乱症和自身免疫性疾病的急性发作，而根源正是那些在时间管理上存在更严重问题的管理者。
即使你工作努力、意图良好，仍可能给你的直接下属带来压力或挫伤其积极性。作为管理者，你有责任为自己和团队努力改进时间管理方面的缺陷。这不仅能减少每个人的压力，鉴于优秀管理者对员工留任的重要性，这也可能影响人员流失率。我识别出了管理者在时间管理上普遍存在不足的五个关键领域，以及相应的改进方法。毕竟，成长和改变的机会始终存在。
缺陷一：分配任务时，对团队产能毫无概念
作为管理者，你理应为团队成员分配和委派工作。但当下属的工作量达到或超过其承载极限时，若你未能察觉，便有压垮团队的风险，可能导致不可持续的超长工时、工作质量下降，在某些情况下，他们甚至会因感觉注定失败而陷入瘫痪。
要避免这些问题，应建立一个集中的记录体系，用以追踪每个人的当前工作、你的委派任务以及他们的剩余产能。你可以为每位直接下属建立一个共享任务清单，并在每次指派新任务时更新。如果管理更复杂的项目，可以使用一些工具来建立项目并分配任务。
随后，定期与团队一起审视这些任务管理系统。这可以在每周例会或一对一会议中进行。如果团队成员提出顾虑，不要搪塞或期望他们“自己解决”。应指导他们如何确定优先级、设定边界、提高效率，以此提供帮助。
缺陷二：在已知事项上，最后一刻才求助
因你未提前告知团队某项任务而制造不必要的紧急状况，是在加速他们的职业倦怠。诚然，有时最后一刻的赶工无法避免。但在其他所有情况下，请运用以下策略。
一旦知晓新任务，立即自问：我可以委派这个任务吗？如果可以，尽快委派。例如，你可以立即转发一封邮件，并附注请你的直接下属安排时间与你讨论如何完成此事。
对于大型项目，应有总体的路线图，概述关键交付成果和里程碑。如果不存在，应与团队共同创建。你需要一份清晰、整合的文档，列明截止日期、各时间点需完成的事项、负责人以及最终拍板人。这些路线图将让每个人清楚了解项目进展，以及为按时完成所有工作所需的事项。
此外，在日历中设置每季度或每月底的周期性提醒，用以审查路线图及其他即将到来的承诺（如投资者演示或会议）。这有助于你在任务变成紧急状况前进行委派。提前数周甚至数月告知团队你需要完成某事，远比在周五突然告知下周有会议需要演示文稿要好得多。
缺陷三：未与上级管理层明确优先级或设定边界
如果你对老板的每个要求都说“是”，你的团队将负担过重、不堪重压。为团队服务的最佳方式之一，是清晰了解与你的部门战略目标一致的、最高优先级的任务。（如果运用上述策略，你应已拥有这些路线图。）
当新的潜在计划或项目出现时，不要立即将其作为附加任务接受，而应与上级管理层沟通，探讨这些新事项的优先级是高于还是低于团队成员当前的工作。例如，你可以说：“这听起来是个很棒的主意，但据我了解，我们本季度的战略重点是 A、B、C。是我们的优先级改变了，还是我们应该将这项新计划推迟到下个季度？”或者：“我的团队目前已经满负荷运转。您希望我们降低哪项工作的优先级，以便为这个新项目腾出空间？”
你的上级可能不总是欣赏这种反馈。但你的团队会心怀感激。
缺陷四：永远找不到人
大多数人都不喜欢被微观管理。但他们确实希望知道，在需要支持和指导时能够找到你。将定期的一对一会议纳入你的日程并信守承诺，让团队成员感觉有专属时间向你提问、获得反馈、对齐重点。根据其需求，你可以每周与某人会面多次，或低至每月一次。将这些会议标记为周期性事件，并尽可能避免取消。
此外，设立“办公时间”，在此期间你的实体或虚拟门向团队敞开。利用这段时间处理邮件等简单任务，以便在有人来访时能轻松转移注意力。如果有人临时求助，请立即给予他们全神贯注的关注。
让团队成员知道在紧急情况下如何联系你，并尽可能及时回应。你无需 24 小时待命，但有时他们确实需要尽快得到答复。在这些情况下，告知他们短信、即时消息或其他沟通方式哪种最佳。
缺陷五：不给予认可和积极反馈
回复每位团队成员关于每个项目的进展，可能感觉耗时。但点滴的认可却能产生深远影响。盖洛普的数据显示，在过去一周内收到有意义反馈的人中，80%的人全身心投入工作。
如果因忙于赶工而难以顾及认可团队，可以从小事做起。可以简单到在确认收到交付物时说一句：“非常感谢。已收到，我会审阅。”这有助于避免团队成员向你发送成果后却石沉大海，误以为你不在意他们的工作或认为他们做得不好，从而导致士气低落。
当你有机会审阅某项工作并认为某人做得很好时，亲自或通过信息给予积极反馈。有时你过于专注于从待办清单上勾掉任务并转向下一件事，以至于忘了邮件附件背后是一个活生生的人。永远不要假设人们知道你欣赏他们的工作。
最后，在适当的时候，给予应得的赞扬。在演示前花几分钟思考，谁是对项目贡献最大的人。如果是团队共同努力的结果，记得说明这一点，可以大大降低你的直接下属感到不满的可能性。
如果你在自己的管理行为中识别出上述五个问题中的一个或多个，现在就是采取行动的绝佳时机。当你理顺了自己的时间，你对团队成员时间的安排将更加务实和尊重。你的压力会减轻，而你的团队也会为此感谢你。
关键词：#领导力
伊丽莎白·格雷斯·桑德斯（Elizabeth Grace Saunders）| 文
伊丽莎白·格雷斯·桑德斯是一位时间管理教练，著有《如何像管理金钱一样管理时间》和《高效时间管理》。
周强 | 编校
!Image 7: 哈佛商业评论 哈佛商业评论 @哈佛商业评论
One Sentence Summary
This article delves into the negative ripple effects of poor time management by managers on their teams, proposing five key areas for improvement aimed at boosting team morale and retention by optimizing managers' personal efficiency.
Summary
The article points out that poor time management by managers is a core factor leading to excessive stress, burnout, and even health issues among subordinates. According to a survey, 84% of employees believe that incompetent managers create unnecessary work pressure. The author identifies five common management shortcomings: lack of awareness of team capacity, seeking help at the last minute for known issues, failing to set boundaries with superiors, being difficult to reach, and lack of feedback. To address these issues, the article suggests establishing a centralized task tracking system, delegating tasks in advance, communicating priorities with superiors, scheduling fixed one-on-one meeting times, and providing timely recognition. Through these practices, managers can not only reduce their own stress but also significantly improve the team's working environment and performance, thereby reducing turnover rates.
Main Points
* 1. Managers should establish a centralized tracking system to real-time monitor team members' current workload and remaining capacity.
Avoid blindly assigning tasks when subordinates reach their capacity limits. Through shared lists or project management tools, managers can more scientifically assess task feasibility, preventing teams from experiencing decreased work quality or paralysis due to overload.
* 2. Eliminate 'last-minute requests'; as soon as a task is known, assess delegation possibilities and create a roadmap.
Sudden urgent tasks are a primary cause of accelerating employee burnout. Managers should review future needs through periodic reminders, inform the team weeks in advance, and use clear milestone documentation to ensure everyone has a holistic understanding of project progress.
* 3. Courageously set boundaries with upper management, clarifying the prioritization of new tasks against existing strategic goals.
Blindly accepting all requests from superiors will directly overwhelm the team. Managers need to act as a 'filter' by communicating with superiors to confirm which tasks can be postponed or de-prioritized, thereby protecting the team's energy to focus on core value creation.
* 4. Establish fixed one-on-one meeting mechanisms and 'office hours,' ensuring the team can find someone when they need support.
Employees don't need micromanagement, but they do need timely guidance. By honoring meeting commitments and establishing open communication channels, managers can provide the team with necessary security and feedback, avoiding decision delays caused by communication gaps.
Key Quotes
* 84% of employees believe that incompetent managers create unnecessary work and stress, and one of the top three skills these managers need to improve is 'time management and task delegation'. * When you can't control your own time, you often end up overwhelming your team, creating unnecessary emergencies, and neglecting to provide necessary support. * If you say 'yes' to every request from your boss, your team will be overburdened and overwhelmed. * Never assume people know you appreciate their work. * When you get your own time in order, your scheduling of team members' time will be more realistic and respectful.
AI Score
81
Website mp.weixin.qq.com
Published At Today
Length 2601 words (about 11 min)
Tags
Leadership
Time Management
Team Management
Burnout
Task Delegation
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