You're leading a conference call, talking project timelines, deliverables, and deadlines. You hang up, satisfied that you covered everything on your checklist. But some time later -- maybe minutes, days, or weeks -- you realize that no one had any intention of actually doing what you said.
你主持了一个电话会议，讨论项目时间表、交付成果和截止期限。你挂断电话，为自己讲到了清单上面所有的事项而心满意足。但过了一段时间之后——也许几分钟，也许是几天或几周——你发现没有人真有照做的意思。
Sound familiar? When you're leading a team from different departments or even a group of your peers, you're unlikely to see people blindly complying with your every request. Indeed, compliance isn't what you need from colleagues and subordinates -- you need ideas, willing collaboration, and participation.
听着耳熟吗？当你领导一个来自不同部门的团队，乃至一个由你的同龄人组成的团队时，人们对你唯命是从是不太可能的。其实，你并不需要同事和下属的言听计从——你需要的是他们能出谋划策、自愿合作、共同参与。

How do you win that magic combination? It's not easy, and the inherent challenge may explain the results of a survey by training firm ESI International, which found a shortage of project managers at 83% of organizations surveyed. Or the 2012 Dale Carnegie study, which found that 26% of employees are disengaged and 45% are only partially engaged.
如何才能赢得这种神奇的组合效果？结果来之不易，而其中的固有挑战也许能解释培训公司ESI国际（ESI International）一项调查的结果。这项调查发现，83%的受访公司存在项目经理短缺的现象。或者它也能解释戴尔·卡内基2012年的一份研究，该研究发现26%的员工在工作中完全置身事外，45%只是在一定程度上参与其中。
"Nobody cares about your deadlines; they care about the cause," says George Bradt, an executive coach and author of First-Time Leader. "You have to co-create a shared purpose and drive toward the cause, and they don't teach you that in school."
“没人在乎你的截止期限，他们关心的是目标，”高管教练及《新官上任》（First-Time Leader）一书的作者乔治?布拉特说。“必须与他们联手创造一个共同目标，同时向这个目标推进。但学校是不会教你这个的。”
It's not about your ideas
关键不是你一个人的想法
The first step is to shift your perspective. Instead of devising plans to get people to do what you want, recognize that their ideas could be just as valuable as yours. Sure, you know the project's objectives and context inside and out. It's your job to convey the broader mission to them so they understand how their piece will fit into the whole.
第一步是改变思考角度。别再去制订计划，然后让人们照你意思办事了。你要明白，他们的想法可能跟你的一样有价值。你对项目的目标和背景固然了如指掌，但将更大层面上的使命传达给他们，让他们了解自己那部分任务在整体项目中所扮演的角色，这是你的职责。
"To do it right, you have to truly believe the people you're delegating to can do this better than you," Bradt says. "You have to give them very clear direction. You have to give them the resources, the training; then you have to let them do it."
“要想在这一点上不出错，必须真心诚意地相信，你托付的人能比你自己做得更好，”布拉特说。“你必须给他们指出很明确的方向，给他们提供资源、培训，然后放手让他们去干。”
That means listening to others' input at the beginning of a project, as well as throughout. "This isn't a one-time thing, this is a series of iterative conversations, and you must stick with it," he says.
这意味着在项目初期就要开始倾听他人的意见和建议，还要把这种做法贯穿始终。他说：“它不能一蹴而就，而是一系列迭代性质的对话，必须坚持下去。”
Peter Bregman, an advisor to chief executive officers and leadership teams, says he once worked with an executive who led a $500 million business line and was having trouble getting what he felt he needed from the company's head of marketing. It turned out that the marketing head didn't feel respected or that his ideas were valued. The standoff was hurting both individuals and the overall business.
首席执行官与领导团队顾问彼得?布雷格曼说，他曾与一名领导5亿美元业务线的高管合作，这位高管苦于无法从公司的市场营销负责人处获得自己所需要的东西。原来，那位营销负责人感觉，自己没有受到尊重，想法也未得到重视。这种僵持对个人和公司整体业务都造成了损害。
"No amount of posturing was going to get him to do what he wanted to do," Bregman says. "You can't leverage your power or get into an arm wrestle with the guy."
“再怎么故作姿态也无法让他按他的意愿行事，”布雷格曼说。“既不能动用权力，又不能直接跟他一争高下。”
Build one-on-one relationships
建立一对一的关系
You'll be more successful leading a team if you know your team members already and have strong relationships with them. Make a list of the five or 10 people in your work area or organization you're likely to be paired up with in the future. Get to know them.
如果你了解团队成员，而且已经和与他们建立了密切的关系，那你对团队的领导将会更加成功。准备一个清单，上面列出你的工作所在地或全公司很可能与你分派到一起的五或十人。然后着手去了解他们。
"The most important thing is to develop strong relationships with people when you don't need them. The biggest leverage to get anything done is personal relationships," Bregman says.
布雷格曼说：“最重要的是在你用不上别人的时候就跟他们培养起紧密的关系。个人关系是做成任何事情的最大杠杆。”
Ask about their lives, share yours, offer to help them, and be a decent human being. As for those you have had trouble with in the past, now's the time to mend those relationships -- you're likely to be thrown together in the future.
关心别人的生活，分享自己的点滴，主动提供帮助，做人厚道点。至于那些跟你有过节的人，现在是重修旧好的时机——你们未来很可能会被扔到一起。
If you're put into a leadership role and you don't know the team well, take the time to meet one-on-one with each person to find out their priorities and get to know them personally. If you can't meet face-to-face, video conferencing is the next best thing.
如果你被指派进入领导角色，而又不了解整个团队，那就花时间一对一地了解每一个人，知晓他们各自的轻重缓急，同时对他们有一个亲身的了解。如果你没法面对面，可以退而求其次，选择视频会议的方式。
"Nobody wants to be a cog in your wheel," Bregman says. "The goal is to shift them from a line in your to-do list to a real relationship, to feel like you're two human beings working together."
“没有人愿意在你的齿轮上充当一个小齿条，”布雷格曼说。“你的目标是将他们从你待办事项清单中的某一项任务转变成一种真正的关系，营造一种两个人共同合作的氛围。”
The executive who was having trouble with his company's head of marketing took time to go out to dinner with him. Before long, they were collaborating well.
那个因公司营销负责人而困扰的高管最后花了点时间，与他出去共进晚餐。不久之后，两人就开始了良好的合作。
Include the entire group
确保整个团队的参与
When you're in charge, you may feel that you're supposed to have all the ideas and answers. In fact, your job is to harness the collective brainpower of your team for the good of the company.
当你是负责人的时候，你可能会觉得自己应该掌握所有的想法和答案。事实上，你的工作是给团队的集体思维力套上缰绳，使之为公司的利益服务。
That means asking for advice. People love to give advice; it makes them feel valued. "When you listen to their advice, not only do you get good ideas, but you build relationships," Bregman says.
这意味着寻求建议。人们喜欢提供意见；这让他们感觉受到重视。布雷格曼说：“一个人听取别人的意见时，不仅得到了很好的想法，而且还建立了关系。”
Make sure to follow up afterwards. If you take a person's advice, let them know the outcome. If you decide on a different tack, explain why and what influence the person's opinion had upon you. Don't just drop the issue and hope he won't notice.
事后务必跟进。如果你采纳了谁的意见，请务必让他们知道结果。如果你决定采用别的策略，那就解释个中缘由，同时说明他的意见对你产生了什么影响。不要只是抛之脑后，指望对方不会注意到。
Through the course of a project, put the core mission front and center. Again, this shouldn't spring entirely from your brain but should emerge from a discussion with the entire team. "It's not about putting yourself in their shoes," says Bradt. "It's about inserting yourself into their hearts."
项目推进过程中，要将核心任务置于首要位置。还是那一点，核心任务不应该完全由你一个人拍脑袋确定，而应从于整个团队的讨论中产生。“这不是设身处地的问题，”布拉特说。“而是把你自己植入他们的心中。”