从管理者转变为领导者 如何释放员工的潜能

The range of collaborative technologies available today allows employees to connect with each other and with information at any time, anywhere, and on just about any device. While many leaders look at the onslaught of new tech as a problem to be solved, the most effective leaders today aggressively support any tools that enable employees to connect. It needs to be easy for an employee in California to find a co-worker in Beijing. It needs to be easy for an entry-level employee to start a dialogue with an executive, even though they may have never met face to face.
如今种类繁多的协同技术使员工可以随时随地在任何设备上彼此沟通和共享信息。许多领导者将新科技的入侵看成是必须解决的问题，但最高效的领导者却会大胆支持任何能够帮助员工交流的工具。在加州的员工需要很容易找到身处北京的同事。新员工应该有便利的途径与公司高管进行交流，就算他们可能尚未谋面。

Collaborative technologies are also crucial in developing leaders. In the new world of work, leaders create themselves. They share their ideas, content, and feedback in a public way, which attracts followers within the organization. Anyone can become a thought leader or subject matter expert.
协同技术对于培养领导者也至关重要。在新时代的职场中，领导者需要自己脱颖而出。他们公开分享自己的理念、观点和反馈，吸引公司内的追随者。任何人都可以成为思想领袖或者某一个方面的专家。

From controlling management to boundary-breaking work
从控制管理转变为打破壁垒

At every turn, leaders must ask themselves, "How does this support our vision of breaking down boundaries?" How can employee onboarding be changed? What about talent management? Perhaps when employees are brought on board they are taken through a scavenger hunt where they must find and connect with colleagues around the world; something telecommunications company TELUS does for new recruits. What if, instead of semi-annual reviews, you go with a system of real-time feedback through a collaborative platform? Why not create a company leaderboard around health and wellness so that different geographic regions can see how they compare to one another. What if employees "narrated" their work in a public way so that everyone and anyone can see what they are working on? Every built-in management process is an opportunity for unleashing more human potential.
领导者必须时时刻刻提醒自己：“这对于我们打破壁垒的愿景是否有帮助？”如何改变公司的员工？如何改革人才管理？或许，应该像电信公司TELUS的做法一样，新员工入职的时候，必须通过一个寻宝游戏，找到和联系位于世界各地的同事。如果我们放弃半年一次的绩效评估，借助协作平台采用实时反馈的系统，结果又会如何？为什么不围绕健康与保健设立一个公司的排行榜，让不同地理区域的员工可以相互对比？让员工公开“叙述”他们的工作，让其他所有人都能了解他们在做什么，能否产生好的效果？每一个内部管理流程都是挖掘员工更大潜力的机会。

Unlocking human potential is the new competitive advantage. But it's not as simple as expressing good intentions. And it's not enough for executives to proclaim, "our people are our most important assets." Every leader must do the hard work of breaking down boundaries and rethinking the most deeply held assumptions about work.
释放员工的潜力就能转化成新的竞争优势。但说起来容易，做起来难。管理层只是泛泛而谈“人才是我们最宝贵的资产”，而这远远不够。每一位领导者都必须努力打破壁垒，重新思考有关工作的一些根深蒂固的假设。

What are you or your organization doing to break down the boundaries that constrain human potential? Share your stories and ideas in the Unlimited Human Potential Challenge at the MIX.
你或你的公司如何打破限制员工潜力的壁垒？欢迎在MIX的无限人类潜能挑战项目中分享你的故事和观点。