現(xiàn)代管理學(xué)之父彼得?德魯克曾說過這樣一句名言：“文化能把戰(zhàn)略當(dāng)午餐吃掉”（Culture eats strategy for lunch）。人們以往總覺得文化對于企業(yè)來說是婆婆媽媽的東西,，但現(xiàn)在卻不一樣了,。如果你身后沒有一套明確的文化，你就無法有效執(zhí)行你的戰(zhàn)略,。企業(yè)文化出了問題,，公司就會出現(xiàn)裂痕——不光是士氣下降,，利潤和績效也會隨之下降。這就是為什么文化必須成為任何企業(yè)轉(zhuǎn)型的核心部分,。

然而,，作為領(lǐng)導(dǎo)者，我們常常不太懂得如何才能把企業(yè)文化轉(zhuǎn)化為生產(chǎn)力,。許多企業(yè)都有誠實(shí),、尊重、卓越等等聽起來頗為“高大上”的文化價(jià)值,，但如果這些價(jià)值沒有反映到具體行為上,，它們就會很快消失,。如果領(lǐng)導(dǎo)者過分強(qiáng)調(diào)了某些屬性,，忽視了其它屬性，就會出現(xiàn)所謂的“光環(huán)效應(yīng)”,。

比如,，我們常常過分強(qiáng)調(diào)魄力而貶低謙卑,，總是有人說，我們應(yīng)該發(fā)揮領(lǐng)袖氣質(zhì),，展現(xiàn)強(qiáng)悍的作風(fēng),，以顯示我們的力量。但事實(shí)上,，一個企業(yè)要想獲得成功,，就需要各種各樣的領(lǐng)導(dǎo)品質(zhì)。一種企業(yè)文化如果只認(rèn)可和贊賞同一套領(lǐng)導(dǎo)品質(zhì),，就會導(dǎo)致協(xié)作,、創(chuàng)造和創(chuàng)新水平下降。如果我們只贊賞那些說話嗓門最大,、揮手姿式最堅(jiān)決的人,，那我們就會忽略種類多樣的其他才能。如果員工們覺得他們必須要拋棄自己的一些核心的行為方式才能成功,，那么我們就不會取得最好的成績,。

讓人們拋棄自我變成別人，永遠(yuǎn)都不會奏效,。

我是從個人經(jīng)驗(yàn)里學(xué)到這一點(diǎn)的,。在我的職業(yè)生涯歷程中，曾有幾個經(jīng)理人告訴我,，要盡可能多地“大聲說話”,，在會議上要更“霸氣”一些。他們說這是一個領(lǐng)導(dǎo)用來展示力量的手段，也是往上爬的途徑,。曾有一陣子,，我也試著模仿這些行為，甚至試過為了強(qiáng)調(diào)一個觀點(diǎn)而用拳頭敲桌子,。但這些方法都沒有讓我覺得好受,，也完全不自然。在我內(nèi)心深處,，我更像是一個安靜的領(lǐng)導(dǎo)者,。

企業(yè)應(yīng)該多花些力氣培養(yǎng)那些安靜的執(zhí)行者。我曾與一些非常優(yōu)秀,、高效并且有影響力的所謂“內(nèi)向型”人士共事過,。他們可能不是在開會時第一個大聲發(fā)言的人，也可能不會把某個大功勞攬?jiān)谧约荷砩?，但他們的影響力會一個一個,、一小群一小群地感染周圍的人。他們會把勝利歸功于團(tuán)隊(duì)而不是自己,。但他們自己卻常常被忽視,。

倘若領(lǐng)導(dǎo)者希望支持那些低調(diào)的人，那還是有很多辦法的,。比如,，開會的時候我經(jīng)常會停下來，問參會的人誰還沒有發(fā)言,，看看他們有沒有想跟大家分享的看法,。我還讓員工知道我有一個開放性政策，如果他們不愿意在會上發(fā)表意見,，也可以在會后跟我說,。我鼓勵人們用他們覺得最自然的方式跟我溝通，有些員工甚至選擇通過文字溝通,。

對于企業(yè)主來說,，我們都想打造強(qiáng)大的企業(yè)，促進(jìn)戰(zhàn)略的有效執(zhí)行,。但企業(yè)能否成功,，很大程度上取決于我們能否為企業(yè)培養(yǎng)文化價(jià)值。要做到這一點(diǎn),，首先要在團(tuán)隊(duì)里尋找那些被忽視的聲音,，確保這些聲音能夠被聽到。構(gòu)建團(tuán)隊(duì)時,，要仔細(xì)確保你的團(tuán)隊(duì)代表了各種背景、經(jīng)驗(yàn)和領(lǐng)導(dǎo)品質(zhì)。然后你要營造出一種讓大家能夠放心地做真實(shí)的自己的環(huán)境,，從而培養(yǎng)一種誠實(shí)的氛圍,。

扭轉(zhuǎn)企業(yè)文化不可能一蹴而就，但它的回報(bào)卻是非常巨大的,，所花費(fèi)的努力完全值得,。所以，請從現(xiàn)在就開始為這段旅程做準(zhǔn)備吧?。ㄘ?cái)富中文網(wǎng)）

譯者：樸成奎

審校：任文科

Peter Drucker, founder of modern management, reportedly coined the phrase “culture eats strategy for lunch.” Culture use to be viewed as the “touchy-feely” side of business, but that’s no longer the case. If you don’t have a defined culture behind you, then you aren’t going to be effective at executing your strategy. When a culture is broken, the cracks show – morale is weakened, but so is profit and performance. That’s why culture has to be at the core of any business transformation.

Yet as leaders we often don’t get much insight into how to actually put culture into practice. A lot of companies have nice-sounding cultural values like integrity, respect and excellence, but if those values don’t map to specific behaviors, then they quickly get lost. Instead we see what’s called a “halo effect” where leaders tend to overvalue certain attributes and undervalue others.

For instance, oftentimes we overvalue assertiveness and undervalue humility. We’re told to channel charisma and show toughness as a sign of strength. But the truth is it takes all kinds of leadership attributes to make an organization successful. A culture that only recognizes and rewards the same set of attributes results in less collaboration, creativity, and innovation. If we only reward the loudest voices or the sharpest elbows, then we’re missing out on the full range of talent. If people think they have to abandon core behaviors to get ahead, then we’re not going to get the best results. Asking people to be someone they’re not never works.

I know this from experience. Over the course of my career, I’ve had managers tell me to “speak up” more and to “be more assertive” in meetings. I was told this is how to demonstrate my strength as a leader and that this was the path upwards. For a while, I tried to model these behaviors, and even tried banging my fist on the table to make a point. But I didn’t feel good about any of it, and it didn’t feel natural. At my core, I am more of a quiet leader.

Organizations should do more to nurture quiet performers. I’ve worked with some amazing, effective, and impactful people who identify as introverts. They may not be the first to speak up in a team meeting or openly take credit for a big win. Instead they influence through one-on-one’s and small groups. They credit the team over themselves. Yet, they are often overlooked.

The truth is there is a lot we can do as leaders to support quiet voices. I always try to take a pause and ask people at the table who haven’t yet spoken if they have something to share. I let people know I have an open-door policy so if they don’t want to share something in a meeting, they can share it with me afterwards. I encourage people to communicate in the way that is most natural to them, and sometimes that’s through their written word.

We all want to build strong organizations and drive effective strategies, but success hinges on nurturing our cultural values. One way to get started is to look out for underserved voices on your teams and help make sure they’re heard. Take care to build teams that represent a variety of backgrounds, experiences, and leadership attributes. Then, make sure you are encouraging authenticity by creating an environment where people feel comfortable just being their true selves.

Cultural transformation doesn’t happen overnight, so be prepared for the journey – but the rewards are immense and totally worth it.