The makeup of leadership teams in the workplace is rapidly changing. One study found that about 10,000 baby boomer employees are retiring every day, and that by 2020 millennials will comprise about 50% of the workforce in the United States.
職場(chǎng)中的領(lǐng)導(dǎo)團(tuán)隊(duì)結(jié)構(gòu)正在快速地發(fā)生變化。有一項(xiàng)研究發(fā)現(xiàn)，每天大約有1萬(wàn)名嬰兒潮時(shí)代出生的員工正在退出職場(chǎng)，并且估計(jì)到2020年，美國(guó)勞動(dòng)力組成將會(huì)有大約50%是由千禧一代占領(lǐng)的。

Because of these trends, young leaders are being asked to take on significant leadership roles. This can present challenges both for the managers and for those who are being managed. This article provides readers with 10 ways to gain respect as a young leader; respect that should also help those being managed.
正由于這些趨勢(shì)，年輕領(lǐng)導(dǎo)者正被賦予著重要的領(lǐng)導(dǎo)角色。這樣會(huì)衍生出管理者以及那些被管理的員工所面臨的挑戰(zhàn)。本文為讀者提供10個(gè)方法，幫助年輕領(lǐng)導(dǎo)者獲得尊重，因?yàn)樽鹬匾矐?yīng)該幫助那些受他人管理的人們。

1. Prove Your Value As Soon As Possible
1. 盡快證明自己的價(jià)值

According to an article in the Harvard Business Review, young leaders are faced with a number of unique challenges related to the way colleagues perceive them in the workplace. A primary concern is that young leaders lack the necessary experience or knowledge to be successful.
根據(jù)《哈佛商業(yè)評(píng)論》雜志當(dāng)中的一篇文章，年輕領(lǐng)導(dǎo)者們正在面臨著許許多多獨(dú)特的挑戰(zhàn)，這些挑戰(zhàn)與職場(chǎng)同事對(duì)他們的看法相關(guān)。有一個(gè)最主要的憂(yōu)慮便是，年輕的領(lǐng)導(dǎo)者缺乏制勝必須的經(jīng)驗(yàn)或知識(shí)。

To overcome this perception, young leaders should create a goal for themselves early on, and should share this goal with the team. They should then make sure to actually hit the goal. Doing this early in a young leader’s tenure can demonstrate to the team that they are capable of performing as expected.
為了克服這種成見(jiàn)，年輕的領(lǐng)導(dǎo)者們應(yīng)該在早期為自己設(shè)定目標(biāo)，并且與團(tuán)隊(duì)的成員分享這個(gè)目標(biāo)。然后他們要確保自己真的實(shí)現(xiàn)這個(gè)目標(biāo)。在當(dāng)上領(lǐng)導(dǎo)的早期做這件事情，能夠向團(tuán)隊(duì)展示出他們具備符合他人預(yù)期的能力。

2. Genuinely Care About The Wellbeing Of Your Team
2. 真摯地關(guān)心團(tuán)隊(duì)的幸福

It becomes considerably easier to earn people’s respect when they believe that their manager cares about their wellbeing. Caring about an individual’s wellbeing does not mean that you should be a pushover, or that you should accommodate every personal request a team member makes.
如果員工們認(rèn)為自己的領(lǐng)導(dǎo)能夠真正地關(guān)注團(tuán)隊(duì)成員的福利，那么領(lǐng)導(dǎo)們獲得團(tuán)隊(duì)的尊重就會(huì)變得相當(dāng)簡(jiǎn)單了。關(guān)注一個(gè)人的幸福并不意味著你要被別人控制住，或者滿(mǎn)足每一個(gè)人的要求。

Instead, you should show that you care about your team’s success, both individually and collectively. You should make time to be available for your team for work and personal matters, and should listen more than you talk.
反之，你應(yīng)該展示出你關(guān)注團(tuán)隊(duì)成功的決心，不管是個(gè)人的還是集體的。你應(yīng)該花點(diǎn)時(shí)間去了解團(tuán)隊(duì)的工作和個(gè)人情況，多傾聽(tīng)，少說(shuō)話。

3. Understand That Their Success Is Your Success
3. 認(rèn)識(shí)到“他們的成功就是你的成功”

A key difference between a business leader and an individual contributor is that a leader is judged by the success of his or her team. That means that a leader should constantly be thinking of ways to put his or her team in the spotlight if they do well-executed work. Others in the company will swiftly realize that you are the one leading those on your team to success.
一名商業(yè)人與獨(dú)立貢獻(xiàn)人的主要區(qū)別在于，領(lǐng)導(dǎo)者的成功是根據(jù)他/她所在的團(tuán)隊(duì)的成功所判定的。那就意味著，一位領(lǐng)導(dǎo)者需要不斷地構(gòu)思，當(dāng)團(tuán)隊(duì)成員完美地完成了工作，如何把他/她的團(tuán)隊(duì)置于光芒之中。公司里的其他人很快就會(huì)意識(shí)到你就是那位領(lǐng)導(dǎo)團(tuán)隊(duì)成功的領(lǐng)導(dǎo)者。

Putting the success of the team first is also an effective way to earn respect as a young leader. If people feel that you are interested in their professional growth, they are more likely to be open to feedback and guidance.
把團(tuán)隊(duì)的成功放在首位，同時(shí)也是年輕領(lǐng)導(dǎo)者獲得尊重的一個(gè)有效的方式。如果人們感受到你對(duì)他們的職業(yè)發(fā)展充滿(mǎn)興趣，他們的態(tài)度就會(huì)更開(kāi)放，更愿意提供反饋與指導(dǎo)。

4. Give And Ask For Honest Feedback
4. 提供并尋求真誠(chéng)的反饋

Speaking of feedback, it is important to provide candid feedback to your team. It is the only way that your people will grow professionally. As Jack Welch, the former CEO of GE, said in an interview, “You reinforce the behaviors that you reward … If you reward candor, you'll get it.” Welch went on to espouse the importance of providing candid feedback to people on your team. Failing to do so is a great way to ensure mediocrity.
談到反饋，你很有必要為團(tuán)隊(duì)給予真誠(chéng)的反饋。這是唯一一個(gè)讓你的團(tuán)隊(duì)成員在職業(yè)上獲得成長(zhǎng)的方式。正如美國(guó)通用電氣公司的前任執(zhí)行總裁Jack Welch，他在一次采訪中表示：“你得鼓勵(lì)那些你褒獎(jiǎng)的行為……如果你褒獎(jiǎng)坦白，那么你就能獲得真誠(chéng)的告白?！盬elch繼續(xù)強(qiáng)調(diào)為團(tuán)隊(duì)成員提供真實(shí)反饋的重要性。無(wú)法提供真誠(chéng)的反饋只能保證團(tuán)隊(duì)的碌碌無(wú)為。

5. Provide Employees With Reasonable Autonomy
5. 給予員工合理范圍內(nèi)的自主權(quán)

If you micromanage from the get-go, people will quickly become frustrated with you. This is especially true if the previous manager was relatively hands off.
如果你從上任就職的時(shí)候就開(kāi)始微管理你的員工，人們很快就會(huì)討厭你。這是特別真實(shí)的，尤其是如果前一任領(lǐng)導(dǎo)是撒手不管的。

Instead, provide employees with a reasonable level of autonomy and trust them to make the right decision. After further evaluation, decide whether employees can work autonomously. If they cannot, put them on a performance-improvement plan. If that doesn’t work, you may have to let them go. Managers should not be micromanagers; they should be facilitators who empower employees.
反之，你應(yīng)該給予員工合理程度的自主管理權(quán)，并相信他們能夠做出正確的決定。經(jīng)過(guò)進(jìn)一步評(píng)估，判斷員工們是否能夠自主地工作。如果他們無(wú)法自主工作，那么就讓他們參與績(jī)效提升的計(jì)劃。如果那也行不通，你有可能就得放下了。管理者不應(yīng)該是微管理者，而應(yīng)該是賦予員工權(quán)利的輔助者。

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