Tuesday, June 18, 2013

遇上好老闆

人在中環:我遇過的一些好同事

從2006年開始寫博至今,《人在中環》是我僅有「逢文必看」的博客。近兩年轉工,涉足管理工作,CK的文章給我的啟發更多。他的價值觀與與我相近,但經驗比我豐富得多,參考他的做法,助我想通不少問題。曾打趣地說,轉載CK的文章給我那些八十後、九十後同事看,幫我「慳番好多啖氣」。

CK最近寫公司一位「元老」級同事離職,令他很唏噓。這位「元老」其實才二十五歲,十九歲找的第一份工作,就是CK的公司。這年輕人學歷不算頂尖,但勝在態度好,CK形容他:

只要佢應承幫忙處理既事,無論幾麻煩,幾影響佢平日既生活都好,佢點都會諗辦法同你死掂佢。總之佢份人,講得出,就會做得到。

真是個難得的好同事,對吧。幸運地,好同事也遇上「識貨」的老闆,幾年間,CK的公司日漸壯大,這位同事的職責也不斷提升,而他應付裕如。CK持續加薪給他,雙方合作愉快,直到今天,這位同事呈辭,因為他想見識一下外面的世界。

作為一間蚊型公司的管理人,CK面對好同事離別的心情,我想我挺明白的。他說:

佢地唔係咩名牌大學生,冇家底、冇後台、唔會有一口流利竹星仔口音英語。佢地都係平凡人,響起點既時候,亦唔係甚麼精英份子。因緣際會佢地入咗嚟我既公司裡面做,碰巧公司正在成長,佢地亦自然地同公司一起成長起嚟。
與其話我呢個老闆仔曾經俾過一啲機會呢班同事,倒不如話,佢地響我最需要人去幫忙既時候,出現咗響我面前。佢地幫我渡過咗,創業最艱艱既一段日子。當然我明白,我呢間小公司,真正既「精英」大概唔會睇得上眼,但問心講,我覺得我所遇到既呢班同事,佢地對工作既承擔同投入程度,可能係好多所謂「精英」都及唔 上的。遇到佢地,該感恩既,應該係我。

我想CK應該是出身名校的精英,他身邊的朋友,相信有許多都是專業人士、中產階級,如果不是出來創業,我想他大概沒有很多機會與「唔係咩名牌大學生,冇家底、冇後台、唔會有一口流利竹星仔口音英語」的「平凡人」緊密合作多年。而CK令我佩服的地方,正是這點:他並沒有以精英自居,反而懂得欣賞、發掘這些看起來平凡的同事,令他們成長、不平凡起來,並成為公司的支柱。老闆遇上好員工,固然值得感恩,員工能得到一位好老闆的提攜、啟發,使自己的潛質得以發揮,也屬三生有幸。

記得我初涉管理的時候,茫無頭緒不知道自己應該做什麼,手足無措下到處翻書看。直到看了其中一本(好像是有關Jack Welch的書),才突然開竅:書上說,當你晉身管理層後,最重要的目標,不再是證明自己有幾叻幾掂(因為你已證明了這點,所以才獲得升職嘛),而是要提攜下屬成長,有這樣的能力,才是一個真正的管理人!讀至此處我腦海突然「叮」一聲,明哂。此後我便知道自己的定位應是什麼了。

說來我的處境與CK有點類似。而我認為CK是個好老闆,正是因為他有發掘同事潛質的能力,而不是去向同事證明自己有幾掂(現在你明白,為什麼你老是看上司不順眼了吧)。有許多一流的員工最終無法更進一步,成為一流的管理層,缺乏的亦正是這種胸襟﹣﹣此乃許多「叻仔」的致命傷,因為他們從小到大都只懂證明自己高人一等,卻從沒想過升到某個位置起,毋須再認叻,而應以提升下屬成長為己任。

我的目標,是希望幾年後,能寫出像CK這樣的文章。

5 comments:

Christian said...

a manager does not have to show off his or her ability because it is patent that they are capable for doing particular things. what he or she really needs to do is always unearthing his/her subordinates' underlying talents and thus building his/her team.

well said.



christian | my blog :
www.christianyuen.blogspot.com
greetings from hong kong
peace. x

DC said...

A successful manager is to make himself/herself obsolete and completely replaceable in his/her organization.

南蠻人 said...

I do not agree with you DC. One can never be successful within an organization if he/she does not contribute anything and completely replaceable.
Manager could be obsolete in execution aspect, but his/her role in my opinion is to optimize his/her team to contribute to the organization, ideally lead his/her team members to grow, also respond to team's needs.

Gary Lee said...

太好的文章,想起自己的許多人和事。

DC said...

Maybe I should elaborate.

There are many roles as a "people" manager - from resource/project planning, execution (to get the job/functions that your organization is assigned to do, meeting the company objectives/goals), optimize the efficiency/effectiveness of the team in terms of operation/process, to coaching/mentoring/training/setting performance goal/interviewing etc, the typical "management work".

When your organization exceeds a particular size (say 10+), you will realize the only way that you can make the team successful, is to delegate and grow successor"s" (plural) to divide up the work/tasks mentioned above, ultimately picking up some, and ideally all the aspects of your work (first the operational/tactical, and then the people management/short-mid term strategic) so that you can focus on the long term growth/strategic planning of your organization. What I truly mean in the comments above, in other words, my ultimate goal, is to bring up my team/successors so that they achieve the same, or even exceed, the value I am contributing in those functions, completely replacing me to perform all those people management tasks under my organization without me presented - of course I would still need to perform management tasks to this small groups of delegates (provide guidance/support), but looking at it in a macro organization level, I am shifting myself from micro-managing (individual level) to macro managing (team/organization level as a whole) - If my guys can perform all my tasks/making all the right decisions without me, then my value (as a people manager) in the organization diminishes, proving that they can replace me in doing my job. I can't think of any other better way to be "successful" if I can "MAKE" myself obsolete by growing all my direct/indirect reports to do a better job than me in an organization.

Fortunately/unfortunately, reality is I am still doing a lot of those work and my own goal is still yet to be met :(, which means I still keep my job :)

You are absolutely correct - one can't be successful if you are not contributing anything in an organization, but sometimes, only sometimes, one would dream of being a boss, sitting there and do/worry about nothing, when all the people reported to you do all my work for you and the only thing that I need to do is to enjoy the success they bring to me - what can be more successful than that? :) Oh well that's still just a dream and I have to get back to my work.