Proactivity - Being Pro-active

Personal Impact

我们听到“课程”一词或“我们需要我们的人民更加积极地”的短语。

But what the hell does it actually mean?

"Sounds to me, suspiciously like 'they' want us to do more."

你right there. Of course what you might mean by 'more' and what 'they' might mean by 'more' is very much open to interpretation.

在我们的经验中，大多数人的意思是“求职”是他们希望他们的人看到所需要的，然后找出一种让它发生的方法。嗯。好主意。那么为什么它不经常发生？

看到，在大多数公司都有几件事。

1. People don't see anything except what's in front of them.

2. People might see what else is going on but don't think it's their job and that it's someone else's responsibility to make it happen.

3.人们看看发生了什么，但是害怕如果他们对它做任何事情，那么他们将永远希望永远责任。

4. People see what's going on, grudgingly do something about it and then become a kind of martyr about it all (deep sighs and/or sulks are common here).

5.人们看到正在发生的事情，如果需要某些东西，即使它不是在他们的求职者描述中，也可以与他们周围的人进行合作。

因此，在最好的世界中，接受性是后者，其他一切都只是普遍（不幸的是）。

The challenge is how to get people to see that the fifth way of behaving enhances them, their colleagues and their organisation without them feeling put upon, a mug, taken advantage of, a goodie-goodie and every other pejorative you can think of.

When people have clearly defined roles, it is, quite rightly, their aim to fulfil those roles as best they can. It's easy for them to miss seeing anything else other than their own tasks, goals and priorities. Even if they do see other stuff, it's easy to justify not doing anything about it because they are focused on what they have to do.

However, there is something immensely powerful within an organisation where everyone is proactive. This means that no one person takes on martyrdom in getting extra stuff done; it means that everyone shares responsibility and discusses who might do what at any given time. "It's not my job, man," doesn't even enter into it!

Sounds great, doesn't it?

So now we're back to: how do you make that happen? How do you create an environment where everyone does think it's their responsibility to contribute to the whole and not just do their bit of it? How do you engage people so they don't feel overstretched and overburdened?

奖励

Valuing What They Do

Of course, valuing how people already contribute to the organisation is a great place to start. Saying thank you simply isn't enough. People have to be seen, acknowledged (even if it makes them feel uncomfortable) and rewarded for the jobs they already do.

显然，奖励可以是金钱。但同样对许多组织此时来说，金钱可能是紧张的，货币奖励可能不是卡。让人们知道，一旦改善事情，他们会被报酬真的很重要。

So how else reward people other than money?

尴尬

尴尬的好。通过赞美他们专门对他们所做的事情来说令人尴尬的事情。不仅仅是一般的“你做得很好”，而且逐项逐项所看到的，以便你向他们展示你实际上注意到了他们的工作和它所做的差异。赞美他们的同事面前 - 这将真正让他们尴尬。或者更好的是，有一个确认圈，每个人都能为他们的成就而得到认可....具体成就。

They don't have to be big, earth-shattering or even above and beyond: getting praised for the everyday stuff is important too.

活动

Another way of rewarding people is to have some kind of company or department 'do' other than Christmas. Even in financially difficult times, a few hundred quid can be scraped together for some kind of mini-event: a picnic or barbeque, a round of drinks after work, salsa dancing, bowling - it doesn't really matter - anything will do!

Ideas

Asking people for their opinions and input and really listening is a way to reward others. Some companies have suggestion boxes but we've often been told that their suggestions are simply ignored. Now, not every idea can be put into practice but there's no reason why you can't publish or announce in some way all the ideas that have been presented and which ones will be acted on and which ones won't and why.

People feel really chuffed if something they've thought of gets put into play and even if not, being acknowledged for having an idea in the first place gives people a sense of pride and encouragement to keep on seeing what else might help the company.

You may not be able to act on things the way Sainsbury's did in the Channel 4 series“我正在跑Sainsbury'but even enacting small ideas can make a big impact in an organisation, and even more so, make a big impact on how someone feels.

Your Behaviour

Lead by Example.

Ah ha! No point in asking others to behave in certain ways if you aren't doing it too.

没有什么比说“像我说的那样，不像我一样”的消息更长了（也许也许有一个或两个可能更加消耗的东西！）。你必须积极主动，你必须注意人们如何贡献，让他们知道你注意到;如果您希望别人展示相同，您必须保持能量，热情和积极性。

You don't have to be a Pollyanna, but you do have to recognise that carrots, not sticks are what motivate most people.

Let Others Know Your Expectations

Don't expect mind-reading. You may know what you'd like done but if you don't articulate it every once in a while, it's not really fair to assume others will a) remember; b) notice things the way you do; c) feel motivated; d) see it as part of their job.

Sometimes it's easy to fall into a kind of whiney "How can they not see?" frame of mind, but that isn't going to do you or them any good whatsoever. For whatever reason, some people need the occasional reminder and a reiteration of what else they could do.

避免手指指示

Why should anyone do 'more' if there is a blame culture within the organisation? In these situations, most sane people will simply keep their heads down and play safe. Who wants to get criticised or get a dressing down if they try something out that doesn't work?

Because when it comes to proactivity, sometimes that will happen: mistakes will be made, something will get screwed up; something crucial may get overlooked.

如果人们知道没有人会在他们身上努力下来，如果出现问题，他们将更有可能给予一些尝试;否则，他们的风险羞辱，没有人喜欢被羞辱的前景。

这并不意味着你忽略错误，但随着陈词滥调说，他们是审查的机会，而不是让某人感觉不好的方式。

“这是个好主意。”

只是几句话可以产生很大的差异。即使你认为这是一个垃圾思想，习惯了说它。“这是个好主意。”

Then you can unpick it, get people to explain how it would work, listen to the pros and cons.

好的，如果你不能让自己说“这是一个好主意”，这是怎么回事“这是一个有趣的想法”吗？然后你可以做同样的解释，解释，在没有想法的情况下听到你认为/知道它不起作用的感觉。

此外 - 你永远不会知道 - 它就可能。

这支球队怎么样？

你知道，'整体大于其零件的总和吗？这是真的。

那么你的团队在一起工作程度如何？如果您希望您的人员积极主动，每个人都必须协作工作，否则差距将开始迅速出现。

Do you have regular team meetings? Does everyone contribute or is everyone talked to and told what's happening? Are tasks agreed among everyone and who's going to be helping whom?

尽管这些会议可能更多关于日常的东西而不是您想要的额外，但它将创造一个人们彼此在做什么以及如何涉及的气候。

作为团队会议的一部分，我们建议尽可能多的透明度。通过透明度，我们的意思是，团队成员被告知整个公司发生了什么：他们与公司的财务状况相信，在其他部门发生了什么，它们如何适应整体，困难或疑虑可能会提前困难事实上，主动能力如何改变公司的脸。

问他们想要的东西。问他们他们的愿望是什么。问他们需要哪些支持。问他们他们的期望是什么。

One of the principal aims of any team meeting is that it's two-way, with conversations, not statements.

弱链接怎么样？在一个理想的世界中，每个链接都是一个强大的下一个。我们大多数人都不生活在一个理想的世界 - 我们生活在真实的世界里。这意味着，有时，不是每个人都在你想要的水平，这可能是由技能差距，疾病，不适合，个人问题，分心，不感兴趣，无聊，感觉不堪重负或者非常简单，不依赖于此工作。

揭开薄弱环节的弱点背后是你的工作。直到你这样做，你和你的其余部分可能会感到沮丧和不耐烦，而不理解真正的事情。

A team, after all, is only as strong as its weakest link in the long term and it is up to you to bring the team together in a way where people fill in the gaps when needed, lend support when needed and hold the team to be more important than themselves. Not the easiest thing to achieve, we will admit.

因此，定义一个共同的目的 - 每个团队成员都在达到什么 - 是你对整个团队做的事情，每个人都有贡献，每个人的想法，想法和意见都有价值，并决定了一致的愿景。

Making it Happen

As you can see, proactivity is far more involved than people noticing or even anticipating what needs to be done and then doing something about it. You can't just ask someone to be proactive and expect that will happen more than once.

强大的基础必须建立，在他们的所有努力中都有，有价值，赞赏和奖励的团队成员。

这一基础的一部分是您自己的警惕，对您的公司和/或部门进行您的期望和愿望。

Finally, the biggest piece of the proactivity puzzle is to revisit your organisation's ethos, values and vision on a regular basis so that your team understands the importance of what they do - even the little stuff.