HR jargon makes me crazy. We have to have all these stupid acronyms that describe things that nobody understands: OKRs and PIPs. I think we can run our businesses by just talking to each other like regular human beings. We might actually get more done.
Jargon HR membuat saya gila. Kita menggunakan semua akronim bodoh yang menggambarkan sesuatu yang tak seorang pun tahu: OKR dan PIP. Saya rasa, bisnis bisa berjalan hanya dengan saling berbicara layaknya manusia. Bisa lebih banyak pencapaiannya.
[The Way We Work]
[Cara Kami Bekerja]
I really always wanted to be an HR professional, I wanted to be able to speak the language of management. And you know what I've learned after all this time? I don't think any of it matters. There's all kinds of things that we call "best practices" that aren't best practices at all. How do we know it's best? We don't measure this stuff. In fact, I've learned that "best practices" usually means copying what everybody else does. Our world is changing and evolving all the time. Here are some lessons to help you adapt.
Saya selalu ingin menjadi HR profesional, Saya ingin berbicara bahasa manajemen. Anda tahu apa yang saya dapat setelah sekian lama? Saya rasa tiada yang berarti. Ada segala macam hal yang disebut "praktik terbaik" yang tidak terbaik sama sekali. Bagaimana kita tahu itu terbaik? Kita tidak mengukurnya. Sebenarnya, saya mempelajari bahwa "praktik terbaik" biasanya bermakna meniru yang dilakukan orang lain. Dunia kita berubah dan berevolusi terus-menerus. Inilah pelajaran untuk membuat Anda beradaptasi.
Lesson one: Your employees are adults. You know, we've created so many layers and so many processes and so many guidelines to keep those employees in place that we've ended up with systems that treat people like they're children. And they're not. Fully formed adults walk in the door every single day. They have rent payments, they have obligations, they're members of society, they want to create a difference in the world. So if we start with the assumption that everybody comes to work to do an amazing job, you'd be surprised what you get.
Satu: Karyawan Anda sudah dewasa. Kita telah membuat begitu banyak lapisan, proses, dan pedoman supaya karyawan tetap dalam tempatnya yang mana berakhir pada sistem yang memperlakukan orang seperti anak. Mereka bukan anak-anak. Orang dewasa masuk kantor setiap hari. Mereka punya rumah yang harus dibayar, kewajiban, Bagian dari masyarakat dan ingin menciptakan perubahan di dunia. Jadi jika kita berasumsi bahwa orang bekerja untuk melakukan hal hebat, Anda akan terkejut.
Lesson two: The job of management isn't to control people, it's to build great teams. When managers build great teams, here's how you know it. They've done amazing stuff. Customers are really happy. Those are the metrics that really matter. Not the metrics of: "Do you come to work on time?" "Did you take your vacation?" "Did you follow the rules?" "Did you ask for permission?"
Dua: Pekerjaan manajemen bukan tentang mengendalikan orang, tapi membangun tim hebat. Jika manajer membentuk tim hebat, inilah cara Anda mengetahuinya. Mereka melakukan hal hebat. Pelanggan senang. Itulah yang penting. Bukan: "Apakah Anda datang tepat waktu?" "Apakah Anda sudah ambil cuti?" "Apakah Anda taat aturan?" "Sudahkah Anda minta izin?"
Lesson three: People want to do work that means something. After they do it, they should be free to move on. Careers are journeys. Nobody's going to want to do the same thing for 60 years. So the idea of keeping people for the sake of keeping them really hurts both of us. Instead, what if we created companies that were great places to be from? And everyone who leaves you becomes an ambassador for not only your product, but who you are and how you operate. And when you spread that kind of excitement throughout the world, then we make all of our companies better.
Tiga: Orang ingin melakukan pekerjaan yang berarti. Setelah itu, mereka bebas untuk beralih ke hal lain. Karier adalah perjalanan. Tak satupun ingin melakukan hal yang sama selama 60 tahun. Jadi gagasan untuk mengekang mereka sangat melukai kedua pihak. Sebaliknya, bagaimana jika kita membangun perusahaan sebagai tempat untuk berkarya? Orang yang meninggalkan Anda akan jadi duta bukan hanya untuk produk Anda, tapi juga untuk Anda dan sistem Anda. Jika Anda menyebarkan kegembiraan itu di seluruh dunia, kita akan membuat perusahaan lebih baik.
Lesson four: Everyone in your company should understand the business. Now, based on the assumption that we've got smart adults here, the most important thing we can teach them is how our business works. When I look at companies that are moving fast, that are really innovative and that are doing amazing things with agility and speed, it's because they're collaborative. The best thing that we can do is constantly teach each other what we do, what matters to us, what we measure, what goodness looks like, so that we can all drive towards achieving the same thing.
Empat: Setiap orang di perusahaan Anda harus mengerti bisnis Anda. Berdasarkan asumsi bahwa kita punya orang dewasa di sini, Terpenting yang bisa diajarkan adalah bagaimana bisnisnya bekerja. Saat saya melihat perusahaan yang maju pesat, mereka sangat inovatif dan melakukan hal-hal hebat dengan lincah dan cepat, karena mereka berkolaborasi. Yang terbaik adalah saling mengajari tentang apa yang dilakukan, apa yang penting, apa yang diukur, dan seperti apa mutu tinggi itu, agar kita bisa mencapai hal yang sama.
Lesson five: Everyone in your company should be able to handle the truth. You know why people say giving feedback is so hard? They don't practice. Let's take the annual performance review. What else do you do in your whole life that you're really good at that you only do once a year? Here's what I found: humans can hear anything if it's true. So let's rethink the word "feedback," and think about it as telling people the truth, the honest truth, about what they're doing right and what they're doing wrong, in the moment when they're doing it. That good thing you just did, whoo! That's exactly what I'm talking about. Go do that again. And people will do that again, today, three more times.
Lima: Setiap orang di perusahaan Anda harus bisa menghadapi kenyataan. Mengapa orang bilang memberi umpan balik itu susah? Mereka tidak terbiasa. Mari kita lihat penilaian kinerja tahunan. Hal lain apa yang Anda pandai melakukannya yang Anda lakukan setahun sekali? Inilah yang saya temukan: Manusia bisa menerima apapun jika itu benar. Jadi mari kita memikirkan kembali apa itu "umpan balik," dan melihatnya sebagai upaya memberi tahu orang tentang kebenaran, tentang apa yang benar, dan yang salah, persis saat mereka melakukannya. Hal bagus yang baru Anda lakukan, whoo! itulah yang sedang saya bicarakan. Lakukan itu lagi. Dan orang akan melakukannya lagi, hari ini, tiga kali lagi.
Lesson six: Your company needs to live out its values. I was talking to a company not long ago, to the CEO. He was having trouble because the company was rocky and things weren't getting done on time, and he felt like things were sloppy. This also was a man who, I observed, never showed up to any meeting on time. Ever. If you're part of a leadership team, the most important thing that you can do to "uphold your values" is to live them. People can't be what they can't see. We say, "Yes, we're here for equality," and then we proudly pound our chest because we'd achieved 30 percent representation of women on an executive team. Well that's not equal, that's 30 percent.
Enam: Perusahaan Anda perlu menghidupkan nilai-nilainya. Saya bicara kepada CEO perusahaan, beberapa waktu lalu. Dia mempunyai masalah: perusahaannya goyah dan semua selesai tidak tepat waktu. Dia merasa, semuanya begitu ceroboh. Berdasarkan pengamatan saya, dia juga tidak pernah tepat waktu datang ke rapat. Tidak pernah. Jika Anda bagian dari tim pimpinan, Hal terpenting untuk menegakkan nilai adalah dengan menghidupkannya. Orang tak bisa jadi apa yang tak mereka lihat. Kita bilang, "Ya, kita di sini karena kesetaraan," lalu kita dengan bangga memukul dada karena kita meraih 30% representasi perempuan di tim eksekutif. 30% itu tidak setara.
Lesson seven: All start-up ideas are stupid. I spend a lot of time with start-ups, and I have a lot of friends that work in larger, more established companies. They are always pooh-poohing the companies that I work with. "That is such a stupid idea." Well, guess what: all start-up ideas are stupid. If they were reasonable, somebody else would have already been doing them.
Tujuh: Semua ide start-up itu bodoh. Saya menghabiskan banyak waktu dengan start-up, punya banyak teman yang bekerja di perusahaan yang lebih besar dan mapan. Mereka selalu menyepelekan perusahaan tempat saya bekerja. "Itu ide yang bodoh." Tebak, semua ide start-up itu bodoh. Jika idenya masuk akal, orang lain pasti sudah mengambilnya.
Lesson eight: Every company needs to be excited for change. Beware of the smoke of nostalgia. If you find yourself saying, "Remember the way it used to be?" I want you to shift your thinking to say, "Think about the way it's going to be." If I had a dream company, I would walk in the door and I would say, "Everything's changed, all bets are off. We were running as fast as we can to the right, and now we'll take a hard left." And everybody would go "Yes!" It's a pretty exciting world out there, and it's changing all the time. The more we embrace it and get excited about it, the more fun we're going to have.
Delapan: Setiap perusahaan harus suka perubahan. Hati-hati dengan kabut nostalgia. Jika Anda masih berkata, "Ingat bagaimana dulu?" Saya ingin Anda beralih ke, "Pikirkan bagaimana itu akan menjadi." Jika saya punya perusahaan impian, Saya akan masuk pintu, dan berkata, "Semuanya berubah, taruhan dibatalkan. Kita berlari ke kanan secepat yang kita bisa, sekarang mendadak belok kiri." Dan setiap orang bilang "Ya!" Di luar sana, dunia begitu menarik, dan berubah setiap saat. Semakin kita memeluknya, semakin menarik dunia, Semakin bahagia kita.