執行力是所有企業都最關注的話題之(zhī)一。再好的戰略和(hé / huò)戰術，缺少了執行的保障，都不過是空談。如何提升員工的執行力，管理者們始終在(zài)思考和(hé / huò)實踐。但如果隻會依賴企業改變政策、制度和(hé / huò)流程來(lái)提升執行力，或是認爲(wéi / wèi)隻要(yào / yāo)對員工進行教育，就(jiù)能提高執行力水平，不僅僅是做白日夢，更是管理者“懶政”的表現。
Execution is a crucial topic of concern for almost all organizations. Undoubtedly even the best strategies and tactics remain in vain without effective execution. Managers at all levels are continuously challenged to enhance the execution capability of organizational members.But if we only rely on companies to change policies, systems, and processes to improve execution, or believe that as long as we educate employees, we can improve the level of execution. It is not just a daydream, but also a "lazy policy" of managers Performance.
管理者在(zài)提升團隊成員執行力上(shàng)有着不可推卸的責任，需要(yào / yāo)采取積極的行動來(lái)實現。首先是必須讓執行者充分知道(dào)那些與執行密切相關的信息 —— 絕不僅僅是任務目标那麽簡單。其次是要(yào / yāo)讓執行者真正具備與執行相關的技能 —— 賦能并不等于(yú)培訓。再者就(jiù)是要(yào / yāo)要(yào / yāo)讓執行者發自内心地(dì / de)願意執行 —— 強迫和(hé / huò)“賄賂”當然是最簡單的，但和(hé / huò)“發自内心”相去甚遠。同時(shí)，還有一點是非常重要(yào / yāo)，就(jiù)是要(yào / yāo)使執行者安心地(dì / de)執行。外部環境對于(yú)絕大(dà)多數執行者而(ér)言，都會造成幹擾，可能令他(tā)們失去執行的勇氣和(hé / huò)動力，所以(yǐ)在(zài)過程中，管理者要(yào / yāo)給予充分的包容和(hé / huò)支持。
Managers have an undeniable responsibility to enhance the execution capability of their team members and need to take proactive actions to achieve it.
Firstly, it is essential for managers to ensure that their employees are fully aware of information closely related to execution, which goes beyond task objectives.
Secondly, the tasks must be performed by capable ones, meaning that managers must properly empower the workers by providing more than just necessary skill training.
Furthermore, it is crucial for managers to ignite genuine willingness for the workers. It’s key to note that coercion and money incentives fall short compared to intrinsic motivation, which poses a challenge to managerial skills.
Additionally, managers need to realize the vitality of creating an environment where the doers can execute with peace of mind, as external factors can disrupt their courage and drive. Managers need to provide sufficient understanding, support, and flexibility throughout the process.
