CIO的沟通方式如何影响企业的成功？丨双语

原作者：Christopher C.Barron

编译：T客汇 李哲

一个典型的日常工作场景：电话响了，屏幕上显示出来电人。然后，我们等着它进入语音信箱。适当的延迟之后，我们再以短信的形式回复。然后，对方再给我们回复电子邮件……

大多数人的工作地点离同事不超过30米，但是我们却选择电子邮件，而不是直接走过去，面对面地与他们交流。我们每个人都在告诉自己，书面的回复和信息是完全可以接受的交流方式。然而，事实果真如此吗？

新技术让沟通变得更好还是更坏？

过去五年内出现的一些新技术，实际上强化了我们的自我孤立。这些技术已经远远超出了Facebook和Yahoo提出的通讯概念。你可能听说过以下这些应用：

• Lync（商用版Skype）
• Yammer
• WhatsApp（尤其在美国以外）
• Salesforce Charter
• Jabber

为了方便与他人进行书面，或者叫做异步沟通的应用程序几乎有几十个。换句话说，这些应用允许其他人没有直接时间限制地与你合作。我们对这类应用的选择如此之多，以至于忽略了我们每次与他人真正的交流都可能产生的，也是最直接、最有效的隐藏价值。它不是我们传递出去的内容，而是通过面对面交流建立起来的，而且不断深化的情感联系。

正如伟大的诗人玛雅·安吉罗 Maya Angelou 说的那样：“人们会忘记你说过的话、做过的事,但绝不会忘记你曾经带给他们的感受。”

新型协作系统的过剩，使得信息的创造、存储和分享再简单不过。但是，人和人之间的距离并没有被拉近。

CIO需要具备怎样的沟通技能？

如果你和你的老板之间没有感情联系，他会给你晋升机会吗？几乎不可能。更进一步讲，让我们看看今天的企业在招聘CIO时的职位要求吧。你看到的描述不可能是这样的：

“本公司诚聘高管一名，职责为坐在角落处的办公室里，解读报告，回复电子邮件，参加定期会议。”

即使是在上个世纪，CIO的工作日程安排也不会如此。相反，你会看到这样的描述：

“本公司诚聘高管一名，要求活力充沛，亲力亲为；对公司的运营状况有充分的了解；对于技术在公司效益的提高中所扮演的角色，有清楚的认知。”

过去，人们把“亲力亲为”等同为运行帮助台（HelpDesk）。现在早已不是那么回事了。企业对CIO的真正要求是——愿意并且渴望看见和被看到，愿意深入到工作场景中，与员工面对面地建立互动和联系。

有效的沟通是每位企业领导者需要具备的首要技能。只需记住，书面文字最多只能传达出7%你想表达的内容。因此，做好面对面交流的准备吧！电话响了就去接，不用多久，你就会享受到这种方法带来的巨大成功。

英文原文：

We have all done it. The phone rings, and we can see exactly who is calling, yet we let it go to voicemail. After an appropriate delay, we respond back to the caller via text.

I had this guy leave me a voice mail at work so I called him at home and then he e-mailed me to my BlackBerry and so I texted to his cell and then he e-mailed me to my home account and the whole thing just got out of control. –Mary, “He’s Just Not That Into You”

There are a whole lot of us working less than 100 feet from our colleagues yet opt to email them rather than just walking over for an in-person discussion. Working in a bubble, each of us tells ourselves that the written responses and messages we’ve sent are perfectly acceptable ways of interacting. Yet, nothing could be further from the truth.

Are new technologies helping or hurting workers?

Over the past five years, a number of new technologies have emerged to reinforce our self-imposed isolationism. These applications go far beyond the concept popularized by Facebook and Yahoo messaging. Have you heard of some them?

Lync (now Skype for Business)

Yammer

WhatsApp (especially outside the USA)

Salesforce Charter

Jabber

There are literally dozens of apps designed to facilitate written, or asynchronous, communications. In other words, they are designed to allow others to collaborate with you but without direct time constraints. The sheer number of options available to you and your company is impressive. But it is also a sign that too many of us are missing out on the simplest, most powerful opportunity that every real or potential interaction with another human being offers us. It is not the chance to deliver content – it is the chance to build and deepen an emotional connection.

As the great poet Maya Angelou said, “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

The plethora of new collaboration systems are making it really easy to create, store, and share information. But they are not bringing us closer together as human beings.

Leaders at many companies have been waking up to the need to properly leverage technology to help foster collaboration. You might be surprised to know that one of the most effective strategies that has emerged recently actually removes technology from the equation. NPR pointed out last year that voicemail is being phased out in many companies. What value, exactly, does voicemail add in today’s corporate environment? Global firms like Coca Cola don’t believe it adds anything. If you work in their headquarters and want to talk with somebody, you’ll just have to walk to them and have a direct conversation. In hyper-competitive firm like Coke, you can trust that they will find ways to make workers more productive.

If I like you, I will promote you

Were you ever promoted by a boss who had no connection to, or affection for, you? It’s safe to say that very few of you ever got ahead without a good, upward-facing relationship. This concept goes even further. Try taking a look at the job descriptions for firms searching for CIOs here in 2016. You don’t see requirements like this one:

“Looking for a top leader to sit in a corner office, read reports, answer emails, and attend scheduled meetings.”

No, you don’t see those functions listed anymore even though they describe an average work schedule for a CIO of the last decade. Instead you will see requirements that read more like:

“Looking for a dynamic, hands-on leader who can gain a keen understanding for how our business runs and the role that technology can play in helping us be more profitable.”

In the past, a number of us would have seen the term “hands-on leader” and equated that description with working on the Help Desk. Today, nothing could be farther from the truth. What companies are really asking for is a CIO that is both willing and eager to see and be seen. Someone who is willing to go to where work is happening and engage with employees in the first person.

A successful CIO will, of course, be intelligent, strategic, dynamic, charismatic, and action oriented. But as Glen Stok pointed out this summer, success will come only if those traits are put to use up close and in-person.

Communicating is quite likely the prime skill that any leader can have at her disposal. Just remember that words can only convey, at best, about seven percent of what you want to say. Plan to work face-to-face, answer the phone when it rings, and enjoy the tremendous success that approach will bring.

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