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近幾年老是有人才議題在討論適合未來趨勢的是專才還是通才,甚至還有人提出了全才的意見。
相反的,我遇到不少人感嘆團隊不尊重專業,明明是專才卻老是要打雜。李國修老師也說「人,一輩子能做好一件事情就功德圓滿了。」
不過價值和技能是兩回事,仔細想想,這兩個邏輯其實並不相違悖。

前陣子公司召募了新進的 SQE;S 小姐;她是個企圖心強、個人風格強烈的人,她認為以過往經驗和自我能力評估,絕對能在團隊裡展現相當高的價值,所以進來就以最快晉升為目標。

兩週後,主管開始發現 S 小姐沒辦法把手上的任務如期開展,並且也陸續在各部門的合作中發生衝突。
「跟我有什麼關係,PE 自己沒有按照時間點交出成果,我也只能等他們。」
「e-mail 都發了,物控也在裡面,他自己不動作我就等他啊,他不看信的嗎。」
「SCM 自己不動,還要我去罵他們,不是我要吵架,沒辦法啊!?」
挺有道理的,都是別人的問題讓她發揮不出應有的價值,不是她的問題。
「為什麼我不能好好做我自己的事?」最後 S 小姐這樣抱怨。

我相信人一輩子能專心做好一件事就很好了,畢竟絕大多數人都沒那麼神通廣大,能同時專心致力於很多事情。然而做好一件事情,卻往往需要十分多的技能來支援自己想要的目的。
李國修老師說他一輩子就做一件事:「開門、上台、演戲」。要做好這件事,背後所需要的技能絕不單單只是會開門、上台和演戲而已。

做好一件事和只發揮一個技能是兩回事。
有硬體工程師抱怨他沒辨法好好做硬體設計,因為還得要應付供應商,解別人提出的 bug……沒完沒了。在這個談價值的年代,我們很難像從前一樣,只要專精一個技能就可以在職涯上長遠發展。
就像 S 小姐一樣,缺乏了團隊合作所需各項技能,我懷疑她能像期望這麼快晉升,甚至她會不會懷疑自己無法在這間公司發揮自我價值。

核心價值檢視 – 2×2 C.D. Window
定義核心價值是首要工作,然後才是了解需要什麼技能來支撐自己發揮這個價值,這樣才能真正找到想做的事 (價值) 以及該做什麼 (技能)。
我總結在職涯發展、一步步向自己長遠想做的事邁進的流程,發展出一個 2×2 的矩陣並命名為勝任力定義視窗 (2×2 competency definition window)。

2×2 C.D. Window

這個視窗從兩個方向去定義:心態和能力。
心態上 (mentality) 區分為:我知道我可以做好的事 (I know I can do it well) 和我希望自己可以做得很棒的事 (I wish to do it excellently)。
能力上 (skill) 分為:我現在具備的技能 (I can do) 和我現在還沒有的技能 (I currently cannot do)。

首先定義最右下角的位置是你最希望展現的價值,也就是潛力象限。
這不僅止於你在自己能做的事裡尋找,而是要往你希望自己未來三年、五年甚至十年後希望自己做得很棒的事。
再來則是在最左上角定義自己現在的位置,你依現在有的技能做你現在能做的事,是現狀象限。

左下角則是缺陷象限。
這裡定義了所有要從左上角前進到右下角所欠缺的所有技能。
這些技能可以分成三個層面:短期馬上可以變現你的效能 (Level 1)、長遠必須具備 (Level 3)、以及從短期到長期之間具備轉換作用的策略性技能 (Level 2)。
很快我們就能找出能夠走出現有舒適圈的第一步;發展象限;的目標,以及在過程中需要去學會的策略性技能。

紀律思考,突破現狀
在往目標前進的過程中,大概十之八九都是一堆困難。困難可能來自於自己現有的技能還不夠強、還欠缺了一些技能、環境條件的資源不夠等等。
但我們主要的目的是達成目標,而不是因困難而受挫,所以必須分析現況來找出可以讓自己前進到下一個象限的突破口。
我們可以用下面的步驟來進行:

紀律思考的循環

  1. 定義發展象限的目標

    用 2×2 Competency Definition Window 定義出離自己現況象限最近的目標。

  2. 分析最適用的變現技能

    從缺陷象限中 Level 1 的技能裡,找出最適合現在環境條件的項目。

  3. 量化和進程

    為你的目標設定可量化目標以及達成的時間。
    (包括學習技能並能應用且轉成化效率的時間點)

  4. 執行並仔細評估

    開始學習新的技能,並設法變現成自己的效能。

  5. 嚴格檢視達成進度

    嚴格照時間點前進並且檢視進度。對於無法達成的部份,就必須仔細分析是否技能分析有漏失或是環境條件無法達成。
    無法達成的部份就必須基於「要在時間內達成目標」的原則思考
    a. 要在時間內達成,必須再額外補充什麼資源。
    b. 要在時間內達成,必須再增加什麼技能。
    c. 要在時間內達成,必須再本身額外提升什麼表現。

  6. 重新規劃目標

    如果經過檢覙,我們無法在時間內達成目標,就必須重新規劃較簡單的目標並排定時間,從步驟一開始。

  7. 接受事實並保持樂觀態度

    接受無法達成目標的困難,但保持樂觀能夠克服困難或達成重新規劃的目標。
    (Stockdale Paradox)

逐步把可執行目標明確化的循環

對職涯選擇或發展感到困擾或對提升主管技能有興趣的朋友,歡迎與我做進一步連絡。

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