Dr. Gary Bradt博士加里bradt

Time management is a grand idea when dealing with the things in your life.時間管理，是一項宏大的想法，在處理事情，在你的生活。 It’s all about organization, efficiency and getting things done.它的所有組織訓練，管理，效率和把事情做。 As a tool for leading people through change, however, it misses the mark.作為一種工具，引導人們通過改變，但它錯過了這一大關。 In fact, when leading change, the last thing you want to do is manage your time.事實上，當領先的變化，過去的事是你想要做的是管理自己的時間。 Instead, invest it in the people with potential to become change leaders themselves, and the returns you get may surprise you.反之，投資，它在人與潛力成為領導人的改變自己，並回報你可能您驚奇。 Following is an incredible story that illustrates the point.以下是一個令人難以置信的故事，說明了這一點。

A few years ago I became upset when a player on the NFL’s Carolina Panthers beat up a teammate and subsequently was suspended for one measly game by the team.幾年前我成了底價當一個球員就註明出處卡羅萊納美洲豹擊敗了隊友，隨後被停牌一measly遊戲所隊。 I felt this punishment was too lax (after all, the attacked teammate ended up in the hospital) and wrote an angry letter to the teams’ owner, Jerry Richardson, expressing as much.我覺得這個處罰過於寬鬆（畢竟，攻擊隊友結束了，在醫院） ，並寫了一個憤怒的信中，以車隊老闆傑瑞理查森表示，因為很多。 Mr. Richardson not only acknowledged my letter after I figured it would end up in the trash but he went one giant-step further.理查森先生不僅承認我的信後，我想通它最終會在垃圾桶，但他到一個巨更進一步。 He offered to come visit my thirteen-year-old son, who was a big fan of the team’s, and me, along with the star player in question, wide receiver Steve Smith.他表示願意來訪問我的13歲的兒子，是一個大扇隊的，和我，隨著明星球員的問題，廣泛接收史蒂夫史密斯。

They made the two-hour drive each way from team headquarters to my home and stayed with us for three hours.他們做了兩小時的驅動方式，每隊由總部到我的家，並逗留了我們3個小時。 I learned that day that Steve Smith is a good man who made a bad mistake and was willing to learn and take responsibility for his actions.我知道有一天史蒂夫史密斯是一個好人，誰取得了一個壞的錯誤，並願意以學習承擔責任，為他的行動負責。 I admire him greatly for that.我很佩服他，極大地表示讚賞。 From Mr. Richardson, I learned the power of a leader being personally invested in future leaders who can make a difference.從理查森先生，我學到的權力，領導者正親自投資於未來的領導人，誰能夠有所作為。

Jerry Richardson invested time in me that day, but more importantly he invested time and energy in Steve Smith, someone with potential to lead changes on the field of play.傑里理查森投資的時候，在我的那一天，但更重要的，他投入了時間和精力，史蒂夫史密斯，有人可能導致的變化對場的發揮。 I can only imagine the discussions they had as they drove back and forth and the bonds they forged and then carried forward.我只能想像討論他們，因為他們駛回，並提出和債券，他們偽造的，然後發揚光大。 It’s no coincidence that the following season Steve Smith emerged as the team’s biggest star and helped lead them to a Super Bowl appearance.這絕非巧合下季史蒂夫史密斯成為球隊最大的明星，並且幫助他們在超級杯亮相。

Mr. Richardson identified Steve Smith as someone I call a ‘diamond-in-the-rough,’ a leader of untapped potential.理查森先生確定的史蒂夫史密斯，因為有人我所稱的'鑽石- M處理器的粗糙， '領導者的尚未開發的潛力。 Then, he personally invested his time and energy to help Steve unleash his potential.然後，他親自投入了他的時間和精力，以幫助史蒂夫釋放出他的潛力。 You can do much the same for the uncut diamonds in your organization.你可以做多少，同時，為未切割鑽石在您的組織。 Here are five tips to help get you started.這裡有五個提示，以幫助讓您輕鬆上路。

1. 1 。 Hold yourself accountable for people development.持有自己負責人的發展。 Common comfort zones such as crunching numbers and formulating strategy have their place, but both are useless if you don’t have leaders in place to execute.常見的舒適區，如增加業績，並制定策略，有其地位，但兩人都是枉然，如果你沒有領導人在地方執行的。 Therefore, hold yourself accountable for the people side of the equation too.因此，持自己負責任，為人民一邊的方程。 Recognize more pressing issues will always come up, so do whatever it takes to make finding and developing people a priority.認識到更迫切的問題將永遠出現，使盡一切所能，使尋找和發展人民的一個優先事項。 Schedule time for building relationships into your calendar.附表的時間建立關係到你的日曆。 Make a list or create a spreadsheet to track your progress if you must.作出一份名單或創建一個電子表格，以追踪進度，如果你必須這樣做。 Set goals for people development and hold yourself too them.確定了目標，為人民的發展和持有自己太。

2. 2 。 Identify your Steve Smiths, or your “diamonds-in-the-rough.” You can’t invest in your future change leaders if you don’t know who they are.確定您的史蒂夫史密斯，或者你的"鑽石- - -粗， "你可以不投資你的未來變化領袖，如果你不知道他們是誰。 Some ‘diamonds’ are obvious.一些'鑽石'是顯而易見的。 Their talent and ability dazzles and stands out, but others may require energy and effort to unearth.他們的才華和能力，目炫和立場，但其他人可能需要能量，並努力挖掘。 This may be especially true if you work in a large organization where talented people lay buried within the bureaucracy.這可能尤其如此，如果你的工作，在一個大的組織，如人才奠定埋了官僚主義。 In this case, use Tom Peters’ old technique of management by walking around.在這種情況下，使用湯姆彼得斯『老技術管理，由一個圈。 Get out of your comfort zone.走出你的舒適地帶。 Visit places in your organization where you don’t know as many people.訪問名額在你的組織那裡，你不知道，因為很多人。 Talk to at least one new person a day.談話至少有一個全新的人一天。 Take the new guy or woman to lunch.採取新的傢伙還是女人共進午餐。 When you visit remote sites, make it a point to meet people relevant to your line of business, then, follow up with those you meet.當您訪問遠程站點，使之成為一個點，以滿足人民群眾對有關你的業務線，那麼，跟進與你見面。

3. 3 。 Once you find them, don’t delegate your ‘diamond’ development.一旦你找到他們，不授你的'鑽石'的發展。 Certainly Human Resources and your training department have a role to play in polishing future leaders’ skills and capabilities.當然，人力資源和你的訓練部門也應發揮作用，在拋光未來領袖的技能和能力。 But the savviest leaders take personal responsibility for helping people grow.但savviest領導人承擔個人責任，為幫助人們成長。 Once you have identified the people you think could be future change leaders for your organization, get personally involved in their development.一旦你確定你的人認為可以改變未來的領袖為你的組織，獲得親身參與過它們的發展。 Jerry Richardson answered my letter and placed the initial call to me.傑里理查森回答我的信，並把初步致電給我。 Jerry Richardson invited Steve Smith to join him on his visit.傑里理查森邀請史蒂夫史密斯與他一起訪問的。 Jerry Richardson even drove the car himself.傑里理查森甚至駕車自己。 He didn’t delegate these duties; he owned them as his.他並不代表這些職務時，他擁有他們自己。 Poor time management?窮人的時間管理？ Perhaps.也許是。 But, poor time management often creates the conditions for great change leadership to occur.但是，惡劣的時間管理往往創造了條件，為偉大的變革領導發生。

4. 4 。 Polish your gems by asking questions.波蘭貴寶石提問。 The best leaders ask questions - lots of them.最好的領導人發問-地段的。 They don’t invest much time in running around telling people what to do.他們不投資了很多時間四處告訴別人該怎麼做。 In fact, they don’t hire people who have to wait to be told what to do.事實上，他們不僱用的人，要等會告訴該怎麼做。 Instead, they unleash talent by presenting problems and asking for ideas versus offering solutions.相反，他們發揮人才，通過提出問題，並要求思路銀兩提供解決方案。 They understand their job is to lead, not do.他們知道他們的工作就是領導，並沒有這樣做。 They encourage people to think.他們鼓勵人們思考。 They encourage people to act.他們鼓勵人們採取行動。 They remove organizational roadblocks that hold talent back.他們組織清除路障，持有人才回來。 They ask questions versus bark orders.他們發問銀兩樹皮命令。

5. 5 。 Explore ideas and build relationships beyond the boundaries of work.開拓思路，建立關係，超越了國界的工作。 Engage people on a variety of topics beyond your common industry issues.聘請人就各種議題超出你共同的行業問題。 Refining someone’s leadership often means helping them look beyond the confines of their everyday world for novel solutions and product innovations they can bring back to it.精煉某人的領導往往意味著幫助他們放遠目光局限於自己的日常世界，為新型解決方案和產品創新，他們能帶回來給它。 Become emotionally invested too.成為在感情上投入太多。 Spend time getting to know your future leaders.花時間去了解你的未來領袖。 Find out what matters to them, inside and outside of work.找出什麼事情對他們來說，會內會外的工作。 Sometimes engaging in small talk can lead to big insights.有時搞小型講座，可導致大的真知灼見。 You may discover a personal situation that is holding someone down or holding him or her back, such as the illness or loss of a loved one.你可以發現一個個人的情況，即持有人或持有他或她的背部，如因病或失去至親。 You may not be able to do anything tangible to help, but simply knowing that you care can be reassuring and provide a boost.你可能不能夠做些什麼實實在在的幫助，而只是知道你的照顧，可以放心的，並提供正面的影響。 If you want people to be there for you when the going gets tough, as it inevitably will when things change, you need to personally invest in them first.如果你想要的人來為您當去得到強硬，因為這將不可避免地，當事情發生變化，您需要親自對他們投資第一。

A Final Word最後詞
If investing in people sounds like a ’soft’ activity to you, you’re right.如果投資人好像是'軟'活動給你，你說得對。 It is.答案是肯定的。 But rare is the business that can consistently return good, hard results without making soft investments in people first.但難得的是生意，可以一貫良好的回報，辛勤的結果而不軟投資人放在第一位。 People determine whether you win or lose, whether the game is football or business or life.人們確定是否你的贏輸，無論是遊戲，是足球或生意的生活。 To better lead change, stop managing your time and start investing it in people.更好地帶領變更，停止管理你的時間和開始投資，它在人。 Then enjoy as the wins pile up.然後享受作為贏樁。

Dr. Gary Bradt is a change and leadership expert, speaker and author of The Ring in the Rubble: Dig Through Change and Find Your Next Golden Opportunity http://www.theringintherubble.com His diverse client base includes IBM, FedEx, General Motors, American Express, Marriott International, The Weather Channel, The Department of Defense, and NASA.博士加里bradt是一個變化和領導能力的專家，議長及作者的戒指在瓦礫：挖通過改變並發現了你的下一個黃金機會http://www.theringintherubble.com其多樣化的客戶基礎，包括IBM ，聯邦快遞公司，通用汽車公司，美國運通銀行，萬豪國際集團，天氣頻道，國防部， NASA ...等等。 For many years he was endorsed by Spencer Johnson as the primary speaker worldwide on Johnson’s business bestseller Who Moved my Cheese?多年來，他通過斯賓塞約翰遜作為首要議長世界範圍內對約翰遜的商業暢銷書誰動了我的乳酪？ He resides in Summerfield, North Carolina with his wife and two children.他住在summerfield ，北卡羅萊納州與他的妻子和兩個孩子。