SFBT目标导向对话提升领导力技能

英文原文

After spending more than a decade in different managerial roles and learning various aspects of the job, I came to the conclusion that as a manager, conversations are the ultimate tools of the trade. They enable you to direct, motivate, and engage people, and to pull information from the environment. I realized at some point that many managers, myself included, were too reliant on gut feelings during decision making, or were biased in searching for problems to solve in teams or in people—and therefore self-prophesying problems—which was not always constructive. I was able to track down this behavior to a simple lack of rigor and effectiveness when conducting conversations. It’s amazing how many companies do not train their managers, or when they do, train them poorly on how to conduct a conversation effectively so that it will lead to results. So I started looking for better solutions to making my direct reports accountable for their work, giving direction and motivation, and supporting them along the way, specifically via conversations. On that journey, I stumbled upon a therapy framework called Solution-Focused Brief Therapy, or SFBT for short, and it has changed the way I interact with people at work so much that I decided to write this article so I could share my experience. This article is the culmination of my personal journey with SFBT over the past three years. It covers the basics of SFBT, how I’ve used it in the workplace, and the some limitations I’ve encountered. The article concludes with a long list of resources, many of which are free, to help you dive further into SFBT. For the rest of this article, I will refer to SFBT applied to coaching and management as Solution-Focused Coaching, to make it clear that I do not want to go into the realm of therapy, given that I am neither trained or medically licensed for it, and that providing therapy is not my role as a peer or manager in a workplace environment. Finally before jumping into the topic, I want to clarify that almost the entirety of the ideas presented in this article are not mine. They come from various therapists and clinicians who practiced and honed those techniques and shared about their findings in books and articles. I do not claim to take credit for any of those ideas, my main contribution here is that I am trying to bridge the usage of those techniques from a therapeutic setup into a workplace setup, and I am also sharing my personal experiences and findings in doing so. The field of SFBT is gigantic, and in this article I will only be able to cover the surface. My goal is not that by the end you would be fully trained, but rather, that you would see the benefits for yourself to use those techniques, and that it would motivate you to spend more time on learning SFBT. So in short, this article is my attempt at selling you to the benefits of SFBT.

中文翻译

在担任不同管理职位十多年并学习了工作的各个方面后，我得出结论：作为管理者，对话是最终的工具。它们使你能够指导、激励和吸引人们，并从环境中获取信息。我意识到，包括我自己在内的许多管理者在决策时过于依赖直觉，或者在寻找团队或人员要解决的问题时存在偏见——从而自我预言问题——这并不总是建设性的。我将这种行为追溯到进行对话时缺乏严谨性和有效性。令人惊讶的是，有多少公司不培训他们的管理者，或者即使培训，也培训得很差，不知道如何进行有效的对话以取得成果。因此，我开始寻找更好的解决方案，让我的直接下属对他们的工作负责，给予方向和动力，并在过程中支持他们，特别是通过对话。在这段旅程中，我偶然发现了一个名为焦点解决短期治疗（SFBT）的治疗框架，它极大地改变了我与工作中人们的互动方式，以至于我决定写这篇文章来分享我的经验。这篇文章是我过去三年与SFBT个人旅程的结晶。它涵盖了SFBT的基础知识、我在工作场所如何使用它以及我遇到的一些限制。文章最后列出了大量资源，其中许多是免费的，以帮助你进一步深入了解SFBT。在本文的其余部分，我将把应用于教练和管理的SFBT称为焦点解决教练，以明确我不想进入治疗领域，因为我既没有接受过培训也没有医疗执照，而且在工作场所环境中提供治疗不是我作为同事或管理者的角色。最后，在进入主题之前，我想澄清，本文提出的几乎所有想法都不是我的。它们来自各种治疗师和临床医生，他们实践并完善了这些技术，并在书籍和文章中分享了他们的发现。我不声称对这些想法有任何功劳，我在这里的主要贡献是试图将这些技术的使用从治疗设置过渡到工作场所设置，并且我也分享了我在这方面的个人经验和发现。SFBT领域非常庞大，在本文中我只能涉及表面。我的目标不是让你在结束时完全接受培训，而是让你自己看到使用这些技术的好处，并激励你花更多时间学习SFBT。简而言之，这篇文章是我试图向你推销SFBT的好处。

文章概要

本文作者Emmanuel Goossaert分享了他在管理角色中如何发现对话作为关键工具的重要性，并介绍了焦点解决短期治疗（SFBT）框架如何应用于工作场所的教练和管理中，形成焦点解决教练。文章基于作者三年的实践经验，阐述了SFBT的基本原则、在工作场所的应用方法、具体问题类型（如例外问题、量表问题、应对问题和奇迹问题），以及在工作环境中的局限性。作者强调SFBT通过目标导向的对话，帮助管理者提升领导力技能，增强团队合作和心理安全，并提供了学习资源和实践步骤，鼓励读者通过练习将SFBT转化为永久技能。

高德明老师的评价