原作者：Christopher C.Barron

編譯：T客匯 李哲

一個(gè)典型的日常工作場(chǎng)景：電話響了，屏幕上顯示出來電人。然后，我們等著它進(jìn)入語音信箱。適當(dāng)?shù)难舆t之后，我們?cè)僖远绦诺男问交貜?fù)。然后，對(duì)方再給我們回復(fù)電子郵件……

大多數(shù)人的工作地點(diǎn)離同事不超過30米，但是我們卻選擇電子郵件，而不是直接走過去，面對(duì)面地與他們交流。我們每個(gè)人都在告訴自己，書面的回復(fù)和信息是完全可以接受的交流方式。然而，事實(shí)果真如此嗎？

新技術(shù)讓溝通變得更好還是更壞？

過去五年內(nèi)出現(xiàn)的一些新技術(shù)，實(shí)際上強(qiáng)化了我們的自我孤立。這些技術(shù)已經(jīng)遠(yuǎn)遠(yuǎn)超出了Facebook和Yahoo提出的通訊概念。你可能聽說過以下這些應(yīng)用：

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

為了方便與他人進(jìn)行書面，或者叫做異步溝通的應(yīng)用程序幾乎有幾十個(gè)。換句話說，這些應(yīng)用允許其他人沒有直接時(shí)間限制地與你合作。我們對(duì)這類應(yīng)用的選擇如此之多，以至于忽略了我們每次與他人真正的交流都可能產(chǎn)生的，也是最直接、最有效的隱藏價(jià)值。它不是我們傳遞出去的內(nèi)容，而是通過面對(duì)面交流建立起來的，而且不斷深化的情感聯(lián)系。

正如偉大的詩人瑪雅·安吉羅 Maya Angelou 說的那樣：“人們會(huì)忘記你說過的話、做過的事,但絕不會(huì)忘記你曾經(jīng)帶給他們的感受。”

新型協(xié)作系統(tǒng)的過剩，使得信息的創(chuàng)造、存儲(chǔ)和分享再簡(jiǎn)單不過。但是，人和人之間的距離并沒有被拉近。

CIO需要具備怎樣的溝通技能？

如果你和你的老板之間沒有感情聯(lián)系，他會(huì)給你晉升機(jī)會(huì)嗎？幾乎不可能。更進(jìn)一步講，讓我們看看今天的企業(yè)在招聘CIO時(shí)的職位要求吧。你看到的描述不可能是這樣的：

“本公司誠聘高管一名，職責(zé)為坐在角落處的辦公室里，解讀報(bào)告，回復(fù)電子郵件，參加定期會(huì)議?！?/p>

即使是在上個(gè)世紀(jì)，CIO的工作日程安排也不會(huì)如此。相反，你會(huì)看到這樣的描述：

“本公司誠聘高管一名，要求活力充沛，親力親為；對(duì)公司的運(yùn)營狀況有充分的了解；對(duì)于技術(shù)在公司效益的提高中所扮演的角色，有清楚的認(rèn)知?！?/p>

過去，人們把“親力親為”等同為運(yùn)行幫助臺(tái)（HelpDesk）。現(xiàn)在早已不是那么回事了。企業(yè)對(duì)CIO的真正要求是——愿意并且渴望看見和被看到，愿意深入到工作場(chǎng)景中，與員工面對(duì)面地建立互動(dòng)和聯(lián)系。

有效的溝通是每位企業(yè)領(lǐng)導(dǎo)者需要具備的首要技能。只需記住，書面文字最多只能傳達(dá)出7%你想表達(dá)的內(nèi)容。因此，做好面對(duì)面交流的準(zhǔn)備吧！電話響了就去接，不用多久，你就會(huì)享受到這種方法帶來的巨大成功。

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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