cbmc中華民國總會 -- 週一嗎哪:設定不僅是為了報酬的目標(2018/02/19)
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週一嗎哪:設定不僅是為了報酬的目標(2018/02/19)    首頁 > 最新內容

 

 

                 週一嗎哪 

服事全球工商界

2018-2-19

By Robert J. Tamasy

 

設定不僅是為了報酬的目標

SETTING GOALS FOR MORE THAN REWARDS

 

你每天會設定甚麼樣的目標,努力達成呢?很多工商人士會把目標和結果看成是不可分的,例如:目標就是得到期待的報酬。然而,這樣的想法是缺乏遠見的。

 

馬克斯˙德普里(Max DePree)已於去年離世,但他的智慧一直存留。 他帶領了Herman Miller 辦公室家具公司幾十個年頭,努力讓公司裡的每一個人的聲音都被聽見,因此公司內部的氣氛是彼此包容和關懷的。他也是一個知名的企業執行長,著有五本書,包括「領導是一種藝術」(Leadership is an Art)以及「領導爵士樂」(Leadership Jazz) ..等。(1:以上暫譯,台灣未出版)。他觀察到:「目標和報酬只是人類眾多活動的一小部分。但當報酬變成我們的目標時,我們只看到工作的一小部分。」

 

他還有其它兩本書:「被呼召服事」(Called to Serve)以及「不以權力領導:在社區服務中尋找希望。」(Leading Without Power: Finding Hope in Serving Community)他認為,我們把報酬當成是工作的目標是一個陷阱。報酬有很多種型式,但是基本上是為自己服務,焦點在得到更大的回饋、專業領域上的進步、名聲和權力。對公司而言,報酬可能是增加利潤或是擴張市場。

 

只要目標的本質不是錯誤的,就是遠大和有意義的。例如,幫助他人在專業上成長,讓他們能夠發展自己的潛能,即使那代表他們可能需要離開現在的工作;或者是給公司一個願景讓他們成為所在地社區有價值的鄰居;又或者為組織內外特別的需要,發展一個特別的計畫。

 

這些目標都能帶來滿足感,卻不一定能為公司或個人帶來收入。馬克斯先生建議我們,設定一個目標,不以利潤為主,讓這個目標帶來更多回饋和意義。箴言也告訴我們付出和得到同等重要。

 

付出能帶來滿足感 。雖然有時候慷慨帶來的益處會延遲來到,或只是在幫助別人時帶給我們滿足的感覺。「有施散的,卻更增添;有吝惜過度的,反致窮乏。好施捨的,必得豐裕;滋潤人的,必得滋潤。 (箴言 1124-25).

 

服事人就是服事神 。 有時候我們遇見某事,心中覺得:「應該要有人去幫助他。」也許就是神在告訴我們,「我們」應該要去幫助別人了。「憐憫貧窮的,就是借給耶和華;他的善行,耶和華必償還。 (箴言 1917).

 

設定帶來有形報酬的目標是考驗我們的動機。  若是當初設定的目標不單純,在拿捏之間很可能就會走偏。單純設定『利他』的目標使我們有很清楚的動機。「人所行的,在自己眼中都看為正;惟有耶和華衡量人心。 (箴言 212).

 

© 2018. Robert J. TamasyIt 是企業巔峰: 給今日職場從箴言而來永恆的智慧 一書的作者。也與導師之心的作者David A. Stoddard 合著Tufting Legacies。編輯多本著作包括Mike Landry. Bob的書: 透過苦難成長。Mike Landry. Bob的網站為www.bobtamasy-readywriterink.com, 他的雙週部落格為: www.bobtamasy.blogspot.com.

 

反省與問題討論

 

第一、你設定目標的程序是甚麼?你是否總是設定可測量的和可達到的目標?

 

 

第二、你同意馬克斯先生所說的「當報酬變成我們的目標,我們只看到工作的一小部分。」這句話嗎?你認為他這句話真正的意思是甚麼?

 

 

第三、我們要如何設定不以利益為主的目標呢?你覺得在工商業界重視成功和失敗、生存一瞬間的環境之下,設定這樣的目標是切合實際的嗎?

 

 

第四、你覺得箴言當中提到的幾項原則裡面,哪一個對你最有意義?解釋你的答案。

 

 

 

備註:如果你手上有聖經希望閱讀更多和這個主題相關的經文,請參考:

箴言 162

16:2 人一切所行的,在自己眼中看為清潔;惟有耶和華衡量人心。

箴言173

17:3 鼎為煉銀,爐為煉金;惟有耶和華熬煉人心。

箴言2827

28:27 賙濟貧窮的,不致缺乏;佯為不見的,必多受咒詛。

箴言318-9

31:8 你當為啞巴(或譯:不能自辯的)開口,為一切孤獨的伸冤。
31:9 
你當開口按公義判斷,為困苦和窮乏的辨屈。

以弗所書 210

2:10 我們原是他的工作,在基督耶穌堻y成的,為要叫我們行善,就是 神所預備叫我們行的。

歌羅西書 317節、23-24

3:17 無論做甚麼,或說話或行事,都要奉主耶穌的名,藉著他感謝父 神。

3:23 無論做甚麼,都要從心堸窗A像是給主做的,不是給人做的,
3:24 
因你們知道從主那堨盛o著基業為賞賜;你們所事奉的乃是主基督。

 

 

 

 

 

                                                 MONDAY MANNA

February 19, 2018

 

SETTING GOALS FOR MORE THAN REWARDS

 

By Robert J. Tamasy

 

What factors do you include when establishing the goals you strive to achieve each day? Many business and professional people see goals and outcomes as permanently intertwined. For instance, goals may be expressed in terms of expected rewards. However, such thinking can become very short-sighted.

 

Max DePree passed away last year, but his wisdom lives on. He led the Herman Miller office furniture company for several decades, striving to give everyone in the organization a voice that was heard. As a result, it became known for its inclusivity and caring atmosphere. A noted business executive and author of five books, including Leadership is an Art and Leadership Jazz, DePree observed, “Goals and rewards are only parts, different parts, of human activity. When rewards become our goals, we are only pursuing part of our work.”

 

Perhaps the titles of two of his other books, Called to Serve, and Leading Without Power: Finding Hope in Serving Community, offer a clue on what DePree meant about the pitfall of regarding goals and rewards as one and the same. Rewards can take many forms, but typically they are self-serving, focused on greater compensation, professional advancement, prestige and power. Or a company may set goals to increase profits or expand market share.

 

While such goals are not intrinsically wrong, they can keep us from embracing goals with broader impact and meaning. Such as helping others to grow professionally so they can realize their potential, even if it means moving on to opportunities beyond their current employment. Or casting a vision for the company to become a valued neighbor in the surrounding community. Or developing programs for addressing specific needs both within and outside of the organization.

 

Those can all result in a sense of gratification, but will not necessarily enhance the corporate bottom line or one’s annual income. As DePree suggested, establishing goals apart from desired rewards can ultimately prove to be, we might say, more rewarding. Here are some principles from Proverbs that address the importance of giving as well as getting:

 

Giving can be very gratifying. Sometimes the act of generosity results in tangible returns at a later time. Or it may simply provide the satisfaction of being of aid to others. “One man gives freely, yet gains even more; another withholds unduly, but comes to poverty. A generous man will prosper; he who refreshes others will himself be refreshed” (Proverbs 11:24-25).

 

Serving others is an act of service to God. Sometimes we find ourselves inclined to think, “Someone should help those people.” Some of those times, it may be us that God is expecting to provide the needed assistance. “He who is kind to the poor lends to the Lord, and he will reward him for what he has done” (Proverbs 19:17).

 

Setting goals beyond tangible rewards tests the motives. Lines between right and wrong can easily blur for goals established solely on the basis of intended rewards. Goals set primarily for the interests of others help to clarify inner motivations. “All a man’s ways seem right to him, but the Lord weighs the heart” (Proverbs 21:2).

 

© 2018. Robert J. Tamasy has written Business at Its Best: Timeless Wisdom from Proverbs for Today’s Workplace; Tufting Legacies; coauthored with David A. Stoddard, The Heart of Mentoring, and edited numerous other books, including Advancing Through Adversity by Mike Landry. Bob’s website is www.bobtamasy-readywriterink.com, and his biweekly blog is: www.bobtamasy.blogspot.com.

 

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Reflection/Discussion Questions

 

1.    What is the process you use for setting goals? Do you typically try to make your goals both measurable and attainable?

 

 

 

 

2.    Do you agree with DePree’s statement, “When rewards become our goals, we are only pursuing part of our work”? What is your understanding of what he meant in saying this?

 

 

 

 

3.    How can we set goals that are not rewards-centered? In an environment when sales and profits can mean the difference between success and failure, even survival, do you think it is realistic to establish goals without linking them to specific rewards?

 

 

 

 

4.    Which of the principles cited from the book of Proverbs seems most meaningful for you? Explain your answer. 

 

 

 

 

NOTE: If you have a Bible and would like to read more about principles it presents, consider the following passages:

 

Proverbs 16:2, 17:3, 28:27, 31:8-9; Ephesians 2:10; Colossians 3:17,23-24

 

 

 

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