????我們招聘和提拔了一批又一批管理者，他們有著高超的分析技能，但社交能力極差，而我們似乎認為這一點并不重要。

????這個問題有多嚴重？最近，筆者與管理研究集團（Management Research Group）合作，對10年間收集的四個大陸60,000名管理者的數據進行了分析。我們提出了下列問題：從關注工作目標和其他人需求的能力方面來判斷，有多少管理者能夠入選top 33%？

????答案是，僅有0.77%。只有不足1%的領導者和管理者似乎在這兩個方面都非常擅長。如果將范圍擴大到50%，得到的答案也僅有5%。

????許多公司所面臨的最大的挑戰，背后的根源往往是社交能力不足。從最高層開始，如果領導者不擅長理解其他人，他們可能會制定一項策略，期望獲得所有人的支持，而不會去考慮其他人對方案的想法。實際上，麥肯錫公司（McKinsey & Co）在15年間統計的數據顯示，僅有30%的改革方案取得了成功。

????高管往往期望員工遵守指令，按照計劃執行策略，卻從來不會去考慮人性因素。在對員工進行績效反饋時，人力資源部會提供數據，希望人們做出改正，卻從來沒有意識到，有時候批評和威脅一個人的生命并無兩樣。

????那么正確的做法應該是怎樣的？瞻博網絡（Juniper Networks，筆者的客戶）完全拋棄了績效管理排名，因為它意識到業績評估會造成社交威脅，進而影響合作。這種嘗試已有四年時間，結果如何？員工積極性提高，薪酬差異化更大，不合適的人會更快地離開公司。

????簡而言之：我們是高度社會化的生物，在許多情況下，社交需求的重要性遠遠高于身體需求。正如利伯曼在書中所形容的那樣，馬斯洛或許是錯誤的：社交并非處于需求金字塔的頂端，而是與身體需求一樣處在下方的基礎位置。除非我們在設計機構的時候就接受、考慮這一觀點，否則，只有不足30%的員工在積極工作的現象會持續下去，而許多最重要的機構最終也將走向衰敗。（財富中文網）

????大衛?洛克為神經領導力研究所聯合創始人，是一名顧問，著有《正常運作的大腦》一書。歡迎于11月6日與7日親臨在華盛頓特區舉辦的神經領導力峰會，現場傾聽馬修?利伯曼分享他的思想。若無法前往現場，可觀看免費視頻。

????譯者：劉進龍/汪皓???

????We have hired and promoted generations of managers with robust analytical skills and poor social skills, and we don't seem to think that matters.

????How bad is the problem? Recently, I worked with the firm Management Research Group to look into data on 60,000 managers collected over 10 years across four continents. We asked the following question: What percentage of managers could be considered among the top 33% of performers as measured by their ability to focus both on work goals and the needs of other people?

????The answer? Only 0.77%. Less than 1% of leaders and managers seem to be reasonably strong in both areas. If we look at just being in the top 50% of performers, we still only get 5%.

????A lack of social skills is behind some of the biggest challenges in organizations. Starting from the top, if leaders are not good at understanding others, they are likely to develop a strategy and expect everyone to get on board, without stopping to imagine how others may feel about that plan. In fact, just 30% of change initiatives succeed, according to 15 years of data from McKinsey & Co.

????Executives often expect that employees will follow orders and execute a strategy as planned without taking into account the human factors at play. When it comes time to give employees performance feedback, HR departments provide data and expect people to just change without recognizing that criticism is like having someone threaten your life.

????So, what can a positive story look like? Juniper Networks (JNPR) (full disclosure: a client of mine) got rid of performance management rankings entirely, recognizing it created social threats that reduced collaboration. The outcome of this experiment after four years so far? Increased motivation, greater pay differentiation, and wrong people leaving the company faster.

????In short: we are deeply social beings, with social needs mattering more than physical needs in many situations. As Lieberman describes in Social, Maslow may have been wrong: social is not up the pyramid, it is right down there at the base with physical needs. Until this insight makes its way into how we design our institutions, we may continue to see less than 30% of people in our organizations actively engaged in their work, and a number of our most important institutions failing.

????David Rock is cofounder of the Neuroleadership Institute, a consultant and author of Your Brain at Work. Hear Matt Lieberman present his thinking at the NeuroLeadership Summit in Washington D.C, November 6 and 7. Watch the action via free live streaming if you can't make it.