英文原文
Leadership challenges when leading a corporate startup - reflection on Ego State Model
My very first journal of leadership.
After moving from a customer service director leading 400+ people to a cooperate startup with cross-function leading only 30+ people, what is the main challenges that I faced in leadership? There are quite a few and today I would like to reflect one which makes me struggling most recently - that I have to manage people at different seniority level when the team is young and not completely stuffed with all manager roles yet.
Unlike in a matured organization where you have professionals responsible for data analysis, process improvement, and most of the leaders in place for years, when we started new Twill organization from Jan 6th this year, I hired most 4 new leaders and 8 sales and customer service positions internally and externally in one month time in Dec and the team was expected to run up to speed from Jan and deliver business result in Jan. After 2 months+ working together as a new and young team, when I asked them for feedback on me without talking anything about business plan and performance numbers, some say they feel great, energized, and transparent when working with me, while some say they feel 'nervous' when talk with me and don't know what and when they can talk with me. Why such a big contrast? People are different in characters and of course I can't expect people will interact with me as my previous direct reports who are senior in leadership role and most of them know me well. This makes me to recall one of the theory I learned from one of the leadership training programme, called Ego State Model, a core model of Transactional Analysis. They provide a way of understanding our personality; how we think, feel and behave. It was defined by Eric Berne in 1950s, the ego state model says we can understand our inside world as consisting of 3 different areas which area called the Parent ego state, the adult ego state, and the child ego state.
As we interact from different ego states, we invite different responses from those around us. Analysis of ego states helps us to understand the interactions we have with others. Each transaction can be seen as coming from a specific pair of ego states , e.g. Parents to Child, or Adult to Adult. Crossed transactions will make the transactions inefficient as people come from different ego expect different response. So it is very important to ensure you bring the other person to the corresponding ego and most of the time the Adult ego state before the conversation, and adapt various leadership style like consultative leadership, benevolent leadership, ,or participative leadership. I want my people to trust me, work with me not because who I am, but what we can achieve together - to crack the code of digital logistics Twill.
中文翻译
领导企业初创公司时的领导力挑战——对自我状态模型的反思
我的第一篇领导力日记。
从领导400多人的客服总监转岗到领导仅30多人的跨职能初创公司，我在领导力方面面临的主要挑战是什么？有很多，今天我想反思最近让我最困扰的一个——当团队年轻且尚未完全配备所有管理角色时，我必须管理不同资历水平的人员。
与成熟组织不同，那里有负责数据分析、流程改进的专业人员，且大多数领导者已任职多年，当我们今年1月6日启动新的Twill组织时，我在12月一个月内内部和外部招聘了4名新领导者和8个销售与客服职位，团队预计从1月开始快速运转并在1月交付业务成果。作为一个新的年轻团队合作两个多月后，当我请他们对我提供反馈，不谈业务计划和绩效数字时，有些人说与我合作时感觉很好、充满活力且透明，而有些人说与我交谈时感到“紧张”，不知道可以和我谈什么以及何时谈。为什么有如此大的反差？人们性格不同，我当然不能期望人们像我之前那些资深的直接下属那样与我互动，他们大多数很了解我。这让我回想起从一次领导力培训项目中学到的一个理论，称为自我状态模型，这是沟通分析心理学的核心模型。它提供了一种理解我们人格的方式；我们如何思考、感受和行为。它由Eric Berne在1950年代定义，自我状态模型说我们可以将我们的内心世界理解为由3个不同区域组成，这些区域称为父母自我状态、成人自我状态和儿童自我状态。
当我们从不同的自我状态互动时，我们会引发周围人的不同反应。分析自我状态有助于我们理解与他人的互动。每次交流都可以被视为来自特定的自我状态对，例如父母到儿童，或成人到成人。交叉交流会使交流效率低下，因为人们来自不同的自我状态期望不同的回应。因此，在对话前确保将对方带入相应的自我状态，大多数时候是成人自我状态，并适应各种领导风格如咨询式领导、仁慈式领导或参与式领导，非常重要。我希望我的团队信任我，与我合作不是因为我是谁，而是因为我们能共同实现的目标——破解数字物流Twill的密码。
文章概要
本文作者Lisa Ding分享了从大型组织转岗到初创公司领导团队时面临的领导力挑战，特别是管理不同资历人员的困难。她通过自我状态模型（沟通分析心理学的核心理论）反思了团队反馈的差异，强调在互动中促进成人自我状态的重要性，以提升交流效率和团队信任，共同实现创新目标。
高德明老师的评价
用12岁初中生可以听懂的语音来重复翻译的内容：这篇文章讲的是一个领导从大公司换到小公司后遇到的困难。她发现有些员工和她说话时很开心，有些却很紧张。她用了一个叫“自我状态模型”的理论来解释，说我们心里有三个部分：像父母一样、像成人一样和像小孩一样。如果大家都能像成人一样冷静地说话，事情就会更顺利，团队也能更好地一起工作。
TA沟通分析心理学理论评价：本文很好地应用了沟通分析心理学中的自我状态模型，特别是强调了成人自我状态在领导力中的关键作用。作者通过反思团队互动中的差异，识别出交叉交流可能导致效率低下，这符合沟通分析理论中关于自我状态匹配和交易效率的原则。文章展示了如何通过促进成人自我状态来优化领导风格，如咨询式和参与式领导，这体现了理论在实践中的灵活运用，有助于构建更健康的组织沟通模式。
在实践上可以应用的领域和可以解决人们的十个问题：应用领域包括初创企业管理、团队建设、创新工作坊、领导力培训、冲突解决、员工发展、组织变革、沟通技能提升、心理健康促进和创业指导。可以解决人们的十个问题：1. 改善团队内部沟通不畅；2. 减少领导与员工之间的误解；3. 提升会议效率；4. 增强团队协作和信任；5. 帮助新领导者适应角色；6. 管理多元资历团队；7. 促进创新思维；8. 缓解工作压力；9. 培养积极组织文化；10. 支持个人职业成长。