The makeup of leadership teams in the workplace is rapidly changing. One study found that about 10,000 baby boomer employees are retiring every day, and that by 2020 millennials will comprise about 50% of the workforce in the United States.
职场中的领导团队结构正在快速地发生变化。有一项研究发现，每天大约有1万名婴儿潮时代出生的员工正在退出职场，并且估计到2020年，美国劳动力组成将会有大约50%是由千禧一代占领的。

Because of these trends, young leaders are being asked to take on significant leadership roles. This can present challenges both for the managers and for those who are being managed. This article provides readers with 10 ways to gain respect as a young leader; respect that should also help those being managed.
正由于这些趋势，年轻领导者正被赋予着重要的领导角色。这样会衍生出管理者以及那些被管理的员工所面临的挑战。本文为读者提供10个方法，帮助年轻领导者获得尊重，因为尊重也应该帮助那些受他人管理的人们。

1. Prove Your Value As Soon As Possible
1. 尽快证明自己的价值

According to an article in the Harvard Business Review, young leaders are faced with a number of unique challenges related to the way colleagues perceive them in the workplace. A primary concern is that young leaders lack the necessary experience or knowledge to be successful.
根据《哈佛商业评论》杂志当中的一篇文章，年轻领导者们正在面临着许许多多独特的挑战，这些挑战与职场同事对他们的看法相关。有一个最主要的忧虑便是，年轻的领导者缺乏制胜必须的经验或知识。

To overcome this perception, young leaders should create a goal for themselves early on, and should share this goal with the team. They should then make sure to actually hit the goal. Doing this early in a young leader’s tenure can demonstrate to the team that they are capable of performing as expected.
为了克服这种成见，年轻的领导者们应该在早期为自己设定目标，并且与团队的成员分享这个目标。然后他们要确保自己真的实现这个目标。在当上领导的早期做这件事情，能够向团队展示出他们具备符合他人预期的能力。

2. Genuinely Care About The Wellbeing Of Your Team
2. 真挚地关心团队的幸福

It becomes considerably easier to earn people’s respect when they believe that their manager cares about their wellbeing. Caring about an individual’s wellbeing does not mean that you should be a pushover, or that you should accommodate every personal request a team member makes.
如果员工们认为自己的领导能够真正地关注团队成员的福利，那么领导们获得团队的尊重就会变得相当简单了。关注一个人的幸福并不意味着你要被别人控制住，或者满足每一个人的要求。

Instead, you should show that you care about your team’s success, both individually and collectively. You should make time to be available for your team for work and personal matters, and should listen more than you talk.
反之，你应该展示出你关注团队成功的决心，不管是个人的还是集体的。你应该花点时间去了解团队的工作和个人情况，多倾听，少说话。

3. Understand That Their Success Is Your Success
3. 认识到“他们的成功就是你的成功”

A key difference between a business leader and an individual contributor is that a leader is judged by the success of his or her team. That means that a leader should constantly be thinking of ways to put his or her team in the spotlight if they do well-executed work. Others in the company will swiftly realize that you are the one leading those on your team to success.
一名商业人与独立贡献人的主要区别在于，领导者的成功是根据他/她所在的团队的成功所判定的。那就意味着，一位领导者需要不断地构思，当团队成员完美地完成了工作，如何把他/她的团队置于光芒之中。公司里的其他人很快就会意识到你就是那位领导团队成功的领导者。

Putting the success of the team first is also an effective way to earn respect as a young leader. If people feel that you are interested in their professional growth, they are more likely to be open to feedback and guidance.
把团队的成功放在首位，同时也是年轻领导者获得尊重的一个有效的方式。如果人们感受到你对他们的职业发展充满兴趣，他们的态度就会更开放，更愿意提供反馈与指导。

4. Give And Ask For Honest Feedback
4. 提供并寻求真诚的反馈

Speaking of feedback, it is important to provide candid feedback to your team. It is the only way that your people will grow professionally. As Jack Welch, the former CEO of GE, said in an interview, “You reinforce the behaviors that you reward … If you reward candor, you'll get it.” Welch went on to espouse the importance of providing candid feedback to people on your team. Failing to do so is a great way to ensure mediocrity.
谈到反馈，你很有必要为团队给予真诚的反馈。这是唯一一个让你的团队成员在职业上获得成长的方式。正如美国通用电气公司的前任执行总裁Jack Welch，他在一次采访中表示：“你得鼓励那些你褒奖的行为……如果你褒奖坦白，那么你就能获得真诚的告白。”Welch继续强调为团队成员提供真实反馈的重要性。无法提供真诚的反馈只能保证团队的碌碌无为。

5. Provide Employees With Reasonable Autonomy
5. 给予员工合理范围内的自主权

If you micromanage from the get-go, people will quickly become frustrated with you. This is especially true if the previous manager was relatively hands off.
如果你从上任就职的时候就开始微管理你的员工，人们很快就会讨厌你。这是特别真实的，尤其是如果前一任领导是撒手不管的。

Instead, provide employees with a reasonable level of autonomy and trust them to make the right decision. After further evaluation, decide whether employees can work autonomously. If they cannot, put them on a performance-improvement plan. If that doesn’t work, you may have to let them go. Managers should not be micromanagers; they should be facilitators who empower employees.
反之，你应该给予员工合理程度的自主管理权，并相信他们能够做出正确的决定。经过进一步评估，判断员工们是否能够自主地工作。如果他们无法自主工作，那么就让他们参与绩效提升的计划。如果那也行不通，你有可能就得放下了。管理者不应该是微管理者，而应该是赋予员工权利的辅助者。

点此阅读：年轻领导获得尊重的10个方法（下）

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