吕国博士：优秀的领导者都是希望管理者

在阳光创译，大家都对希望有着共同的认知：希望，是照亮人生之路的火炬，是我们生活的奋斗之光。在人的幻想和成就中间有一段空间，只能靠希望来通过。

In Sunlight Translation, everyone shares a common understanding of hope: hope is the torch that illuminates the path of life, it is the guiding light in our endeavors. There is a space between human imagination and achievement that can only be bridged by hope.

希望对于个人的努力奋斗起了极大的积极作用，那么对组织发展来说，希望又有什么至关重要的作用呢？

Hope has played a great positive role in individual efforts and struggles, but what is the crucial role of hope in organizational development?

在阳光创译，董事长吕国博士一直致力于推行希望管理，吕国博士认为：一个企业，在工资待遇不如巨头公司优厚的时候想要留住人才，靠的就是希望。在一个团队组织中，希望管理是极其至关重要的。有些企业以企业的愿景作为希望管理的最高纲领，从一个小的家庭、个人，到一个企业，到一个政党，到一个国家都要重视大家的希望和愿景。

At Sunlight Translation, Dr. Lv Guo, the Chairman, has been committed to implementing hope management. Dr. Lv believes that in order to retain talent when salary and benefits may not match those of larger companies, hope is crucial. In a team organization, hope management is of utmost importance. Some companies use their vision as the highest principle of hope management, emphasizing the hopes and visions of individuals, families, companies, political parties, and countries alike.

例如，任正非在创业初期就对华为的员工讲，大家买房子的时候，要把阳台买大点儿，因为将来咱们的所有员工挣的钱会非常多，很多钱没地方存放，会发霉，所以把阳台买大点，这样就可以把发霉的钱在阳台上晾一晾、晒一晒，这就是对员工希望管理的最典型的例子。

For example, during the early stages of Huawei’s entrepreneurship, Ren Zhengfei, the founder, told employees that when they buy a house, they should make sure to have a spacious balcony because in the future, employees will earn a lot of money and there won’t be enough places to store it all. He metaphorically referred to the money as “moldy” and suggested using the balcony to air it out and dry it. This is a typical example of hope management towards employees.

阳光创译吕国博士曾经以毛主席的组织领导为例，给大家分析了希望管对于管理工作的积极作用，吕国博士说道：

Dr. Lv Guo from Sunshine Creation once analyzed the positive role of Hope Management in management work using Chairman Mao's organizational leadership as an example. Dr. Lv Guo said:

吕国博士不仅对希望管理做了分析，也在阳光创译内部进行了推广。在阳光创译，吕国博士一直以来都强调，阳光创译是一个阳光型组织，阳光一词被深深刻画进公司的文化建设中。而众所周知，阳光象征着快乐、积极、和希望！

Dr. Lv Guo, not only analyzed hope management, but also promoted it within Sunlight Translation. Dr. Lv has always emphasized that Sunlight Translation is a sunshine-oriented organization, with the concept of “sunlight” deeply embedded in the company’s cultural development. As widely known, sunlight symbolizes happiness, positivity, and hope!

在阳光创译例行的晨会和夕会上，吕国博士经常给小伙伴们分享自己创业路上的心得收获、公司的成长历程，鼓励大家一起努力奋斗，共同绘制阳光创译的美好蓝图。吕国博士还要求阳光创译的管理层密切关注员工的情绪波动，在小伙伴们工作遇到挫折时及时进行工作指导和心理疏通，帮助小伙伴解决工作困难、保持身心健康。每一个小伙伴都能切实体会到，阳光创译是一个温暖的大家庭，在如此温暖和谐的集体中，希望管理自然得到了很好的践行。

At the regular morning and evening meetings in Sunlight Translation, Dr. Lv Guo often shares his experiences and the company’s growth journey with colleagues, encouraging everyone to work hard together and create a bright future for Sunlight Translation. Dr. Lv also requires the management team to closely monitor the emotional fluctuations of employees and provide timely work guidance and psychological support when colleagues encounter setbacks, helping them overcome work difficulties and maintain their mental and physical well-being. Every colleague can truly experience that Sunlight Translation is a warm family. In such a warm and harmonious collective, hope management is naturally well practiced.

如何才能将希望管理更好的推行，吕国博士对下列措施表示十分认同并分享给了小伙伴们。

Dr. Lv Guo fully agrees with the following measures and shares them with his colleagues on how to better promote Hope Management.

提出既宏伟又现实的组织愿景Present a grand and realistic organizational vision.

一个远大的、高瞻远瞩的组织愿景能让员工对组织产生认同感，感觉自己是在从事一项伟大、正义和高尚的事业，对组织的前途充满信心，从而对自己在组织中的发展也充满信心，进而心生希望。比如，波音公司的“领导航空工业，永为先驱”，通用电气的“以科技及创新改善生活品质”，华为公司的“追求在电子信息领域实现顾客的梦想，并依靠点点滴滴、锲而不舍的艰苦追求，使我们成为世界级领先企业”等，均会对唤起员工的希望产生较大的积极作用。

A grand and visionary organizational vision can foster a sense of belonging among employees, making them feel that they are engaged in a great, just, and noble cause. It instills confidence in the future of the organization, leading to confidence in their own personal development within the organization and igniting hope. example, Boeing’s vision “Leading the aviation industry as pioneers,” General Electric’s vision "Improving the quality of life through technology and innovation and Huawei’s vision “To realize customers’ dreams in the field of electronic information and become a world-leading enterprise through unwavering dedication and relentless pursuit” all have a significant positive impact on inspiring employees’ hope.

在实际的管理工作中，各级管理者要善于向员工提出既基于本部门现实又能激励人心的愿景，并且不断地向员工宣传灌输，从而让员工对部门的未来和自己的未来有希望、有信心。

In practical management, managers at all levels should be adept at presenting visions to employees that are both grounded in the reality of their department and inspiring. They should continuously communicate and instill these visions in employees, fostering hope and confidence in the future of the department and their own personal future.

善用鼓舞人心的话语和振奋人心的信息Harness the power of inspiring words and uplifting messages.

简洁而形象的鼓舞人心的话语以及振奋人心的组织运营信息，会给员工勾勒出一幅美好的前景，激起员工的希望，进而提高员工的工作积极性，降低员工流失率。例如，华为公司创始人任正非在创业初期曾说过：我们以后一定要买带有大阳台的房子，这样如果钱发霉了，就把它放在上面晒一晒。

Concise and vividly inspiring words, along with uplifting organizational operational information, can paint a picture of a bright future for employees. It can ignite hope, boost employee motivation, and reduce employee turnover. For example, Huawei’s founder Ren Zhengfei once said during the early stages of the company: “In the future, we must buy houses with large balconies. If money becomes moldy, we can put it out in the sun on the balcony.”

“阳台上晒钱”的说法在华为公司广为流传，虽然有些夸张，但在公司的初创期会让员工对公司以及自己未来的前景萌生美好的希望，激发其斗志，积极进取，而且在这种情况下，员工一般会对公司有一个较长时期的心理承诺，这显然有利于减少员工的离职率。在后来的管理过程中，华为公司经常利用电子公告栏等工具以及在会议、大型演出等场合发布公司在研发、市场、生产等方面各种积极的、振奋人心的信息，让员工对公司的未来充满希望，从而对自己的未来也有一个美好的预期。

The saying of “sun-drying money on the balcony” is widely circulated within Huawei, and while it may seem exaggerated, it fosters a positive and hopeful outlook for both the company and its employees during the early stages of its establishment. It ignites their fighting spirit and drives them to be proactive. Under such circumstances, employees generally develop a long-term psychological commitment to the company, which ultimately helps to reduce employee turnover. In the subsequent management process, Huawei frequently utilizes such as electronic bulletin boards and disseminates various positive and uplifting information during meetings, large-scale performances, and other occasions related to research and development, marketing, production, and more. This approach ensures that employees are filled with hope for the company’s future and, consequently, have positive expectations for their future as well.

起一个响亮、美好或雄心勃勃的名称

一个响亮、美好或雄心勃勃的名称会对员工的心理产生影响，从而让员工对公司的未来发展充满希望，这对于激励和保留员工有非常重要的意义。

有研究表明，将两位漂亮女士的照片展示给一群男士看，并问他们谁漂亮。投票的结果是两位女士平分秋色。然后，试验人员给第一位女士起名为伊丽莎白，给第二位女士起名为格特鲁特。再次投票时，结果发生了奇妙的变化，认为伊丽莎白更美丽的男士占到了80%。由此可见起名字也是很关键 的

因此，在实际管理中，管理者要善于起名字，例如，公司的名称、部门的名称、岗位的名称、项目的名称等等，这看似是一件小事，但对于激发员工的希望是有重要作用的。

宣传身边的成功事例

通过收集和向员工宣传贴近他们身边的、一般员工成功的生动深刻的故事，能够有效地传达组织的愿景，营造和维系组织的文化，并在此过程中让员工借由类比心理产生希望。例如，全球500强沃尔玛百货公司的创办人山姆·沃尔顿，每周六上午都会通过卫星与全球各地的沃尔玛门市召开视讯会议。沃尔顿利用这些会议，讲述一些普通员工成长和成功的生动故事，通过这些故事的讲述，一方面阐释了沃尔玛的价值观、强化了员工对沃尔玛的向心力，另一方面会更加有效和直接地激发起员工的希望。因为这些故事的主人公均是普通人，出自他们中间，在他们身边，他们非常熟悉，因此员工听起来会有更切身和直观的感受，会直接激起他们对未来的希望。

创造大量的机会

大量机会的存在是燃起员工希望的最直接的方式之一。在管理过程中，通过内部晋升、轮岗、选拔员工深造、对员工及时进行表扬或奖励等方式让员工切身感受到组织中存在着大量的晋升、发展或者被认可的机会。大量机会的存在会让员工感到机会的现实性，对机会降临到自己身上也充满了希望并会积极争取机会。

除此之外，在希望管理中，管理者还要注意和员工的及时沟通，通过与员工开诚布公的沟通，让员工感受到自己和组织使命之间有一种真切的亲密联系。

希望管理不是给员工“画饼充饥”、“望梅止渴”，更不是“精神鸦片”，而是通过一系列的管理措施，让员工感受到自身及其工作的价值，感受到自己职业生涯实现的可能性以及达成愿望的清晰路径，即：让员工感受到价值性，看到可能性，明确方向性，

从而对未来产生希望，进而将自身的发展和组织的发展结合起来，自愿与组织达成较长时间的心理契约，在工作中充满热情和积极性，这正是人力资源管理的目标所在。

希望管理，可能没有愿景管理名声响亮，但与之相比，希望管理更具操作性和实用性，这是一种非常重要的管理理念和模式。为了管理的有效性，管理者一定要能给员工以希望，低层次的员工要能让他看到生存或安全的希望，高层次的员工要能让他看到自尊、社交或自我价值实现的希望。唯如此，才能更好地激励和保留员工。主要就是要将希望植入到员工内心，希望是每一个个体都非常重要的心理需求。只有员工心中充满了希望，才会追随组织，才会积极工作，才会有高绩效和低流失率，组织才会生机勃勃。希望管理依赖于管理者“编织”和“推销”希望的素质，这是一种非常重要的管理素质，是卓有成效管理者的标志，是成功实施希望管理的关键，管理者要有意识地加强自身在这方面的修养。

人是生活在希望中的，作为管理者请一定要牢记：希望可以成为你的强大武器，点燃员工的希望，管理者责无旁贷。