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FOR UPS MANAGERS, A SCHOOL OF HARD KNOCKS

机译：对于UPS经理，一门艰巨的诀窍

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摘要

At United Parcel Service Inc., rules are religion. Without them, UPS could never move 13.5 million packages to their destinations on time each day. But two years ago, Mark J. Colvard, a UPS manager in San Ramon, Calif., had to decide whether to buck the system. A driver needed time off to help an ailing family member, but under company rules he wasn't eligible. If Colvard went by the book, the driver would probably take the days anyway and be fired. If Colvard gave him the time off, he would catch flak from his other drivers. Colvard wound up giving the driver two weeks, took some heat―and kept a valuable employee. Six months earlier, Colvard admits, he would have gone the other way. What changed his approach? A month he spent living among migrant farmers in McAllen, Tex., as part of a unusual UPS management training experience called the Community Internship Program (CIP). After building housing for the poor, collecting clothing for the Salvation Army, and working in a drug rehab center, Colvard said he was able to empathize with employees facing crises back home. And that, he says, has made him a better manager. "My goal was to make the numbers, and in some cases that meant not looking at the individual but looking at the bottom line," says Colvard. "After that one-month stay, I immediately started reaching out to people in a different way."
机译：在联合包裹服务公司，规则就是宗教。没有它们，UPS永远无法每天准时将1350万个包裹运送到目的地。但是两年前，加利福尼亚州圣拉蒙市的UPS经理Mark J. Colvard必须决定是否对系统收费。驾驶员需要时间来帮助生病的家庭成员，但根据公司规定，他没有资格。如果科尔瓦德按书去做，司机无论如何都会花几天时间而被解雇。如果科尔瓦德给他放假，他会受到其他车手的抨击。科尔沃尔德给了司机两个星期的时间，花费了一些热量-并保留了一名有价值的员工。六个月前，科尔瓦尔德承认，他本来可以选择其他方式。是什么改变了他的方法？作为一个不寻常的UPS管理培训经验（称为社区实习计划（CIP））的一部分，他在得克萨斯州麦卡伦市的农民工中度过了一个月。在为穷人建造住房，为救世军收集衣服并在戒毒所工作之后，科尔瓦德说，他能够回馈面对危机的员工。他说，这使他成为更好的经理。 “我的目​​标是得出数字，在某些情况下，这意味着不关注个人，而是关注底线，”科尔瓦尔德说。 “逗留了一个月之后，我立即开始以不同的方式与人们联系。”

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