用户名: 密码: 验证码:    注册 | 忘记密码?
首页|听力资源|每日听力|网络电台|在线词典|听力论坛|下载频道|部落家园|在线背单词|双语阅读|在线听写|普特网校
您的位置:主页 > 英语能力 > 翻译 > 笔译 > 练习材料 > 职场 >

双语:建设性批评被当作耳旁风怎么办

2014-11-17    来源:FORTUNE    【      美国外教 在线口语培训

双语:建设性批评被当作耳旁风怎么办

如果某位员工对同事的反馈意见无动于衷,你可以尝试将建设性批评意见与其长期职业目标联系在一起。始终记着,只有当人们意识到某种改变有助于他们实现自己的目标时,才会做出改变。

双语:

Dear Annie: What can you do with a valued employee who ignores everything you tell him? We’re coming up on year-end evaluation season again, and I’m at wit’s end with one team leader who reports to me. He’s brilliant and produces terrific work, but he’s dismissive of others’ ideas and rarely even gives them a fair hearing. Part of his job is to develop talent, but at this point no one wants to work with him, and a couple of promising young employees have told me that, if they can’t get assigned to a different team, they’ll quit.
亲爱的安妮:如果有一位重要员工对你的话总是充耳不闻,您会怎么办?我们又将迎来一年一度的年终评估,但对于如何评估我的一位下属,我却一筹莫展。他是一个团队的领导人,才华横溢,工作中表现非常出色,但对于其他人的意见,他却总是不屑一顾,甚至不给其他人公平地发表见解的机会。他的部分职责是人才培养,但现在,却没有人愿意与他一起共事,有几位颇有前途的年轻人曾对我说,如果公司不将他们调到其他团队,他们就会辞职。

I’ve tried many times to talk to him about this, but the trouble is, whenever he trashes someone else’s idea in favor of his own approach, he usually turns out to be right. So it’s tough to make the case that his behavior needs to change, because he can always point to great results. Any suggestions for how to get through to him? — Tired of Talking
我也曾多次尝试与他谈论这种情况,可问题在于,他总是不屑于别人的意见,坚持自己的方式,而最终都证明他是正确的。所以,我很难跟他说他需要改变自己的行为,因为他总是能取得出色的业绩。我该如何让他理解我的苦衷?您有什么建议吗?——TOT

Dear Tired: No question about it, getting people to change their behavior is hard. Studies have shown that, for instance, only about 2% of employee feedback makes any noticeable difference. Sometimes, making sure people have the resources they need to do their jobs can help, but that’s evidently not the problem here. Instead, you’re going to have to dig into how this team leader sees his future, and why he’s leading a team in the first place.
亲爱的TOT:让一个人改变自己的行为,难度很大,这一点毋庸置疑。例如,研究显示,仅有约2%的员工反馈带来了显著的改变。有时候,保证员工有开展工作所需要的资源,或许有助于改变员工的行为,但你的问题明显与资源是否充足无关。你需要做的,应该是探究这位团队负责人如何看待自己的未来,以及他当初为什么选择领导一个团队。

“When you’ve delivered your message over and over, and someone isn’t hearing what you’re saying no matter how you put it, it’s time to ask questions that get to the heart of how this person is thinking,” says Marcia Reynolds, president of leadership development firm Covisioning and author of The Discomfort Zone: How Leaders Turn Difficult Conversations into Breakthroughs. “Telling him how you see the situation isn’t working. So find out how he sees it. Find out, first, what his goals are.”
领导力培训公司Covisioning及《非舒适区:领导者如何将艰难对话转化为突破良机》(The Discomfort Zone: How Leaders Turn Difficult Conversations into Breakthroughs)一书的作者玛西亚·雷诺兹表示:“如果你重复传达自己的信息,但无论你用什么方法,对方始终没有听取你的意见,这时候,你应该提出一些能真正触动对方内心的问题。告诉他,为什么你认为现在的情况对他不利。然后确定他对这个问题的看法。但首先,要搞清楚他的目标是什么。”

Does this team leader see himself eventually moving into senior management? If so, you could point out that helping people under him develop and grow is an important part of that role—and that he’ll move up only when he shows he can do it. “The key is to make the conversation about his long-term goals,” says Reynolds. “What will he have to do to get where he wants to go? Make it about him, not you.”
这位团队领导人是否认为自己最终将进入高级管理层?如果是,你可以指出,帮助下属发展和成长是高层管理人员的重要职责——而他要想得到提升,必须表现出自己在这方面的能力。雷诺兹表示:“关键是要围绕他的长期目标开展对话。他要想实现自己的目标就必须怎么做?要以他为出发点来解决这个问题,而不是你。”

Part of the difficulty you’re having now, by the way, could be a consequence of how your company rewards performance. We’ve all seen people get promoted into management based on their technical proficiency—the top salesperson who gets promoted to sales manager, the software whiz who’s put in charge of other developers, and so on—despite lacking most, or any, of the skills it takes to be a true leader.
你目前所面临的困难,很大一部分可能是公司绩效奖励制度的后果。我们见过有人因为技术能力出色被提拔到管理岗位,最棒的销售员被任命为销售经理,软件高手被任命管理其他开发人员等,尽管这些人都缺乏成为真正领导者所必须具备的大多数或全部技能。

If that’s how this person got his current job, Reynolds says it’s no wonder your feedback is going in one ear and out the other. “He’s probably getting mixed messages,” she points out. “If he’s being praised and rewarded for his great results, that tells him his awful people skills don’t really matter. At the same time, you’re telling him otherwise. Unfortunately, saying to someone, ‘We love your results, but you need to change your behavior’ is not ever going to work.”
如果你的那位团队负责人也是同样的情况,雷诺兹表示,你的反馈被当作耳旁风也就不足为奇。她指出:“他可能收到了相互矛盾的信息。如果他因为出色的业绩而获得表扬和奖励,这等于告诉他,糟糕的人际交往能力并不重要。但同时,你却在告诉他相反的信息。但可惜的是,‘我们喜欢你的业绩,但你需要改变自己的行为’这样的话,无异于对牛弹琴。”

Suppose his long-term goal is simply to keep doing what he’s doing. Find out why. Reynolds says she coached one client whose boss complained she was an arrogant know-it-all team leader like yours. “When I asked her why she was so condescending toward everyone else on the team, she said that no one else cared about excellence as much as she did,” Reynolds says. “However, she also said that a big reason why she valued her role was that it was very important to her to be seen as a good team leader.”
假如他的长期目标只是继续目前的工作。那就找出他内心的真实想法。雷诺兹称自己曾有一位客户,她的上司抱怨她是一个傲慢自大、自诩为万事通的团队领导人,与你的那位下属一样。雷诺兹说道:“我问她为什么对团队其他人有如此高的优越感,她回答说,因为其他人都不像她那样关心能否实现卓越。但她也表示,自己之所以重视当前的职位,一个重要原因是,成为其他人眼中优秀的团队领导者,对她具有重要意义。”

Reynolds convinced her she wasn’t seen that way, because “good leaders listen. Once she started working on listening to other people, she realized they weren’t so dumb after all. But the change in her behavior came about only because it served her own purposes, not someone else’s.”
雷诺兹让她相信,她在别人眼中并不是优秀的领导者,因为“优秀的领导者善于倾听。当她开始真心倾听其他人的意见时,她才发现,其他团队成员根本不是她想象的那么愚蠢。当然,她之所以能够改变自己的行为,唯一的原因是这符合她自己的需要,与其他人的需求无关。”

Ask enough of the right questions, and you could get a surprise. You might discover, for instance, that this person would rather not be leading a team at all. “Maybe he sees working with a team as just slowing him down. Maybe he’s impatient with others’ suggestions because it annoys him to have to consider them,” says Reynolds. “If so, it could make a lot more sense to let him work alone, and let other people implement his great ideas.”
只要提出足够多的合适问题,你或许会得到惊喜。例如,你可能会发现,这个人根本不愿意领导一支团队。雷诺兹表示:“或许,他认为领导团队拖累了自己。或许他之所以对其他人的建议缺乏耐心,是因为自己不得不考虑这些建议,而这给他造成了干扰。如果是这样,让他单枪匹马才是合理的决定,将他的那些了不起的想法交给其他人来执行。”

But you’ll never know unless you ask. “People don’t change unless they really want to, and achieving their own goals—not yours—is always the best reason,” Reynolds says. So finding out what those goals are is “common sense,” she adds. “But it isn’t common practice.” Good luck.
当然,在询问前谁也不知道会得到怎样的答案。雷诺兹说道:“只有在人们真正想改变的时候,他们才会做出改变。而实现他们自己的目标——而不是你的目标——永远是最好的理由。”所以,她补充道,弄清他的目标是“一种常识”,但“它并不是人们的习惯做法。”祝你好运。

Talkback: Have you ever persuaded a colleague to change his or behavior? What worked (or didn’t)? Leave a comment below.
反馈:你是否曾说服同事改变自己的行为?哪些方法有效(或无效)?欢迎评论。(财富中文网)

译者:刘进龙/汪皓



顶一下
(1)
100%
踩一下
(0)
0%
手机上普特 m.putclub.com 手机上普特
[责任编辑:elly]
------分隔线----------------------------
发表评论 查看所有评论
请自觉遵守互联网政策法规,严禁发布色情、暴力、反动的言论。
评价:
表情:
用户名: 密码: 验证码:
  • 推荐文章
  • 资料下载
  • 讲座录音
普特英语手机网站
用手机浏览器输入m.putclub.com进入普特手机网站学习
查看更多手机学习APP>>