【双语阅读】“扇耳光”扇不出好团队.

　　为帮助广大考生更好地准备雅思、托福 、SAT等考试，澳际留学特推出【英语学习】频道，涵盖基础英语、实用英语、娱乐英语等多项内容，在您通往成功的道路上做您最坚实的左 膀右臂。

　　以下部分为【双语阅读】内容，本文介绍“扇耳光”扇不出好团队，中文翻译部分见第二 页。

　　‘It is dangerous if all you want is to punish them’

　　Being firm but fair is something most bosses aspire to – and it is the key to being respected. But how do you strike the right balance?

　　How should I behave?

　　“A team can be a bit like a family,” says Rebecca Alexander of The Coaching Studio. “You need to treat everyone the same and give them the same opportunities and criticism. Make sure everyone shares the credit and don’t hide behind people if things go wrong.”

　　Jon Lavelle, author of Water Off a Duck’s Back: How to Deal with Frustrating Situations, Awkward, Exasperating and Manipulative People and . . . Keep Smiling!, says: “You should be crystal clear in terms of expec­­­­tations and behaviours. Ensure those you manage understand these and agree with them. Check in with people regularly . . .  being firm but fair is about being objective, consistent and reasonable – while remembering that you’re the boss.”

　　How do I prepare to give negative feedback?

　　“Be clear in your mind why you want to do this,” says Arabella Ellis, a director at The Thinking Partnership. “It is dangerous if all you want is to punish them: ‘slapping’ people doesn’t work. You should be helping them change for the better.”

　　Mr Lavelle adds that you should dine what is causing the issue and focus on the facts.

　　Practise what you are going to say: most people dislike confrontation, so their messages can often be unclear.

　　How should I actually give the feedback?

　　Meet somewhere private and aim for a serious, but reasonable discussion. “You should start the meeting a bit like the news: give headlines first and details later. People like to know what’s coming,” says Ms Ellis. Consider giving both positive and negative feedback together. “People talk about the 5:1 ratio [of good news to bad news] and staff tend be more receptive if they think you care.”

　　Mr Lavelle says you need to be objective and specific, rather than personal. “Use ‘what I expected to see was . . .’ and ‘what I’m actually seeing is . . . ’.” Once you’ve said your piece, “shut up and listen”. Listening not only gives the feeling of fairness, but the employee may be right. “Facts and circumstances may have changed,” he says.

　　Agree an action plan and offer support. “Make it easier for the person to change,” says Ms Alexander. Position yourself as a constructive ally, and always avoid laying into people.

　　“Managers often mistake tough for brutal, but it’s harder – and far more fective – to be disappointed in people,” says Ms Ellis.

　　How do I follow up?

　　Plan to review a month later. “If you still have the same problems, try a different approach. If it’s getting more serious, start looking at consequences,” says Ms Alexander.

　　Mr Lavelle says that if things do not improve, “you may need to involve others such as HR, move to a performance improvement plan or consider formal disciplinary processes.”

　　The writer is the author of ‘The Careerist: Over 100 Ways to get Ahead at Work’

　　【中文对照翻译】

　　“扇耳光”扇不出好团队

　　多数老板都渴望做到既严厉又公正——这是赢得尊敬的关键。但如何二者之间实现最佳平衡?

　　我应该怎么做?

　　The Coaching Studio的丽贝卡•亚历山大(Rebecca Alexander)表示：“一个团队就有点儿像一个家庭。你必须一视同仁，给予每个人同样的机会，无论谁有错都要批评。保证所有人都分享荣誉，出错时不要躲在别人身后。”

　　《Water Off a Duck’s Back: How to Deal with Frustrating Situations, Awkward, Exasperating and Manipulative People and . . . Keep Smiling!》的作者乔恩•拉韦尔(Jon Lavelle)表示：“你应该把你的期望和大家应遵守的行为规范交待得一清二楚。确保你的下属理解并认同这些内容。经常和大家一起签到。做到严厉且公正就是要体现客观、前后一致和通情达理——同时要记住你才是老板。”

　　我应当为给予负面反馈做哪些准备?

　　The Thinking Partnership主管阿拉贝拉•埃利斯(Arabella Ellis)表示：“你心里要清楚自己为什么要这样做。如果是为了惩罚而惩罚，这种做法很危险：‘扇耳光’难以奏效。你应该帮助他们变得更出色。”

　　拉韦尔补充道，你应该查清问题产生的原因，用事实来说话。

　　“反复演练”你自己想要说的话：因为多数人都不喜欢与人发生对抗，所以他们在言语里传达出的意思往往不够切中要害。

　　给予负面回馈时我究竟该怎么做?

　　私下里会见当事人，态度要郑重其事，讨论问题要言之有据。埃利斯表示：“开场白应该像播报新闻一样：先直奔主题，再讨论细节。人们喜欢对未来心中有数。”可以考虑同时给出正面和负面反馈。“人们谈论好消息和坏消息的比例是5:1。如果员工认为你拿他们当回事，他们会更容易听得进你的意见。”

　　拉韦尔指出，你必须保持客观，就事论事，杜绝意气用事。“使用‘我希望看到的是……’以及‘我实际看到的是……’这样的话。”说完之后，“立即闭嘴，倾听对方怎么说”。倾听会让人心里感觉到公平，而且说不定员工的做法就是对的。他说：“事实和背景可能已发生了变化。”

　　认同员工的某项行动计划并向其提供支持。亚历山大说：“为人们进行改变提供便利条件。”把你自己定位为一位有益的盟友，务必避免严厉批评别人。

　　埃利斯指出：“经理常常错把苛刻当成粗暴。对员工表现出失望，会让对方感觉更难受，也能起到大得多的效果。”

　　之后我又该怎么做?

　　记着一个月后复查。亚历山大表示：“如果你还是有同样的问题，试试其他方法。如果问题更严重了，就开始考虑如何处理此事。”

　　拉韦尔表示，如果事情没有变化，“你可能需要请人力资源等部门也加入进来，针对当事员工制定表现改善计划，或者考虑对其实施正式的纪律处罚。”

　　本文作者著有《The Careerist: Over 100 Ways to get Ahead at Work》一书

　　为帮助广大考生更好地准备雅思、托福 、SAT等考试，澳际留学特推出【英语学习】频道，涵盖基础英语、实用英语、娱乐英语等多项内容，在您通往成功的道路上做您最坚实的左 膀右臂。

　　以下部分为【双语阅读】内容，本文介绍“扇耳光”扇不出好团队，中文翻译部分见第二 页。

　　‘It is dangerous if all you want is to punish them’

　　Being firm but fair is something most bosses aspire to – and it is the key to being respected. But how do you strike the right balance?

　　How should I behave?

　　“A team can be a bit like a family,” says Rebecca Alexander of The Coaching Studio. “You need to treat everyone the same and give them the same opportunities and criticism. Make sure everyone shares the credit and don’t hide behind people if things go wrong.”

　　Jon Lavelle, author of Water Off a Duck’s Back: How to Deal with Frustrating Situations, Awkward, Exasperating and Manipulative People and . . . Keep Smiling!, says: “You should be crystal clear in terms of expec­­­­tations and behaviours. Ensure those you manage understand these and agree with them. Check in with people regularly . . .  being firm but fair is about being objective, consistent and reasonable – while remembering that you’re the boss.”

　　How do I prepare to give negative feedback?

　　“Be clear in your mind why you want to do this,” says Arabella Ellis, a director at The Thinking Partnership. “It is dangerous if all you want is to punish them: ‘slapping’ people doesn’t work. You should be helping them change for the better.”

　　Mr Lavelle adds that you should dine what is causing the issue and focus on the facts.

　　Practise what you are going to say: most people dislike confrontation, so their messages can often be unclear.

　　How should I actually give the feedback?

　　Meet somewhere private and aim for a serious, but reasonable discussion. “You should start the meeting a bit like the news: give headlines first and details later. People like to know what’s coming,” says Ms Ellis. Consider giving both positive and negative feedback together. “People talk about the 5:1 ratio [of good news to bad news] and staff tend be more receptive if they think you care.”

　　Mr Lavelle says you need to be objective and specific, rather than personal. “Use ‘what I expected to see was . . .’ and ‘what I’m actually seeing is . . . ’.” Once you’ve said your piece, “shut up and listen”. Listening not only gives the feeling of fairness, but the employee may be right. “Facts and circumstances may have changed,” he says.

　　Agree an action plan and offer support. “Make it easier for the person to change,” says Ms Alexander. Position yourself as a constructive ally, and always avoid laying into people.

　　“Managers often mistake tough for brutal, but it’s harder – and far more fective – to be disappointed in people,” says Ms Ellis.

　　How do I follow up?

　　Plan to review a month later. “If you still have the same problems, try a different approach. If it’s getting more serious, start looking at consequences,” says Ms Alexander.

　　Mr Lavelle says that if things do not improve, “you may need to involve others such as HR, move to a performance improvement plan or consider formal disciplinary processes.”

　　The writer is the author of ‘The Careerist: Over 100 Ways to get Ahead at Work’

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