如何回應對你的團隊的偏見評論？

工作中的偏見是顯性的，陰險的。它可以是令人震驚和憤怒。但微妙的“等待，剛剛發生了什麼？”這樣的瞬間要頻繁得多。舉個例子：客戶會以為你的年齡而處於從屬角色。潛在的客戶只會與你的看來成熟得多的同事做目光接觸。你一位表現自信的男性對手容易貼上“堅強”的標籤，而讓你感到“懊惱”。

這樣的時刻讓你質疑別人的意圖和你自己的看法。內心的對話聽起來有點像：“我很沮喪。但我應該這樣做嗎？我有權利這樣做嗎？“ 充其量，這種陰暗的偏見是令人筋疲力盡的。在最壞的情况下，它是毀滅靈魂的。

偏見的性格有時脆弱，在工作場所也很難根除。領導人實施禁止歧視受保護階級的政策，但規則不能封锁無意識的、無意的偏見。你如何立法狀態假設、眼神接觸和靜默的感知？

顯然，組織文化需要改變。但與此同時，一個人每天都會受到微妙的不平等的折磨呢？雖然對偏袒受害者施加額外的負擔是不公平的，但如果他們沒有為這一過渡時期提供應對工具，那麼不公正現象就會被放大。

這就有如種子和土壤的關係。種子是個體，無論周圍的土壤如何，都需要知道如何應對偏見、生存和繁衍。

土壤是一個組織，它並不像它想要的那樣公正。土壤的目標是為不同種子都能够貢獻和成功的地方。

提高種子：個人技能

受害者的偏見需要的技能來代替潰瘍、謾駡，沉默的判斷與開放、誠實和尊重的對話。個人應該知道如何影響他們的工作場所而不疏遠他們需要支持的人。以下是我們看到的人們成功地運用無意識偏見的技巧：

使用“心肺復蘇術。”：你可以用三個層次來面對問題：內容（一次性事件），模式（一系列事件），或關係（在你與他人工作能力模式的影響）。當一個問題是公開的和令人震驚的-有人作出了不寬容的評論。然而，在微妙的情况下，必須收集更多的數據，直到可以描述模式為止。例如，如果老闆反復接觸你的屬下而不是你，你要確保可以舉出幾個實例並提請注意模式，否則你的老闆很可能不會對你描述的單個實例作出誠懇的解釋。最後，通過幫助他人理解他們的行為在信任、合作、自尊等方面的累積效應來考慮解决關係問題。

知道你的目的。當我們經歷到不公，我們常常感到挑釁和蔑視甚至憤怒。在你開口之前，先想想你真正想要什麼?你想要道歉、懲罰或悔改嗎？停止不良行為是否足够？你想要什麼樣的關係？你的目的越明確，你越有可能實現目的。

陳述自己的觀點。技巧熟練的人會謹慎地描述他們的擔憂，而不是發言時只說所自己的判斷和指責。從陳述詳細的事實開始，不需道歉，不做自我壓抑，沒有指責，沒有起訴。試探性地說出這些事實對你意味著什麼，然後邀請別人和對話，嘗試彼此認知與學習。

讓彼此都感覺心安。是否為某個人無意識的偏見偏執狂？如果是這樣，那麼我們都是偏執狂。有技巧的人會認識到，我們所面對的是人類的普遍狀況，而不僅僅是某個人的缺陷。描述別人不受攻擊的偏見行為是很有挑戰的。為未來取得更好的結果，需要我們幫助他人和自己感到心安，同時解决不舒服的問題。例如，你可以先說，“我不認為你意識到這是怎麼發生的……”

改良土壤：組織策略

大多數的組織對嚴重而明顯的故意偏見，會有清楚的紀律管制。但許多缺少必要的策略來消除無意的，無意識偏見和那些“剛剛發生在這裡？”，這些在它們發生之前，就可以避免的偏見行為。下列方法可以影響文化規範和實踐，以顯著减少無意識的偏見。

設定有挑戰性的目標並跟踪結果。領導者必須為結果和行為提供挑戰性的目標，然後讓他們自己對實現這些目標負責。結果包括客觀的措施，如管理員工在組織職涯的各個發展階段（新員工、首長、經理、首長等）、績效評價、內部晋昇、薪酬、福利。並且做好公平的對待，例如認知支持，認知障礙，實現期望，等。

確定關鍵時刻。找出最有可能發生偏差的時間、地點和環境。例如，確定下列中的關鍵時刻：

職涯發展路徑：求職、面試、工作績效評估、工作機會、任務、發展和晋昇。

人生關鍵時刻：婚姻，懷孕/收養，兒童保育，老人照顧，疾病和搬遷。

日常工作環境：工作表現差，任務分配好，與經理摩擦，騷擾和討厭的同事。

綜合不同的解決方案：採用可以包含多樣的解決方案。有的依靠培訓，有的靠政策，有的靠頂層支持。可以綜合更多不同的解決方的作法案，使成功可能性更大。

偏見，尤其是無意的、無意識的偏見，是一個頑固的問題，深深紮根於我們的文化之中。根除它是非常困難的，但是通過培育種子和土壤，組織可以幫助個體應對，同時採取必要的步驟來系統地防止偏見。

How to respond to biased comments on your team?

Prejudice in work is overt and insidious. It can be shocking and angry. But the subtle "Wait, what just happened?" Such moments are much more frequent. For example: Customers will assume a subordinate role for your age. Potential customers will only make eye contact with your seemingly more mature colleagues. A male opponent who shows self-confidence tends to label him "strong" and make you feel "chagrined".

Such moments make you question other people's intentions and your own opinions. The inner conversation sounds a bit like, "I'm depressed. But should I do that? Do I have the right to do so? "At best, this dark prejudice is exhausting. In the worst case, it destroys the soul.

Prejudice is sometimes fragile and difficult to eradicate in the workplace. Leaders implement policies that prohibit discrimination against the protected class, but rules cannot block unconscious and unconscious prejudices. How do you legislate state assumptions, eye contact and silent perception?

Obviously, organizational culture needs to change. But at the same time, how can one suffer subtle inequalities every day? Although it is unfair to impose additional burdens on victims of partiality, if they do not provide coping tools for this transitional period, the injustice will be magnified.

It's like the relationship between seeds and soil. Seeds are individuals, regardless of the soil around them, who need to know how to cope with prejudice, survival and reproduction.

Soil is an organization. It is not as just as it wants. The goal of soil is where different seeds can contribute and succeed.

Improving Seeds: Personal Skills

Victims' prejudices require skills to replace ulcers, abuse, silent judgment and open, honest and respectful dialogue. Individuals should know how to influence their workplace without alienating the people they need to support. Here are some techniques that we have seen people successfully employ unconscious prejudice:

Use cardiopulmonary resuscitation. You can face problems at three levels: content (one-off event), pattern (a series of events), or relationship (the impact of your work competency model on others). When a problem is open and shocking - some people make intolerant comments. However, in delicate situations, more data must be collected until patterns can be described. For example, if your boss repeatedly contacts your subordinates rather than you, make sure you can cite several examples and draw attention to patterns, otherwise your boss will probably not give a sincere explanation of the individual examples you describe. Finally, the relationship problem can be solved by helping others understand the cumulative effects of their behavior on trust, cooperation and self-esteem.

Know your purpose. When we experience injustice, we often feel provocative and contemptuous or even angry. Before you speak, think about what you really want? Do you want to apologize, punish or repent? Is it enough to stop bad behavior? What kind of relationship do you want? The clearer your purpose is, the more likely you are to achieve it.

State your point of view. Skilled people carefully describe their concerns rather than just their own judgments and criticisms when speaking. Starting with a detailed statement of the facts, there is no need to apologize, no self-repression, no blame, no prosecution. Tell tentatively what these facts mean to you, then invite others and dialogue, and try to recognize and learn from each other.

Let each other feel at ease. Is it someone's unconscious prejudice paranoia? If so, then we are all paranoid. Skilled people will realize that we are facing the general situation of human beings, not just the defects of one person. It's challenging to describe the prejudices of others who are not attacked. To achieve better results in the future, we need to help others and ourselves feel at ease, while solving uncomfortable problems. For example, you can start by saying, "I don't think you realize how this happened..."

Soil Improvement: Organizational Strategies

Most organizations have clear disciplinary controls over serious and obvious intentional prejudices. But many lack the necessary strategies to eliminate unintentional, unconscious prejudices and those "just happened here?" These prejudices can be avoided before they occur. The following methods can influence cultural norms and practices to significantly reduce unconscious bias.

Set challenging goals and track results. Leaders must provide challenging goals for outcomes and actions, and then hold themselves accountable for achieving those goals. The results include objective measures, such as managing staff at all stages of organizational career development (new employees, directors, managers, directors, etc.), performance evaluation, internal promotion, salary and welfare. And do a good job of fair treatment, such as cognitive support, cognitive impairment, achieve expectations, and so on.

Determine the critical moment. Identify the time, location and environment where deviations are most likely to occur. For example, identify the following critical moments:

Career development path: job hunting, interview, job performance evaluation, job opportunities, tasks, development and promotion.

Key moments in life: marriage, pregnancy/adoption, child care, care for the elderly, illness and relocation.

Daily working environment: poor performance, good assignment, friction with managers, harassment and annoying colleagues.

Integrate different solutions: adopt solutions that can include a variety of solutions. Some rely on training, some on policy, and some on top support. It is possible to synthesize bills from more different parties to make it more likely to succeed.

Prejudice, especially unintentional and unconscious prejudice, is a stubborn problem deeply rooted in our culture. Eradicating it is very difficult, but by nurturing seeds and soil, organizations can help individuals cope, while taking the necessary steps to systematically prevent prejudice.

好的回饋是以事實為基礎的，而不是基於你的意見

當你被要求給同事回饋意見時，你希望它有用。但是，除非你把它與對他們重要的東西聯系起來，並把它與你個人的信仰和喜好分開，否則他們就不能採取行動。

強調事實，而不是解釋。這意味著遠離那些主觀的評論：她是以自我為中心的。他缺乏自信。即使你認為員工的行為源於缺乏信心，例如，那只是你的意見；它可能是也可能不是準確的。

指向特定的行為：他不在會議期間做出貢獻。我說話的時候她打斷了我。確保你的回饋是包了括消極和積極的注意，這有助於抵消你個人的偏見和偏好。

為了讓你的同事進步，他們需要同時知道他們哪些做得很好，以及他們有什麼地方可以成長。

Good Feedback Is Based on Facts, Not Your Opinion

When you’re asked to give feedback on a fellow employee, you want it to be useful. But unless you connect it to what matters to them — and separate it from your personal beliefs and preferences — they won’t be able to act on it.

Emphasize facts, not interpretations. This means staying away from comments that are subjective: She’s self-centered. He lacks confidence. Even if you believe an employee’s behavior stems from lack of confidence, for example, that’s just your opinion; it may or may not be accurate.

Point to specific behaviors instead: He doesn’t contribute during meetings. She interrupts me when I’m speaking. And ensure your feedback includes both negative and positive notes, which helps to counteract your personal biases and preferences.

For your colleague to improve, they need to know what they are doing well as well as where they have room to grow.

如果你的員工惹惱了別人，請委婉地指出來

如果你的員工惹惱了同事，不要讓這種行為惡化。從明確你的意圖開始，比如說，“我一直在尋找幫助你成長的方法，我有一些想法。什麼時候談話合適？“

在討論中，把重點放在事實上。員工到底在做什麼，以及他們如何阻礙他們的成功？

例如，如果你的員工經常打斷別人的話，你可能會說：“在上星期二的會議上，你中斷了三個人的談話。”然後說這個影響：“我聽不到他們要說什麼，這對我來說很重要，因為每個人都需要被聽到。”

不要暗示的之處這樣的行為是惡意的，甚至是故意的。你的員工應該覺得你是幫助他成長的盟友。一旦他們意識到了這種行為，他們就可以開始改變它了。

If Your Employee Annoys People, Gently Point Out How

If your employee is irritating fellow colleagues, don’t let the behavior go. Start by making your intentions clear — say something like, “I’m always looking for ways to help you grow, and I have some thoughts. When is a good time to talk?”

During the discussion, focus on the facts. What exactly is the employee doing, and how is it getting in the way of their success?

For instance, if your employee constantly interrupts others, you might say, “In the meeting last Tuesday, you spoke over the end of three people’s sentences.” Then talk about the impact: “I couldn’t hear what they were going to say, which matters to me because everyone needs to feel heard.”

Don’t insinuate that the behavior is malicious, or even intentional. Your employee should feel that you’re an ally in helping them grow. Once they’re aware of the behavior, they can begin to change it.

在接受新項目之前，評估一下當前的項目

用新的項目挑戰自己是很重要的，但是要承擔更多的新任務可能需要你放弃其他項目。

不斷評估你當前的項目，知道你還有時間做什麼。對於每一個任務，問問自己：完成這個項目仍然有意義嗎？我是做這件事的合適人選嗎？把這個項目推遲到另一個季度現實嗎？

您還可以創建一個圖表，幫助您快速評估每個項目的位置。包括活動名稱、項目類型、所需時間、專業重要性以及從中獲得的個人滿足感等。使用這些數據來確定哪些承諾可以堅持，哪些可以放弃，這樣你就可以騰出空間接受新的挑戰。

Before Taking on New Projects, Evaluate Your Current Ones

It’s important to challenge yourself with new projects, but taking on more tasks may require you to let go of others.

Constantly evaluate your current slate of projects to know what else you have time for. For each task, ask yourself: Does completing this project still make sense? Am I the right person to work on it? Would it be more realistic to push this project out to another quarter?

You can also create a chart to help you quickly assess where each project stands. Include columns for activity name, type of project, time required, professional importance, and the personal satisfaction you get from doing it. Use this data to determine which commitments to hold onto and which to let go of, so you can make room to take on new challenges.

Of course, depending on your position, you may not be able to decide what you can stop doing. But if you’ve taken the time to step back and consider the big picture, you’ll at least have the information to discuss what’s possible with your boss and colleagues.

保持團隊溝通簡明扼要，但要確保他們清楚

我們有時試圖用盡可能少的文字來傳達一條資訊，以此來提高效率。但是，如果同事們必須破譯郵件的意思或回信來澄清背景或下一步，那麼一封只有一行或兩行的電子郵件可能會浪費每個人的時間。不要以為別人理解你的速記。

花些時間以一種非常清晰的方式進行交流，不管你使用的是什麼媒介(或者你有多匆忙)。但是，不要走往另一個方向走得，為了避免任何模棱兩可，而以大量轟炸了你的團隊。

如果你的原始資訊是清楚的，你就不需要採取跟進的行動。一定要避免濫用多個管道反復溝通。沒有人喜歡同事發短信或打電話問你是否讀過他們的留言。

Keep Team Communications Brief, but Make Sure They’re Clear

We sometimes try to be efficient by using as few words as possible to communicate a message. But a one- or two-line email can waste everyone’s time if colleagues have to decipher the meaning or write back to clarify next steps. Don’t assume that others understand your shorthand.

Take the time to communicate in a way that’s ultra-clear, no matter what medium you’re using (or how much of a hurry you’re in). But don’t go too far in the other direction, bombarding your team with messages in an effort to avoid any ambiguity.

If you’re clear in your original message, you shouldn’t have to follow up. And definitely avoid abusing multiple channels. No one likes a colleague who texts or calls to ask if you’ve read their message. 

創造積極的辦公場所政策，而不是懲罰性的政策

太多的辦公場所政策強調員工不應該做什麼。但是過度的關愛和懲罰規則並不能傳達你對你的員工的信心，並信任他們作為成年人的行為。

起草人事政策時，多注重傳達公司對員工的積極期望。

在你關於上班時間政策中，比如說，你希望員工準時上班——不要詳細說明“遲到”和“缺席”意味著什麼。如果你的公司有著裝規範，盡可能簡單地只說“要著裝得體”，或者讓部門主管們為需要的人提供更多的指導。

而且行為準則不必變得複雜——一個好的出發點是“每個人都應該為公司及其同事的最佳利益行事”。

向員工強調你希望他們追求什麼，而不是他們失敗時會發生什麼。

Create Positive Workplace Policies, Not Punitive Ones

Too many workplace policies emphasize what employees shouldn’t do. But overly paternal and punitive rules don’t communicate that you have confidence in your people and trust them to behave as adults.

When drafting personnel policies, focus on conveying the company’s positive expectations of its employees.

In your policy about when the workday starts, for example, state that you expect employees to show up on time — don’t go into detail about what “tardy” and “absent” mean. If your organization has a dress code, keep it as simple as you can — “Dress appropriately,” perhaps — and leave managers to provide more guidance to those who need it.

And a code of conduct doesn’t have to get complicated — a good starting point is “Everyone is expected to act in the best interest of the organization and their fellow employees.”

Stress to your employees what you want them to aspire to, not what will happen if they fail.

為了得到建設性的回饋，鼓勵別人做回饋

建設性的回饋對你的工作有好處，是必要的。但是如果同事們擔心傷害你的感情，他們可能會猶豫。為了緩解恐懼，不妨試試三種策略。

1. 通過給自己消極的回饋來介紹談話內容。比如說：“我知道我做事很快，有時會忽略重要細節。你對我的做法有什麼想法嗎？” 認識到問題所在，你就把壓力從同事身上拉出來。”。
2. 你也可以把你的請求作為承諾，你希望得到他們的幫助。告訴你的同事你想在某個特定的領域做改進，例如，時間管理，你希望他們支持你能達到目標。
3. 問：“你認為我能從你身上學到什麼？這讓你的同事有機會反思他們的才能和技能，這會讓他們自我感覺良好。

To Get Constructive Feedback, Encourage Others to Give It

Constructive feedback is essential for getting better at your job, but a colleague may hesitate to give it if they’re worried about hurting your feelings. To ease their fear, try three strategies.

1. Introduce the conversation by giving yourself negative feedback. Say something like, “I know I tend to work quickly and sometimes overlook important details. Do you have thoughts on how I could improve?” By acknowledging the problem area, you take the pressure off your colleague to bring it up.
2. You can also frame your request as a commitment you’d like their help with. Tell your colleague that you want to improve in a specific area — say, time management — and that you’d like their support in reaching the goal.
3. To ask, “What is something you think I could learn from you?” This gives your colleague a chance to reflect on their talents and skills, which makes people feel good about themselves.

員工的倦怠是公司的問題，而不是人的問題

員工倦怠是一種常見現象，但它往往被視為一種人才管理或個人問題，而不是一種更廣泛的組織挑戰。那是個錯誤。

高管們需要承認自己在創造工作壓力方面的作用，導致工作倦怠、工作量大、工作不安全，以及令人沮喪的工作程序，包括會議太多，創造性工作時間太少。一旦高管在組織層面面對問題，他們就可以使用組織措施來解决問題。

當我們觀察那些工作倦怠率高的公司時，我們看到了三個共同的缺點：過度協作、缺乏時間管理紀律，以及傾向于讓具有高工作能力的人過度工作。這些壓力不僅剝奪了員工的時間來專注於完成複雜的任務或想法的產生，他們還增加了要恢復能量所需的休息時間。下面是領導人如何解决這些問題。

過多的協作

過度協作是組織中的一個常見問題，決策者太多，決策點太多。它體現在沒完沒了的會議和電話會議中，以確保每個利益相關者得到傾聽和協調。許多企業文化要求協作遠遠超出完成工作所需的範圍。這些結構和文化因素一起導致了支離破碎的行事曆，甚至是白天支離破碎的時間。許多公司里，高級管理人員現在每天收到200封或更多的電子郵件。平均一線首長大約用八個小時每星期（全工作日）發送，閱讀和回答電子郵件，其中有不應該被送到或回答那些經理。

工作倦怠也是由於目前的辦公室里總是使用電腦與網絡，充斥太多要求優先完成的工作要求，期望員工可以用電腦和工作軟體工具來承擔工作負載，以多工的方式來完成所有交辦的工作。當我們在任務之間來回切換時，多工處理會使人精疲力竭，適得其反。在多項工作中切換的成本是有據可查的：切換到一個新的任務，而在另一個中間的時間新增了你完成25%任務的時間。微軟的一項研究發現，電子郵件中斷後，人們平均要花15分鐘才能返回到一個重要項目。

企業可以通過調整組織結構來解决協作超載的問題。一個簡單的步驟是進行組織扁平化，降低部門單位數，也就減少了決策者所構成的組織減速現象，可以因此提高組織的運行效率。

公司還可以系統地研究人們如何進行工作。例如，確定哪些會議是真正必要的，哪些會議應該被排定，會議持續多長時間，哪些人需要出席。你也可以看看你的員工團隊。通過在團隊中分配明星員工，而不是孤立明星員工，公司往往能把高能量、高成就的員工放在同一陣容中，讓他們處理最優先的工作，從而獲得更好的結果。

除了正式的組織變革之外，領導者還可以通過溫和的干預來减少工作倦怠，提高企業生產率。例如，通過採用敏捷原則，領導者可以激勵和激勵團隊，並給團隊成員一種獲得結果的方法。通過敏捷方法，團隊專注於更少、更關鍵的活動。主動調整性優先順序。持續關注最重要的優先事項和不重要因素的不斷修剪。集中精力與作時間限制在優先項目上，以便可以完成更多的工作和減少消耗能量。

高管還可以在文化和教練方面發揮作用。領導者可以幫助建立新的文化規範，明確每個人的時間是一個寶貴的資源。

弱時間管理

如今，在大多數大型組織中，合作的需求大大超過了發展管理工具和組織規範來管理它的速度。大多數情况下，員工都是靠自己來解决如何减少壓力和工作倦怠的。他們反對企業文化的能力有限，其中過度工作是正常的。很少有員工有權力或冒然取消不必要的會議。

但是公司領導可以做點什麼。第一步是處理這個問題。雖然高管們喜歡衡量合作的好處，但很少有人衡量成本。但是，有一些有用的工具來衡量員工的時間是如何度過的，以及如何影響工作倦怠和組織生產力。高管往往根本不知道有多少時間花在有助於企業員工的生產活動，也不知道有多少時間是花在不遺失或生產活動。Microsoft有一套工作場所分析軟體，可以提供一種估算員工工作時間的方法。

使用這些工具的數據，你可以了解員工在會議、電子郵件或線上合作中花費多少時間，並且知道他們在的組織中的位置。有了這些資訊，你可以針對特定的部門和工作之間的數據做出調整，减少組織阻力，從而降低生產率並導致工作倦怠。大多數管理人員都有機會通過為時間管理帶來更大的紀律來解放員工至少20%的時間。同樣重要的是，這樣做可以讓員工重新控制自己的日程表。我們發現組織能量最大的來源之一是給員工一種自主意識。讓人們重新控制自己的生活是值得的。它也有助於避免事無巨細，這是另一個貢獻力。

最有能力者工作超載

在許多組織中，員工的工作量新增了，因為招聘與增長沒有匹配；公司高估了用數位生產力工具可以完成多少工作，很少檢查他們的假設是否正確。對於公司來說，超載問題更為複雜，因為最好的人才是知識最需要的人，往往是協作超載的最大受害者。最有能力者經常每週要用一天的時間回復電子郵件，每週兩天開會。那些才華橫溢的經理會失去更多的時間來做有創新價值的工作，因為他們的工作過度使他們承擔更多的責任，工作量更大。

同樣的工作場所分析工具可以.，也可以衡量最佳經理的過度需求，使他們的老闆能够重新設計工作流程或採取其他措施來避免過度負荷和工作倦怠。

每個人都知道人的職業倦怠。檢查組織規範如何不知不覺創造倦怠，但領導人.可以改變它們讓倦怠的可能性較小。讓人們有時間從事推動公司成功的工作，將通過提高生產力、新增產出和减少工作倦怠來獲得巨大的收益。每個人都贏。

Employee burnout is a company problem, not a human problem

Employee burnout is a common phenomenon, but it is often seen as a talent management or personal problem, rather than a broader organizational challenge. That's a mistake.

Executives need to acknowledge their role in creating job stress, leading to job burnout, heavy workload, unsafe work, and frustrating work processes, including too many meetings and too little creative work time. Once executives face problems at the organizational level, they can use organizational measures to solve them.

When we look at companies with high job burnout rates, we see three common shortcomings: over-collaboration, lack of time management discipline, and a tendency to overwork people with high job skills. These pressures not only deprive employees of time to concentrate on completing complex tasks or ideas, but also increase the rest time needed to regain energy. Here's how leaders can solve these problems.

Too much collaboration

Over-collaboration is a common problem in organizations. There are too many decision makers and too many decision points. It is reflected in endless meetings and teleconferences to ensure that each stakeholder is listened to and coordinated. Many corporate cultures require collaboration far beyond what is needed to accomplish a job. Together, these structural and cultural factors lead to fragmented calendars and even fragmented days. In many companies, senior managers now receive 200 or more e-mails a day. On average, front-line leaders spend about eight hours a week (full-time working days) sending, reading and answering e-mails, some of which should not be sent or answered by managers.

Job burnout is also due to the current use of computers and networks in the office, which is full of too many priority requirements. Employees are expected to use computers and work software tools to bear the workload and perform all assigned tasks in a multi-tasking manner. When we switch back and forth between tasks, multiprocessing can be exhausting and counterproductive. The cost of switching among multiple tasks is well documented: switching to a new task adds 25% of your time to complete another task in the middle. A Microsoft study found that it takes an average of 15 minutes for people to return to an important project after an e-mail interruption.

Enterprises can solve the problem of collaborative overload by adjusting organizational structure. A simple step is to flatten the organization and reduce the number of department units, which also reduces the organizational deceleration caused by decision makers, thus improving the operational efficiency of the organization.

Companies can also systematically study how people work. For example, determine which meetings are really necessary, which meetings should be scheduled, how long the meeting lasts, and who needs to attend. You can also look at your staff team. By distributing star employees in the team, rather than isolating them, companies can often put high-energy, high-achievement employees in the same team, so that they can handle the highest priority work, and thus achieve better results.

In addition to formal organizational change, leaders can also reduce job burnout and improve enterprise productivity through moderate intervention. For example, by adopting agile principles, leaders can motivate and motivate teams and give team members a way to achieve results. Through agile methods, teams focus on fewer, more critical activities. Actively adjust priorities. Continue to focus on the most important priorities and trimming of unimportant factors. Focus and time on priority projects so that more work can be done and less energy consumption can be achieved.

Executives can also play a role in culture and coaching. Leaders can help establish new cultural norms and make it clear that everyone's time is a valuable resource.

Weak Time Management

Today, in most large organizations, the need for collaboration is much faster than developing management tools and organizational norms to manage it. In most cases, employees rely on themselves to solve how to reduce stress and job burnout. Their ability to oppose corporate culture is limited, and overwork is normal. Few employees have the right or the risk to cancel unnecessary meetings.

But what can a company leader do? The first step is to deal with this problem. While executives like to measure the benefits of cooperation, few measure costs. However, there are some useful tools to measure how employees spend their time and how they affect job burnout and organizational productivity. Executives often have no idea how much time they spend on productive activities that help their employees, or how much time they spend on activities that are not lost or productive. Microsoft has a set of workplace analysis software that provides a way to estimate employees'working hours.

Using data from these tools, you can see how much time employees spend in meetings, e-mails, or online collaboration, and where they are in the organization. With this information, you can adjust the data between specific departments and jobs to reduce organizational resistance, thereby reducing productivity and leading to job burnout. Most managers have the opportunity to liberate at least 20% of their employees'time by bringing greater discipline to time management. Equally important, it allows employees to regain control of their schedules. We find that one of the greatest sources of organizational energy is to give employees a sense of autonomy. It's worth letting people regain control of their lives. It also helps to avoid being too small, which is another contribution.

Work overload for the most capable

In many organizations, the workload of employees has increased because recruitment does not match growth; companies overestimate how much work can be done with digital productivity tools and seldom check whether their assumptions are correct. For companies, overloading is more complex, because the best people are those who need knowledge most and are often the biggest victims of collaborative overloading. The most competent people often spend one day a week answering emails and two days a week meeting. Talented managers lose more time to do innovative work because their overwork makes them more responsible and workload.

The same workplace analysis tools can... or measure the excessive needs of the best managers so that their bosses can redesign their workflow or take other measures to avoid overwork and burnout.

Everyone knows about job burnout. Check how organizational norms unconsciously create burnout, but leaders are less likely to change them. Making people have time to do the work that drives a company to succeed will yield huge gains by increasing productivity, increasing output and reducing job burnout. Everyone wins.

對創新工作的回饋應該給予指導，而不是要求改變

給予回饋是很難的，但特別是對於創新工作來說，“好”可能是主觀的。下一次你必須提供一個創新的作品，如設計原型或網站模型的意見，表明你的觀點。使用第一人稱代詞（我）和描述性短語，如“我看到的是……”或“我的意思是……”或“我的觀點是……”，明確說明你的意見是為了勾勒出項目的潜在軌跡，而不是一條具體的“正確”的道路。

給予重點方向，不批判。雖然你應該提供關於你認為是或不起作用的詳細回饋，但不要過分挖掘細節。討論應該為新事物的出現開闢空間，這是你和創作者都沒有預料到的。

Feedback on innovation should be guided, not change

It is difficult to give feedback, but especially for innovative work, "Good" may be subjective. Next time you have to provide an innovative work, such as a design prototype or a website model, to show your views. Use the first person pronoun (I) and descriptive phrases, such as "What I see is..." Or "I mean..." Or "My view is..." It is clear that your opinion is to outline the potential trajectory of the project, not a concrete "right" path.

Give the key direction, not criticize. Although you should provide detailed feedback on what you think is or does not work, do not overdo the details. The discussion should open up space for the emergence of new things, which you and the creators have not expected.

以問有意義的問題，幫助員工發現他們的激情

對工作充滿熱情的員工會更加勤奮和富有成效。但並不是每個人都知道他們對工作的哪些方面最為興奮。

作為一個經理，你有責任督促他們去發現。幫助員工思考問題，反思他們的工作。

例如，在這個人參與發展一個新項目之前，你可能會問：“你希望通過這種作法來發展、學習或成長什麼？”在關鍵的里程碑之後，你可以問：“什麼是特別有益的，有意義的，或鼓舞人心的主動行動？”在進行績效評估或職業發展對話時，你可以問： “今年你真正喜歡的是什麼？你想多做些什麼？”

然後幫助這個人在他們的答案之間建立聯系，這樣他們就能更好地理解他們對工作的熱愛。

Ask Meaningful Questions to Help Employees Discover Their Passions

Employees who are enthusiastic about their work are more diligent and productive. But not everyone knows which aspects of their job they’re most excited about.

As a manager, it’s your responsibility to push them to find out. Help employees reflect on their work by asking them thoughtful questions.

For example, before the person tackles a new project, you might ask：“What are ways you hope to develop, learn, or grow with this experience?” After key milestones you can inquire： “What was especially rewarding, meaningful, or inspiring about that initiative?” And during performance reviews or career development conversations, you can ask： “What have you really enjoyed working on this year? What would you like to do more of?”

Then help the person make connections between their answers so that they can better understand what exactly they love about their work.