你對員工的傾聽夠了嗎？

當人們對工作不滿意時，他們會感覺好像有兩種選擇：辭職或表達他們的擔憂。組織可以通過創建人們希望選擇後者的工作環境來防止人員流動並留住更多的員工。

幫助員工感到被傾聽的一種方法是定期進行匿名調查，讓他們對自己角色的各個方面給出回饋。當人們可以在不面對後果的情况下大聲說出他們的挫折時，管理者可以獲得對他們的員工想要和需要的有價值的洞察。

與領導團隊分享這些調查的結果；您可能希望在公司範圍的非現場會議或團隊會議中解决常見問題。

對經理來說，向員工展示他們在突出問題上的行為也很重要。你可能無法解决每一個問題或解决每一個不滿，但證明你願意傾聽是朝著改善每個人的工作邁出的一大步。

幫助員工度過個人危機始於傾聽

在某種程度上，我們都有一個緊張的生活事件，分散了我們的工作。也許這是一個家庭成員的疾病，離婚，或朋友的死亡。如果你的團隊中有人經歷了個人危機，你能做什麼作為他們的經理？

首先，讓自己有空。如果你在辦公室裏保持一種同情心的氛圍，當他們經歷一段艱難的時期時，人們更可能來到你身邊。

當他們接近你時，不要問問題。尊重他們的隱私，只需傾聽。你的員工可能只想找一個關於照顧生病的親戚的困難的解釋，或者解釋他們的離婚如何影響他們的注意力跨度的機會。

不要急於下結論。如果你立即建議他們請假或者調整他們的排程，例如，如果不是他們所需要的，他們可能會被延后。

問問他們的工作會有什麼變化對他們有幫助，然後一起探索選擇。

Helping an Employee Through a Personal Crisis Starts with Listening

At some point, we all have a stressful life event that distracts us from work. Perhaps it’s a family member’s illness, a divorce, or the death of a friend. If someone on your team is going through a personal crisis, what can you do as their manager?

First, make yourself available. If you maintain an atmosphere of compassion in the office, people are more likely to come to you when they’re going through a tough period.

When they do approach you, don’t ask prying questions. Respect their privacy and simply listen. Your employee may just want a sounding board about the difficulties of caring for a sick relative or an opportunity to explain how their divorce has affected their attention span.

And don’t jump to conclusions. If you immediately suggest they take a leave of absence or adjust their schedule, for example, they may be put off if that’s not what they need.

Ask what changes to their work would help them, and then explore the options together. 

當你做回馈时，你也會傾聽嗎？

作為管理者，你的工作就是給出回馈。但是如果你希望你的員工真的聽到你說的話，你也需要傾聽。主管的細心、非判斷性傾聽，可以使員工更放鬆、更自我意識和更少的防禦。

下一次當你輔導某人時，仔細聆聽並仔細思考他們所說的每一件事。不要急於下結論或打斷別人的話。給人空間來表達自己，並問好問題，鼓勵他們繼續交談。

當人們感覺到別人真的聽到他們時，他們更有可能敞開心扉。用眼神交流和肢體語言來表明你專注於你的員工，並希望聽到他們的想法。避免提出問題的解決方案。

即使是做回馈，你的作用應該是幫助員工發現解決方案本身。

When You Give Feedback, Do You Listen, Too?

As a manager, your job is to give feedback. But if you want your employees to really hear what you’re saying, you need to listen, too. A manager’s attentive, nonjudgmental listening makes an employee more relaxed, more self-aware, and less defensive.

The next time you’re coaching someone, listen carefully and thoughtfully to everything they say. Don’t jump to conclusions or interrupt. Give the person space to express themselves, and ask good questions to encourage them to keep talking.

When people sense that others are truly hearing them, they’re much more likely to open up. Use eye contact and body language to signal that you’re focused on your employee and want to hear their thoughts. And refrain from suggesting solutions to problems.

Even with feedback, your role should be to help the employee discover solutions themselves.