告訴你的員工找其他工作

鼓勵你的明星員工可以考慮外面的工作機會似乎是個壞主意。但是這樣做給他們一個明確的訊號，你關心他們的學習和發展。告訴你領導管理的人，你希望他們考慮他們的職業生涯的所有選擇機會。

這將有助於他們公開對你談論你關於他們自己的職業生涯規劃，這將給你時間和機會去找到一個方法讓他們當他們考慮一份工作。

也許你可以給他們一個新的項目，新增他們的責任，或者協商加薪。如果你認為一個員工在你的公司裏已經盡了最大的努力，支持他們在其他地方找工作的努力。

你的透明度會讓他們更傾向於推薦貴公司作為一個偉大的地方工作，甚至在未來的回報。

Tell Your Employees It’s OK to Look for Other Jobs (Yes, Really)

Encouraging your star performers to consider outside job offers might seem like a bad idea. But doing so sends them a clear signal that you care about their learning and development. Tell the people you manage that you want them to consider all options for their careers.

This will help them to talk openly with you about their career plans, which in turn will give you the time and opportunity to find a way to keep them when they’re considering a job offer.

Maybe you can give them a new project, add to their responsibilities, or negotiate a raise. And if you think an employee has grown as much as they can in your company, support their efforts to get a job somewhere else.

Your transparency will make them more likely to recommend your company as a great place to work, and maybe even to return in the future.

如果一個新聘用的員工在掙扎，給他一個明確的改進計畫

如果一個新員工在他們的角色中掙扎，甚至拖垮你的團隊，你會怎麼做？準備一個直接的，不舒服的談話。

員工需要確切地知道他們如何不能滿足期望，所以他們可以做出必要的改變。分享你的關心，詢問他們對所發生的事情的看法。員工可能會感激有機會澄清問題，共同解决問題。

你可以先說“我想談談過去幾個星期”。“ 你在某些方面走上了正軌，但我們需要做一些調整。”然後就員工應該如何提高給出明確、具體的回饋。

一旦你這樣做了，觀察這個人是如何反應的。如果你沒有立即看到顯著的努力，並且在接下來的三到六個月內看到真正的改善，你可能不得不採取更嚴肅的行動。

If a New Hire Is Struggling, Give Them a Clear Plan to Improve

What do you do if a new hire is struggling in their role, and even dragging down your team? Prepare for a direct, and uncomfortable, conversation.

The employee needs to know exactly how they’re failing to meet expectations, so they can make the necessary changes. Share your concerns and ask for their point of view about what’s been happening. The employee may be grateful for the opportunity to clear the air and work on a solution together.

You can start off by saying something like, “I want to talk about the last few weeks. You’re on track in some ways, but we need to make some adjustments.” Then give clear, specific feedback on how the employee should improve.

Once you’ve done this, watch how the person responds. If you don’t see significant effort almost immediately, and real improvement over the next three to six months, you may have to take more-serious action.

當宣佈變更時，解釋它將如何使公司更好

改變會讓員工緊張。無論你宣佈的是收購、重組還是新的人力資源政策，人們都需要幫助來處理這些資訊。通過解釋變化背後的原因，使公告更加順利。

給出行不通的背景，以及為什麼新計畫將減輕組織的痛苦點。例如，談論客戶如何受到傷害或企業如何招致額外費用，並詳細解釋更改將如何解决問題。

此外，討論這種改變在個人層面上如何影響人們；員工的第一反應往往是問：“這對我來說意味著什麼？”“

不要給變化帶來不便。不要急於說傳遞新聞對你來說很難——這聽起來可能是操縱性的。相反，要表現出謙遜和責任感，並關注員工所需要的。

When Announcing Change, Explain How It Will Make the Company Better

Changes can make employees nervous. Whether you’re announcing an acquisition, a reorg, or a new HR policy, people often need help processing the information. Make the announcement go more smoothly by explaining the reason behind the change.

Give the background on what’s not working and why the new plan will alleviate that organizational pain point. For example, talk about how customers have been hurt or how the business is incurring extra expenses, and explain exactly how the change will solve the problem.

Also, discuss how the change will affect people on an individual level; employees’ first reaction is often to ask, “What does this mean for me?”

Don’t sugarcoat any inconveniences the change will bring. And avoid the urge to say that delivering the news is hard for you — that may sound manipulative. Instead, demonstrate humility and responsibility, and focus on what your employees need. 

公平的領導者解釋他們是如何做出决定的

大多數領導者奉獻了大量的時間和精力來確保他們是公平的。但不可避免的是，一些結果會被某些人認為是公平的，而其他人則認為是不公平的。

不要以為你的决定會自己表白：對你如何以及為什麼要做此決定是透明的。

例如，如果你想要一個公平的晋昇過程，某些能力或風格比其他的更重要，把你的意圖告訴團隊。如果你想平等地分享獎金，要加强每個員工的重要性，就要坦然面對。

記住，作為經理，你有權做出那些決定。如果有人指責你不公平，不要打你自己。只要你仔細考慮業務需求，並盡可能客觀地做出决定，你就完成了你的工作。你將永遠有機會在下一個决定中恢復平衡。

Fair Managers Explain How They Make Decisions

Most managers dedicate significant amounts of time and energy to ensuring they’re being fair. But it’s inevitable that some outcomes will be perceived as fair by some and unfair by others.

Don’t assume your decisions will speak for themselves: Be transparent about how and why you made the call.

For example, if you want an equitable promotions process, with certain competencies or styles counting more than others, make your intentions known to the team. If you want an equal sharing of bonuses, to reinforce the importance of every employee, be up front about it.

Remember, as the manager, you have the discretion to make those calls. And if someone accuses you of being unfair, don’t beat yourself up. As long as you have thought carefully about what the business needs, and made your decision as objectively as possible, you have done your job. You’ll always have an opportunity to restore balance with the next decision.

讓你的同事在會議上放下電話

如果你想知道你的同事在盯著他們的電話時是否會全神貫注，不要懷疑。你不會這樣做，但同事們在會議期間不斷檢查他們的手機。不要沮喪，採取行動。

你可能會從分享研究開始，研究顯示，即使只是手機的存在——更不用說它閃爍的荧幕和持續的嗡嗡聲——也會對生產力產生不利影響。

然後與你的團隊討論在會議期間使用手機的好處和缺點。建議一些基本規則，比如“全神關注會議”和“把手機放在口袋裏”。

一旦一些規則到位，堅持這些規則，並指出什麼時候一個同事不遵守。一開始你可能會覺得有些惱火，但是隨著時間的推移，團隊會建立一個新的規範。

Get Your Colleagues to Put Down Their Phones in Meetings

If you’ve ever wondered whether you have a colleague’s full attention while they’re staring at their phone, stop wondering. You don’t. But instead of getting frustrated that coworkers constantly check their devices during meetings, take action.

You might start by sharing research that shows even the mere presence of a cell phone — much less its glowing screen and constant buzzing — is bad for productivity.

Then talk with your team about the upsides and downsides of using devices during meetings. Propose ground rules like “Be totally present” and “Keep the phone in your pocket.”

Once a few rules are in place, stick to them — and point out when a colleague doesn’t. You might get some annoyed looks at first, but over time the team will set a new norm.

幫助沒有明確職業目標的下屬員工

作為經理，幫助你的下屬員工達到他們的職業目標是你工作的一部分。但是如果他們不確定這些目標是什麼，你會怎麼做？

首先，告訴人們這是可以接受的，有時甚至是更好的-不要有一個具體的職業道路。過分地依附於一個特定的計畫會導致人們錯失不在規定的路線上的機會。

接下來，問一些問題來理解什麼驅動了員工，比如“什麼問題讓你興奮？”“什麼類型的工作，你想做的更少，更多？”“從那裡，鼓勵他們考慮將來需要的技能，把重點放在那些可以轉移到其他工作或角色的技能上。

然後建議他們嘗試小實驗，以瞭解他們喜歡做什麼和他們需要發展的地方。

Help a Direct Report Who Doesn’t Have Clear Career Goals

As a manager, helping your direct reports achieve their career goals is part of your job. But what do you do if they aren’t sure what those goals are?

First, tell the person that it’s OK — and sometimes even preferable — not to have a concrete career path in mind. Being overly attached to a specific plan can cause people to miss opportunities that aren’t on the prescribed route.

Next, ask questions to understand what drives the employee, such as, “What problems excite you?” and “What types of work do you want to do less of and more of?” From there, encourage them to think about the skills they’ll need in the future, focusing on those that will be transferrable to other jobs or roles.

Then suggest they try small experiments to learn more about what they like to do and where they need to develop. 

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. 

你的團隊應該相處得很好-但不能太好

如果團隊中的人彼此喜歡，這是件好事，但過多的和諧會抑制創造力和創新。當然，您不希望團隊成員互相爭吵，但當每個人都相處融洽時，自滿情緒就會產生。

為了避免這種情況發生，鼓勵產生衝突-人們表達不同意見，協商不同觀點，並在一定壓力下工作的衝突。

鼓勵人們誠實地說，即使是在感覺不舒服的時候。如果團隊需要一點推動，指派一兩個人扮演魔鬼代言人的角色，以獲得在談判桌上的反對意見。你也可以通過為你的團隊設定大膽而可實現的目標來打亂自滿情緒。當任務有一定難度時，人們往往表現得最好，因此在你的團隊擁有的技能和完成某項任務所需的技能之間產生一些緊張關係。

項目應該是可行的-但如果團隊也有點糾結的話，那也沒什麼。

Your Team Should Get Along Well — but Not Too Well

It’s good if the people on your team like one another, but too much harmony can dampen creativity and innovation. Of course, you don’t want team members to be at each other’s throats, but when everyone always gets along, complacency can set in.

To keep this from happening, encourage productive conflict — the kind where people express disagreements, negotiate different viewpoints, and work under a certain amount of pressure.

Encourage people to speak honestly, even when it feels uncomfortable. If the team needs a little push, assign one or two people the role of devil’s advocate to get opposing views on the table. You can also disrupt complacency by setting bold but achievable goals for your team. People tend to perform at their best when tasks are moderately difficult, so create some tension between the skills your team has and those required to accomplish a certain task.

Projects should be feasible — but it’s OK if the team struggles with them a little, too. 

你會議的邀請名單可能太多了

大多數會議中有太多的人。决定誰加入可能是棘手的，但不要默認邀請團隊中的每個人。

為了讓房間裏有合適的人，而且只有合適的人，你必須明確地知道你要給什麼地位。創建一個明確的議程，然後問自己：誰必須出席這次討論以產生成果？如果他們不能出席會議，你會取消誰出席會議？從這個覈心小組開始。

只有當你認為他們會新增談話的價值或者通過在那裡獲得價值時，才能新增更多的人。為了避免那些沒有被邀請的人受到嘲笑，分享你决定邀請與會的標準。

例如，您可能關注的是誰對該主題有最多的瞭解，或者誰將參與該項目的推動實現。如果你仍然收到投訴，讓人們要求下次被包括在內，如果他們有充分的理由參加，那麼在準予他們的請求方面就不會出錯。

The Invite List for Your Next Meeting Is Probably Too Big

Most meetings have too many people in them. Deciding who to include can be tricky, but don’t default to inviting everyone on the team.

To have the right people — and only the right people — in the room, you have to know specifically what you’re going to address. Create a clear agenda and then ask yourself: Who must be present for this discussion to yield results? Who would you cancel the meeting for if they could not attend? Start with this core group.

Add more people only if you think they will add value to the conversation or gain value by being there. To avoid irking those who weren’t invited, share the criteria you used to decide.

For example, perhaps you focused on who has the most knowledge about the topic or who will be involved with the implementation. If you still get complaints, let people ask to be included next time, and then err on the side of granting their request if they present a solid reason for attending.

如果你在一個會議小組上發言，不要擺架子

被要求在一個小組中發言是一種榮譽，但不要把它看作是在公園裏散步。當然，這比單獨發表演講更不傷腦筋，但是僅僅露面回答主持人的問題不太可能成為一個有趣的討論。

花些時間準備你要說的話，然後在活動前與主持人交流。詢問他們打算如何運行會議。比如，他們會要求人們回答特定的問題嗎？還是會要求你跳進一個自由開放的地方？

他們有一個已經準備好的問題清單了嗎？如果是的話，他們能和你分享嗎？這些資訊可以讓你想像出，如果，比如，你有點害羞，不習慣於爭奪播出時間，小組將如何運行並預先鍛煉自己。你也要計畫一下你的談話要點，儘量早點發言。

首先發言的人往往會决定辯論的主旨，而且你可以確保在你發言之前發言的人不會竊取你想表達的要點。

If You’re Speaking on a Conference Panel, Don’t Wing It

Being asked to speak on a panel can be an honor, but don’t think of it as a walk in the park. Sure, it’s less nerve-wracking than delivering a solo talk, but just showing up and answering the moderator’s questions is unlikely to make for an interesting discussion.

Spend time preparing what you’ll say, and start by reaching out to the moderator well before the event. Ask how they intend to run the session. For instance, will they call on people to answer particular questions, or will it be a free-for-all where you’re expected to jump in?

Do they have a list of questions already prepared, and if so, can they share it with you? That information will allow you to picture how the panel will go and steel yourself in advance if, for instance, you’re a bit shy and aren’t used to fighting for airtime. You’ll also want to plan out your talking points and try to speak up early on.

The person who talks first often sets the tenor of the debate — plus you can ensure the person speaking before you doesn’t steal the key point you wanted to make.