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ATTITUDE 态度A SMALL THING THAT MAKES A BIG DIFFERENCE影响巨大的小事The Australian Institute Handbook for Enhancing Performance澳大利亚学院提高业绩手册n Give feedback 给予反馈n Make the best of bad news 充分利用坏消息n Delegate 代表n Pick the brains of departing workers 挖掘离店员工的想法n Review performance regularly 定期回顾工作表现n Decide and deliver 决定与传达n Exert “praise motivation” 发挥“表扬的促动作用”n Plan your meetings 设计你的会议n Listen more 多听n Think strategically 战略构思n Build alliances 建立联盟n Get Feedback 获得反馈n Give great instructions 给予很好的指导n Speak with power 说话有力n Win over cynics 争取玩世不恭者n Prepare for change 为变化做好准备n Muzzle your mouth 闭住你的嘴n Pose penetrating questions 提出尖锐的问题n Lift poor and mediocre performance 提升糟糕、平庸的工作表现n Regale your audience 款待你的听众n Criticise without criticism 没有批评的批评n Beat the clock n Impress your boss 给你的老板留下深刻印象n Mix and mingle 混和Make the best of bad news 充分利用坏消息n Display “ego strength” “展示自我的力量”Show that your ego isnt threatened by the bad news. Use non-defensive language such as, “I take responsibility for contributing to this state of affair, and I take responsibility for leading us out of this”. 要表现出坏消息并没有威胁到你。要使用非自卫性的语言，如“我承担此事的责任，并有责任带领我们走出困境”。n Set the context 调整来龙去脉Tie a specific piece of bad news to larger organisational goals. Say “This adds to our challenge, but we can overcome this”. 把一条具体的坏消息与更大的组织目标联系起来，说“这增加了对我们的挑战，但是，我们能战胜它”。n Get to the point 切中要点Stay on track and dont waste words. State the most important news up front. Then add facts, evidence or other supporting information. 别跑题，别费口舌。先说最重要的消息，然后加上事实、证据或其它有关的信息。Exert “praise motivation” 发挥表扬的促动作用n Catch employees at their best 抓住员工最好的一面Look for examples of stellar work. Set high standards and never miss a chance to congratulate someone for exceeding them. 寻找出色工作的范例，制定高标准，不要错过任何机会祝贺某人的出色表现。n Acknowledge effort, not just results承认付出的努力，不要只重结果Some employees will try and fail. Lets just shrug and say, “I like the way you tried so hard.” Dont just shrug and say, “Oh well, at least you tried” or “Maybe next time.” Recognise effort as praiseworthy in itself. 有的员工做了尝试，但失败了。让我们耸耸肩，对他说：“我很欣赏你工作这么努力！”不要只耸耸肩说：“啊，至少你努力了”或“也许下次行吧”。要承认员工的努力，这种努力值得表扬。n Say it once with feeling 衷心地表扬一次 Praise loses its luster if you repeat yourself too often. Find traits, skills or actions to compliment. And once you say it, dont keep restating it until the employees face lights up. Some individuals dont react to praise with visible delight, but that doesnt mean they disregard it. 如重复多次，表扬就失去了光彩。发现值得赞美的品质、技能或行动，一旦你赞美了，就不要重复再说，直到员工喜形于色。有的人听了赞美不露声色，但这并不表示他不在乎别人的赞美。Prepare for change 为改变做好准备n Dangle rewards 炫示奖赏Explain to employees what goodies await those who are most adaptable to change. If they can secure a larger office, better eqipment or more flexible hours, they might treat change more openly and lower their resistance. 向员工说明最适应变化的人会得到什么好处。如员工能获得更大的办公室、更好的设备或更灵活的工作时间，他会更易于接受变化并减少他对变化的抵触。n Anticipate multiple outcomes 预料多种结果Employees will want you to tell them the upshot of change: How will things be different? Answer by presenting a range of outcomes and specify what variables will determine how the change will develop. 员工会让你告诉他们变化的结果：事情会有何不同？回答时要说明可能的几种结果，并指出有何变数会决定变化的发展。n Withhold negative opinions 保留消极意见Present change in a positive or at least neutral light to employees. Dont dwell on your displeasure with it or theyll follow your lead and gripe even more. 向员工展示积极的、至少是中性的变化，不要伴随着你的不快，否则，你的不快会继续，你会抱怨更多。Lift poor and mediocre performance 提升糟糕、平庸的工作表现n Champion their strength even if they dont 支持他们的力量，即使他们自己不Emphasise what workers do right. Talk up their assets and make them realise how much more they can contribute by harnessing their full potential. 强调员工做什么是正确的，赞扬他们的才能，使他们明白如果充分利用他们的潜力，他们会做出更大的贡献。n Challenge them to improve in increments 使员工挑战自我，提高自身价值You cant turn slugs into stars overnight. Set short term goals that require slightly more effort and effectiveness. With each incremental gain, you lift workers onto a higher level. 你不能一夜之间把懒汉变成明星。制定只需多一点努力和的高效的短期目标，每达到一个短期目标，你就把员工带到了更高的层次。n Be prepared to lead/do by example 准备领导或作出榜样Get your hands dirty and be prepared to physically walk the talk. 把手弄脏，身体力行，带头参与到工作当中。n Enlist peers as mentors 把同事作为良师益友Put your most driven, talented performers alongside your also-rans. Weak employees often respond ell when theyre influenced by more successful, supportive co-workers. 让最有带动力、最有才能的员工同工作不好的员工一起工作。当工作不好的员工受到更成功的、支持他们的同事的影响时，他们的工作会有起色。Delegate 代表n Step back 后退Select tasks that employees can control and implement on their own. Make sure the individual can exercise judgment and autonomy. If you micromanage, delegating does more harm than good. 选择员工能自己控制和执行的任务，确保个人能锻炼其判断和自治的能力。如果你进行微观管理，它弊大于利。n Clarify the assignment 阐明任务Confirm that employees understand the purpose, the goal and the performance measures you will use to judge success. Remove ambiguities and set a clear deadline. 确定员工理解你的意图、目标和你判断成功与否所采用的工作衡量标准。n Run an “I am not here” test 进行“我不在场”的测试Identify key aspects of your job and decide who could handle those responsibilities in your absence. By anticipating what you want employees to do when you are not there, you can delegate pieces of your managerial duties to them now so they are ready to step in later. 确定你工作的主要方面，并判定你不在场时谁能处理那些责任。通过期望你不在时要求员工们做些什么，现在，你可以委派部分管理职责给他们，这样，他们可以为以后加入管理工作做好准备。Pick the brains of departing workers 挖掘离店员工的想法n Lay the groundwork 布置基础工作Let employees know in advance what you are going to ask. Emphasize that you treat their opinions seriously and you hope they will give considerable thought to the issues before the interview. 让员工事先知道你要问什么，强调你会认真对待他们的意见，并希望在会见前他们应好好考虑那些问题。n Separate tangibles from intangibles 把有形的和无形的分离开Ask two sets of questions. First fact finding (example: “Did you have the tools and resources you need to do the job?”). Then shift to less concrete, hard to-measure areas such as morale and camaraderie (example: “How would you rate the work ethic of your team?”). 问两组问题：第一，发现事实（例如：“你有工作中所需的工具和资源吗？”）第二，转到不太具体、难以衡量的领域，如士气和友情（例如：“你怎样评价你所在团队的道德观？”)n Request names 要求姓名 Collect referrals for new hires, vendors, and consultants. Probe to find the manes of the individuals your departing employees respect most both inside and outside your organisation. Discuss your hiring needs and invite the employee to stay in touch and refer top candidates in the weeks and months ahead. 搜集新员工、卖主和咨询者的姓名，查明要离店的员工在其所在部门内外所最尊重的人的名字，讨论你雇佣的需求，并邀请要离店的员工保持联系，并提出以后数周和数月的最佳候选人。Build alliances 建立联盟n Converse, do not compete 谈话，不要争执Seek to learn from others, not beat them in conversation. Do not try to top their stories or show off your knowledge. Refrain from petty arguments; if you disagree, raise your concerns diplomatically while dignifying opposing views. 要在谈话中向他人学习，而非战胜他人。不要力图胜过他人的话或炫耀你的知识，要避免小争论。如果你不赞同，策略地提出你的担心，尊重不同的看法。n Recognise what is right when you hear it 听到时，要承认什么是对的If you like what you hear, say so! At least nod or smile. Keeping a stone face will not endear you to speakers who wonder if you are listening to them. 如果你喜欢你所听到的，就说出来，至少应点头或微笑。如果你面无表情，你不会拉进与说话者的距离，他们不知你是否在听他们讲话。n Satisfy WIIFM longingsConsider the self-interests of others when you are talking to them. Decide “Whats In IT For Me” from their point of view and deliver the goods. 当你与别人谈话时，要考虑他们本人的兴趣所在，从他们的观点来判定“谈话中与我有什么关系”，然后，投其所好。Mix and mingle 混和n Keep it positive 保持积极的态度When you meet a stranger, stick to safe, upbeat subjects. Do not complain or talk critical of others. 当你遇见一个陌生人，要坚持说些谨慎、快乐的话题，不要抱怨或批评别人。n Restate before you respond 在你回答前重述If you need time to mull over an answer or you are uncomfortable with the question, repeat in slightly different words what someone just said. This encourages him or her to elaborate, which in turn helps you buy time to plan the most diplomatic answer. 如果你需要时间来仔细考虑一个答复或你觉得对方的提问令人不悦，你可以用不同言辞轻声重复对方所说的话。此法可令对方慎重考虑他的提问，反过来，也为你考虑如何妥当地回答对方赢得了时间。n Know in advance who will attend 事先了解谁将参加Leave less to chance by reviewing the guest list. That way, you can identify influential people you want to meet and plan how you will approach them. 审视客人名单，避免盲目。这样，你可以识别你要见的有影响力的人，并计划如何接近他。Get feedback 获得反馈n Try indirect queries 试着直接询问If you are on good terms with someone, you can come right out and ask, “can you give me your honest feedback?” But few people will respond with complete, forthright answers. It is sometimes better to give yourself feedback and see how they react. Example: “I see two areas I need to improve listening and negotiating contracts. Would you agree?”. 如你与某人关系很好，可直接问：“你能如实回答我吗？” 但很少有人会完整、直率地回答你。有时你观察他们的反映并自己得出反馈更好。例如：“我想我在两方面需要改进倾听和合同谈判。你同意吗？n Establish a baseline 建立基线Once you get to know how someone talks, you can read between the lines when they give feedback. When someone who prefers words such as “good” or “OK” calls your work “superb,” such an uncharacteristically strong endorsement is revealing. 一旦你了解了一个人如何谈话，但他提供反馈时，你可听出他话里有话。当一个喜欢说“好”或“行”的人称你的工作“好极了”时，显然，他非常认可你的工作表现。n De-personalise 非个性化Rather than ask point-blank for feedback, speak in general terms. Example: “What do you think of people who insist on turning in defect-free work even if it takes them longer?” That is better than saying, “Am I a perfectionist who does good but works slow?”. 用普通的术语说，而非为了反馈而问些空泛的问题。例如：“你觉得那种即使花费更长时间也要上交完美的作品的人怎么样？”它比以下问法要好：“我是一个慢工出巧匠的完美主义者吗？”Pose penetrating questions 提出尖锐的问题n Keep it simple 保持简单Separate statements from questions. Do not lace your inquiries with your observations or opinions. Using the fewest words possible helps you stick to the core question without confusing the issue. 根据问题作出陈述。询问时不要带有你自己的观察结果或意见。使用尽可能少的言辞有助于你把握核心问题，避免使问题复杂化。n Launch one extra probe 多搞一次调查To show you are listening and to confirm you understand the answer, get in the habit of following up when you are discussing an important subject. Use phrases such as, “Just to make sure I got that.” or “So what you are saying is.?”. 要显示出你在倾听并确定你理解对方的回答，当你讨论一个重要的话题时，要养成探究到底的习惯。使用如下短语：“我想确定我明白”或：“那么你说的意思是”。n Dig below the surface 探究言外之意 Guide employees to think more rigorously. Gently bore into them by asking, “What is the significance of that?” or “What do you conclude from that?”. 指导员工更准确地思考。要逐渐探究他们的想法，可这么问：“你那么做的意义是什么？”或：“你从中得出了什么结论？”Muzzle your mouth 闭住你的嘴n Apply the 80/20 rule 运用80/20法则In one-one conversations, try to listen for 80% of the time and limit your speaking to the 20%. That requires asking questions to get others to open up. 在一对一的谈话中，尽量用80的时间倾听，用20的时间说话，这需要问一些问题，以使对方敞开心扉。n Stop after you ask a question 问过一个问题后要停下来When you pose a question, stop. Wait for an answer. If you do not get a prompt response, do not rush to answer your onw question or skip it and raise another topic. Waiting in silence for five or 10 seconds may seem like an eternity, but it is sometimes the only way to learn others think. 当你提出了一个问题后，要停下来，等待对方的答复。如果你没有马上得到回答，不要急着自己回答，或略过这个问题又提出另一个话题。沉默地等待五或十秒钟似乎很长，但有时它是了解别人想法的唯一途径。n Let people vent 让人们发泄When someone is angry or agitated and needs to blow off steam, keep quiet. Saying “Calm down” or “ I understand” too often will only make matters worse. (The person may reply, “I am calm!” or “No, you do not understand!”). 当有人发怒了或很激动，需要发脾气，你要保持平静，说：“冷静些”或“我理解”，在很多情况下，这样说只会使事情更糟（那人会答道：“我是很冷静！”或“不！你不理解！”Listen more 多听n Distinguish between emergency and urgent 区别突发事件和紧急情况Speakers who make what they deem an urgent point crave attention. Recognise the seriousness of their point by listening well. If they seek information, clarify what they need and give it to them. 谈及自认为是紧急事件的人都渴望受到别人的关注。我们要认真倾听，承认他们的事情的严重性。如果他们寻求信息，我们要向其阐明他们想得到的信息。n Listen for understanding, not agreement 倾听是为了理解，不是同意Make room for differences in opinions or outlook. Do not shut down mentally because someone disagrees with you. 要为不同意见或观点之间的分歧留出空间。不要因为有人与你的观点不同就封闭自己的思想。n Think “teach me” 要树立“向他人学习”的思想Strive to learn at least one fresh fact or insight from every speaker. This will stroke your curiosity. 要努力从每一位说话者了解到至少一个最新的事实或见解，这会激起你的好奇心。Criticise without criticism 没有批评的批评n Be direct 直率If you are uncomfortable, you might skirt the issue. But talking around it only prolongs the agony. State your criticism free from blabbering or dropping hints. 如果你不顺心，你会回避问题，但回避问题只能延长你的苦恼。你可以说出你的批评，但不要喋喋不休，不要留下暗示。n Check your assumptions 核实你的假设Make sure you have faith in the employee to improve. Criticise with the underlying belief that “you are capable of doing better,” not “you are a lost cause”. 一定要确信员工会进步。批评时要相信“你能做得更好”，而不是“你注定要失败”。n Preserve the employees self-esteem 保护员工的自尊 Let your employee save face by saying “Maybe you are not aware of this.” or “Here is one suggestion, and I would like to hear your ideas”. 让你的员工保全面子应这么说：“也许你不知道”或“我有个建议，想听听你的看法”。Win over cynics 争取玩世不恭者n Remove obstacles so their jobs become easier 清除障碍，让他们工作得更容易If they have a valid point, act on it. Fix a bottleneck in the system that addresses their grievances. Reward their constructive proposals with a quick response to prove that cynicism does not pay. 如果他们有一个正当的建议，就实施它。在体系中设置一个让员工表达不满的瓶颈。为了奖励他们的建设性的建议，要迅速作出反映，以证明批评不用付出代价。n Let critics stage experiments 让批评家们进行试验Empower cynics to take matters into their own hands within reason. Allow them to make conditional changes as they see fit. Give them limited authority and track the results together. Let them exert power and they will have less to complain about. 授权给玩世不恭者，以使他们自己掌握一些事情在合理的范围内。当他们觉得合适时，允许其作出有条件的变化。给予他们有限的权力，一同跟踪授权的结果。让他们发挥能量，就会减少他们的抱怨。n Demand evidence 要求证据Cynics tend to make harsh comments without offering support. By asking, “What facts do you have to support that?”, you can expose the shaky foundation of their argument. And if they do present a concrete case, help them see how they can enact change by wooing allies rather than adopting an attack mode. 玩世不恭者常毫无根据地作出苛刻的评论。如果你问“你有什么事实来支持你的观点吗？”，就会动摇他们的观点的根基。如果他们真的举出了具体的事例，就要帮他们明白通过合作可以改进，而采取攻击的方式是行不通的。Give great instructions 给予很好的指导n Rehearse 排练Organise your thoughts in advance. Practice on a friend. Confirm that you are able to instruct employees clearly and concisely. 事先组织好你的想法。作为朋友给予指导。确定你能够清晰、简明地指导你的员工。n Start simply 从简单开始Move from the basic to the complex. Give employees a chance to ask questions along the way so they are confident with the fundamentals before having to absorb more complicated stuff. 从简单到复杂地给予指导。在指导过程中，给员工机会来提问，这样，在吸收更多复杂的东西前，他们会自信掌握了基础知识。n Ask for a demoUrge employees to demonstrate their understanding. Do not just ask if they understand; invite them to prove it to you. 要让员工证明他们所理解的东西，不要只是问他们是否明白，让他们向你证明。Impress your boss 给你的老板留下深刻印象n Arm yourself with answers 自己找答案Think in advance of what the boss will ask you and prepare concise answers. Research the facts and gather the latest information so you are ready to impress with your vast knowledge of an issue. 事先想想老板会问你什么，并准备简明的答复。调查事实并收集最新信息，这样，你就会凭借就某一问题的丰富知识而给老板留下深刻的印象。n Under-promise and over-deliver 少说多做Set time frames that you can beat. List your project objectives and then accomplish all of them along with tossing in something extra. Consistently go beyond what is expected and you will stand out. 制定其实可行的时间表。列出你的计划的目标，然后，超额完成任务。总是超出期望值，你就会异军突起。n Challenge in private 私下挑战Wait for a calm moment to question a bosss order. Make sure no one else can overhear you. Never object to the bosss comments in public. 等待一个平静的时机，向老板的命令提出置疑。要确定不会有别人无意中听见。永远不要公开反对老板的言论。
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