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專欄 - 向Anne提問

建設性批評被當作耳旁風怎么辦

Anne Fisher 2014年11月14日

Anne Fisher為《財富》雜志《向Anne提問》的專欄作者,這個職場專欄始于1996年,幫助讀者適應經濟的興衰起落、行業轉換,以及工作中面臨的各種困惑。
如果某位員工對同事的反饋意見無動于衷,你可以嘗試將建設性批評意見與其長期職業目標聯系在一起。始終記著,只有當人們意識到某種改變有助于他們實現自己的目標時,才會做出改變。

????親愛的安妮:如果有一位重要員工對你的話總是充耳不聞,您會怎么辦?我們又將迎來一年一度的年終評估,但對于如何評估我的一位下屬,我卻一籌莫展。他是一個團隊的領導人,才華橫溢,工作中表現非常出色,但對于其他人的意見,他卻總是不屑一顧,甚至不給其他人公平地發表見解的機會。他的部分職責是人才培養,但現在,卻沒有人愿意與他一起共事,有幾位頗有前途的年輕人曾對我說,如果公司不將他們調到其他團隊,他們就會辭職。

????我也曾多次嘗試與他談論這種情況,可問題在于,他總是不屑于別人的意見,堅持自己的方式,而最終都證明他是正確的。所以,我很難跟他說他需要改變自己的行為,因為他總是能取得出色的業績。我該如何讓他理解我的苦衷?您有什么建議嗎?——TOT

????親愛的TOT:讓一個人改變自己的行為,難度很大,這一點毋庸置疑。例如,研究顯示,僅有約2%的員工反饋帶來了顯著的改變。有時候,保證員工有開展工作所需要的資源,或許有助于改變員工的行為,但你的問題明顯與資源是否充足無關。你需要做的,應該是探究這位團隊負責人如何看待自己的未來,以及他當初為什么選擇領導一個團隊。

????領導力培訓公司Covisioning及《非舒適區:領導者如何將艱難對話轉化為突破良機》(The Discomfort Zone: How Leaders Turn Difficult Conversations into Breakthroughs)一書的作者瑪西亞·雷諾茲表示:“如果你重復傳達自己的信息,但無論你用什么方法,對方始終沒有聽取你的意見,這時候,你應該提出一些能真正觸動對方內心的問題。告訴他,為什么你認為現在的情況對他不利。然后確定他對這個問題的看法。但首先,要搞清楚他的目標是什么。”

????這位團隊領導人是否認為自己最終將進入高級管理層?如果是,你可以指出,幫助下屬發展和成長是高層管理人員的重要職責——而他要想得到提升,必須表現出自己在這方面的能力。雷諾茲表示:“關鍵是要圍繞他的長期目標開展對話。他要想實現自己的目標就必須怎么做?要以他為出發點來解決這個問題,而不是你。”

????你目前所面臨的困難,很大一部分可能是公司績效獎勵制度的后果。我們見過有人因為技術能力出色被提拔到管理崗位,最棒的銷售員被任命為銷售經理,軟件高手被任命管理其他開發人員等,盡管這些人都缺乏成為真正領導者所必須具備的大多數或全部技能。

????如果你的那位團隊負責人也是同樣的情況,雷諾茲表示,你的反饋被當作耳旁風也就不足為奇。她指出:“他可能收到了相互矛盾的信息。如果他因為出色的業績而獲得表揚和獎勵,這等于告訴他,糟糕的人際交往能力并不重要。但同時,你卻在告訴他相反的信息。但可惜的是,‘我們喜歡你的業績,但你需要改變自己的行為’這樣的話,無異于對牛彈琴。”

????Dear Annie: What can you do with a valued employee who ignores everything you tell him? We’re coming up on year-end evaluation season again, and I’m at wit’s end with one team leader who reports to me. He’s brilliant and produces terrific work, but he’s dismissive of others’ ideas and rarely even gives them a fair hearing. Part of his job is to develop talent, but at this point no one wants to work with him, and a couple of promising young employees have told me that, if they can’t get assigned to a different team, they’ll quit.

????I’ve tried many times to talk to him about this, but the trouble is, whenever he trashes someone else’s idea in favor of his own approach, he usually turns out to be right. So it’s tough to make the case that his behavior needs to change, because he can always point to great results. Any suggestions for how to get through to him? — Tired of Talking

????Dear Tired: No question about it, getting people to change their behavior is hard. Studies have shown that, for instance, only about 2% of employee feedback makes any noticeable difference. Sometimes, making sure people have the resources they need to do their jobs can help, but that’s evidently not the problem here. Instead, you’re going to have to dig into how this team leader sees his future, and why he’s leading a team in the first place.

????“When you’ve delivered your message over and over, and someone isn’t hearing what you’re saying no matter how you put it, it’s time to ask questions that get to the heart of how this person is thinking,” says Marcia Reynolds, president of leadership development firm Covisioning and author of The Discomfort Zone: How Leaders Turn Difficult Conversations into Breakthroughs. “Telling him how you see the situation isn’t working. So find out how he sees it. Find out, first, what his goals are.”

????Does this team leader see himself eventually moving into senior management? If so, you could point out that helping people under him develop and grow is an important part of that role—and that he’ll move up only when he shows he can do it. “The key is to make the conversation about his long-term goals,” says Reynolds. “What will he have to do to get where he wants to go? Make it about him, not you.”

????Part of the difficulty you’re having now, by the way, could be a consequence of how your company rewards performance. We’ve all seen people get promoted into management based on their technical proficiency—the top salesperson who gets promoted to sales manager, the software whiz who’s put in charge of other developers, and so on—despite lacking most, or any, of the skills it takes to be a true leader.

????If that’s how this person got his current job, Reynolds says it’s no wonder your feedback is going in one ear and out the other. “He’s probably getting mixed messages,” she points out. “If he’s being praised and rewarded for his great results, that tells him his awful people skills don’t really matter. At the same time, you’re telling him otherwise. Unfortunately, saying to someone, ‘We love your results, but you need to change your behavior’ is not ever going to work.”

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