【雙語(yǔ)閱讀】“扇耳光”扇不出好團(tuán)隊(duì).

　　為幫助廣大考生更好地準(zhǔn)備雅思、托福 、SAT等考試，澳際留學(xué)特推出【英語(yǔ)學(xué)習(xí)】頻道，涵蓋基礎(chǔ)英語(yǔ)、實(shí)用英語(yǔ)、娛樂(lè)英語(yǔ)等多項(xiàng)內(nèi)容，在您通往成功的道路上做您最堅(jiān)實(shí)的左 膀右臂。

　　以下部分為【雙語(yǔ)閱讀】?jī)?nèi)容，本文介紹“扇耳光”扇不出好團(tuán)隊(duì)，中文翻譯部分見(jiàn)第二 頁(yè)。

　　‘It is dangerous if all you want is to punish them’

　　Being firm but fair is something most bosses aspire to – and it is the key to being respected. But how do you strike the right balance?

　　How should I behave?

　　“A team can be a bit like a family,” says Rebecca Alexander of The Coaching Studio. “You need to treat everyone the same and give them the same opportunities and criticism. Make sure everyone shares the credit and don’t hide behind people if things go wrong.”

　　Jon Lavelle, author of Water Off a Duck’s Back: How to Deal with Frustrating Situations, Awkward, Exasperating and Manipulative People and?.?.?.?Keep Smiling!, says: “You should be crystal clear in terms of expec----tations and behaviours. Ensure those you manage understand these and agree with them. Check in with people regularly?.?.?.? being firm but fair is about being objective, consistent and reasonable – while remembering that you’re the boss.”

　　How do I prepare to give negative feedback?

　　“Be clear in your mind why you want to do this,” says Arabella Ellis, a director at The Thinking Partnership. “It is dangerous if all you want is to punish them: ‘slapping’ people doesn’t work. You should be helping them change for the better.”

　　Mr Lavelle adds that you should dine what is causing the issue and focus on the facts.

　　Practise what you are going to say: most people dislike confrontation, so their messages can often be unclear.

　　How should I actually give the feedback?

　　Meet somewhere private and aim for a serious, but reasonable discussion. “You should start the meeting a bit like the news: give headlines first and details later. People like to know what’s coming,” says Ms Ellis. Consider giving both positive and negative feedback together. “People talk about the 5:1 ratio [of good news to bad news] and staff tend be more receptive if they think you care.”

　　Mr Lavelle says you need to be objective and specific, rather than personal. “Use ‘what I expected to see was?.?.?.’ and ‘what I’m actually seeing is?.?.?.?’.” Once you’ve said your piece, “shut up and listen”. Listening not only gives the feeling of fairness, but the employee may be right. “Facts and circumstances may have changed,” he says.

　　Agree an action plan and offer support. “Make it easier for the person to change,” says Ms Alexander. Position yourself as a constructive ally, and always avoid laying into people.

　　“Managers often mistake tough for brutal, but it’s harder – and far more fective – to be disappointed in people,” says Ms Ellis.

　　How do I follow up?

　　Plan to review a month later. “If you still have the same problems, try a different approach. If it’s getting more serious, start looking at consequences,” says Ms Alexander.

　　Mr Lavelle says that if things do not improve, “you may need to involve others such as HR, move to a performance improvement plan or consider formal disciplinary processes.”

　　The writer is the author of ‘The Careerist: Over 100 Ways to get Ahead at Work’

　　【中文對(duì)照翻譯】

　　“扇耳光”扇不出好團(tuán)隊(duì)

　　多數(shù)老板都渴望做到既嚴(yán)厲又公正——這是贏得尊敬的關(guān)鍵。但如何二者之間實(shí)現(xiàn)最佳平衡?

　　我應(yīng)該怎么做?

　　The Coaching Studio的麗貝卡?亞歷山大(Rebecca Alexander)表示：“一個(gè)團(tuán)隊(duì)就有點(diǎn)兒像一個(gè)家庭。你必須一視同仁，給予每個(gè)人同樣的機(jī)會(huì)，無(wú)論誰(shuí)有錯(cuò)都要批評(píng)。保證所有人都分享榮譽(yù)，出錯(cuò)時(shí)不要躲在別人身后。”

　　《Water Off a Duck’s Back: How to Deal with Frustrating Situations, Awkward, Exasperating and Manipulative People and?.?.?.?Keep Smiling!》的作者喬恩?拉韋爾(Jon Lavelle)表示：“你應(yīng)該把你的期望和大家應(yīng)遵守的行為規(guī)范交待得一清二楚。確保你的下屬理解并認(rèn)同這些內(nèi)容。經(jīng)常和大家一起簽到。做到嚴(yán)厲且公正就是要體現(xiàn)客觀、前后一致和通情達(dá)理——同時(shí)要記住你才是老板?！?/p>

　　我應(yīng)當(dāng)為給予負(fù)面反饋?zhàn)瞿男?zhǔn)備?

　　The Thinking Partnership主管阿拉貝拉?埃利斯(Arabella Ellis)表示：“你心里要清楚自己為什么要這樣做。如果是為了懲罰而懲罰，這種做法很危險(xiǎn)：‘扇耳光’難以奏效。你應(yīng)該幫助他們變得更出色。”

　　拉韋爾補(bǔ)充道，你應(yīng)該查清問(wèn)題產(chǎn)生的原因，用事實(shí)來(lái)說(shuō)話。

　　“反復(fù)演練”你自己想要說(shuō)的話：因?yàn)槎鄶?shù)人都不喜歡與人發(fā)生對(duì)抗，所以他們?cè)谘哉Z(yǔ)里傳達(dá)出的意思往往不夠切中要害。

　　給予負(fù)面回饋時(shí)我究竟該怎么做?

　　私下里會(huì)見(jiàn)當(dāng)事人，態(tài)度要鄭重其事，討論問(wèn)題要言之有據(jù)。埃利斯表示：“開(kāi)場(chǎng)白應(yīng)該像播報(bào)新聞一樣：先直奔主題，再討論細(xì)節(jié)。人們喜歡對(duì)未來(lái)心中有數(shù)。”可以考慮同時(shí)給出正面和負(fù)面反饋。“人們談?wù)摵孟⒑蛪南⒌谋壤?:1。如果員工認(rèn)為你拿他們當(dāng)回事，他們會(huì)更容易聽(tīng)得進(jìn)你的意見(jiàn)?！?/p>

　　拉韋爾指出，你必須保持客觀，就事論事，杜絕意氣用事?！笆褂谩蚁Ｍ吹降氖恰约啊覍?shí)際看到的是……’這樣的話。”說(shuō)完之后，“立即閉嘴，傾聽(tīng)對(duì)方怎么說(shuō)”。傾聽(tīng)會(huì)讓人心里感覺(jué)到公平，而且說(shuō)不定員工的做法就是對(duì)的。他說(shuō)：“事實(shí)和背景可能已發(fā)生了變化?！?/p>

　　認(rèn)同員工的某項(xiàng)行動(dòng)計(jì)劃并向其提供支持。亞歷山大說(shuō)：“為人們進(jìn)行改變提供便利條件。”把你自己定位為一位有益的盟友，務(wù)必避免嚴(yán)厲批評(píng)別人。

　　埃利斯指出：“經(jīng)理常常錯(cuò)把苛刻當(dāng)成粗暴。對(duì)員工表現(xiàn)出失望，會(huì)讓對(duì)方感覺(jué)更難受，也能起到大得多的效果。”

　　之后我又該怎么做?

　　記著一個(gè)月后復(fù)查。亞歷山大表示：“如果你還是有同樣的問(wèn)題，試試其他方法。如果問(wèn)題更嚴(yán)重了，就開(kāi)始考慮如何處理此事?！?/p>

　　拉韋爾表示，如果事情沒(méi)有變化，“你可能需要請(qǐng)人力資源等部門也加入進(jìn)來(lái)，針對(duì)當(dāng)事員工制定表現(xiàn)改善計(jì)劃，或者考慮對(duì)其實(shí)施正式的紀(jì)律處罰。”

　　本文作者著有《The Careerist: Over 100 Ways to get Ahead at Work》一書

　　為幫助廣大考生更好地準(zhǔn)備雅思、托福 、SAT等考試，澳際留學(xué)特推出【英語(yǔ)學(xué)習(xí)】頻道，涵蓋基礎(chǔ)英語(yǔ)、實(shí)用英語(yǔ)、娛樂(lè)英語(yǔ)等多項(xiàng)內(nèi)容，在您通往成功的道路上做您最堅(jiān)實(shí)的左 膀右臂。

　　以下部分為【雙語(yǔ)閱讀】?jī)?nèi)容，本文介紹“扇耳光”扇不出好團(tuán)隊(duì)，中文翻譯部分見(jiàn)第二 頁(yè)。

　　‘It is dangerous if all you want is to punish them’

　　Being firm but fair is something most bosses aspire to – and it is the key to being respected. But how do you strike the right balance?

　　How should I behave?

　　“A team can be a bit like a family,” says Rebecca Alexander of The Coaching Studio. “You need to treat everyone the same and give them the same opportunities and criticism. Make sure everyone shares the credit and don’t hide behind people if things go wrong.”

　　Jon Lavelle, author of Water Off a Duck’s Back: How to Deal with Frustrating Situations, Awkward, Exasperating and Manipulative People and?.?.?.?Keep Smiling!, says: “You should be crystal clear in terms of expec----tations and behaviours. Ensure those you manage understand these and agree with them. Check in with people regularly?.?.?.? being firm but fair is about being objective, consistent and reasonable – while remembering that you’re the boss.”

　　How do I prepare to give negative feedback?

　　“Be clear in your mind why you want to do this,” says Arabella Ellis, a director at The Thinking Partnership. “It is dangerous if all you want is to punish them: ‘slapping’ people doesn’t work. You should be helping them change for the better.”

　　Mr Lavelle adds that you should dine what is causing the issue and focus on the facts.

　　Practise what you are going to say: most people dislike confrontation, so their messages can often be unclear.

　　How should I actually give the feedback?

　　Meet somewhere private and aim for a serious, but reasonable discussion. “You should start the meeting a bit like the news: give headlines first and details later. People like to know what’s coming,” says Ms Ellis. Consider giving both positive and negative feedback together. “People talk about the 5:1 ratio [of good news to bad news] and staff tend be more receptive if they think you care.”

　　Mr Lavelle says you need to be objective and specific, rather than personal. “Use ‘what I expected to see was?.?.?.’ and ‘what I’m actually seeing is?.?.?.?’.” Once you’ve said your piece, “shut up and listen”. Listening not only gives the feeling of fairness, but the employee may be right. “Facts and circumstances may have changed,” he says.

　　Agree an action plan and offer support. “Make it easier for the person to change,” says Ms Alexander. Position yourself as a constructive ally, and always avoid laying into people.

　　“Managers often mistake tough for brutal, but it’s harder – and far more fective – to be disappointed in people,” says Ms Ellis.

　　How do I follow up?

　　Plan to review a month later. “If you still have the same problems, try a different approach. If it’s getting more serious, start looking at consequences,” says Ms Alexander.

　　Mr Lavelle says that if things do not improve, “you may need to involve others such as HR, move to a performance improvement plan or consider formal disciplinary processes.”

　　The writer is the author of ‘The Careerist: Over 100 Ways to get Ahead at Work’

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