-
1.
做导师，不做老板
Your job
isn’t to correct mistakes, find fault, or assess
blame. Your job is to achieve productivity
goals by coaching your staff to peak
performance.
你的工作不是去纠正错误，查明
过失，追究责任，你应该通过指导，
使你的员工达到巅峰状
态，
从而实现生产目标。
You can do that
best by being more of a coach and less of a boss.
多做导师少做老板，就能达到极致。
A
boss
talks;
a
coach
listens.
A
boss
tries
to
fix
a
problem;
a
coach
keeps
problems
from
happening.
A
boss
gives
orders;
a
coach
issues
challenges.
A
boss
works
on
his
employees;
a
coach works with them. A
boss passes out blame; a coach takes
responsibility.
老板喋喋不休，导师用心
聆听；老板亡羊补牢，导师未雨绸缪；老板发号施令，导师提出挑
战；老板高高在上，导
师平易近人；老板推卸责任，导师勇于担当。
A good
coach is positive, enthusiastic, supportive,
trusting, respectful, and patient.
优秀的导师积极乐观，热情洋溢，善于支持，信任员工，尊重他人，富有耐心。
That’s not to suggest that you’re
supposed to be a buddy and a pal. You’re still in
charge; you’re
just seeing your charge
in a new way.
但这不是说你需要和员工称兄
道弟，
成为他们的密友；
统领大局的人还是你，
只不过你需要
以新的视角看待你的角色。
To lead them, you must serve them,
anticipating their needs.
要领导员工，就必须为其服务，想其所想，供其所需。
Being supportive means a lot more than
providing an encouraging word and a pat on the
back. As
a coach, your job is to get
workers what they need to do their jobs well. This
includes tools, time,
instruction,
answers to questions, and protection from outside
interference.
给员工支持，不只是说一些鼓
励的话，也不只是轻轻拍拍他们的肩膀。
身为导师，
你得为员<
/p>
工争取到他们做好工作所需的东西，包括提供工具、分配时间、给予指导、答疑解惑、排除
干扰。
Do you trust
your employees to be conscientious, to tell the
truth, and to give a reasonable day’s
work for a day’s pay?
你相信自己的员工会兢兢业业，实话实说，每天干的活儿对得起赚得的工资吗？
You’d
better.
You
shouldn’t
hire
them
unless
you’re
willing
to
trust
them.
Most
people
are
conscientious and honest; they want to
do their jobs well. Tell them what to do, and then
get out of
the way and let them do it.
你最好如此。正所谓，用人不疑，疑人不用。大多数人都勤勉
尽责、诚实可靠，也想把工作
做好。因此，你只需要告诉他们该干什么，然后放手让他们
尽情发挥。
Respect them. Respect
their rights as employees and as human beings.
Learn who they are and
treat them as
individuals.
你一定要尊重他们，
尊重他们身为员工和身为人的权利。
你应该了解他们的真性情，
把他们
当做独立的个体来对待。
Here are three keys to being an
effective coach for your employees:
要做一位高效能的导师，以下三点十分重要：
?
Take
responsibility: Being trusting and respectful
doesn’t let you off the hook; managers have
to manage. Harry Truman said it best:
“The buck stops here.”
?
要恪尽职守：
信任员工和尊重员工，不代表你可以撒手不管。身为管理者，
该管的还得
管。哈里
·
杜鲁门说得好：
“
我责无旁贷。
”
?
Be
assertive:
Seek
results,
not
excuses
or
reasons.
Be
a
strong
presence.
Make
sure
your
“yes” means “yes,” and your “no” means
“no.”
?
< br>要自信果决：
你追求的是结果，不是借口或理由。要展现出强大的气场，说一不二
，决
不含糊。
?
Work
with
your
employees,
not
on
them:
You’re
in
this
thing
together,
and
you
share
common goals. When
they do well, you do well.
?
要并肩作战，
不要高高在上：
你要和员工融为一体，
为共同的目标努力。
员工表现出色，
你也功不可没。
“You can choose your
attitude—
if being a better manager
means enough to you. Learn by
doing,
one trait at a time.”
“
如果你志在成为一位更优秀的管理者，你可以选择自己的态度。在实践中学习，从点滴中< p>
积累。
”
2.
要激励，不要强迫
From
the
biggest
go-getter
to
the
person
who
just
seems
to
be
putting
in
time,
the
people
who
work for you are all motivated by three
strong forces that get them up in the morning.
你的员工，
无论是得力肯干的，
还是看似勤勉的，
他们之所以每天早上能一大早起床，
都是
受到了三种强大动力的驱使，那就是：
1. The need to achieve
成就欲
2. The burn
to learn
求知欲
3.
The craving to contribute
贡献欲
This
shouldn’t be too big a surprise; these are the
same three things that motivate you. Let’s look
at each one in turn.
听到这里，
你应该不会感到十分惊讶，
因为你同样被
这三种力量激励着。
现在让我们逐一讨
论：
1.
The
need
to
achieve.
To
feed
that
need
to
achieve,
empty
praise
is
just
empty
calories.
Mastery
comes
from
what
you
can
do,
not
what
people
say
about
what
you
can
do.
You
achieve mastery; nobody
can give it to you. Help your employees master new
skills. Keep
them striving to reach the
next level.
成就欲
：
空洞的夸奖犹如不含营养的食物，
根本无法满足成就欲。
精通在于你能做什么，
而不是别人说你能做什么。
< br>精通要靠自己去获取，
没有人能够给你。
你要帮助你的员
工
掌控新的技能，督促他们精益求精。
2.
The
burn
to
learn.
If
your
purpose
is
to
motivate
learning,
“grading”
(or
any
external
evaluation) has never worked and never
will. In fact, rewards and punishments often do
more
harm
than
good.
Beyond
paychecks
and
performance
reviews,
beyond
any
external
motivation you
could ever create, the burn to learn makes
learning inevitable
—
if you
create
an atmosphere where learning can
happen.
求知欲：
如果你意在激励员工学习，那么
“
定级
”
或任何外部评估都不会奏效，过去如
此，未来亦是如此。事实上，奖惩制度往往弊大于利。只要你营造出良好的学习氛围，
求知欲本身就能够让学习成为一种必然，
这是薪水、
< br>绩效评估或任何你能创造的外在激
励所无法达成的。
3.
The craving
to contribute. Give your employees real work that
matters, and give them what
they need
to get it done. Let them know how their efforts
fit into the big picture, especially if
their work is only part of the effort
going into a large project.
贡献欲：
对员工委以重任，
为其提供工作所需。
让员工了解他们的工作对全局的重要性，
特别是他们的工作只是浩大工程的一
部分时，更当如此。
Here are three
simple techniques for challenging your employees:
以下是激励员工的三个简单技巧：
?
Let them do the
job: When you assign them a goal, also assign them
the responsibility for
doing it and
give them the means to do it right.
?
学会放手
：给员工下达目标时，也要赋予他们责任，提供相应的资源。
?
Match the
worker to the task: Plan for success, not failure.
Match their skills and aptitudes
with
the jobs.
?
任人唯才：
你要的是成功，
不是失败。
你要根据员工的技能和天赋，
安排最适合的工作。
?
Focus
on
process
as
well
as
product:
The
journey
is
often
as
important
as
the
destination.
Help employees
work through the steps, gaining mastery as they
go.
?
过程结果并重
：
旅途和目的地往往同样重要。
帮助员工一步一步执行工作，
在过程中日
趋成熟。
“Put a challenge, the
necessary resources, and workers together with a
clearly defined
goal and stand back.
You won’t need to teach—but they’ll sure
learn!”
“
给员工下达挑战性
的任务，提供必要的资源，确定清晰的目标，然后退身在后。不用
你教
< br>——
但他们自然会学！
”
3.
要广开言路，不要独断专行
You’re
the
boss;
you
should
make
the
calls,
right?
You’re
paid
to
make
decisions,
and
you’re
responsible for the outcomes. But that
doesn’t mean you can’t and shouldn’t involve the
people
you work with in the decision-
making process.
你是老板，
所以应该做决策，对吧？公司花钱请你来做决策，
你得对结果负责。但这并不
表
示你不能或不应该让员工参与决策过程。
“How do you think we should handle it?”
can be one of the most important things you ever
say to
an employee.
“
你觉得我们该怎么处理这件事？
”
< br>或许是你对员工讲过的最重要的一句话。
When
you ask for their input, three good things happen,
even before you get an answer.
当你向员工征求意见时，即使还没有得到答案，就已经产生三大好处：
1. You show your respect for your
employee.
1.
你表现出对员工的尊重。
2.
You show that you don’t think you have
all the answers.
2.
你表明你并非无所不知。
3.
You open yourself up to a chance to get valuable
information. And that means you can make
better decisions.
3.
你给自己创造出获得宝贵信息的机会。这意味着你能做出
更英明的决策。
Asking is only half
the process. Listening is the other half. Give
employees
your full attention.
Show them by word and gesture that
you’re paying attention. Ask questions.
询问只是成功的一半。
聆听则是另一
半。
把注意力全部放在员工身上，
通过语言或手势让他
们知道你非常专注。聆听过程中还要向员工提问题。
You won’t necessarily share their
perspectives, but it’s important that you try to
understand them.
And
you
won’t
necessarily
agree
with
their
solutions,
but
you
should
take
them
seriously
and
consider them carefully.
你不一定非得认同他们的观点，
但你
要试着去理解他们，
这一点非常重要。
你不一定非得接
受他们提出的解决方案，但你必须认真对待，深思熟虑。
It takes courage and initiative for an
employee to speak up to the boss. Reward that
courage with
your words and actions.
Questions and suggestions are positive
contribu
tions, not threats. They’ll
make you a better manager.
员工对老板直言不讳，
需要很大的勇气和主动精神。
你应该用语言和行动来嘉奖他们的勇气。
员工的问题和建议都是积极的贡献
，
不是对你的威胁；
它们可以帮助你成为更加优秀的管理
者。
Here are three
tips to help you seek employee input effectively:
以下三条建议可以帮助你有效地广开言路：
?
Ask for their
opinions
—
and the
n
listen to what they say: They’ll assume you don’t
want their
input unless you ask for it.
They may not trust you when you do. Be patient and
keep asking.
?
<
/p>
征询意见，
然后用心聆听
。
员工通常会认为你不需要他们提建议，
除非你主动询问。
就
算你问了，他们也不一定相信。所以，你一定要保持耐心，不断询问。
?
Take
their
ideas
seriously:
T
hat
doesn’t
mean
you’ll
agree.
But,
if
they
offer
the
input
sincerely, you should take it
seriously. If you think an idea’s good, say so. If
you think it’s
flawed, say why. Discuss
ideas, not personalities.
?
认真对待员工的想法：
这并不是说你一定要赞同他们的看法。
但是，
如果
他们诚恳地提
出意见，你就应该认真地对待。若其想法不错，请表示赞许；若其意见欠佳
，请说明原
因。讨论意见时，对事不对人。
?
Check
with
your
employees
before
making
a
decision
that
affects
them:
When
a
decision
impacts your
employees’ working conditions or job description,
it’s doubly important for you
to ask
before you act. You’ll gain
their
confidence and make better decisions.
?
做出对员工有影响的决定前要先与
员工协商
：如果你的决策关系到员工的工作条件或
是工作职责，
你应该在实施前询问员工的意见，
这一点非常重要。
这样做能帮你赢得员
工的信任，并做出更好的决策。
“You may b
e wasting one of
your most valuable resources
—your
employees’ good ideas.”
“
你或许正在浪费一种最宝贵的资源，那就是员工们的好点子。
”
4.
要勇于认错，不要苛求完美
“Failure is success if we learn from
it.” —
Malcolm Forbes
“
如果能从失败中汲取教训，失败亦是成功。
”
——<
/p>
马尔科姆
·
福布斯
As
you
can
see,
that
quote
comes
not
from
a
philosopher,
but
from
a
successful
businessman,
Malcolm Forbes.
如你所见，讲这句话的人不是哲学家，而是一位成功的企业家
——
马尔科姆
·
福布斯。
The
t
otal
quality
management
movement
gave
us
a
lot
of
great
ideas,
but
“zero
tolerance
for
errors” wasn’t one of
them.
全面质量管理运动带给我们许多卓越的理念，但
“
过错零容忍
”
却不值得称道。
Everyone
makes
mi
stakes
—
including
you.
Admit
them.
Fix
them.
Learn
from
them.
And
then
move on.
人非圣贤，孰能无过？你也不例外。一旦犯了错，就要勇于承认，积极改正，汲取教训，然<
/p>
后继续前行。
The folks
who work with you know you’re human. They’ll have
a lot more confidence in you if
you
show them you know it, too.
和你一起共事的员工都知道，
你也是凡人。
倘若让他们知道你
对此心知肚明，
他们会对你更
加信任。
If the notion of making a mistake still
bothers you, call it something else. Call it
learning.
如果你还是介意犯错这个说法，不妨换
个称谓，把它称作
“
学习
”
吧。
The story of Thomas
Alva Edison and the light bulb is worth retelling
in this context. Edison tried
hundreds
of
different
materials
trying
to
find
a
filament
that
would
heat
up
when
an
electric
current passed through it, giving off
light without burning up. After hundreds of
disappointments,
Edison still had no
guarantee that the idea would ever work. And yet
he kept trying.
说到这里，
爱迪生发明电灯泡的故事值得一提。
为了找到一种灯丝，
在电流通过时发热发光
且不会烧熔，
爱迪生试验过数百种材
料。
历经数百次的失望之后，
他仍然没有把握自己的想
法是否可行。尽管如此，他还是锲而不舍地尝试。
Finally Edison found the magic element<
/p>
—
tungsten
—
< br>and abolished bedtime forever.
最终，
爱迪生找到了一种神奇的元素：
钨，
人们就此告别
“
日出而作，
日入而息
”
的生活方式。
When asked how he was able to endure
all those failures, Edison reportedly said
th
at he hadn’t
considered
any of his attempts as failures. He was
sim
ply learning what wouldn’t work.
据说，当人们问他为什么能够挺过这么多的失败时，爱迪生这
样回答道：
“
我从来不把任何
一次尝试
看做失败，我只是在学习哪些材料行不通而已。
”
Mistakes teach us what doesn’t work.
That’s very valuable information.
错误可以教会我们哪些方法不可行，这可是非常宝贵的信息。
When you fall short of your goal, learn
and go on. You may have to redefine your goal,
alter your
approach, or get help. But,
as long as you continue to try, you can never
fail.
当你的目标无法达成时，就吸取教训，再接再厉
吧！也许你需要重新界定目标，调整方法，
或是寻求帮助。但是，只要你不断地尝试，你
就不会失败。
Here are the three
steps in successfully handling mistakes:
以下是正确对待错误的三个步骤：
?
Admit them:
Attempts to cover a mistake or to pass
the blame for it waste time and energy,
engender ill-will, and make the
original problem worse. Take the hit.
?
承认错误：
文过饰非或推卸责任的做法不仅耗时费力，
还会招致不满，
让
问题越来越糟。
?
?
?
?
所以，坦然承认并接受指责吧！
Fix them:
As much as
possible, fix any bad feelings or
misunderstandings the mistake may
have
caused.
纠正错误
。尽你所
能去消除或减少错误所引起的不快或误会。
Learn
from
them:
Is
the
goal
reasonable?
Is
the
approach
workable?
Is
the
problem
in
procedure or execution? Do we need to
tinker, press forward, or start over?
汲取教训：
目标是否合理？方法是否可行？问题出在程序上还是
执行中
?
我们需要查漏
补缺，继续坚持
，还是推倒重来？
“I
never get writer’s block. When I get stuck, I just
lower my standards.”
-- William
Stafford
“
我从来没有碰
到过所谓的创作瓶颈。当我陷入文思阻塞时，我就适当放宽标准。
”——
威
廉
·
斯塔福德
5.
要平易近人，不要大门紧闭
Is
your door always open?
你办公室的门总是敞开的吗？
It
shouldn’t be.
不该如此。
You need to
schedule no-
hassle times when you’re
free to think without interruption. That goes for
phone calls, e-mails, and drop-ins.
Early morning, before the pace picks up, works
best for some
folks (if, that is, they
tend to be creative and energetic
early). Whenever
you do it,
carve out a
creativity session, just
you and the muse, several times a week, if not
daily.
你需要安排一些时间，让自己静静地思考，杜
绝各种干扰，不接听电话，不处理电邮，不接
待访客。
对某些人
而言，
在一天忙碌开始之前的清晨时光最为合适，
因为他们在早
上总是充
满创意且精力充沛。
你需要腾出一些时间，什么时段都
可以，
让自己和沉思相伴，
创造性地
思
考。如果不能每天坚持，一周几次也好。
But, the
rest of the time, your employees should feel free
to pop in and talk. You can learn more
from such informal one-on-one sessions
than a dozen structured meetings.
然而，
在其余的时间里，
员工应该可以随时走进
你的办公室找你谈话。
通过这种非正式的一
对一交流，你收获到
的远远超过召开一大堆正式的会议。
So, you say
your door is open, but nobody’s walking through
it?
可是，让你郁闷的是，你的大门已经敞开，为什么还
是没人进来找你
?
A survey by Market
Facts’ TeleNation indicated that more than 90
percent
of the employees polled
believe they have good ideas about how
their companies could be run more successfully.
However,
only 38 percent think their
employers would be interested in hearing those
ideas. The same goes
for complaints,
only more so.
美国
Market Facts
市场研
究公司的一项电话调查显示，超过九成的受访员工认为，他们能为
公司改善经营业绩提出
很好的意见。然而，仅
38%
的受访员工认为老板对他们的意见
感兴
趣。对于员工的抱怨牢骚，调查结果有过之而无不及。
Unless you let them know you welcome
their “interruptions”—
and unless you
really mean it when
you tell
them
—you won’t see much of
them,
and you’ll be a
p
oorer manager because of it.
除非你让员工知道你欢迎他们来
“<
/p>
打扰
”
，
而且你
告诉他们时绝非心口不一，
否则你很难看到
他们走进你的办公室
，而你的管理效果也将因此大打折扣。
Just
having
an
open
door
isn’t
enough.
Get
up
and
get
out
of
the
office
(“management
by
wandering around,” they call it). Be
where they can find and approach
you
easily.
敞开大门还远远不够，你还要起身走出办公
室（有人称之为
“
走动式管理
”
）
，方便员工看到
你，轻松接近你。
Here are three suggestions for
making those informal encounters profitable:
以下有三条建议，可以助你充分利用这种
“
偶然相遇
”
：
< br>
?
Listen
actively: Of course you’re in a hurry to get back
to your own work. But, put it asi
de
for a minute and make sure you hear
what they’re saying.
?
积极聆听：
诚然，你还要急着赶回去做你自己的工作。不过，姑且把工作放在一边，停
留片刻，认
真地聆听他们讲的话。
?
Ask
follow-
up
questions:
If
you
don’t
understand
a
point,
say
so.
Don’t
bluff
so
you
can
appear to be the all-knowing expert on
everything.
?
跟进提问：
有不明白的就直说，不要佯装你是个无所不知的专家。<
/p>
?
Accept bad news as well as good: If
they think you only want to hear the good stuff,
that’s all
you’ll get, at the expense
of knowing what’s really going on.
?
喜忧兼听：
如果员工认为你只想听好消息，他们就会报喜不报忧。你会为此付出代价，
那就是你将
无法了解真实的情况。
“You
show
th
at
you
value
an
opinion
by
listening
to
it,
by
taking
it
seriously,
and
by
rewarding it.”
“
你应该专心聆听，认真对待，予以回报，让员工知道你重视他
们提出的每一条意见。
”
6.
要善于倾听，不要光说不听
We spend a lot of time in school
learning how to “communicate” and “express
ourselves.”
我们在学校花了大把时间学习如何
“
沟通
”
和<
/p>
“
表达
”
。
But who learns how to listen?
然而，有谁学过如何聆听呢？
Listening is a crucial skill for any
manager, especially if you want to manage by
coaching.
对于管理者而言，特别是希望实施导师
型管理时，聆听是一项至关重要的技能。
If you’ve
set up a meeting/conversation ahead of time, be
sure to do your
homework before your
employee arrives. If you need to, check
the personnel file, make a phone call or two,
anticipate the
points you
need to cover
—
whatever it
takes to be ready.
如果你事先安排了
会议或谈话，
务必在员工到达前做好功课。
有必要的话，
查阅一下人事资
料，打电话了解更多情况，梳理好要讲的重点。总之，
做好一切的准备工作。
When your
employee arrives, drop everything and give them
your complete attention.
员工到达后，放下手上的工作，把注意力全部放在员工身上。
Maintain eye contact. You’ll convey
your interest and sincerity, and you can also pick
up a lot of
information about how your
employees are feel
ing and how much
they’re understanding.
保持眼神
交流。
通过眼神，你可以传达你的专注和诚恳。
同时，你也可以
从员工的眼神中读
出他们此时的感受，判断出他们是否明白你的意思。
< br>
Hear them out before you respond.
If
you find
yourself
thinking “I know what
you’re going to
say,”
you
can
be
pretty
sure
you
don’t.
Be
patient.
Stay
f
ocused.
And
resist
the
temptation
to
interrupt.
听员工讲完
再做出回应。
如果你发现自己在想
“
我
知道你接着要说什么
”
，
你可以确信地
告诉
自己你并不知道。保持耐心，专心致志，克制想要打断的冲动。
Don’t ignore emotions. Acknowledge
and verify them. “You sound angry, Ted. Tell me
about it.”
不要忽视员工的情绪。察觉到了要直
言，以便确认是否如此。比如你可以说：
“
泰德，听起
来你在生气。可以跟我说说吗？
”
Allow
for
silence
—but
don’t
use
it
as
a
weapon.
Silence
can
be
intimidating,
but
a
pause
that
allows for reflection shows respect and
lets your employee give an accurate response,
rather than
one that’s simply fast.
要允许沉默的出现，
但不能把沉默当
做武器。
沉默可能令人心生畏惧，
但片刻的停顿却表现
出你对员工的尊重，
同时还能给员工提供思考的时间，
< br>做出准确的回应，
这样远远胜过草率
作答。
Here are the 3 Rs of effective
listening:
以下是有效倾听的三大准则：
?
Receive: To
understand it, you have to hear it. Be still.
Wait. Don’t assume. Take notes if you
need to. Probe gently. Concentrate on
what y
ou’re hearing (and not on what
you have to do
or say next).
?
听取<
/p>
：听，而后能明。你应该心平气和，正襟危坐。切勿妄加猜测。必要时，可以做点
笔记。
不明白时，要婉转探询。
专注点应该放在
听到的内容上，而不是接着要做的事情
或是要讲的话。
?
Reflect:
Think
about
what
you’re
hearing.
Make
sense
out
of
it.
Put
it
into
a
meaningful
context. Ask
questions if you need to. Listening is active!
?
反思<
/p>
：思考一下你听到的内容，把它置于相关的语境中，理清其中的含义。必要时，可
以向员工提问。聆听必须要积极主动！
?
Rephrase:
Bounce
what
you
think
you’re
hearing
back
to
the
source.
Put
it
in
your
own
words
to
make
sure
you
understand
it
and
that
you’ve
got
it
right.
Give
you
r
employee
a
chance to clarify.
?
重述：
将听到的内容重述一遍给员工听。
要用自己的话来重述，
从而检查自己是否已经
理解，确认自己的理解是否正确。另外，要给员
工澄清的机会。
“Effective
listening
is
simply
a
means
to
an
end.
Once
you’ve
heard
and
understood,
you
must respond. If you
think the employee is wrong, say so. If you
don
’t respond, employees
will soon stop talking.”
“
有效倾听不过是达成最终目的的一种手段。一旦你听到了，听懂了，
你一定要做出回应。
你如果觉得员工说错了，要指出来。如果你不做回应，员工很快就会
沉默不语了。
”
7.
要巧妙提问，不要无所不知
Asking good questions is a vital part
of effective listening.
要做到有效倾听，巧妙提问是关键。
So, what’s a “good” question?
Goo
d question.
那
么，什么才算
“
好问题
”
呢？问得好。
A good question
is brief, clear, focused, relevant, and
constructive.
So far, so good.
Those five
guidelines apply
to any type of communication.
< br>好问题必须要简明扼要，清楚明白，重点突出，紧扣主题，建设性强。具备这些条件，就算
是好问题。这五点适用于各种形式的沟通。
But
an
effective
question
can
be
especially
tricky,
because
it
should
also
be neutral
and
it
may
need to be open-ended.
但是好问题也可能非常微妙，因为它既要保持中立，又要是个开放式问题。
Don’t
confuse
“neutral”
with
“neutered.”
A
good
question
may
be
controversial,
perhaps
even
confrontational. But, a goo
d
question doesn’t imply the “right” answer.
Question: “Do you think
we should
improve the quality of our publication by hiring a
freelance editor?”
不要把
“
中立
”
与
“
中性
”
混为一谈。一个好
的问题可能颇富争议，甚至令人争锋相对。但是，
一个好的问题绝不暗含
“
正确
”
答案。例如：
“
你觉得我们应该请一位自由编辑来提高我们刊
物的质量吗？
”
“Right”
answer:
Yes! Who wouldn’t be
in favor of improving quality?
“
正确
”
答案一定是
“
应该
”
！谁不想提高
质量呢？
Same question,
different phrasing:
“Do
you
think
we
should
add
an
extra
step
in
the
editorial
process by hiring
a freelance editor?”
同样的问题，
不同的提法：
“
你觉得我们应该请一位自由编辑，在编辑流程中
增多一个环节
吗？
”
“Right” answer: No! Who wants to add
extra steps?
“
正确
”
答案一定是
“
不
”
！谁想多此一举呢？
Same
question,
value-
neutral:
“Do
you
think
we
should
hire
a
freelance
editor
to
work
on
the
publication?”
同样
的问题，相对中立的问法：
“
你觉得我们应该请一位自由编辑来
负责刊物编辑吗？
”
An
effective question may also need to be
open-
ended. If you need more than a
simple “yes” or
“no,” avoid asking
“yes” or “no” questions.
一个
有效的问题还应该是开放式的。
如果你想听到的不只是简单的
“
是
”
或者
“<
/p>
否
”
，就不要问
这种
“
非此即彼
”
的问题。
You may also need to
avoid giving closed
choices
—
like this one:
你还应该避免提出封闭式的选择题，比如：
“Do you think we should
hire a freelancer or let Frank do it?”
“
你觉得我们是应该聘请一位自由编辑，还是让弗兰克负责呢？
”
The answer
might be “none of the above,” but a subordinate
might not feel comfortable turning
down
both of your alternatives. Try something like
this:
员工心中的回答也许是
“
都不好
”
。
但是身为你的下属，如果要把你两个选择都加以否决，
他
们又可
能会感到不安。那么你不妨这样问：
“What do
you think we ought to do about getting the
publication edited?”
“
关于刊物的编辑，你觉得我们该怎么办？
”
Here are three quick keys to asking
effective questions:
关于巧妙提问，要注意三大要点：
?
Give them time
to think
: As with all forms of
effective listening, a little silence can get you
a much more thoughtful response. “Why
don’t you get back to me on that by the end of the
week?” might be an appropriate approach
at times.
?
给员工时间思考：
和各种形式的有效聆听一样，
留一点时间能让你得到更深思熟虑的回
答。有时，
“
这周内答复我怎么样？
”
不失为一种很好的方法。
?
Tell
them
what’s
at
stake
:
Does
my
job
depend
on
my
answer?
Will
I
get
in
trouble
if
I
don’t agree
with you? Am I venturing an opinion or making a
decision? Does it matter what I
think?
?
告知利
害关系：
我的回答会影响我的工作吗？如果意见和老板相左，
会
有麻烦吗？是要
我发表意见还是做决定？我的想法重要吗？
?
Then be quiet
and listen
: Enough said.
?
静静聆听：
毋庸赘言。
“Be
clear
about
your
purpose
and
honest
about
your
motives.
Keep
your
questions
on
subject and on target. If an answer
strays off the point, tactfully
refocus.”
“
清楚表明目的
，坦诚告知动机，提问紧扣主题，讲话一语中的。如果员工的回答跑题了，
要巧妙地切回
主题。
”
8.
要欢迎抱怨，不要遏制牢骚
Nobody likes criticism, and complaints
often create problems for you.
没有人喜欢被批评。抱怨也常常给我们带来麻烦。
Even so, you should welcome complaints
and respond to sincere criticism with a
sincere “thank
you.”
即便如此，你还是应该欢迎员工抱怨；如果员工诚挚地提出批评，你也要诚挚地道一声
“
谢
谢
”
。
Bu
t, first, don’t assume
your employee is there
to complain.
但是，不要妄自猜测员工是来抱怨的。
If you start the conversation with
“What’s your beef now?” you
immediately
put your employee
on the defensive.
如果一开口就问：
“
你今天找我发什么牢骚呢？
”
员工会立刻心生防范。<
/p>
Suppose he says, “No beef! I
just
want to talk about my
new assignment.”
假设他回答说说：
“
我没有牢骚啊！我只是想谈谈我的新任务。
”
If you still assume the
negative, you hear that he doesn’t like that new
assignment. So you ask,
“What’s wrong
with it?”
如果你还在往坏处想，你会认为他的意
思是讨厌这项新任务。于是你就会问：
“
你的新任务
有什么问题吗？
”
Both of you are now on the defensive.
Chances of having a productive conversation are
slim to
none.
此时，你们都已心生戒备，这次谈话富有成效的机会微乎其微。
Start over.
现在，让我们重来一次。
When
he says, “I want to talk about my new assignment,”
reply, “Sure. What about it?”
< br>员工说：
“
我想谈谈我的新任务。
”
你这样回答：
“
好啊。想谈点什么
呢？
”
Now you’re
open to a wide range of possibilities. Here are
five:
员工接下来怎么回答就会有很多的可能性。下面列举五种：
1.
“I love it.
Thanks!”
1
．
“
我喜欢这项任务。谢谢老板！
”
Okay, that’s unlikely. But it is
possible.
好吧，这种回答不太现实，但还是有可能。
2. “I don’t understand it.”
“
我不是很明白这项任务。
”
That i
sn’t a knock.
It’s a request for help. That’s what
you’re
there for.
员工这样说不是在指责你，而是寻求帮助。这不正是你的职责所在吗？
3.
“Why’d you give it to
me?”
“
为什么把这项任务交给
我呢？
”
That may or
may not be a complaint. Probe gently to find out.
这句话可能是在抱怨，也可能不是。你应该委婉探询，查明究
竟。
4.
“I don’t
think I can handle it.”
“
我觉得我胜任不了。
”
That’s either a complaint or a request
for help. Find out which. Is the problem lack of
knowledge,
time, desire, or confidence?
Each case requires different handling.
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