第七十一篇 Seven Dumb Mistakes Managers Make

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Seven Dumb Mistakes Managers Make
管理者常犯的七种无语的错误


And what to do instead
并取而代之要做些什么


You glance down at an incoming text message while an employee is talking to you. You bark, “Just get it done!” to your team and then walk away.
当一名雇员正和你说话时，你浏览了一下一条刚发来的短讯。你厉声对你的团队说出“把事情搞定！”，然后转身离开。

According to a recent CareerBuilder poll, 58 percent of managers received no training before starting the job, which often results in avoidable management missteps such as those described in these two situations.
根据一份最新职场网站投票，58%的管理者在他们开始工作时没有接受培训，这经常导致本可回避的管理失策（发生）,诸如这些描述在这两种情况下。

Even smart, well-trained managers make dumb mistakes. But the difference between managers who make dumb mistakes and those who don’t is that the latter notice when their salespeople are unmotivated and their workers are uninspired. Smart managers work at making small behavioral changes to correct common management mistakes that are impeding their performance.
即使聪明的，受到良好培训的管理者做出无语的错误。但是做出无言错误和没有做出无言错误的管理者之间的不同，在于后者注意何时他们的售货员动机不明和他们的雇员缺乏创见。聪明的管理者致力于微小的行为改变来纠正常见的管理错误，这些错妨碍他们的绩效。

Here are seven dumb mistakes managers make, and what to do instead. Do any of these sound familiar?
这这里给出七种管理者常犯的无言的错误，并并取而代之要做些什么。这些听起来熟悉吗？

Assuming people are paying attention
假设人们都在注意

Just because people are quiet while you tell them how to structure tomorrow’s presentation doesn’t mean they’re actually listening and learning. They could be planning tonight’s dinner menu, for all you know. Making sure your people pay attention isn’t their job—it’s yours. Check for understanding. Go around the table to gauge everyone’s grasp of the key expectation. Have each team member verbalize his or her next step. Brainstorm new approaches.
当你告诉他们如何构思明天的陈述并不意味着他们真正的在倾听和学习，正因为人们保持安静。尽管你知道，他们有可能正在计划今晚晚餐菜谱。确保你的人们集中注意力不是他们的工作——而是你的（工作）。为了理解而检查。围着桌子四处走动来测量每个人对关键期望领会。让每个团队成员用言语描述他或者她下一步（计划）。头脑风暴新方法。

Turning their job into an episode of “Survivor”
把他们的工作变成幸存者的一段小插曲。

You believe you’ve got an ace team. They’re talented, smart, and resourceful. You set steep goals and use expressions such as, “Have at it,” or “Get it done.” Soon, though, your “tribe” is looking haggard and anxious. That’s because you threw your great performers to the wolves. Instead, ask them, “What information can I provide to help you achieve this goal? What are the best ways we can succeed?” Let them know you’ll both support them along the way and provide the necessary resources to meet the challenge.
你相信你有一个精英团队。他们是有才能的、聪明的和足智多谋的。你设置夸大的目标并使用诸如尽快“动手做”或者“完成它”表述，很快，你的团队看起来很憔悴和担忧。那是因为你把你的精英执行者推进火炕。取而代子问问他们，“我能提供什么信息来帮助你完成这个目标？什么是我们能成功的最好方法？”让他们知道你将一路既支持他们又提供必须的资源来迎接挑战。

Using e-mail to avoid a difficult discussion 用电子邮件来避免困难的讨论

When there is a potential conflict, it’s much easier to address those involved through e-mail rather than discussing the issue face to face. But is this the behavior you want to model to your employees? Be a leader and set an example. First, prepare for the talk. Next, ask yourself how you helped create this problem. When you meet, focus on facts, and don’t make assumptions about a person’s character based on his actions. Ask questions, show respect, discuss action steps and possible consequences, and come to a mutual agreement.
当有潜在的冲突时，通过电子邮件不是面对面的讨论来处理这些事情更容易一些。但是这种行为方式是你想要你的雇员效仿吗？作为一名领导要以身作则。首先，为这个谈话做准备。其次，扪心自问你如何帮助创建这个问题。当你遇到，专注于事实，基于某个人的行动而不做出关于他人品的假设。询问，表示尊重，讨论行动步骤和可能的后果，最后达成协议。

Turning into the Incredible Hulk变成不可思议的绿巨人

Do you lash out at your people with harsh words, figuring fear will motivate them? Here’s the rule: If you wouldn’t say it to your spouse that way, you shouldn’t say it to your employees. Anything that can be said in a negative manner can also be said in a positive manner. Being yelled at makes people feel worse; it doesn’t energize them. Get in the habit of rephrasing negative statements into encouraging ones. Instead of saying, “I won’t listen to another angry supplier because of you guys!” try, “I know you guys are better than this. What can we do differently?”
你可曾用尖酸刻薄的话抨击你的员工？显然的恐惧能激励他们吗？这里给出规则：如果你不愿意对你的配偶说出（那样的话），你就不要对你的员工说出。任何事情，能以一种消极的方式说的任何事情同样能以一种积极的方式来说。被大声训斥让人感觉更坏，这不能激励他们。养成把改变否定的变成肯定的言语的习惯。而不是说说，“因为各位，我将不会听到另一个让人生气的供应商”，试着说，“我知道你们比这个更好，我们能不同地做些什么吗？

Walking around naked, without mirrors摸着石头过河

Are you like the emperor who wore no clothes? Is anyone brave enough to tell you what you don’t want to see about yourself or the company? If your people are telling you exactly what you want to hear, rather than what you need to hear, it won’t be long before they lose respect for you. Don’t depend on others to reflect back to you. Look in a mirror. Listen to yourself. Are you clear about what you expect to be accomplished? Do you share your expectations in a straightforward manner? Can your people count on you to lead them with intelligence, vision, and consistency? Do you hold yourself accountable for everything that happens under your authority? Don’t forget to reward feedback, even when it’s unflattering.
你喜欢没有穿衣服的皇帝吗？是任何人足够勇敢的告诉你那些你不想看见关于你的或者你的（事情）吗？如果你的员工正在告诉你的正是你想要听的，而不是你需要听的，这将与你对他们失去尊敬不远。不要依赖其他来反馈到你身边。照镜子。听自己。你清楚你所期望完成的事情吗？你以一个简单方式分享你的期望吗？你的员工依靠你的智力、想象力、一致性来领导他们吗？你能控制发生在你职权下每件事情的职责吗？别忘记奖赏意见反馈，即使是直白不奉承的。

Being a helicopter manager作为一名空降管理者

You hover over your employees. Your people stop in several times a day with questions. Your sales professionals call and text you constantly from the road to help them solve problems. You wouldn’t tolerate 10 calls a day from your child, so don’t let your sales professionals or other employees do it either. Your micromanagement style is preventing them from learning. Set aside one specific hour a day when they can call or stop by to go over open items, questions, and concerns. Let them solve their own problems the rest of the time.
你凌驾于在你的员工之上。你的员工一天几次带着问题造访。你销售专业人员一路上不停地电话和发短信给以帮助他们解决问题。你每天不会忍受来自你的孩子的10个电话，因此不要让你的销售专业人员或者其他雇员也这样做。你的微型管理风格正防止他们学习。当他们打电话或者顺便走访以期复习开放项目、问题和关注点，每天留出特定的一小时。其余的时间让他们解决他们自己的问题。

Watching their lips move, but hearing nothing看着他们嘴唇在动，但是装着没有听到任何事情

Quick: Could you look at every employee and identify each person’s greatest challenge? Do you even know what they do? If the answer is no, you either haven’t asked them lately, or weren’t listening when they answered you. Help others feel heard by turning down your ego and turning up listening. Be present. When people talk to you, ask them clarifying questions, such as, “What does that mean? Can you be more specific? How did you reach that conclusion?” Be still and listen.
技巧：你能看着每一名员工，并确定每个员工最大的挑战？你知道他们做什么？如果答案是否定的，你最近要么没有询问他们也没有在他们回答你时注意听。通过减小你的自负和放大倾听来帮助别人感觉被倾听。出席。当别人给你说话时，要求他们阐明问题，诸如“那意味着什么？你能更具体些吗？你是如何得出那个结论的？”保持缄默并倾听。


ABOUT THE AUTHOR
作者简介

Darryl Rosen 罗斯 达里尔
Darryl Rosen has gained an international reputation as a consultant and trainer of professionals who seek to strengthen their sales and management practices. He specializes in both retail and sales companies. His firm, D Rose Associates, designs custom programs to improve working relationships, create and implement coaching programs, and improve execution and results. Darryl is the author of 4 books based upon his experience and first-hand knowledge of superior business practices:
Table for Three? (Darryl Rosen, 2011), Unleashing Your Inner Sales Coach (Darryl Rosen, 2011), Winning the Customer Loyalty Marathon (AuthorHouse, 2009), and Surviving the Middle Miles (AuthorHouse, 2007) .
达瑞 尔里尔作为一个内行顾问和专业培训者而获得国际声誉，他力图强化他们销售和管理实务。他精通零售和贸易公司。他的公司，D 罗斯协会，设计个性培训项目来改进工作关系，创造和执行训练计划，并改进实施和结果。达里尔是四本根据他的经验和高级商务实务的第一手知识而写成的书的作者。分别为：三人餐桌（罗斯 达里尔2011）；释放你内在的销售方法（罗斯 达里尔2011）；赢得客户忠诚度马拉松式赛跑（作者豪斯2009）和幸存的中产迈尔斯（作者豪斯2009）