因此需要制定一个计划。如果-那么规划者比其他人更有可能达到他们的目标。尽管你无法预测每一种情况的具体情况,但是为如何说话制定一个计划可以大大增加你在这个时刻出现时这样做的可能性。
Start by identifying in advance the kinds of situations that occur in your role where you may need to speak up. For example, when you notice your manager making a decision based on incomplete information, or when you see an opportunity to improve an existing service, or when you witness a colleague interrupting more junior team members in meetings. Then decide how you will handle each: Will you have a direct conversation that challenges another person, or take another route? If you do speak up, how will you start the conversation? Together, these steps form your if-then plan. If I see this, then I'll do that.
首先,提前确定在您的角色中可能需要说出的各种情况。例如,当您注意到您的经理根据不完整的信息做出决定时,或者当您看到改进现有服务的机会时,或者当您看到一个同事在会议中打断更多初级团队成员时。然后决定你将如何处理每一个:你是有一个直接的谈话,挑战另一个人,或采取另一条路线?如果你说出来了,你将如何开始谈话?这些步骤合在一起,构成了你的“如果-然后计划”。如果我看到这个,我就这么做。
And with that plan, you can speak up with respect — and impact
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