彭德尔顿说:“你需要一面鞭策,一面鼓励。这两者并不是对立的,实际上它们应该结合在一起。你可以对某个人说:‘你的工作一向很棒,但这次表现得不太好。出什么事了?’
Mr Edelman says it helps if you think of yourself as having rights: “You have the right to confront a situation, to define boundaries, to speak up, expect results and hold people accountable.
埃德尔曼表示,明白自己拥有相应的权力会很有帮助:“你有权直面问题,有权划定界限,有权大声说出你的想法、指望得到相应的结果并要求人们对他们的所作所为负责。
He adds that this may be what those you manage want: “We surveyed people and found that 60 per cent of them said their bosses were too nice.
他还表示,这没准正是你手下人想要的:“我们做过调查,发现60%的受访者认为他们的老板对他们过于和善了。
Mr Leibling says the key measure is how effective you are: “Take time to plan what’s needed by you and the organisation. Say what the situation demands rather than what people want to hear.
莱布林说,核心衡量指标是效率:“花时间考虑一下你自己和你公司需要的是什么。按照形势的需要发表意见,而不是说人们想听的话。
Does this mean I have to be nasty?
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