但咨询公司Leadership IQ提供的资料显示,在接受调查的近半数公司中,能力最弱的员工在三项有关投入程度的指标上表现得远比抱负极高的员工要好得多。他们更有可能“100%地投入工作”,更愿意将自己的公司介绍给其他人,并且他们更倾向于认为自己的老板对待员工的方式是公平的。
The consultancy concludes that this is a worrying consequence of bad management. In these companies, the useless are not told that they are useless but are left to trundle along believing themselves to be good. The upshot is that their more able and hardworking colleagues come to resent them and end up cynical, disengaged, critical of the company and prone to quit the minute they get the chance.
Leadership IQ得出的结论是,这是管理不当所造成的令人担忧的后果之一。在这类公司内部,能力不行的人没有被告知他们难担重任,而是被放任着瞎忙活,同时还自我感觉良好。由此产生的结果是,其他更有能力、也更努力工作的员工对这类同事心生厌恶,并最终变得愤世嫉俗,对工作不再全心投入,对公司心怀不满,并且倾向于一有机会就立刻走人。
There may be some truth in this account of the relatively happy bumbler syndrome. But if I think back to my colleague all those years ago, there are some more elemental reasons for the bovine contentment of the terminally feeble and the gnawing dissatisfaction of the overachiever. For a start, poor performers may feel fortunate to have a job at all, while overachievers feel almost any job is a let-down. (My ex-colleague has risen through quite a few jobs since leaving the FT.) With lower expectations, bumblers feel less inclined to criticise their employers and don’t assume they are brighter than their bosses. Neither do they feel enraged that they are not being given more interesting things to do.
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