来自西雅图的市场营销总监盖尔曾供职的一家公司,其创始人会公开批评团队成员。他会对首席设计师说:“我做你的工作肯定比你做得好,我只用幻灯片就能把事情做好。”
Not only was the behavior humiliating and demoralizing, it discouraged the staff from bringing problems to his attention. “It creates a climate of fear, and a climate of fear is never a great way to run a business,” she says. “Real problems in your business will not be exposed when they’re still solvable and instead they’re going to fester and turn into big problems.”
这样的言论带有羞辱性,会让人丧失信心,而且会导致员工不敢提出问题。她说:“这在公司内形成了一种恐惧的氛围,而这绝对不是一种好的公司运营方式。公司真正的问题在还有可能解决的时候不会暴露出来,而是会继续恶化,直到变得严重。”
Now that she’s a manager, she encourages her team to bring any concerns or mistakes to her attention. Whenever they do point out a mistake, she goes out of her way to thank them. “As a result, my work is better,” she says. “If you’re going to make a mistake and your team catches it, that’s way better than if you send out an important marketing memo with a typo in it or create a landing page with a mistake.”
如今,盖尔也成为一名管理者,她会鼓励团队向她提出任何担忧或错误。只要有团队成员提出错误,她都会特地表示感谢。她说道:“结果是,我的工作更出色。你的下属在你犯错之前帮你消灭它,要远远好于你发出一份带有拼写错误的重要营销备忘录,或者创建了一个带有错误的登陆页面。”
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