You’ve probably had a bad manager or been a new manager. So you know that there are big mistakes that can be made. Let’s look at eight common issues. These involve team-building, building a culture, and holding employees (and self) accountable.
你可能有一个糟糕的经理，或者是一个新经理。所以你知道可能会犯很大的错误。让我们来看看八个常见问题。这些涉及团队建设、建立文化以及让员工（和自己）负责。
- Employees need to know what the game is, what the stakes are, and how it’s played. This is often difficult for a new mid-level manager who has never quite understood the game themselves. Your organization can support its managers and their staffs by having a clear vision and communicating it well and often. The CEO should be able to tell a great story about how the company came to be, what it stands for, where it wants to go, and what it honestly values. HR should help new employees understand why this company exists and what it strives for. Managers should reinforce and personalize this message, and not just during onboarding.
员工需要知道游戏是什么，赌注是什么，以及它是如何玩的。对于一个从未完全了解游戏的新中层经理来说，这通常是困难的。您的组织可以通过拥有清晰的愿景并经常进行良好沟通来支持其经理及其员工。CEO应该能够讲述一个伟大的故事，讲述公司是如何形成的，它代表什么，它想去哪里，以及它真正重视什么。人力资源部门应该帮助新员工了解这家公司为什么存在以及它追求什么。经理应该强化和个性化这一信息，而不仅仅是在入职期间。- Does everyone in your organization understand the company’s business goals, unique selling position, brand promise(s), operating environment, and marketplace realities?
您组织中的每个人都了解公司的业务目标、独特的销售地位、品牌承诺、运营环境和市场现实吗？ - Do they understand what success looks like?
他们了解成功是什么样子的吗？ - Do they understand what counts as failure and what the consequences are?
他们是否了解什么是失败以及后果是什么？
- Does everyone in your organization understand the company’s business goals, unique selling position, brand promise(s), operating environment, and marketplace realities?
- Employees need to understand how they can make the biggest contribution to the vision. All employees do not need to completely agree with the vision, but they should be able to align their work with the institution’s goals. Performance evaluations should be conducted with an eye toward contributing to those goals. As a manager, you may have to bring the vision down from thirty-thousand feet to a more targeted level. Let your staff know how their work fits into the larger picture for your organization and for your consumer, client, or other audience.
员工需要了解如何为愿景做出最大的贡献。所有员工不需要完全同意愿景，但他们应该能够使自己的工作与机构的目标保持一致。在进行业绩评估时，应着眼于促进实现这些目标。作为管理者，您可能需要将愿景从三万英尺降低到更有针对性的水平。让您的员工知道他们的工作如何适合您的组织以及您的消费者、客户或其他受众的大局。 - Employees need a reason to care about contributing. A paycheck is not a reason to care. Humans have a strong need to belong and to feel like they matter. Managers should ask themselves these questions: How do your employees’ contributions matter? How do you show you care about their contributions? Do you understand how your staff wants to be rewarded or what will make them feel productive? Are you as a manager engaged in your work? How good are your communication skills in terms of inspiring people, providing useful feedback, and offering praise?
员工需要一个理由来关心自己的贡献。薪水不是关心的理由。人类有强烈的归属感，觉得自己很重要。管理者应该问自己这些问题：员工的贡献有多重要？你如何表明你关心他们的贡献？您是否了解您的员工希望如何获得奖励，或者什么会让他们感到高效？作为经理，您是否在从事您的工作？在激励他人、提供有用的反馈和表扬方面，您的沟通技巧有多好？ - Managers need to create a positive environment. The environment should foster the traits you want employees to display. Managers might need to experiment a bit here. Some teams will have different needs and values. For example, a team that is largely DiSC C styles will feel rewarded by challenges, but not necessarily personal recognition. An S-style team will value a structure that supports work-life balance. Workers at a small start-up might be more accepting of long hours or more ambiguity in their assignments than will employees of a larger and long-established organization.
管理者需要创造一个积极的环境。环境应该培养您希望员工表现出的特质。经理们可能需要在这里做一些实验。有些团队会有不同的需求和价值观。例如，一个主要采用 DiSC C 风格的团队会感到挑战的回报，但不一定是个人认可。S 型团队将重视支持工作与生活平衡的结构。小型初创公司的员工可能比大型和历史悠久的组织的员工更能接受长时间工作或任务中的更多模棱两可。 - Employees don’t want to feel set up for failure. Do managers know what feels like failure to their employees? Do they and their staffs have the resources they need to fully contribute? Are managers second-guessing workers or getting in their way? Do the rules of the game change so often that an employee might be playing by old rules? How do managers deal with different types of failure? Do employees understand what will be seen as a failure and what the consequences will be?
员工不想为失败做好准备。管理者知道失败对员工来说是什么感觉吗？他们和他们的员工是否拥有充分贡献所需的资源？经理们是在猜测员工还是妨碍了他们？游戏规则是否经常变化，以至于员工可能遵守旧规则？管理者如何处理不同类型的失败？员工是否了解什么将被视为失败以及后果是什么？ - Employees see bad behavior and poor performance going unnoticed or unchallenged. Nothing demotivates like watching a team member goof off while others strive for excellence. Do employees say or think “What are they going to do? Fire me?” because no one has witnessed a reprimand, let alone a dismissal? Is there a clear understanding of what constitutes appropriate behavior and excellent performance? Are managers modeling both? Have managers discussed how they and their staffs can or should be holding each other accountable for their work and team outcomes?
员工看到不良行为和糟糕的绩效被忽视或没有受到挑战。没有什么比看着团队成员在其他人追求卓越时傻傻地离开更令人沮丧的了。员工会说或想“他们要做什么？解雇我？“因为没有人目睹过谴责，更不用说解雇了？是否清楚地了解什么是适当的行为和出色的表现？经理们是否同时对两者都进行了建模？经理们是否讨论过他们和他们的员工如何能够或应该让彼此对他们的工作和团队成果负责？ - Employees feel ignored and/or unappreciated. Do managers understand what type of attention is beneficial to offer each of their employees or teams? Do they understand what each employee needs to feel appreciated, or is the manager basing their behaviors on their own preferences?
员工感到被忽视和/或不被欣赏。管理者是否了解为每个员工或团队提供什么样的关注是有益的？他们是否了解每个员工需要什么才能感到被欣赏，或者经理是否根据自己的喜好来制定他们的行为？ - Managers and employees both need continuing education. Without continued opportunities for learning, a skills gap can quickly develop. It’s not always possible to hire for new skills and it can be a waste not to invest in the human resources already available. It’s critical to embrace new technologies, including just-in-time learning. Mentoring and coaching are valuable throughout anyone’s career and can also help with reducing turnover.
经理和员工都需要继续教育。如果没有持续的学习机会，技能差距会迅速扩大。招聘新技能并不总是可能的，不投资于现有的人力资源可能是一种浪费。拥抱新技术至关重要，包括即时学习。指导和辅导在任何人的职业生涯中都很有价值，也有助于减少人员流动。
If you’re a manager, how well do you do? Have you gone through a 360-degree review? If you train managers, how are you measuring your success? If you’re a leader, how are you providing your managers with a clear understanding of your vision so they can align their resources with it and execute the appropriate tactics?
如果你是经理，你做得有多好？您是否经历过 360 度审查？如果你培训经理，你如何衡量你的成功？如果你是一名领导者，你如何让你的经理清楚地了解你的愿景，以便他们能够将他们的资源与它保持一致并执行适当的策略？
