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1、ATTITUDE 态度A SMALL THINGTHAT MAKESA BIG DIFFERENCE影响巨大的小事The New Managers Handbook The New Managers Handbook 新经理人手册新经理人手册n nGive feedback Give feedback 给予反馈给予反馈n nMake the best of bad news Make the best of bad news 充分利用坏消息充分利用坏消息n nDelegate Delegate 代表代表n nPick the brains of departing workers Pick t
2、he brains of departing workers 挖掘离店员工的想法挖掘离店员工的想法n nReview performance regularly Review performance regularly 定期回顾工作表现定期回顾工作表现n nDecide and deliver Decide and deliver 决定与传达决定与传达n nExert“praise motivation”Exert“praise motivation”发挥发挥“表扬的促动作用表扬的促动作用”n nPlan your meetings Plan your meetings 设计你的会议设计你的会
3、议n nListen more Listen more 多听多听n nThink strategically Think strategically 战略构思战略构思n nBuild alliances Build alliances 建立联盟建立联盟n nGet Feedback Get Feedback 获得反馈获得反馈n nGive great instructions Give great instructions 给予很好的指导给予很好的指导n nSpeak with power Speak with power 说话有力说话有力n nWin over cynics Win over
4、 cynics 争取玩世不恭者争取玩世不恭者n nPrepare for change Prepare for change 为变化做好准备为变化做好准备n nMuzzle your mouth Muzzle your mouth 闭住你的嘴闭住你的嘴n nPose penetrating questions Pose penetrating questions 提出尖锐的问题提出尖锐的问题n nLift poor and mediocre performance Lift poor and mediocre performance 提升糟糕、平庸的工作表现提升糟糕、平庸的工作表现n nReg
5、ale your audience Regale your audience 款待你的听众款待你的听众n nCriticise without criticism Criticise without criticism 没有批评的批评没有批评的批评n nBeat the clock Beat the clock n nImpress your boss Impress your boss 给你的老板留下深刻印象给你的老板留下深刻印象n nMix and mingle Mix and mingle 混和混和The Australian Institute Handbook for Enhanci
6、ng Performance The Australian Institute Handbook for Enhancing Performance 澳大利亚学院提高业绩手册澳大利亚学院提高业绩手册澳大利亚学院提高业绩手册澳大利亚学院提高业绩手册Make the best of bad news Make the best of bad news 充分利用坏消息充分利用坏消息n nDisplay“ego strength”Display“ego strength”“展示自我的力量展示自我的力量”Show that your ego isnt threatened by the bad news
7、.Use non-defensive Show that your ego isnt threatened by the bad news.Use non-defensive language such as,“I take responsibility for contributing to this state of affair,language such as,“I take responsibility for contributing to this state of affair,and I take responsibility for leading us out of th
8、is”.and I take responsibility for leading us out of this”.要表现出坏消息并没有威胁到你。要使用非自卫性的语言，如要表现出坏消息并没有威胁到你。要使用非自卫性的语言，如“我承担此事我承担此事的责任，并有责任带领我们走出困境的责任，并有责任带领我们走出困境”。n nSet the context Set the context 调整来龙去脉调整来龙去脉Tie a specific piece of bad news to larger organisational goals.Say“This adds Tie a specific pie
9、ce of bad news to larger organisational goals.Say“This adds to our challenge,but we can overcome this”.to our challenge,but we can overcome this”.把一条具体的坏消息与更大的组织目标联系起来，说把一条具体的坏消息与更大的组织目标联系起来，说把一条具体的坏消息与更大的组织目标联系起来，说把一条具体的坏消息与更大的组织目标联系起来，说“这增加了对我们的挑这增加了对我们的挑这增加了对我们的挑这增加了对我们的挑战，但是，我们能战胜它战，但是，我们能战胜它战，但
10、是，我们能战胜它战，但是，我们能战胜它”。n nGet to the point Get to the point 切中要点切中要点Stay on track and dont waste words.State the most important news up Stay on track and dont waste words.State the most important news up front.Then add facts,evidence or other supporting information.front.Then add facts,evidence or oth
11、er supporting information.别跑题，别费口舌。先说最重要的消息，然后加上事实、证据或其它有关的别跑题，别费口舌。先说最重要的消息，然后加上事实、证据或其它有关的别跑题，别费口舌。先说最重要的消息，然后加上事实、证据或其它有关的别跑题，别费口舌。先说最重要的消息，然后加上事实、证据或其它有关的信息。信息。信息。信息。Exert“praise motivation”Exert“praise motivation”发挥表扬的促动作用发挥表扬的促动作用n nCatch employees at their best Catch employees at their best 抓
12、住员工最好的一面抓住员工最好的一面Look for examples of stellar work.Set high standards and never miss a chance to Look for examples of stellar work.Set high standards and never miss a chance to congratulate someone for exceeding them.congratulate someone for exceeding them.寻找出色工作的范例，制定高标准，不要错过任何机会祝贺某人的出色表现。寻找出色工作的范例
13、，制定高标准，不要错过任何机会祝贺某人的出色表现。寻找出色工作的范例，制定高标准，不要错过任何机会祝贺某人的出色表现。寻找出色工作的范例，制定高标准，不要错过任何机会祝贺某人的出色表现。n nAcknowledge effort,not just resultsAcknowledge effort,not just results承认付出的努力，不要只重结果承认付出的努力，不要只重结果Some employees will try and fail.Lets just shrug and say,“I like the way you Some employees will try and f
14、ail.Lets just shrug and say,“I like the way you tried so hard.”Dont just shrug and say,“Oh well,at least you tried”or“Maybe tried so hard.”Dont just shrug and say,“Oh well,at least you tried”or“Maybe next time.”Recognise effort as praiseworthy in itself.next time.”Recognise effort as praiseworthy in
15、 itself.有的员工做了尝试，但失败了。让我们耸耸肩，对他说：有的员工做了尝试，但失败了。让我们耸耸肩，对他说：有的员工做了尝试，但失败了。让我们耸耸肩，对他说：有的员工做了尝试，但失败了。让我们耸耸肩，对他说：“我很欣赏你工作这么我很欣赏你工作这么我很欣赏你工作这么我很欣赏你工作这么努力！努力！努力！努力！”不要只耸耸肩说：不要只耸耸肩说：不要只耸耸肩说：不要只耸耸肩说：“啊，至少你努力了啊，至少你努力了啊，至少你努力了啊，至少你努力了”或或或或“也许下次行吧也许下次行吧也许下次行吧也许下次行吧”。要承认。要承认。要承认。要承认员工的努力，这种努力值得表扬。员工的努力，这种努力值得表扬。
16、员工的努力，这种努力值得表扬。员工的努力，这种努力值得表扬。n nSay it once with feeling Say it once with feeling 衷心地表扬一次衷心地表扬一次 Praise loses its luster if you repeat yourself too often.Find traits,skills or actions to Praise loses its luster if you repeat yourself too often.Find traits,skills or actions to compliment.And once yo
17、u say it,dont keep restating it until the employees face compliment.And once you say it,dont keep restating it until the employees face lights up.Some individuals dont react to praise with visible delight,but that lights up.Some individuals dont react to praise with visible delight,but that doesnt m
18、ean they disregard it.doesnt mean they disregard it.如重复多次，表扬就失去了光彩。发现值得赞美的品质、技能或行动，一旦你赞如重复多次，表扬就失去了光彩。发现值得赞美的品质、技能或行动，一旦你赞如重复多次，表扬就失去了光彩。发现值得赞美的品质、技能或行动，一旦你赞如重复多次，表扬就失去了光彩。发现值得赞美的品质、技能或行动，一旦你赞美了，就不要重复再说，直到员工喜形于色。有的人听了赞美不露声色，但这并美了，就不要重复再说，直到员工喜形于色。有的人听了赞美不露声色，但这并美了，就不要重复再说，直到员工喜形于色。有的人听了赞美不露声色，但这并美了，
19、就不要重复再说，直到员工喜形于色。有的人听了赞美不露声色，但这并不表示他不在乎别人的赞美。不表示他不在乎别人的赞美。不表示他不在乎别人的赞美。不表示他不在乎别人的赞美。Prepare for change 为改变做好准备n nDangle rewards Dangle rewards 炫示奖赏炫示奖赏Explain to employees what goodies await those who are most adaptable to change.If Explain to employees what goodies await those who are most adaptabl
20、e to change.If they can secure a larger office,better eqipment or more flexible hours,they might treat they can secure a larger office,better eqipment or more flexible hours,they might treat change more openly and lower their resistance.change more openly and lower their resistance.向员工说明最适应变化的人会得到什么
21、好处。如员工能获得更大的办公室、更好的设向员工说明最适应变化的人会得到什么好处。如员工能获得更大的办公室、更好的设向员工说明最适应变化的人会得到什么好处。如员工能获得更大的办公室、更好的设向员工说明最适应变化的人会得到什么好处。如员工能获得更大的办公室、更好的设备或更灵活的工作时间，他会更易于接受变化并减少他对变化的抵触。备或更灵活的工作时间，他会更易于接受变化并减少他对变化的抵触。备或更灵活的工作时间，他会更易于接受变化并减少他对变化的抵触。备或更灵活的工作时间，他会更易于接受变化并减少他对变化的抵触。n nAnticipate multiple outcomes Anticipate mu
22、ltiple outcomes 预料多种结果预料多种结果Employees will want you to tell them the upshot of change:How will things be Employees will want you to tell them the upshot of change:How will things be different?Answer by presenting a range of outcomes and specify what variables will different?Answer by presenting a ra
23、nge of outcomes and specify what variables will determine how the change will develop.determine how the change will develop.员工会让你告诉他们变化的结果：事情会有何不同？回答时要说明可能的几种结果，员工会让你告诉他们变化的结果：事情会有何不同？回答时要说明可能的几种结果，员工会让你告诉他们变化的结果：事情会有何不同？回答时要说明可能的几种结果，员工会让你告诉他们变化的结果：事情会有何不同？回答时要说明可能的几种结果，并指出有何变数会决定变化的发展。并指出有何变数会决定变化
24、的发展。并指出有何变数会决定变化的发展。并指出有何变数会决定变化的发展。n nWithhold negative opinions Withhold negative opinions 保留消极意见保留消极意见Present change in a positive or at least neutral light to employees.Dont dwell on your Present change in a positive or at least neutral light to employees.Dont dwell on your displeasure with it o
25、r theyll follow your lead and gripe even more.displeasure with it or theyll follow your lead and gripe even more.向员工展示积极的、至少是中性的变化，不要伴随着你的不快，否则，你的不快会继向员工展示积极的、至少是中性的变化，不要伴随着你的不快，否则，你的不快会继向员工展示积极的、至少是中性的变化，不要伴随着你的不快，否则，你的不快会继向员工展示积极的、至少是中性的变化，不要伴随着你的不快，否则，你的不快会继续，你会抱怨更多。续，你会抱怨更多。续，你会抱怨更多。续，你会抱怨更多。Lif
26、t poor and mediocre performance Lift poor and mediocre performance 提升糟糕、平庸的工作表现提升糟糕、平庸的工作表现n nChampion their strength even if they dont Champion their strength even if they dont 支持他们的力量，即使他们自己不支持他们的力量，即使他们自己不Emphasise what workers do right.Talk up their assets and make them realise how Emphasise wha
27、t workers do right.Talk up their assets and make them realise how much more they can contribute by harnessing their full potential.much more they can contribute by harnessing their full potential.强调员工做什么是正确的，赞扬他们的才能，使他们明白如果充分利用他们的潜力，强调员工做什么是正确的，赞扬他们的才能，使他们明白如果充分利用他们的潜力，他们会做出更大的贡献。他们会做出更大的贡献。n nChall
28、enge them to improve in increments Challenge them to improve in increments 使员工挑战自我，提高自身价值使员工挑战自我，提高自身价值You cant turn slugs into stars overnight.Set short term goals that require slightly You cant turn slugs into stars overnight.Set short term goals that require slightly more effort and effectiveness
29、.With each incremental gain,you lift workers onto a more effort and effectiveness.With each incremental gain,you lift workers onto a higher level.higher level.你不能一夜之间把懒汉变成明星。制定只需多一点努力和的高效的短期目标，每达你不能一夜之间把懒汉变成明星。制定只需多一点努力和的高效的短期目标，每达你不能一夜之间把懒汉变成明星。制定只需多一点努力和的高效的短期目标，每达你不能一夜之间把懒汉变成明星。制定只需多一点努力和的高效的短期目标
30、，每达到一个短期目标，你就把员工带到了更高的层次。到一个短期目标，你就把员工带到了更高的层次。到一个短期目标，你就把员工带到了更高的层次。到一个短期目标，你就把员工带到了更高的层次。n nBe prepared to lead/do by example Be prepared to lead/do by example 准备领导或作出榜样准备领导或作出榜样Get your hands dirty and be prepared to physically walk the talk.Get your hands dirty and be prepared to physically walk
31、 the talk.把手弄脏，身体力行，带头参与到工作当中。把手弄脏，身体力行，带头参与到工作当中。把手弄脏，身体力行，带头参与到工作当中。把手弄脏，身体力行，带头参与到工作当中。n nEnlist peers as mentors Enlist peers as mentors 把同事作为良师益友把同事作为良师益友Put your most driven,talented performers alongside your also-rans.Weak Put your most driven,talented performers alongside your also-rans.Weak
32、 employees often respond ell when theyre influenced by more successful,supportive employees often respond ell when theyre influenced by more successful,supportive co-workers.co-workers.让最有带动力、最有才能的员工同工作不好的员工一起工作。当工作不好的员工受让最有带动力、最有才能的员工同工作不好的员工一起工作。当工作不好的员工受让最有带动力、最有才能的员工同工作不好的员工一起工作。当工作不好的员工受让最有带动力、
33、最有才能的员工同工作不好的员工一起工作。当工作不好的员工受到更成功的、支持他们的同事的影响时，他们的工作会有起色。到更成功的、支持他们的同事的影响时，他们的工作会有起色。到更成功的、支持他们的同事的影响时，他们的工作会有起色。到更成功的、支持他们的同事的影响时，他们的工作会有起色。Delegate Delegate 代表代表n nStep back Step back 后退后退Select tasks that employees can control and implement on their own.Make sure the Select tasks that employees c
34、an control and implement on their own.Make sure the individual can exercise judgment and autonomy.If you micromanage,delegating does individual can exercise judgment and autonomy.If you micromanage,delegating does more harm than good.more harm than good.选择员工能自己控制和执行的任务，确保个人能锻炼其判断和自治的能力。如果你选择员工能自己控制和
35、执行的任务，确保个人能锻炼其判断和自治的能力。如果你进行微观管理，它弊大于利。进行微观管理，它弊大于利。n nClarify the assignment Clarify the assignment 阐明任务阐明任务Confirm that employees understand the purpose,the goal and the performance Confirm that employees understand the purpose,the goal and the performance measures you will use to judge success.Re
36、move ambiguities and set a clear deadline.measures you will use to judge success.Remove ambiguities and set a clear deadline.确定员工理解你的意图、目标和你判断成功与否所采用的工作衡量标准。确定员工理解你的意图、目标和你判断成功与否所采用的工作衡量标准。确定员工理解你的意图、目标和你判断成功与否所采用的工作衡量标准。确定员工理解你的意图、目标和你判断成功与否所采用的工作衡量标准。n nRun an“I am not here”test Run an“I am not he
37、re”test 进行进行“我不在场我不在场”的测试的测试Identify key aspects of your job and decide who could handle those responsibilities Identify key aspects of your job and decide who could handle those responsibilities in your absence.By anticipating what you want employees to do when you are not in your absence.By antici
38、pating what you want employees to do when you are not there,you can delegate pieces of your managerial duties to them now so they are there,you can delegate pieces of your managerial duties to them now so they are ready to step in later.ready to step in later.确定你工作的主要方面，并判定你不在场时谁能处理那些责任。通过期望你不在时确定你工
39、作的主要方面，并判定你不在场时谁能处理那些责任。通过期望你不在时确定你工作的主要方面，并判定你不在场时谁能处理那些责任。通过期望你不在时确定你工作的主要方面，并判定你不在场时谁能处理那些责任。通过期望你不在时要求员工们做些什么，现在，你可以委派部分管理职责给他们，这样，他们可以为要求员工们做些什么，现在，你可以委派部分管理职责给他们，这样，他们可以为要求员工们做些什么，现在，你可以委派部分管理职责给他们，这样，他们可以为要求员工们做些什么，现在，你可以委派部分管理职责给他们，这样，他们可以为以后加入管理工作做好准备。以后加入管理工作做好准备。以后加入管理工作做好准备。以后加入管理工作做好准备。
40、Pick the brains of departing workers Pick the brains of departing workers 挖掘离店员工的想法挖掘离店员工的想法n nLay the groundwork Lay the groundwork 布置基础工作布置基础工作Let employees know in advance what you are going to ask.Emphasize that you Let employees know in advance what you are going to ask.Emphasize that you treat
41、 their opinions seriously and you hope they will give considerable thought to treat their opinions seriously and you hope they will give considerable thought to the issues before the interview.the issues before the interview.让员工事先知道你要问什么，强调你会认真对待他们的意见，并希望在会见前他让员工事先知道你要问什么，强调你会认真对待他们的意见，并希望在会见前他让员工事先
42、知道你要问什么，强调你会认真对待他们的意见，并希望在会见前他让员工事先知道你要问什么，强调你会认真对待他们的意见，并希望在会见前他们应好好考虑那些问题。们应好好考虑那些问题。们应好好考虑那些问题。们应好好考虑那些问题。n nSeparate tangibles from intangibles Separate tangibles from intangibles 把有形的和无形的分离开把有形的和无形的分离开Ask two sets of questions.First fact finding(example:“Did you have the tools Ask two sets of q
43、uestions.First fact finding(example:“Did you have the tools and resources you need to do the job?”).Then shift to less concrete,hard to-and resources you need to do the job?”).Then shift to less concrete,hard to-measure areas such as morale and camaraderie(example:“How would you rate measure areas s
44、uch as morale and camaraderie(example:“How would you rate the work ethic of your team?”).the work ethic of your team?”).问两组问题：第一，发现事实（例如：问两组问题：第一，发现事实（例如：问两组问题：第一，发现事实（例如：问两组问题：第一，发现事实（例如：“你有工作中所需的工具和资源吗？你有工作中所需的工具和资源吗？你有工作中所需的工具和资源吗？你有工作中所需的工具和资源吗？”）第二，转到不太具体、难以衡量的领域，如士气和友情（例如：第二，转到不太具体、难以衡量的领域，如士气
45、和友情（例如：第二，转到不太具体、难以衡量的领域，如士气和友情（例如：第二，转到不太具体、难以衡量的领域，如士气和友情（例如：“你怎样评价你你怎样评价你你怎样评价你你怎样评价你所在团队的道德观？所在团队的道德观？所在团队的道德观？所在团队的道德观？”)”)n nRequest names Request names 要求姓名要求姓名 Collect referrals for new hires,vendors,and consultants.Probe to find the manes Collect referrals for new hires,vendors,and consulta
46、nts.Probe to find the manes of the individuals your departing employees respect most both inside and outside of the individuals your departing employees respect most both inside and outside your organisation.Discuss your hiring needs and invite the employee to stay in your organisation.Discuss your
47、hiring needs and invite the employee to stay in touch and refer top candidates in the weeks and months ahead.touch and refer top candidates in the weeks and months ahead.搜集新员工、卖主和咨询者的姓名，查明要离店的员工在其所在部门内外所最尊搜集新员工、卖主和咨询者的姓名，查明要离店的员工在其所在部门内外所最尊搜集新员工、卖主和咨询者的姓名，查明要离店的员工在其所在部门内外所最尊搜集新员工、卖主和咨询者的姓名，查明要离店的员工在
48、其所在部门内外所最尊重的人的名字，讨论你雇佣的需求，并邀请要离店的员工保持联系，并提出以后重的人的名字，讨论你雇佣的需求，并邀请要离店的员工保持联系，并提出以后重的人的名字，讨论你雇佣的需求，并邀请要离店的员工保持联系，并提出以后重的人的名字，讨论你雇佣的需求，并邀请要离店的员工保持联系，并提出以后数周和数月的最佳候选人。数周和数月的最佳候选人。数周和数月的最佳候选人。数周和数月的最佳候选人。Build alliances Build alliances 建立联盟建立联盟n nConverse,do not compete Converse,do not compete 谈话，不要争执谈话，不
49、要争执Seek to learn from others,not beat them in conversation.Do not try to top Seek to learn from others,not beat them in conversation.Do not try to top their stories or show off your knowledge.Refrain from petty arguments;if their stories or show off your knowledge.Refrain from petty arguments;if you
50、 disagree,raise your concerns diplomatically while dignifying opposing you disagree,raise your concerns diplomatically while dignifying opposing views.views.要在谈话中向他人学习，而非战胜他人。不要力图胜过他人的话或炫耀你要在谈话中向他人学习，而非战胜他人。不要力图胜过他人的话或炫耀你要在谈话中向他人学习，而非战胜他人。不要力图胜过他人的话或炫耀你要在谈话中向他人学习，而非战胜他人。不要力图胜过他人的话或炫耀你的知识，要避免小争论。如果你不