Dear Annie:I just came from my third year-endperformance evaluation with this company, whereI’m in my first “real job” since college. And onceagain, just like in the past two years, I’m appalledat the way I reacted. I know you’re not supposed totake criticism personally or get defensive, butsomehow, when my boss starts telling me aboutareas I could develop or improve, my emotions takeover and I sort of panic。
親愛的安妮：我剛剛結(jié)束在這家公司的第三次年終績效評估，這是我大學(xué)畢業(yè)之后的第一份“正式工作”。與過去兩年一樣，連我本人都對自己的反應(yīng)感到震驚。我知道不能認(rèn)為這種批評是專門針對我的，或者產(chǎn)生抵觸心理，但有時(shí)候，當(dāng)老板告訴我需要在哪些方面有所改善的時(shí)候，我會(huì)變得意氣用事，有點(diǎn)驚慌失措。
This year was the worst so far, even though the evaluation was about 85% positive. My bossbrought up one thing he thinks I could get better at, and I started defending myself before heeven finished talking. Can you suggest any ways to stop letting criticism upset me so much?Last year I spent the holidays stewing over this, and I don’t want to do that again. —TooThin-Skinned
今年的情況更糟糕，雖然評估結(jié)果有85%是正面的。老板說我有一個(gè)方面可以變得更好，但他還沒有說完，我就開始為自己辯解。我應(yīng)該如何讓自己不再因?yàn)榕u意見而感到不安。您有什么建議嗎?去年整個(gè)節(jié)日期間，我便因?yàn)檫@種事情而十分煩惱。今年，我不想再經(jīng)歷這樣的痛苦。——T.T.S。
Dear T.T.S.:Believe me, you’re far from the only one who’s ever left a performanceappraisal with a bad case of what the French calll’esprit de l’escalier— that is, thinking ofwhat you should have said (or not said) when it’s obviously too late。
親愛的T.T.S.：相信我，許多人在績效評估結(jié)束之后，都會(huì)產(chǎn)生法語所稱的“樓梯智慧”(l’esprit del’escalier)，也就是說，當(dāng)你想到本應(yīng)該說什么，或者本不該說什么的時(shí)候，卻為時(shí)已晚。有此經(jīng)歷的人絕不止你一個(gè)。
Or is it?
真的為時(shí)已晚了嗎?
If you really want another chance to let your boss finish what he meant to say, and torespond in a different way this time, why not ask for a do-over?
如果你確實(shí)想要另外一次機(jī)會(huì)，讓老板說完他想說的話，并以不同的方式進(jìn)行回應(yīng)，為什么不請求重來一次呢?
“You could even explain at the outset that, this time, you intend to listen and not speak,”notes Deb Bright, head of executive coaching firm Bright Enterprises, which counts Disney,GE, Morgan Stanley, and Marriott among its clients. Bright also wrote a book,The TruthDoesn’t Have to Hurt: How to Use Criticism to Strengthen Relationships,ImprovePerformance,and Promote Change, based on a seven-year study of how peoplerespond to feedback, especially when they’re under stress. Asking for another meeting, shesays, “would show him that you want to be receptive to what he wants to tell you。”
高管培訓(xùn)機(jī)構(gòu)布萊特公司(Bright Enterprises)負(fù)責(zé)人黛比o布萊特強(qiáng)調(diào)稱：“你甚至可以在一開始便解釋清楚，這一次，你會(huì)耐心傾聽，不說話。”布萊特公司的客戶包括迪士尼(Disney)、通用電氣(GE)、摩根士丹利(Morgan Stanley)和萬豪國際集團(tuán)(Marriott)等。此外，布萊特用七年時(shí)間研究了人們?nèi)绾螒?yīng)對反饋，尤其是在面臨壓力的情況下應(yīng)對反饋的方式，并以此為依據(jù)寫了一本書——《真話不一定傷人：如何用批評增強(qiáng)關(guān)系、提高績效和推動(dòng)改變》(The Truth Doesn’t Have to Hurt: How to Use Criticism toStrengthen Relationships, Improve Performance, and Promote Change)。她說道，請求進(jìn)行另外一次會(huì)面，“可以向你的老板表明，你愿意接受他想要告訴你的建議。”
That’s important because, in Bright’s view, the first job of anyone on the receiving end of anevaluation is to make the person who is giving it feel comfortable. Surprised? “Think aboutit,” says Bright. “Most managers hate giving performance appraisals, because they dreadhow someone is going to react to anything negative. So they tend to rush through thediscussion just to get it over with。”
這很重要，因?yàn)樵诓既R克看來，任何人在接受評估的時(shí)候，首先要讓提供評估的人感到舒適。聽起來很意外嗎?布萊特說道：“仔細(xì)想想，大多數(shù)管理者都討厭提供績效評估，因?yàn)樗麄円埠軗?dān)心其他人會(huì)如何回應(yīng)負(fù)面評價(jià)。所以，他們傾向于快速完成討論，趕緊走人。”
The trouble, of course, is that the boss may be in such a hurry that he or she skips overinformation that could make or break your career. “What you can learn in a performanceappraisal are things you may need, not just right now, but later on,” notes Bright. In herconsulting work, she has often been called in to counsel talented managers whose careershad hit a brick wall because of shortcomings and bad habits that a string of bosses had triedto warn them about for years。
當(dāng)然，問題在于老板急于想結(jié)束績效評估，便可能會(huì)略過一些事關(guān)你職業(yè)成敗的信息。布萊特說道：“你在績效評估中能夠?qū)W到的東西，可能對你很有必要，不僅對現(xiàn)在，對你的未來或許同樣重要。”布萊特在咨詢工作當(dāng)中，經(jīng)常被邀請為一些才華橫溢的管理者提供咨詢，這些管理者的職業(yè)發(fā)展遇到了障礙，而原因則是一連串老板們曾經(jīng)無數(shù)次警告過，但他們卻一直沒有改正的缺點(diǎn)和壞習(xí)慣。
So how do you get a grip on your emotions while you’re listening? Focusing on making yourboss feel at ease is a good start, since it automatically shifts your attention away from youremotions. Then, says Bright, “Remind yourself that you are the one in control here. How yourespond will determine how the discussion goes, and how much or little you get out of it。”The sense of panic you mention could be diminished, or dispelled, if you recognize thateven if you’re not saying a word, your role here isn’t a passive one。
那么，在傾聽的時(shí)候如何控制自己的情緒?專心思考如何讓老板感到放松，是個(gè)不錯(cuò)的開始，因?yàn)槟憧梢宰詣?dòng)轉(zhuǎn)移對情緒的關(guān)注。然后，布萊特建議：“提醒自己，你是場面的掌控者。你如何應(yīng)對，將決定討論如何進(jìn)行，以及你能從討論中獲得多大的收獲。”如果你能認(rèn)識(shí)到，即便自己不發(fā)一言，你也并非在扮演被動(dòng)的角色，那么，你所提到的那種恐慌感便會(huì)減少甚至消失。
Next, concentrate on finding out what specific actions you need to take (or stop taking). “Make sure you know the difference between a fact and an opinion,” Bright suggests. “’Youwere $30,000 over budget on the XYZ project’ is a fact. ‘You don’t communicate wellenough with your peers’ is an opinion。” Since most bosses have had little, if any, training ingiving effective feedback, the two types of feedback may very well be tangled up together,but you can usually tell an opinion by how vague it is。
接下來，將注意力集中于自己需要采取的(或停止采取的)措施上。布萊特建議：“要確定自己清楚事實(shí)和意見之間的區(qū)別。‘你在某某項(xiàng)目上超出了預(yù)算30,000美元’是事實(shí)。‘你與同事的溝通不太理想’則是意見。”由于大多數(shù)老板幾乎沒有接受過如何提供有效反饋的培訓(xùn)，因此這兩類反饋可能會(huì)被混為一談，但意見往往是模糊不清的，因此通常易于分辨。
“Trying to guess what your boss wants won’t work,” says Bright. “People end up guessingwrong, and then they get another vague, critical opinion in their next review, and concludethat they can never please this boss。”
布萊特說道：“試圖猜測老板想要什么是不可能成功的。人們最后往往都會(huì)猜錯(cuò)，而在下一次績效評估的時(shí)候，他們又會(huì)得到另外一個(gè)模糊不清的批評意見，久而久之，他們會(huì)認(rèn)為自己永遠(yuǎn)也無法讓老板高興。”
Instead, ask for particular steps that would solve the perceived problem. “For example, youmight suggest starting to ‘communicate better with your peers’ by updating them in personevery week instead of through an occasional email,” says Bright. Approaching this like anyother task you do at work, by coming up with a practical fix or two, should help take most ofthe emotion out of it。
相反，員工可以詢問能夠解決問題的具體措施。布萊特說道：“例如，你可以建議從‘與同事更好的溝通’開始，比如通過每周面對面的交流，而不是偶然的電子郵件。”要像解決工作中的其他任務(wù)一樣解決自己的問題，提出一兩條實(shí)際的解決方案，這樣可以幫助你控制大部分情緒。
Since you mention that this is your first “real job” after college, you probably have four or fivedecades of work ahead of you. So it might help to keep a sense of perspective. “People oftenget upset about a so-so performance review because they think it will damage their wholecareer,” says Bright. “But it’s just one review, in one year, and companies’ goals andstrategies change from one year to the next anyway. I’ve never seen a situation where one ortwo ‘meets expectations’ evaluations — out of, say, 10 or 20 ‘exceeds expectations’ — madeany real difference in the long run。”
既然你提到這是你在大學(xué)畢業(yè)后的第一份“正式工作”，你肯定還要繼續(xù)在職場打拼四五十年時(shí)間。所以，有遠(yuǎn)見對你將很有幫助。布萊特說道：“人們之所以對不甚滿意的績效評估感到生氣，是因?yàn)樗麄冋J(rèn)為這會(huì)影響他們的整個(gè)職業(yè)生涯。但實(shí)際上這只不過是對一年表現(xiàn)的一次績效評估而已，公司的目標(biāo)和戰(zhàn)略每年都會(huì)變化。我從未見過在10次或20次‘超出預(yù)期’的評估結(jié)果中有一兩次‘達(dá)到預(yù)期’的評價(jià)，產(chǎn)生過任何長遠(yuǎn)的影響。”
Moreover, even presidents, popes, and CEOs get harpooned, sometimes on a daily basis. “Noone goes through a whole career hearing only great feedback,” Bright observes. “In fact, ifyou haven’t heard any constructive criticism lately, it means you probably aren’t learninganything。”
此外，即便是總裁、權(quán)威和CEO們，在日常工作中有時(shí)也會(huì)收到批評意見。布萊特認(rèn)為：“一個(gè)人的職業(yè)生涯當(dāng)中不可能只聽到好的反饋。事實(shí)上，如果你從未聽到過任何建設(shè)性的批評意見，這或許意味著你沒有學(xué)到任何東西。”
