绩效管理：你有魔法思维吗？
绩效管理：你有魔法思维吗？
有很多神奇的思维围绕绩效管理，即使经验丰富的经理越来越屈服于：那样，某种方式，人们表现的问题将解决自己，没有任何人对任何人说什么。
I've heard line managers say things like:
"They must know what they're doing isn't right so at some point they'll do something about it.”
或
“It’s obvious there’s a problem; I’ll wait for them to bring it up.”
或
“it’s not so bad; I’m sure it will come good at some point.”
神奇的思维
答案是不”。
No, they won’t do anything about it; no, they won’t bring it up and no, it won’t come good at any point.
Problems don’t magically fix themselves; problems don’t just go away.
未解决的问题只会变得更大
Indeed, unaddressed problems get bigger and bigger till they often escalate to a state far worse than if they had been dealt with early on.
像这样的神奇思维是普遍的，因为很多管理人员都很难处理此刻（或靠近此时）的事情。
Often in these situations, the manager will have an emotional reaction to whatever is going on (“Did that just happen?”) and won’t quite know what to do.
And then they delay doing anything.
情绪爆发
许多经理害怕情绪爆发（如果对方哭或生气，怎么办？）;他们不想摇滚船（事情发生得很好，为什么通过提出问题来破坏它）;他们害怕分歧，这可能会变成冲突。
Even though we all know that ignoring problems won’t make them go away, people still do just that.
我记得一位经理在一个绩效管理课程上工作，他说他想要转移到另一个部门，因为他每次来到办公室时都会在他的胃里开始（他也和他一起回家）。他的团队中有一名成员，特别是谁让他令他失眠的夜晚，因为他确信这一伙伴现在故意难以困难。
我问他是否与他的团队成员有任何关于这些问题的对话，他实际上表示他认为，因为他的同事显然是故意做事，讨论它没有任何意义。
非理性思维
顺便说一下，像这样的非理性思维肯定会陷入神奇的思维类别。
I pointed out that it was very possible that if he transferred to another department there might be someone equally difficult there and wouldn’t it be better to upskill himself rather than transfer from department to department because he was unable to manage people’s day to day performance if there were difficulties.
Upskilling seems rather obvious but when someone is in the middle of strong emotions, anxiety and even fear, running away actually seems the more viable option.
Equally obviously, running away doesn’t necessarily change anything if the same situations arise in the place you’ve run away to.
所以让我们看看这些技能中的一些技能可以消除神奇的思维，并使管理者能够在日常表现中处理日常表现的信心，并更能应对他们所产生的困难。
如果你是属于魔法思维范畴的人之一，以下是给你的建议：
1.谢谢
Look for opportunities to acknowledge and praise team members on a day to day basis; don’t just wait for the above and beyond.
经过recognising the stuff that people do every day you are building trust so that if difficulties do arise, it will be easier to have the conversations.
2定期进行反馈会议。
再次，这创造了一种信任的氛围，因为你每天都在就发生的事情进行对话。
在这里，你可以总结你注意到的所有积极的事情，特别是自上一次反馈会议以来的任何改进。
这也是有机会审查所出现的任何困难，以了解它们是如何处理的。
3. Make it Two-Way
与同事的任何谈话都需要恰好 - 谈话，而不是讲座。提出打开问题并聆听您的团队成员。
Also, be open to any issues he or she may have with you.
4. Nip it in the Bud
Don’t wait for your feedback sessions if something comes up that’s problematic. The longer you wait, the more the situation will fester.
即使您同意在您的反馈会议期间更详细地讨论它，让另一个人知道有问题意味着它在桌面上，你不必携带关于处理它的额外焦虑。
5具体目标和参数
Set really specific goals and parameters in order to improve performance.
不要完全离开Onus;可衡量的目标确实可以让双方明确看看是否存在或没有任何进展。
6.提供支持。
除了目标，给予支持来实现它们将有助于你们两个，因为你将尽你所能来改善现状，而另一个人将看到他们不会被抛在一边自生自灭。
7. Not Everything Can be Fixed
接受有时并非所有问题都是“可固定”。
如果您完成了以上所有内容并且事情没有改善，您可能确实必须将事物升级到正式的纪律处。
The main thing is that you will have done all you can to avoid that and to maintain healthy working relationships with all your team.
让我们面对它，大多数人（我包括）真的希望每个人都能继续他们的工作，继续他们的同事，管理他们的情绪，处理成熟的问题，并有助于制作一个可爱的地方。
That’s magical thinking in a nutshell.
Great Performance Management, however, can actually bring a little magic into the workplace.
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