绩效管理 - 你是谁在和谁交谈？

Performance Management

我以前谈过绩效管理，其中一个关键的错误管理人员使其与魔法思想有关。

没有人必须实际做任何事情，问题将自己修复并融化。

The Wrong People

Another crucial and equally unhelpful mistake is talking to the wrong people.

只是关于我所知道的每个经理 - 包括我 - 这在某个时间或其他“轻罪”中一直有罪。

This is how it works.

Someone on your team (let's call them Person A) does something you don't like, or is underperforming, or has rubbed you (or someone else in the team) up the wrong way.

然后你去和那个人一起去一个安静的词，让它快速排序吗？

That would be the most logical and professional thing to do.

不幸的是，经常，不，你没有。

你和谁交谈？

相反，你与人们交谈，而是谈论的是，直到团队中的每个人都在谈论人A.

每个人都知道他或她已经做了什么'错误';每个人都有一个关于a的意见（他没有拉他的体重，她从来没有在她的办公桌，他正在服用小便，她永远不会首先被雇用）然后，当然，不可避免地发生了：每个人都开始了保持一只鹰眼，以便在抵御他们的情况下抓住他们“错误”的证据是防水。

People's emotions get all stirred up and the gossip just feeds the situation and adds fuel to the fire.

What Else is Going On?

1. Assumptions

到目前为止，在这种情况下，一切都是基于假设。因为曾经没有曾经谈过的，但其他人都在谈论他们，一个没有机会解释发生的事情或听到他们的行为是麻烦的。

When I was on the receiving end of this (in other words, I was Person A) the only thing I could say at first was, "Why didn't anyone say something to me?" I felt really hard done by and felt I was treated very unfairly because I had no idea people were so upset with me.

然后我觉得我有这座主要的山攀登，因为每个人都对我的行为做出了假设，即使我现在知道发生了什么，他们继续对待我，好像所有这些假设都是真实的。这是一个非常令人沮丧的位置。

2. Emotions

In these kinds of situations, emotions run high, especially when they feed on themselves instead of heading towards a resolution. However, it is usually, if not always, emotions that stop people having the quiet word with A in the first place.

你害怕如果你干预可能会发生什么right away? Person A might get angry, get defensive, point out things you've done wrong, cry, storm out. In other words, they might display big, potentially, overwhelming emotions that you think you can't or don't want to handle.

所以你剥去了对抗和冒造了挫折的问题和你自己的情绪。这给了你一群盟友，因为你们都伴随着糟糕的信念，你不必向内了解自己，以调查你自己的恐惧，必须掌握其他人可能的令人不快的情绪。

3. It’s Dealt With

Ironically, all that chatting to B, D, C and so on makes you feel as though you’ve dealt with it. It often comes as a shock that Person A’s behaviour continues because of course, Person A usually doesn’t have a clue all this is roiling around the office.

Part of the difficulty is that we are also dealing with human nature here. People like to gossip, they also like to have an odd man (or woman) out because it helps the rest of the tribe to bond - nothing like having a common 'enemy' to bring people together.

The baseline though is that all that babble is not only unprofessional, it is also immature and a form of passive-aggressive bullying.

如果已被谈到并反复显示不对的行为，那么就必须处理真正的性能管理问题。

Sadly, A is rarely spoken to and thus the cycle continues on its merry way.

What can you do about it?

我不能在萌芽的情况下压力足够。你等待采取行动的时间越长，即将绘制的机会越多，就会被吸引到没有人的情况下的情况。

这是一个简单的“模型”，你可以尝试：

You to Person A (not in front of other members of the team, it can even be via email):

“When you have some time, could we have a quick word please.”

一旦你面对面：

"I noticed that you've been spending a lot of time on your phone (or whatever the issue is). My assumption is that you're making a lot of personal calls on company time. I wonder if that's true or are my assumptions wrong?"

Give the person plenty of space to respond and then tell them what you'd like to see in the future, for instance,

“我认为这将是最好的如果你使用break-time to make personal calls, rather than work time, or if you need extra time, just let me know so I don't feel you're taking advantage."

让有人知道你所做的假设甚至他们的行为对他人的样子是一种让东西放在桌子上的方法，所以可以处理它。

最后，你确实必须在自己之后清理。If you haven’t caught things early and have off-loaded to everyone except the person involved, once you speak to A then you really do have to talk to all those B, C, Ds and so on so they know the situation is now being handled.