Improving managerial skills提高你的管理能力

Thisissuefocusesonimprovingmanagerialskills.Apoorlytrainedmanagercanmakeanemployee‘slifemiserable.Forexample,you‘lltalktoapersononemomentandheorsheisthrilledwithanewjoborpromotion.Then,threemonthslater,thatpersonisdowninthedumps.In99outof100cases,thereasonemployeesfeeldemoralizedandnolongerliketheirjobsisbecausetheyhaveanewbosswhodoesn‘tappreciatethem,doesn‘tlistentothem,orgenerallyerodestheirself-esteem.ThreeBasicSkillsforManagersBeingspecificmeansdescribingthebehaviorsofpeopleratherthanlabelingpeople.Itincludesgivingbothpositivefeedbackthattellsthemwhattorepeatandcorrectivefeedbackthatisfirm,yetnon-critical.Examplesofhowtobespecificrs"—somethingsaidordonetosomeonethatwearsawaytheirfeelingsofselfworthandsatisfactioninperformance.Forexample,itiserodingtogreetatardyemployeewithasarcasticcommentsuchas,"Lateagain!Youwintheprizeforbeingtheleastreliablepersoninthedepartment."Instead,managersmustdevelopwaysofcommunicatinggenuinerespectandconcerntothepeopletheysupervisebyactivelyhelpingpeopletoenhancetheirself-imageandtofeelbetteraboutthemselvesandtheirperformance.Forexample,commentslike,"Iknewyoucoulddoanexceptionaljobonthatnewassignment—andyouprovedmeright!"ifsincere,willmakeanemployee‘sday.Remember,thebestpraiseisspecific,notgeneral.Youcan‘tjustgoaroundsayingtopeople,"Ireallyappreciateyourwork"or"Thanksforallyoureffort"—youremployeeswillthinkyou‘rerunningforpoliticaloffice!Instead,bespecificaboutwhatwasdoneandthepositiveconsequencesoftheaction.Forexample,"ThatreportyoudidformeonThursdaywasjustwhatIneededformymarketingmeeting."Andbesuretogivethefeedbacktothepersonassoonaftertheeventaspossible.