The Right Way To Give A Year-End Job Review
做年終總結(jié)的正確方法
Up and down the chain of command, year-end performance reviews fill people with dread or with resentment, and very rarely with joy. Both the givers and the receivers spend a lot of time on the reviews, yet they generally see them as an empty exercise. After all the procedural T's are crossed and the I's dotted, it takes people skills to get a real return on investment from this important, labor-intensive process. Leaders need to set an example by turning a ritual into a productive effort.
每至年末，領(lǐng)導(dǎo)布置下屬完成的年終工作表現(xiàn)總結(jié)好像帶來的都是恐懼和怨恨情緒，很少人有會(huì)很開心做年終總結(jié)。雖然領(lǐng)導(dǎo)和下屬都會(huì)在年終總結(jié)上花費(fèi)很多的時(shí)間，但他們大多認(rèn)為這樣的工作其實(shí)是徒勞無功。在經(jīng)過了很多這樣事無巨細(xì)一絲不茍的程序化工作后，人們?cè)谶@個(gè)重要而又是勞動(dòng)密集的過程中的工作投入需要得到真正的回報(bào)，而這也需要技巧。領(lǐng)導(dǎo)們需要樹立榜樣，將這種例行公事有效的利用起來。
This column addresses giving a review. In a subsequent article I'll tackle how to get the most out of receiving a review. Both articles aim to challenge you to shift your focus to the emotional experience on both sides of the table, and to increase the payback from year-end reviews by developing some key psychological skills.
這篇專欄文章討論的就是如何做年終總結(jié)。我還有另外一篇文章是討論如何從收到的總結(jié)中獲取最多的信息。這兩篇文章目的都是為了嘗試轉(zhuǎn)移你的關(guān)注重心：關(guān)注雙方的情緒經(jīng)歷，通過發(fā)展一些關(guān)鍵的心理技能來提高年終總結(jié)的回報(bào)率。
The organizational barriers to having productive year-end reviews can be formidable. The tight link between reviews and compensation discourages openness and honesty. Managers at all levels may think as much about their organization's needs as about individual performance when they do the reviews. For example, interdepartmental rivalries can force a kind of uniformity on your reviews as you try to do the best you can for your people in terms of compensation. If your organization's culture discourages open and honest feedback ("we don't do warm and fuzzy"), you may feel constrained to just focus on the numbers. Anything else might make you feel like an outlier and make your direct report feel singled out and anxious.
那些妨礙我們做出有效的年終總結(jié)的組織絆腳石，很難對(duì)付?？偨Y(jié)和薪酬之間的緊密聯(lián)系，使得我們無法敞開心扉坦誠(chéng)相對(duì)。各級(jí)管理人員在評(píng)估年終總結(jié)時(shí)，除了會(huì)考慮個(gè)人的工作表現(xiàn)，還會(huì)關(guān)注他們對(duì)整個(gè)團(tuán)隊(duì)的貢獻(xiàn)。比如說，考慮到薪酬獎(jiǎng)金，部門間的競(jìng)爭(zhēng)可能會(huì)使得同部門人員的總結(jié)盡可能的保持一致。如果你的團(tuán)隊(duì)文化不鼓勵(lì)開誠(chéng)布公的意見反饋的話(“我們不走模糊溫馨那一套路線”)，你會(huì)感到束縛壓抑，可能只會(huì)關(guān)注數(shù)據(jù)，而別的內(nèi)容會(huì)讓你覺得自己是個(gè)局外人，會(huì)讓你的直接匯報(bào)顯得特立獨(dú)行，讓你焦慮擔(dān)憂。
But even in an unfavorable organizational environment there are things you can control to get more from the process. By better understanding the experience on a gut emotional level and working on some key psychological skills, you can create a more useful experience and become a better leader in the process.
不過就算是在這樣一個(gè)不利的組織環(huán)境中，還是有些事在你的掌控中，而在總結(jié)的過程中你也能獲得更多。從深層情緒角度出發(fā)會(huì)讓你對(duì)總結(jié)有好的理解，注意培養(yǎng)一些主要的心理能力，你就能創(chuàng)造一個(gè)更有效的總結(jié)經(jīng)歷，成為總結(jié)過程中更好的領(lǐng)導(dǎo)者。
Ideally, the year-end review is all about the employee's development. As a leader committed to optimal performance, you understand the importance of the fit between an employee's skills, talents, and career goals and his or her organizational role. When you know how best to connect the arc of individual development with the direction of your organization, you form a partnership for growth with the employee. This partnership depends on candid feedback on the individual's performance, your identification of personal and organizational barriers to better performance and your ongoing availability to help remove those barriers.
理想的年終總結(jié)應(yīng)該全都是關(guān)于該員工的個(gè)人發(fā)展。作為一個(gè)強(qiáng)調(diào)最佳表現(xiàn)的領(lǐng)導(dǎo)，你應(yīng)該明白員工能力天賦與職業(yè)目標(biāo)及組織角色間匹配度的重要性。當(dāng)你懂得如何將個(gè)人發(fā)展與團(tuán)隊(duì)方向最佳的結(jié)合在一起時(shí)，你就與員工的成長(zhǎng)形成了一種伙伴關(guān)系。這種伙伴關(guān)系依賴于對(duì)個(gè)人工作表現(xiàn)的坦誠(chéng)反饋，你對(duì)阻礙個(gè)人和組織更好表現(xiàn)的絆腳石的認(rèn)知，以及你持續(xù)不斷移開絆腳石的行動(dòng)力。
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Managers commonly get derailed from the ideal developmental focus in year-end reviews by their own personal psychological challenges. It happens in these ways:
年終總結(jié)，管理人員通常會(huì)因?yàn)閭€(gè)人的心理挑戰(zhàn)而繞過理想的個(gè)人發(fā)展重心。表現(xiàn)在下面幾個(gè)方面：
--Conflict avoidance: A fear of conflict can lead you to avoid difficult--and also meaningful--performance discussions with your subordinates. That fear of conflict can arise from deep-seated personal issues, a lack of skills for managing conflict or both.
沖突避讓：擔(dān)心沖突，會(huì)使得你想要避免與下屬進(jìn)行個(gè)人工作表現(xiàn)的討論，這比較難以啟齒但卻很有意義。這種沖突憂慮情緒源自根深蒂固的個(gè)人問題，或是缺乏管理沖突的能力，或是兩者兼有之。
--Need for approval: A strong need for approval often goes hand in hand with conflict avoidance. Managers approach their roles as a vehicle for acceptance and admiration more often than is commonly acknowledged. If you seek affirmation from your employees, even unconsciously, you may be sacrificing longer-term development and performance in favor of short-term comfort and acceptance. At the same time, your inability to put your own needs aside makes it difficult to earn subordinates' trust and respect.
認(rèn)同心理：強(qiáng)烈的認(rèn)同需求與沖突避讓情緒形影相隨。管理人員扮演的角色，比起大眾普通認(rèn)同的管理機(jī)制，更像是接受和贊許的工具。如果你想要從員工處尋求肯定，即使是無意識(shí)的情況，你也可能是在犧牲長(zhǎng)期的發(fā)展和表現(xiàn)來?yè)Q取短期的安慰和接受。同時(shí)，因?yàn)槟銦o法做到將自己的需要置之不理，你就很難贏得下屬的信任和尊重。
--Mistrust: Your overall mistrust of people and their motives may make you think that employees don't want to hear corrective feedback, can't take it in and won't use it constructively. If you have a high level of mistrust, you may be convinced that people in general are incapable of changing, are motivated by fear and learn only by being punished.
不信任：你對(duì)別人和他們動(dòng)機(jī)的完全不信任，會(huì)使得你認(rèn)為員工不愿意聽到改善性的意見反饋，會(huì)認(rèn)為他們無法真正接受，也不會(huì)建設(shè)性地利用起來。如果你對(duì)別人有這么強(qiáng)烈的不信任，你可能會(huì)認(rèn)為一般人都無法改變，只有恐懼才能成為動(dòng)力，只有懲罰他們才能學(xué)會(huì)。
--Lack of self-awareness: An inability to acknowledge your own motives and goals for the year-end review can mean mixed messages for your employees, sabotaging the process. For example, by denying your own negative feelings toward a subordinate, you may force the review into a developmental framework that's frustrating for both you and the employee, who really needs to be managed out of the organization. At the other extreme, you could be hijacked by your own feelings of disappointment or envy and end up attacking an employee.
缺乏自我意識(shí)：無法承認(rèn)你自己年終總結(jié)的動(dòng)力和目的，也就意味著你的下屬的總結(jié)中信息混雜，這樣會(huì)妨礙整個(gè)總結(jié)的進(jìn)程。比如說，你不承認(rèn)內(nèi)心對(duì)某位下屬的負(fù)面情緒，可能會(huì)使總結(jié)變成發(fā)展框架，而這位下屬真正需要的卻是團(tuán)隊(duì)之外的個(gè)人管理，這樣只會(huì)讓下屬和你自己都崩潰抓狂。另一種極端，是你被內(nèi)心的失望或嫉妒情緒操控，最后以攻擊某位員工收?qǐng)觥?/p>
Work on the following core psychological skills and you will increase the benefit you and your employees get from the reviews you must give this year:
在下面的這些核心心理能力上下點(diǎn)功夫，提高你和員工的年終總結(jié)效益：
--Empathy: I take empathy to mean an accurate understanding of another's emotional experience. Empathy toward your employees starts with your reviewing your own experiences receiving feedback. It always pays to be able to put yourself in the other person's shoes. Be guided by an understanding that people generally overestimate their own performance. We humans are hard-wired to maintain a positive self-image, and we tend to reject painful criticism. Your empathy increases when you deliberately seek to grasp what motivates people, what career goals are most important to them, what kind of standards they set for themselves and how they react to not living up to those standards. Empathy will enable you to craft each review message in a way that motivates each person to grow.
感同身受：感同身受，意味著準(zhǔn)確理解別人的情感經(jīng)歷。要想實(shí)現(xiàn)與員工的感同身受，首先你要總結(jié)自己的經(jīng)歷并收到反饋。換位思考，替別人著想，這都是值得的。你的指導(dǎo)思想是人們通常會(huì)高估自己的表現(xiàn)。人類的一種本能是維持正面的個(gè)人形象，我們拒絕讓人難受的批評(píng)。當(dāng)你特意去找尋和理解，他們的動(dòng)力，他們最重要的職業(yè)目標(biāo)，他們?yōu)樽约憾ǖ臉?biāo)準(zhǔn)，以及在標(biāo)準(zhǔn)沒實(shí)現(xiàn)時(shí)他們的反應(yīng)，這些都會(huì)讓你越發(fā)感同身受。感同身受會(huì)讓你吸收每一份總結(jié)里的信息，并能以此來促進(jìn)每個(gè)人的成長(zhǎng)。
--Trustworthiness: Without trust, the year-end review is dead on arrival. The effective review depends on trust; it is also a prime opportunity to build trust. Work on your trustworthiness to make the review process more productive for all concerned. Do you consistently have your employees' best interests in mind? Do you follow through on your commitments to facilitate their development? Will you act in ways that go beyond your self-interest? Take time to look in the mirror and consider whether others see you as trustworthy.
值得信賴：沒有信任的年終總結(jié)是行不通的，有效的年終總結(jié)需要彼此的信任，也是建立信任的最佳時(shí)機(jī)。增加自己的可信賴度，對(duì)所有人而言，年終總結(jié)過程都會(huì)更有效率。你有沒有把員工的最佳利益放在心上?你有沒有遵守承諾實(shí)現(xiàn)他們的發(fā)展?你會(huì)不會(huì)做出超出自身利益的行為?認(rèn)真反思，想想在別人的眼里，你是不是值得信賴的一個(gè)人。
--Self-knowledge: It isn't easy to keep your own personal likes and dislikes out of your objective assessment of someone else's work, achievements or failures. You need to be scrupulously honest with yourself, confronting your own needs, motives and biases whenever you approach your employees. Take the time to reflect on your own experience receiving reviews to guide you to a better understanding of your strengths and weaknesses in the process. When you have strong personal feelings about an employee, you may want to consult trusted colleagues to get a different perspective.
自知之明：想要屏蔽個(gè)人喜好的影響，客觀評(píng)估別人的工作、成就和失敗其實(shí)很難。不管什么時(shí)候和員工打交道，你都要對(duì)自己特別誠(chéng)實(shí)，直面自己的個(gè)人需求、動(dòng)機(jī)和偏見?；c(diǎn)時(shí)間來反思一下自己做年終總結(jié)的經(jīng)歷，這樣可以指導(dǎo)你對(duì)自己的優(yōu)勢(shì)和弱點(diǎn)有更好的理解。如果你對(duì)某個(gè)員工有強(qiáng)烈的個(gè)人情緒，那就可能需要跟其他信得過的同事商討一下，這樣你會(huì)得到不同視角。
Going at the year-end performance review ritual with a fresh psychological perspective is a quick way to increase your payback from all the hours you will spend writing, reviewing and delivering important information. This year, acknowledge the strong emotions reviews elicit in you, as the giver, and in each person who receives the formal feedback. Develop your own empathy, trustworthiness and self-knowledge to enable yourself to strike a better balance between the evaluative and developmental aspects of the review. Your skill in laying out a path for better performance, identifying the employee's core barriers to achieving his or her performance goals and providing ongoing assistance will enable you to both get the most from year-end reviews and grow as an authentic leader.
從一個(gè)全新的心理視角來進(jìn)行年終工作表現(xiàn)總結(jié)，是一個(gè)很快增加回報(bào)率的方法，讓你在總結(jié)上花費(fèi)的寫作、審查和發(fā)表信息的時(shí)間勞有所獲。今年的年終總結(jié)，認(rèn)識(shí)到自己內(nèi)心的強(qiáng)烈情感總結(jié)，會(huì)使得每個(gè)人都能收到正式的反饋。感同身受，值得信賴，自知之明，這些都能更好地幫你實(shí)現(xiàn)總結(jié)的評(píng)估和發(fā)展兩方面的平衡。對(duì)更好工作表現(xiàn)的規(guī)劃能力，認(rèn)識(shí)到員工在實(shí)現(xiàn)工作目標(biāo)時(shí)遇到的主要絆腳石的能力，以及為他們提供持續(xù)協(xié)助的能力，都能使得你們雙方從年終總結(jié)中收獲最多，使你成長(zhǎng)成一個(gè)真正的領(lǐng)導(dǎo)者。
