绩效管理：你犯了魔法思维吗？

There's a lot of magical thinking that hovers around Performance Management that even seasoned managers succumb to: that, somehow, problems with people's performance will fix themselves without anyone having to say anything to anybody.

我已经听到了线路经理说：

“他们必须知道他们所做的事情并不正确，所以他们会做一些事情。”

或者

“很明显存在问题;我会等他们把它带起来。“

或者

“也不是那么坏;我相信它会在某些时候来善。“

魔法思维

The answer is “No”.

不，他们不会对此做任何事情;不，他们不会把它带起来，没有，它不会在任何时候都擅长。

问题不会神奇地修复自己;问题不只是消失。

未解决的问题只是变得更大

事实上，未解决的问题变得更大，更大，直到它们往往升级到较小的国家，而不是他们早期处理。

Magical thinking like this is prevalent because it’s hard for a lot of managers to deal with things in the moment (or near enough to the moment).

经常在这些情况下，经理将对任何发生的情绪反应（“刚刚发生了？”），并不完全明白该怎么办。

然后他们延迟做任何事情。

Emotional Outbursts

Many managers fear emotional outbursts (what if the other person cries or gets angry?); they don’t want to rock the boat (things are going so well, why spoil it by bringing up a problem); they’re afraid of disagreement which could turn into conflict.

即使我们都知道忽略问题不会让他们消失，人们仍然这样做。

I remember working with one manager on a Performance Management course who said he intended asking for a transfer to another department because he had knots in his stomach every time he came to the office (and which he took home with him as well). There was one member of his team in particular who caused him sleepless nights because he was sure this chap was now deliberately being difficult.

I asked him if he had had any conversations with his team member about the issues and he actually said he thought that because his colleague was clearly doing things on purpose there was no point in discussing it.

Irrational Thinking

By the way, irrational thinking like this definitely falls into the magical thinking category as well.

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似乎相当明显，但当有人在强烈的情绪中间，焦虑甚至恐惧时，实际上逃跑似乎更加可行的选择。

同样显然，如果在你逃跑的地方出现相同的情况，则不一定会改变任何东西。

那么让我们来看看其中的一些kills are that can dispel magical thinking and give managers the confidence to handle day to day performance and be better able to deal with difficulties as they arise.

如果您是那些落入神奇思维类别的人之一，这些提示适合您：

1. Acknowledge and Praise

寻找机会在一天到一天的基础上承认和赞美团队成员;不要只是等待以上和超越。

通过认识到人们每天都在建立信任的情况下，如果出现困难，则会更容易进行谈话。

2.定期反馈会议。

同样，这会产生信任的气氛，因为你正在保持对话大约日常出现的事情。

在这里，您可以概括您注意到的所有正面事物，特别是自前两次反馈会话以来的任何改进。

This is also the opportunity to review any difficulties that have arisen to see how they are being dealt with.

3.双向

Any conversation with a colleague needs to be just that – a conversation, not a lecture. Ask open questions and listen to your team member.

此外，对他或她可能与你有任何问题的问题也可以开放。

4.将其扼杀在萌芽状态

如果出现问题，请不要等待您的反馈会话。你等待的时间越长，情况越多。

Even if you agree to discuss it in more detail during your feedback sessions, letting the other person know that there is an issue means it’s out on the table and you don’t have to carry around that extra anxiety about dealing with it.

5.特定目标和参数

设置真实的目标和参数，以提高性能。

Don’t leave the onus completely up to them; measurable goals do make it clear for both parties to see whether there has or has not been any progress.

6. Offer Support.

与目标一起，支持实现他们将帮助您俩，因为您将在做出您可以改善局面，而另一个人会看到他们不会留下自己。

7.并非一切都可以修复

Accept that sometimes not all problems are ‘fixable’.

If you’ve done all the above and things haven’t improved, you may indeed have to escalate things to a formal disciplinary.

主要是，您将完成所有您可以避免所有团队的健康工作关系。

Let’s face it, most people (me included) really do wish that everyone would just get on with their jobs, get on with their colleagues, manage their emotions, deal with problems maturely and contribute to making work a lovely place to be.

这是坚果壳的神奇思维。

然而，卓越的绩效管理实际上可以将一点魔法带入工作场所。

ByJo Ellen Grzyb.