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By William Xu

如何在Coaching中给出高质量的反馈

September 2019

对于企业来说,Coaching的目的最主要就是帮助员工提升绩效。因此,今天聊的话题是Coaching在绩效辅导中的应用。

绩效辅导如果做得好,可以

前瞻发现问题并予以解决

使经理和员工对于目标以及进度形成一致认知

开发员工的潜能

建立和员工之间的良好工作关系

怎样才能做好Performance Coaching呢?

关键在于“反馈”(feedback)的质量。

什么才是高质量的反馈呢?

  • 有明确的聚焦
  • 双方理解一致
员工表现出色的情形
第一,不要吝惜表扬,不要吝惜表扬,不要吝惜表扬

重要的事情说三遍。

虽然这看起来很简单,但是90%的经理在这个方面做得都不太好。也许是

  • 觉得这是员工应该做的,
  • 觉得这件事太小,不值一提,
  • 觉得表扬了之后,员工会感觉过于良好

所以,千万不要吝惜你的表扬。

第二,表扬时要具体

表扬要具体,否则员工不知道你是对哪方面表示肯定,甚至会怀疑你“口是心非”。所以不要使用空洞的表扬,例如“你真棒”,“你太有才了”。

这里介绍给大家一个好用的模型“STAR”

让我们来听下以下的表扬,感受一下。

“今天的管理层会议上,你代表部门介绍市场活动方案时,评审团提了一些具有挑战性的问题(S,T),你不但回答得很精准,并且凸显了我们方案的特色(A),最终获得管理层的一致通过(R),真是太棒了!”

第三,表扬应该公开

字面意思,不再赘述。

员工可提升的情形
第一,保持空杯心态

人会从自己看到和听到的信息中,推论出自己的想法,直觉,假设和感受。但是推论并不等于是真实。

人的天性会倾向于自我强化自己的认知和判断。

但是他可能刻意忽略本月我们公司新入职了5个人,或是否定专业薪资调研机构报告显示我们公司的薪酬具备竞争力的事实。

如果在绩效辅导中,经理过快形成判断,就会放弃继续寻找更多信息来检验自己的判断,容易对事实形成错误认知。这样一来,后续的各种辅导、反馈都不能发挥正向作用,甚至破坏经理和员工的关系。

认知并接受人的这一天性,有助于我们更好地做到空杯心态。

第二,客观陈述自己的观察

举个例子:

小张是公司新进的员工,作为她的经理,你希望她尽快融入组织。

几周后,你听到周围的同事说:“小张比较孤僻”。然后,你观察了一段时间,她确实和同事的话不多,且不太和同事一起出去共进午餐。(你是否会也开始有一点点认同“小张比较孤僻”这种推论?)

你打算和小张聊一聊。

在寒暄几句,营造了一个轻松的谈话氛围之后,你开始进入正题,请判断以下两种表述,你会怎 么选?

A. “小张,你加入公司两周了,我注意到你是每天一个人用餐的。”。

B. “小张,你加入公司两周了,我注意到你不太合群”。人的天性会倾向于自我强化自己的认知和判断。

B中“你不太合群”的说法,并不是对客观现实的表述,而是你主观的假设、推论。这种给对方贴标签的做法,容易引发对方采取对抗模式,不利于对话。

第三,给予对方机会予以澄清

你可以继续问,“小张,我注意到最近这两周,你是每天一个人用餐的。能说说是什么原因吗?”

经过和小张对话,她告诉你“我一个人在上海,房租就占了收入很大一部分,同事午餐消费水准较高,出去一般人均要60-70元,我觉得对我来说太贵了...”

第四,探寻更好做法

“了解了,我希望能帮助你更快融入,你觉得还可以做哪些来加速这一过程?”

好,今天就先聊到这里,下次我们聊聊提问的技巧。