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LeeAnnRenningerWWW_2019V-_提供优质回馈的秘诀_-
If you look at a carpenter , they have a toolbox; a dentist, they have their drills. 若你看到一位木匠, 他会随身带着工具箱; 牙医则会是带着牙钻。
carpenter:n.木匠,木工;vi.当木匠,制作;
In our era and the type of work most of us are doing, the tool we most need is actually centered around being able to give and receive feedback well. 在这个时代以及多数人的工作当中, 其实我们最需要的工具, 在于如何给予和接受回馈意见。
era:n.新时期;纪元;年代;新时代; feedback:n.反馈;反馈意见;回授;[电子]反馈;
[The Way We Work] [我们的行事方法]
Humans have been talking about feedback for centuries. 人类已花了好几世纪 探讨有关回馈这个话题。
In fact, Confucius , way back in 500 BC, talked about how important it is to be able to say difficult messages well. 事实上,孔子早在西元前五百年 就已经阐述过有效表达 棘手讯息的重要性了。
Confucius:n.孔子(中国哲学家,教育家);
But to be honest, we're still pretty bad at it. 但老实说, 这方面我们还是做得很差。
In fact, a recent Gallup survey found that only 26 percent of employees strongly agree that the feedback they get actually improves their work. 事实上,根据最近的 一个盖洛普调查显示 仅有 26% 的员工非常赞同 他们所得到的回馈 对于改善工作表现有助益。
Gallup:vi.进行民意测验;vt.对…进行民意测验; survey:n.调查;测量;审视;纵览;vt.调查;勘测;俯瞰;vi.测量土地; improves:v.改进;改善;(improve的第三人称单数)
Those numbers are pretty dismal . 这些数据令人沮丧。
dismal:adj.凄凉的,忧郁的;阴沉的,沉闷的;n.低落的情绪;
So what's going on? 所以问题出在哪呢？
The way that most people give their feedback actually isn't brain-friendly. 大多数人给人回馈意见的方式, 其实不利于大脑的接受。
People fall into one of two camps. 人可归为两类。
Either they're of the camp that is very indirect and soft and the brain doesn't even recognize that feedback is being given or it's just simply confused , 一类是他们非常迂回及温和, 以至于大脑根本无法察觉已收到回馈 或者只是感觉困惑;
indirect:adj.间接的;迂回的;非直截了当的; recognize:v.认识;认出;辨别出;承认;意识到; confused:adj.困惑的; v.使糊涂; (confuse的过去分词和过去式)
or they fall into the other camp of being too direct, and with that, it tips the other person into the land of being defensive . 另一种人则是太过直接, 这会让接收回馈的人进入防御状态。
tips:n.尖端; v.(使)倾斜,翻覆; (tip的第三人称单数和复数) defensive:n.辩护;守势;adj.防御的;保护的;保卫的;戒备的;
There's this part of the brain called the amygdala , and it's scanning at all times to figure out whether the message has a social threat attached to it. 大脑有一个部分为杏仁核, 它无时无刻都在扫描判断 所接收到的讯息是否具社交威胁。
amygdala:n.[解剖]杏仁核;扁桃腺;苦巴旦杏; attached:adj.依恋;v.重视;把…固定;(attach的过去分词和过去式)
With that, we'll move forward to defensiveness , we'll move backwards in retreat , and what happens is the feedback giver then starts to disregulate as well. 如果有,我们会筑起防御之心, 我们会往后退缩, 这时给予回馈的人也会开始不知所措。
defensiveness:n.防御;防御性; retreat:v.撤退;退却;后退;退缩;n.撤退;退却;退缩;退避; giver:n.给予者,赠予人;送礼者;
They add more ums and ahs and justifications , and the whole thing gets wonky really fast. 他们说话更吞吞吐吐且用更多的藉口, 使得情况急转直下。
justifications:n.理由;辩护;认为有理,认为正当;释罪; wonky:adj.靠不住的;摇晃的,动摇的;
It doesn't have to be this way. 其实大可不必如此 。
I and my team have spent many years going into different companies and asking who here is a great feedback giver. 我和我的团队花了许多年到不同公司 询问他们当中谁是出色的回馈者。
Anybody who's named again and again , we actually bring into our labs to see what they're doing differently. 那些一直获得推荐的人, 我们会带回实验室 看看他们的做法究竟有何不同。
again and again:adv.再三地,反复地; labs:n.实验室;实验大楼;(lab的复数)
And what we find is that there's a four-part formula that you can use to say any difficult message well. 我们找出了四种方法, 可运用在传达任何棘手的讯息上。
four-part:adj.四声部的;合唱的; formula:n.公式; adj.(赛车)方程式的(指赛车要符合规定的体积,重量及汽缸容量等);
OK, are you ready for it? Here we go. 你准备好了吗? 开始啰。
The first part of the formula is what we call the micro-yes. 第一个方法就是 我们所称的「微同意」。
Great feedback givers begin their feedback by asking a question that is short but important. 擅长给予回馈的人会以询问一个简短 但重要的问题来破题。
givers:n.给予者,赠予人;送礼者;
It lets the brain know that feedback is actually coming. 这让大脑知道自己 即将要接收到回馈的讯息。
It would be something, for example, like, "Do you have five minutes to talk about how that last conversation went" 举例来说,问题有可能是: 「你有五分钟的时间 可以聊聊上次会谈的事吗？」
or "I have some ideas for how we can improve things. 或「让事情更趋完善,我有一些想法
Can I share them with you?" 我能跟你分享吗？」
This micro-yes question does two things for you. 这个微同意的提问 会幫你完成两件事。
First of all , it's going to be a pacing tool. 第一,它会是个调整节奏的工具。
First of all:adv.首先;
It lets the other person know that feedback is about to be given. 它会让另一个人知道 自己即将接收到回馈。
is about to:眼看就要;即将;正要;行将;
And the second thing it does is it creates a moment of buy-in . 第二,它创造了接受的时机。
buy-in:n.(证券或商品交易中的)空头购入; vt.(证券或商品市场上在交割日期前以空头)买进; vi.(证券或商品市场上在交割日期前以空头)买进;
I can say yes or no to that yes or no question. 我可以接受或拒绝对方的提问。
And with that, I get a feeling of autonomy . 因此,我觉得有了自主权。
autonomy:n.自治,自治权;
The second part of the feedback formula is going to be giving your data point. 第二个提供回馈的方法 是给你数据点。
Here, you should name specifically what you saw or heard, and cut out any words that aren't objective . 你要明确地指出你看到或听到的事, 并且排除任何不客观的用字。
specifically:adv.特别地;明确地; objective:n.目标; adj.客观的;
There's a concept we call blur words. 有一种概念,我们称作模糊字眼。
blur:v.涂污;使…模糊不清;使暗淡;玷污;n.污迹;模糊不清的事物;
A blur word is something that can mean different things to different people. 模糊字眼意即 每个人会有不同解释的字词。
Blur words are not specific. 模糊字眼并不明确。
So for example, if I say "You shouldn't be so defensive" 所以,假设我说: 「你不该防卫心这么强」,
or "You could be more proactive ." 或「你该更积极一些」,
proactive:adj.前摄的(前一活动中的因素对后一活动造成影响的);
What we see great feedback givers doing differently is they'll convert their blur words into actual data points. 出色的回馈者作法则不同, 他们会将模糊字眼转换为数据点。
convert:v.转换; n.改变宗教(或信仰、观点)的人;
So for example, instead of saying, "You aren't reliable ," 举个例子,我们不会说: 「你不可靠。」
reliable:adj.可信赖的;可依靠的;真实可信的;可靠的;
we would say, "You said you'd get that email to me by 11, and I still don't have it yet." 而会说:「你答应 在 11 点前会传邮件给我, 但我现在还没收到。」
Specificity is also important when it comes to positive feedback, and the reason for that is that we want to be able to specify exactly what we want the other person to increase or diminish . 讯息明确对于提供 正面回馈也很重要。 理由是我们希望能明确点出 我们希望对方增加或减少什么。
Specificity:n.[免疫]特异性;特征;专一性; positive:adj.积极的;[数]正的,[医][化学]阳性的;确定的;n.正数;[摄]正片; specify:v.具体说明;明确规定;详述;详列; diminish:vt.使减少;使变小;vi.减少,缩小;变小;
And if we stick with blur words, they actually won't have any clue particularly what to do going forward to keep repeating that behavior. 如果我们使用模糊字眼, 他们其实完全不知道 接下来该如何做才能符合需求。
clue:n.提示;迹象;(纵横填字谜、游戏或问题的)提示词语;v.提示;为…提供线索; particularly:adv.特别地,独特地;详细地,具体地;明确地,细致地;
The third part of the feedback formula is the impact statement . 提供回馈的第三部分 就是陈述所造成的影响。
impact:n.影响;效果;碰撞;冲击力;v.挤入,压紧;撞击;对…产生影响; statement:n.声明;陈述,叙述;报表,清单;
Here, you name exactly how that data point impacted you. 你具体陈述那个数据点如何影响你。
impacted:adj.压紧的;结实的;嵌入的;(人口)稠密的;v.装紧;挤满(impact的过去分词);
So, for example, I might say, "Because I didn't get the message , 例如,我可能会说: 「因为我没收到讯息,
get the message:领会,明白;
I was blocked on my work and couldn't move forward" 所以我遇到了瓶颈, 使得工作无法顺利进行。」
or "I really liked how you added those stories, because it helped me grasp the concepts faster." 或者「我真的很欣赏 你补充的那些故事, 让我更快理解其中的概念。」
grasp:n.抓住;理解;控制;v.抓住;领会;
It gives you a sense of purpose and meaning and logic between the points, which is something the brain really craves . 这么做会让你的陈述具有目标、 意义与逻辑性, 这才是大脑真正渴望获得的。
logic:n.逻辑;逻辑学;逻辑性;adj.逻辑的; craves:v.渴望;热望;恳求;请求;(crave的第三人称单数)
The fourth part of the feedback formula is a question. 回馈的第四部份是 提出一个问题。
Great feedback givers wrap their feedback message with a question. 擅长给回馈的人会用 一个问题包装回馈讯息。
wrap:v.缠绕;隐藏;掩护;包起来;缠绕;穿外衣;n.外套;围巾;
They'll ask something like, "Well, how do you see it?" 他们可能会说: 「那你对这件事看法如何？」
Or "This is what I'm thinking we should do, but what are your thoughts on it?" 或者「我认为我们应该这么做, 但你有什么的想法吗？」
What it does is it creates commitment rather than just compliance . 这么说会鼓励对方投入而非服从。
commitment:n.承诺;投入;保证;许诺; compliance:n.顺从,服从;承诺;
It makes the conversation no longer be a monologue , but rather becomes a joint problem-solving situation. 会让对话不再是独白, 而是创造一个共同解决问题的情境。
monologue:n.独白; joint:n.关节; adj.共同的; v.连接,贴合; problem-solving:adj.问题解决的;n.解决问题;找出问题的答案;
But there's one last thing. 但最后还有一点。
Great feedback givers not only can say messages well, but also, they ask for feedback regularly . 出色的回馈者不但知道 如何好好传达讯息, 他们也会经常寻求回馈。
regularly:adv.经常地;有规律地;定期的
In fact, our research on perceived leadership shows that you shouldn't wait for feedback to be given to you -- what we call push feedback -- but rather, you should actively ask for feedback, what we call pulling feedback. 事实上,我们所做的 领导力认知的研究 显示你不该等待别人给你回馈── 就是我们所说的推送回馈── 相反的,你应该主动寻求回馈, 就是我们说的提取回馈。
perceived:v.注意到;意识到;将…视为;认为;(perceive的过去式和过去分词)
Pulling feedback establishes you as a continual learner and puts the power in your hands. 提取回馈会建立起 你喜好持续学习的形象, 让你有主控权。
establishes:v.创立;设立;建立;确立;使立足;(establish的第三人称单数) continual:adj.持续不断的;频繁的;
The most challenging situations are actually the ones that call for the most skillful feedback. 最具挑战性的 是那些需要熟练技巧回馈的情况。
skillful:adj.熟练的;巧妙的;
But it doesn't have to be hard. 但是要学会并不困难。
Now that you know this four-part formula, you can mix and match it to make it work for any difficult conversation. 在认识了这四个方法后, 你可以任意搭配运用 来应付任何棘手的对话。