????啊,，一月！一整年的美好時(shí)光就在眼前,，就算是在當(dāng)前充滿風(fēng)險(xiǎn)的經(jīng)濟(jì)形勢(shì)下,，到處也還是洋溢著樂(lè)觀情緒?！耙辉聞倓傞_始,，一切目標(biāo)看起來(lái)都可以搞定，”《1%解決方案：讓接下來(lái)的一個(gè)月無(wú)與倫比》（The 1% Solution: How to Make Your Next 30 Days the Best Ever）的作者湯姆?康奈蘭如是說(shuō),。

????很好,，可現(xiàn)實(shí)也無(wú)法回避?？的翁m曾為聯(lián)邦快遞（FedEx）,、戴爾（Dell）、索尼（Sony）、家得寶（Home Depot）和塔吉特（Target）等大公司提供咨詢服務(wù),，他發(fā)現(xiàn),，下列三大錯(cuò)誤是經(jīng)常妨礙進(jìn)展的罪魁禍?zhǔn)祝?/p>

1. 單純依賴“自我激勵(lì)”來(lái)啟動(dòng)計(jì)劃

????“盡管自我激勵(lì)確實(shí)能帶來(lái)成就，但人們?nèi)菀淄浀氖?，這句話反過(guò)來(lái)說(shuō)也能成立,，”康奈蘭指出?！俺繕?biāo)邁進(jìn)哪怕是一小步的成就,，都會(huì)激勵(lì)人們繼續(xù)前行?！?/p>

????他指出,，最近的一些研究表明，最能激勵(lì)員工的正是看得見摸得著的進(jìn)展,。他建議：“為了創(chuàng)造一種不斷前進(jìn)的感覺,，可以要求手下的人都作出承諾，在今后的60或90天內(nèi),，改善其工作表現(xiàn)的某一個(gè)小方面——無(wú)論是每周多打兩個(gè)銷售電話,，還是將生產(chǎn)流程加速5%?！笨的翁m還指出,，通過(guò)一步一步前進(jìn)的方式朝著巨大變革邁進(jìn)，可以“形成足夠強(qiáng)勁的勢(shì)頭”,，克服機(jī)構(gòu)惰性,。

2. 好高騖遠(yuǎn)、急于求成

????康奈蘭稱,，很多企業(yè)往往“只考慮宏大的目標(biāo),，而忽視達(dá)成目標(biāo)所需經(jīng)歷的一個(gè)個(gè)臺(tái)階”，從而導(dǎo)致實(shí)現(xiàn)變革的努力誤入歧途,，可是,，“積跬步方能至千里”。

????舉例來(lái)說(shuō),，倘若某個(gè)銷售員每打一次推銷電話,，都將自己敲定買賣的技能改善哪怕1%. 康奈蘭指出：“如果某人每天打三個(gè)推銷電話，每次都實(shí)現(xiàn)1%的進(jìn)步,，那只需6個(gè)周,，這個(gè)人的成功率就能翻一番?！?/p>

????另一種可能的情形是,，上次工作表現(xiàn)評(píng)估要求你更好地傾聽,，因?yàn)樗鼘?duì)所在的團(tuán)隊(duì)很有好處?！斑@種目標(biāo)的問(wèn)題在于,，它太朦朧了，就算實(shí)現(xiàn)了都不一定知道,?！笨的翁m稱。

????他的解決方案如下：市面上有大量書籍,、磁帶和網(wǎng)絡(luò)教程,，教人們更好地傾聽，先從中選定一種來(lái)學(xué)習(xí),，然后“編制一份包含兩件,、三件或五件具體事務(wù)的清單，不能一次列出10件或20件之多,，嘗試用不同方式來(lái)完成這些事情,。”然后就專注于這些具體的小目標(biāo)吧,。

????Oh January, the month when the whole year lies ahead and -- even in this dicey economy -- optimism is at a peak. "Everything you want to accomplish seems doable at the beginning of January," says Tom Connellan, author of The 1% Solution: How to Make Your Next 30 Days the Best Ever.

????Great, but then reality sets in. In his consulting practice with clients like FedEx, Dell, Sony, Home Depot, and Target, Connellan has often seen progress stalled by these three mistakes:

1. Relying on "motivation" to get started

????"It's easy to forget that, while motivation leads to accomplishment, the reverse is equally true," says Connellan. "Achieving even a small step toward a goal motivates people to keep going."

????He points to recent research showing that what motivates employees most is tangible progress. "To create that sense of forward motion, ask everyone under you to make a commitment to improve one small aspect of their job performance -- whether it's making two extra sales calls a week or speeding up a production process by 5% -- within the next 60 to 90 days," he suggests. Approaching big changes in bite-size increments "creates enough momentum," he says, to overcome organizational inertia.

2. Thinking only in big, bold terms

????Connellan says that companies' efforts to create change go astray when "they think only about the Big Goal, not about the stages they will need to pass through along the way. But small incremental changes add up."

????Suppose, for instance, that a salesperson improves his or her closing skills by just 1% on each sales call. "Someone who makes three calls a day, and gets 1% better at each one, will double his or her closing rate in six weeks," Connellan says.

????Or let's say that, in your last performance evaluation, you heard that it would help your team if you could listen better. "The trouble with a goal like that is that it is so nebulous, you won't know when you get there," Connellan says.

????His solution: Start with one of the many books, tapes, or online courses available on how to be a better listener, and "make a list of two, three, or five specific things -- not 10 or 20 -- that you're going to do differently." Then concentrate on those small efforts.