職場人士也要操練業(yè)務
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????不過,，雖然訓練賽有其用途,，但《完美練習》（Practice Perfect?）的作者們卻認為，常規(guī)演練更加有效,。常規(guī)演練針對某一項技能,，要求以一種夸張的方式不斷重復。這樣一來,，人們就可以專注某項具體的技能,。比如，假如要練習的是如何回答不高興的客戶提出的問題,，而不是主持一整場會議,。每次模擬意外的客戶投訴后，你會得到反饋,，之后再結合反饋重復進行練習,。 ????給這種常規(guī)演練命名，可以培養(yǎng)團隊的友情,，也能迅速讓人們了解應該準備哪些內容,。例如，回答客戶懷有敵意的問題,，可以命名為“嚴苛考驗”練習,。比如，可以在員工會議中間調節(jié)一下,，讓兩位團隊成員進行“嚴苛考驗”練習,。通過這樣的小練習,，可以讓你的人在面對真正不滿的客戶時，不會被嚇倒,。 ????3. 讓練習日?；?/strong> ????任何機構在建立一種練習的文化時，時間似乎是最大的障礙,。在忙碌的日常生活中,，沒有人愿意在排得滿滿的日程中，再加上一條,。然而,，練習能夠帶來超常的收益。一位偉大的音樂家一旦停止練習,，很快就會變得不再偉大,。而一家不注重追求卓越的公司，終究會被一家不甘心停滯不前的公司超越,。凱蒂·耶茲稱：“人們渴望能有練習的機會,。一旦你開始發(fā)動人們去練習，他們就會加倍練習,，因為他們希望不斷進步,。”不必專門拿出一個小時的時間來練習,，而是要盡量把練習結合到現(xiàn)有的活動和對話當中,。率先垂范。主持一場會議或進行一次談判后,，向下屬征求反饋意見。首先要列出哪些地方出了錯,。借此讓下屬們明白,，你期望得到的是關鍵性的反饋。 ????4. 聘用愿意練習的員工,。 ????最后,，創(chuàng)建不斷提高的文化意味著聘用那些愿意自我提高的人。面試過程中,，嘗試給出反饋,，看看面試人員的反應。賴莫夫說：“假設我們面試兩個人,，其中一位是4號（共10人）,。他對學習充滿了渴望，迫切想要得到反饋,，而且在面試過程中會將反饋記錄下來,；而另外一位是8號,，雖然非常優(yōu)秀，但卻自命不凡,。我們最終會錄用4號,，因為我們認為不出18個月，4號就會超過8號,，同時還能帶動許多人,。” ????正如賴莫夫·沃雷和耶茲在《完美練習》中所寫,，他們發(fā)現(xiàn),，表現(xiàn)最佳的員工必然是“那些持續(xù)奮斗、成長和發(fā)展的人,。換句話說,，他們一直在練習?！?/p> ????譯者：劉進龍/汪皓 |
????But while scrimmages have their place, the?Practice Perfect?authors point to evidence that drills are more effective. Drills isolate a skill and call for its repetition in a distorted form so you can focus on a specific skill. Rather than run a whole meeting, you practice answering questions from a clearly unhappy client. After each iteration of a mock unexpected client interjection, you get feedback, and repeat the iteration incorporating the feedback. ????Naming such drills creates both camaraderie within your team, and a shorthand way of letting people know, quickly, what to prepare for. Answering hostile client questions, for instance, might become known as "the gauntlet" drill. Halfway through a staff meeting, to shake things up, you might call on two people to do the gauntlet drill -- a little way to squeeze in practice before people face down a disgruntled client for real. ????3. Make practice a daily thing ????Time is likely the biggest obstacle to implementing a culture of practice in any organization. In the firefight of daily life, no one wants to add one more thing to the to-do list. But practice has outsized returns. A great musician who ceased practicing would soon cease to be great, and an organization that does not focus on getting better will be outperformed by an organization not willing to stand still. "People crave it," says Katie Yezzi of practice. "Once you start doing it people want to do it more. They want to get better at their jobs." ????Rather than carving out an hour for practice, incorporate it, as much as possible, into existing events and conversations. Model it yourself. Ask for feedback on how you ran a meeting or conducted a negotiation, and start by listing something you did wrong, to show people who report to you that critical feedback is expected. ????4. Hire people who want to practice ????Ultimately, creating a culture of improvement means hiring people who want to improve. Try giving feedback during an interview and see how a person responds. "If we interview two people and one is a 4 [out of 10] but is hungry to learn and eager for feedback, and is writing down feedback during the interview session, and the other is good -- an 8 -- but smug, we'll take the 4 on the assumption they'll pass the 8 in 18 months and take a lot of people with them," says Lemov. ????As Lemov, Woolway, and Yezzi write in?Practice Perfect, they've found that the top performers are inevitably "those who continue to strive, grow, and develop -- in other words, they continue to practice." |
