拉夫·勞倫CEO：員工有時候需要“當頭棒喝”,，才能聽得進去建議
Preston Fore
2025-05-02
? 拉夫·勞倫（Ralph Lauren）首席執(zhí)行官帕特里斯·盧維從不回避直面職場問題,。這位法籍高管坦言，盡管他更傾向于在提供反饋時關(guān)注員工的優(yōu)勢,，但及時指出不足同樣有利于公司和員工事業(yè)的蓬勃發(fā)展,。
如今執(zhí)掌一家《財富》美國500強公司絕非易事,，但適度的剛?cè)岵攀情L久經(jīng)營之道。
對拉夫·勞倫首席執(zhí)行官帕特里斯·盧韋特而言,，這意味著在提供負面反饋時,，必須開門見山直奔主題。
盧韋特在LinkedIn《This is Working》播客中表示：“若員工存在重大問題,，應該直截了當?shù)刂赋鰡栴},。有時人們需要當頭棒喝，因為溫言軟語未必能點醒夢中人,?！?/p>
這位60歲的掌門人表示，對于屢次錯過關(guān)鍵節(jié)點等嚴重問題,，必須態(tài)度嚴厲,，但對于諸如條理性欠佳等非原則性瑕疵，他會先著重肯定員工的優(yōu)勢,，然后再提供改進建議,。
盧韋特表示：“要以創(chuàng)造發(fā)展機遇作為出發(fā)點向員工提供反饋?！北R韋特自2017年起執(zhí)掌該時尚品牌,。他補充道，這是他在寶潔（Procter & Gamble）近三十載職業(yè)生涯中領(lǐng)悟到的管理智慧,。
他說道：“你必須把大部分時間投入到自己擅長的事情上,。比如將80%的時間投入優(yōu)勢領(lǐng)域，20%的時間用于處理機會,。如果將所有時間都花在補足短板上,，可能導致效率低下?！?/p>
提供反饋沒有定式
對于員工而言，正向反饋可能提高工作效率,。近期一項調(diào)查發(fā)現(xiàn),，約75%的職場人士渴望在工作中獲得更多價值認同。特別是對于初入職場適應困難的Z世代而言,，明晰他們的能力缺口,，能幫助他們避免成為最先被裁員的對象。
然而在積極與消極反饋間把握分寸,，仍是多數(shù)管理者面臨的難題,。僅14%的《財富》美國500強公司高管承認，公司能準確識別高效與低效員工,。為此,，部分公司領(lǐng)導者選擇以獨特方式,，向員工傳達工作評價。
全球最大加密貨幣交易所幣安（Binance）前首席執(zhí)行官趙長鵬奉行“靈光乍現(xiàn)即刻反饋”的原則,。
2022年,，趙長鵬在一篇博客中寫道：“我更喜歡當眾提供反饋，這樣做既能讓旁人借鑒,，也能免去重復勞動,。不少人坦言在最初幾次以這種方式收到反饋時倍感震驚，但最終都習以為常,?！?/p>
波音（Boeing）首席執(zhí)行官凱利·奧特伯格則以直率著稱，據(jù)傳他曾要求員工停止抱怨,、專注超越空客（Airbus）,。
《華爾街日報》獲得的會議錄音顯示，奧特伯格告誡同事：“別在茶水間議論是非,，聚焦當下的任務,。”
在芯片巨頭超威半導體（Advanced Micro Devices,，AMD）,，員工甚至可能在午夜后收到首席執(zhí)行官蘇姿豐的反饋郵件。
蘇姿豐在接受《時代》雜志專訪時表示：“我不信領(lǐng)導者是天生的,。領(lǐng)導力源于后天錘煉,。” （財富中文網(wǎng)）
譯者：劉進龍
審校：汪皓
? 拉夫·勞倫（Ralph Lauren）首席執(zhí)行官帕特里斯·盧維從不回避直面職場問題,。這位法籍高管坦言,，盡管他更傾向于在提供反饋時關(guān)注員工的優(yōu)勢，但及時指出不足同樣有利于公司和員工事業(yè)的蓬勃發(fā)展,。
如今執(zhí)掌一家《財富》美國500強公司絕非易事,，但適度的剛?cè)岵攀情L久經(jīng)營之道。
對拉夫·勞倫首席執(zhí)行官帕特里斯·盧韋特而言,，這意味著在提供負面反饋時,，必須開門見山直奔主題。
盧韋特在LinkedIn《This is Working》播客中表示：“若員工存在重大問題,，應該直截了當?shù)刂赋鰡栴},。有時人們需要當頭棒喝，因為溫言軟語未必能點醒夢中人,?！?/p>
這位60歲的掌門人表示，對于屢次錯過關(guān)鍵節(jié)點等嚴重問題,，必須態(tài)度嚴厲,，但對于諸如條理性欠佳等非原則性瑕疵,，他會先著重肯定員工的優(yōu)勢，然后再提供改進建議,。
盧韋特表示：“要以創(chuàng)造發(fā)展機遇作為出發(fā)點向員工提供反饋,。”盧韋特自2017年起執(zhí)掌該時尚品牌,。他補充道,，這是他在寶潔（Procter & Gamble）近三十載職業(yè)生涯中領(lǐng)悟到的管理智慧。
他說道：“你必須把大部分時間投入到自己擅長的事情上,。比如將80%的時間投入優(yōu)勢領(lǐng)域,，20%的時間用于處理機會。如果將所有時間都花在補足短板上,，可能導致效率低下,。”
提供反饋沒有定式
對于員工而言,，正向反饋可能提高工作效率,。近期一項調(diào)查發(fā)現(xiàn)，約75%的職場人士渴望在工作中獲得更多價值認同,。特別是對于初入職場適應困難的Z世代而言,，明晰他們的能力缺口，能幫助他們避免成為最先被裁員的對象,。
然而在積極與消極反饋間把握分寸,，仍是多數(shù)管理者面臨的難題。僅14%的《財富》美國500強公司高管承認,，公司能準確識別高效與低效員工,。為此，部分公司領(lǐng)導者選擇以獨特方式,，向員工傳達工作評價,。
全球最大加密貨幣交易所幣安（Binance）前首席執(zhí)行官趙長鵬奉行“靈光乍現(xiàn)即刻反饋”的原則。
2022年,，趙長鵬在一篇博客中寫道：“我更喜歡當眾提供反饋,，這樣做既能讓旁人借鑒，也能免去重復勞動,。不少人坦言在最初幾次以這種方式收到反饋時倍感震驚，但最終都習以為常,?！?/p>
波音（Boeing）首席執(zhí)行官凱利·奧特伯格則以直率著稱，據(jù)傳他曾要求員工停止抱怨,、專注超越空客（Airbus）,。
《華爾街日報》獲得的會議錄音顯示,，奧特伯格告誡同事：“別在茶水間議論是非，聚焦當下的任務,?！?/p>
在芯片巨頭超威半導體（Advanced Micro Devices，AMD）,，員工甚至可能在午夜后收到首席執(zhí)行官蘇姿豐的反饋郵件,。
蘇姿豐在接受《時代》雜志專訪時表示：“我不信領(lǐng)導者是天生的。領(lǐng)導力源于后天錘煉,?！?（財富中文網(wǎng)）
譯者：劉進龍
審校：汪皓
? Ralph Lauren CEO Patrice Louvet isn’t afraid to tackle workplace issues head-on. Although he prefers to focus on employees’ strengths when giving feedback, the French-born exec says addressing weaknesses sooner rather than later can help businesses—and careers—thrive.
Being the chief executive of a Fortune 500 company isn’t easy these days, but sometimes a little tough love can go a long way.
For Patrice Louvet, the CEO of Ralph Lauren, that means when it’s time to give negative feedback, you just have to cut to the chase.
“If there’s a big issue, then you’ve got to start with the issue, and go straight on,” Louvet told LinkedIn’s This is Working podcast. “And sometimes people need to be hit by a 2×4 across the forehead, because it doesn’t always register right.”
While major problems like regularly missing crucial deadlines may require a stern hand, the 60-year-old said that he handles smaller issues that aren’t overly disruptive, like being unorganized, by focusing on the worker’s strengths before laying it on thick.
“Provide the feedback through the lens that these are opportunities for development,” Louvet, who’s led the fashion brand since 2017, added—and it’s a lesson he said he learned during his nearly 30-year tenure at Procter & Gamble.
“You have to spend the majority of your time on your strengths,” Louvet said. “So 80% of your time on your strengths, 20% on your opportunities. If you spend all your time on your opportunities, you’re not going to be that effective.”
The best way to provide employee feedback isn’t cut and dry
For workers, reinforcement can be a productivity make-or-break. A recent study found that some 75% of workers wish they felt more valued at work. For Gen Z, in particular, who have had a tough time adjusting to the workplace, understanding their skill gaps can help them avoid being on the early chopping block.
However, striking the appropriate balance between positivity and negativity is a challenge for many leaders, with only 14% of Fortune 500 executives admitting their companies know who the high and low performers are. Some leaders have, in turn, opted for unique approaches to letting their subordinates know their views on their work.
For billionaire Changpeng Zhao, former CEO of the world’s largest crypto exchange, Binance, that’s “whenever and wherever the thought comes up.”
“I in fact prefer to give feedback in large groups, so that other people can learn too and I don’t have to repeat myself many times,” Zhao wrote in a blog post in 2022. “Many people told me they were shocked the first few times when receiving feedback like that, but got used to it eventually.”
Boeing’s CEO, Kelly Ortberg, also took a blunt approach, reportedly telling employees to stop complaining and focus on beating Airbus.
“Don’t sit at the water cooler and bitch about people,” Ortberg told his colleagues, according to a meeting recording obtained by The Wall Street Journal. “Let’s focus on the task at hand.”
At chipmaker Advanced Micro Devices (AMD), workers may even receive feedback from CEO Lisa Su after midnight.
“I don’t believe leaders are born, Su told Time. “I believe leaders are trained.”
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