發(fā)展提升自己的團(tuán)隊(duì)對(duì)任何領(lǐng)導(dǎo)來(lái)說(shuō)都是要給難題，本期我們節(jié)選了哈佛商業(yè)評(píng)論的一篇文章，談?wù)摿怂膫€(gè)重要的技巧去發(fā)展自己的團(tuán)隊(duì)。我們一起來(lái)看一下：

1.Clarify evaluation criteria and focus on performance, not potential. Don’t arrive at a rating without thinking about what predetermined benchmarks you’ve used to get there. Any evaluation should include enough data for a third party to understand the justification for the rating. Be specific. Instead of “She writes well,” say “She can write an effective summary judgment motion under a tight deadline.”

詞匯：

predetermined: 預(yù)先決定的

judgment motion：判決動(dòng)議

2.Separate performance from potential and personality from skill sets.? In-groups tend to be judged on their potential and given the benefit of the doubt, whereas out-groups have to show they’ve nailed it. If your company values potential, it should be assessed separately, with factors clearly outlined for evaluators and employees. Then track whether there’s a pattern as to who has “potential.” If so, try relying on performance alone for everyone or get even more concrete with what you’re measuring. Personality comments are no different; be wary of double standards that affect women and people of color when it comes to showing emotion or being congenial. Policing women into femininity doesn’t help anyone, and—as courts have pointed out—it’s direct evidence of sex discrimination. If that’s not motivation enough, evaluators can miss critical skills by focusing on personality. It’s more valuable, and accurate, to say someone is a strong collaborator who can manage projects across multiple departments than to say “She’s friendly and gets along with everyone.”

詞匯：

nail it: 這是一個(gè)俚語(yǔ)碾篡，意思是搞定了

wary of:警惕

congenial: 有好的，易相處的

3 Level the playing field with respect to self-promotion. The modesty mandate mentioned above prevents many people in out-groups from writing effective self-evaluations or defending themselves at review time. Counter that by giving everyone you manage the tools to evaluate their own performance. Be clear that it’s acceptable, and even expected, to advocate for oneself. A simple two-pager can help overcome the modesty mandate and cue majority men (who tend toward overconfidence) to provide concrete evidence for their claims.

詞匯：

Level the playing field ：常有語(yǔ)筏餐，創(chuàng)造公平競(jìng)爭(zhēng)環(huán)境

counter: 反擊

cue: 暗示开泽、提示

4.Explain how training, promotion, and pay decisions will be made, and follow those rules.? As the chair of her firm’s women’s initiative, one lawyer we know developed a strategy to ensure that all candidates for promotion were considered fairly. She started with a clear outline of what was needed to advance and then assigned every eligible employee (already anonymized) to one of three groups: green (meets the objective metrics), yellow (is close), and red (doesn’t). Then she presented the color-coded list to the rest of the evaluation team. By anonymizing the data and pregrouping the candidates by competencies, she ensured that no one was forgotten or recommended owing to in-group favoritism.

All the evaluators were forced to stick to the predetermined benchmarks, and as a result, they tapped the best candidates. (Those in the yellow category were given advice about how to move up to green.) When it comes to promotions, there may be limits to what you can do as an individual manager, but you should push for transparency on the criteria used. When they are explicit, it’s harder to bend the rules for in-group members.

詞匯：

stick to: 堅(jiān)持

push for transparency: 爭(zhēng)取透明化， push for 是一個(gè)非常有用的詞組魁瞪，意為為XX努力爭(zhēng)取

bend the rules: 放松規(guī)定

總結(jié)一下穆律，為了讓你的團(tuán)隊(duì)得到發(fā)展，你要做到四點(diǎn)导俘，第一峦耘，明確你的評(píng)價(jià)標(biāo)準(zhǔn)，而且要把評(píng)價(jià)中心放在現(xiàn)實(shí)表現(xiàn)上旅薄，而不是潛力上辅髓；第二，將潛力與表現(xiàn)少梁，性格與技能的評(píng)價(jià)分開(kāi)洛口；第三，為晉升創(chuàng)造公平的環(huán)境凯沪；第四第焰，解釋晉升、工資等決定是如何做出的妨马，并且堅(jiān)持這些規(guī)則.