怎样鼓励员工说真话
调查发现，因为担心成为同事眼中的刺头，超过1/3的人在发现公司出了问题的时候会选择沉默。要让员工敢于指出公司存在的问题，公司高层需要亲自带头。
波莱特•埃伯哈特从不羞羞答答。为了扭转经 Paulett Eberhart is no shrinking violet.
Brought in to turn the ship around at 营局面，总部位于费城的工程技术公司CDI聘请她为首席执行官。埃伯哈特上任后要求自己的团队“直言不讳，但要有礼貌”，哪怕他们需要拍桌子来引起她的注意。
Philadelphia-based
engineering
and
technology firm CDI, the executive told her team to be \"brutally honest, but in a respectful way,\" even if they had to pound 埃伯哈特最近接受《纽约时报》（the New their fists on the table to get her attention.York Times）采访时指出，许多公司的一个大问题就是人们用于沟通的时间不足，特别是在他们发现情况不对的时候。
当老板要求开诚布公地进行沟通时，同意如实反映情况是一回事，而有足够的勇气来畅所欲言则完全是另外一回事。咨询公司DecisionWise对超过10万名职场人士进行的研究显示，由于担心成为别人眼中的异见分
A big problem at many businees, Eberhart recently told the New York Times, is that people don\'t spend enough time communicating, especially if they see something going wrong.
It\'s one thing to agree to offer honest feedback when the bo demands open communication.It\'s quite another to be 子，或者出现更糟的情况，约三分之一（34%）courageous enough to speak up.Fear of being pegged as a dienter or worse stifles 的美国员工都选择了沉默。
about a third of U.S.workers (34%), 建立顺畅沟通的氛围要从最高层着手，首席执行官或创始人要为企业的其他负责人定好基调。因言获罪的事例只要出现一次就会让管理层信誉扫地。
经营策略咨询机构Henman Performance Group总裁琳达•亨曼认为，鼓励一种行为的最好办法就是给予奖励，同时树立相应的典型。她解释说：“如果管理者想要公开和透明，他们首先要做的就应该是让自己在沟通方面做到公开和透明。”接下来他们应当建立固定的渠道来直接听取员工的意见。 我们可以借鉴通用汽车（General Motors）首席执行官丹•阿克森的做法。阿克森会定时到员工们上班的地方去走走，目的
according to a study of over 100,000 workers by consulting firm DecisionWise. Cultivating
a
climate
of
open
communication starts at the top, with the CEO or founder setting the tone for the rest of the leaders of an organization.Even a single incident of punishment for speaking up
the
\"wrong
way\"
can
destroy
management\'s credibility.
Linda Henman, president of Henman Performance Group, says the best way to encourage any behavior is to reward and model it.\"If executives want openne and transparency, they should start by being open and transparent in their own 是看看他们情绪如何。亨曼指出，四处走走，communication.\" Then, they should create 同时征询反馈意见是个好的开端。她的建议routine ways to hear directly from 是：“如果你听说了什么消息，马上感谢这
employees, she explains.个人的开诚布公。”
就连重新考虑办公室布局都有可能是一项明智之举，原因是人们很容易把墙壁视为障碍。尽管现在远程办公群体前所未有地壮大，但管理者还是可以通过手中的技术来协助人们在工作场所中进行坦诚而频繁的交流。
无论员工是在地球的另一边，还是在隔壁的办公室，管理者都得让自己的脸皮厚一些，原因是打开言路后反馈意见可能蜂拥而至，而且好坏都有。服装及鞋类购物网站Zappos首席执行官谢家华不仅欢迎员工提意见，还鼓励顾客告诉他Zappos的表现如何——就算他们对某种产品或服务感到不满。其中的诀窍在于听到不顺耳的评论时要能控制住自己的本能反应。
大肆为自己辩护会让别人欲言又止。管理咨询公司Triangle Performance首席执行官凯文•波舍尔曼指出：“最愚蠢的做法就是打击为你提供信息的人。坏消息还会出现，只是你已经成了最后知道消息的人。”
Take a page from General Motors (GM) CEO Dan Akerson\'s playbook.Akerson regularly hoofs it through the halls to check the temperature of his staff.Henman suggests walking around and inviting feedback is a good place to start.\"When you hear something, thank the person for his or her candor,\" she advises.
It might even make sense to rethink the office floor plan, as physical walls can easily turn into perceived barricades.Even though employees are working remotely in record numbers, executives have technology on their side to aid the practice of open and frequent communication in the workplace. Whether they\'re halfway acro the globe or in the office next door, leaders need to grow a thick skin, because opening the floor for commentary could lead to a flood of feedback, both positive and negative.Zappos CEO Tony Hsieh not only welcomes commentary from his staff, but also encourages customers to let him know how the company\'s doing -- even if they are unhappy with a product or service.The trick is to manage your knee-jerk reactions when you receive unflattering reviews.
Lashing out defensively will shut people down.\"Shooting the meenger is the pinnacle of foolish,\" notes D.Kevin Berchelmann,
CEO
of
management
consultancy Triangle Performance.\"The bad news continues, but you just joined the ranks of \'last to know.\'\" 要对带来坏消息的人敞开胸怀，同时鼓励人
Embrace the bearers of bad news and
encourage honesty.Leaders can help 们坦诚相待。管理者可以在这方面为员工提供帮助，比如指导他们如何恰当地表达意见，employees with this by coaching them on 就他们发现的问题和产生的想法进行清晰、简练、有理有据的探讨。波舍尔曼的观点是：“要让他们知道你希望获得所有相关信息”，而不仅仅是那些按部就班进行的事务处于什
how to properly present and argue their findings and ideas: clearly, concisely, with evidence, and sound reasoning.\"They need to know that you want all relevant information,\" Berchelmann adds, not only 么样的状态。
如果员工羞于启齿，或者不愿说出他们的想法和观点，管理者就有可能需要故意和他们唱唱反调，但这样做纯粹是为了给已经提出的解决方案挑挑毛病。这个人所处的位置必须让他能更深入地了解问题，必须能够看到既定想法存在的缺陷，他还必须觉得自己有权提出不同意见。这样的角色不应总是固定在一个人身上，同时，无论如何也要鼓励公司同仁以批判的眼光来看待问题，还要敢于表达出来，无论他们是不是那个指定的“异见分子”。
另一个要点是，管理者和员工进行沟通时要注意自己定下的基调。提出不同意见的人很容易受到打击，有时候甚至完全察觉不一书的作者亨利•克劳德建议：“要让别人知
the status of things that have gone exactly as planned.
If employees are shy or reluctant to offer their ideas and views, managers may want to designate a devil\'s advocate whose sole job is to poke holes in proposed solutions.This person must be in a position to understand the subject matter at a deeper level, able to see the drawbacks of a given idea and feel empowered to offer dient.It shouldn\'t always be the same person, and colleagues
should
nonethele
be
encouraged to think critically and speak up, whether they are the \"designated dienter\" or not.
It\'s also important for leaders to be communications to staff.You could easily be it.\"People need to know that you are going 到。《边界领导人》（Boundaries for Leaders）mindful of the tone they are setting in their 道你一定会支持他们，就算他们表现不好。” discouraging dient without even knowing 但实际上，到了最后你将不得不希望听听别人的想法。“透明和沟通需要具备开明的态度和倾听他人想法、思路和观点的意愿，” 明尼阿波利斯创意公司Mono联合创始人吉姆•斯科特说。而鼓励人们各抒己见最终会帮助一家企业不断成长、完善。 告诉员工们，你希望他们如实提供反馈意见，这是向着正确的方向迈出的一步。如果能让他们看到，你言出必行那就更好了。（财富中文网）
作者是沟通技巧咨询培训机构 In the end, though, you actually have to want to hear what other people think.\"Transparency and communication requires openne and a willingne to listen to peoples\' ideas, thoughts and opinions,\" says Jim Scott, co-founder of Minneapolis-based creative agency Mono.Encouraging a diversity of opinions will ultimately help a busine grow and improve, Scott says. Telling employees you want their honest feedback is a step in the right direction.Showing them that you mean it is even better.
to be for them, even when they don\'t do well,\"
advises
Henry
Cloud,
author
ofBoundaries for Leaders.GuruMaker -- School of Profeional Speaking创始人。他的著作有《自信的演讲人》和《管理者风度》等。
译者：Charlie
Harrison Monarth is the founder of GuruMaker -- School of Profeional Speaking.He\'s also the author of The Confident Speaker and Executive Presence.
