员工希望经理们知道的8个秘密

8 secrets employees want their managers to know now

http://www.hrmorning.com/8-secrets-employees-want-their-managers-to-know-now/

Employees are afraid to speak their minds. As a result, their managers never really know what's eating at them. Want to know what employees are dying to get off of their chests?

Consultant John R. Stoker, president of the communication and business development firm DialogueWORKS, Inc., said a lot of employees at client companies have confided in him to air their frustrations.

In a guest column on SmartBlog on Leadership, Stoker shared eight of the things he's been told by employees that they want from their managers:

1. Clarity

Employees say the instructions they get from their managers can be somewhat ambiguous, and many times managers don't double-check to make sure their instructions were understood.

Some managers tend to think they're better communicators than they really are. That's why it pays for managers to ask questions to verify employees' understanding of an assignment.

2. Realistic job expectations

Some employees say their managers don't fully grasp what and how much they do everyday. As a result, those managers may hold employees to deadlines that simply can't be met.

The solution: Checking in with employees to make sure realistic goals are set for projects.

3. Realistic promises to customers

Stoker says it's not uncommon for one of his firm's customers to agree to build a product for a customer, only to have that customer slowly add "bells and whistles" to the initial agreement.

When managers agree to these add-ons without checking with their employees first, it can result in promises being made to customers that can't be kept.

This not only hurts business, but also employee morale.

4. Give and take

When managers reshuffle priorities, this often means lumping new assignments onto employees.

When that happens, managers need to be sure they either take something off of the plates of those employees or tell them what they can put on the back burner.

In other words: If managers are going to giveth, they also need to taketh away.

5. Communication with other managers

A lot of employees work for multiple managers. The problem is, when these managers don't talk to one another they tend to have no idea what their counterparts have already asked an employee to do.

This can leave an employee struggling to determine what assignments should be their top priorities.

6. Time to get it right

Some employees complain that their managers set deadlines that don't allow them enough time to properly finish an assignment. They say managers do this assuming bugs will need to be worked out anyway, and a tighter initial deadline leaves more time to work out bugs on the back end.

Meanwhile, what employees really want is enough time to get it all right the first time.

7. Input

Employees don't want managers making promises the workforce can't keep. Employees want to be consulted before managers make promises on their behalf.

Stoker used the example of a project going over budget. If a manager agrees to a budget without consulting his staff and the project goes over budget, it's the staff who end up taking the blame.

8. No more assumptions

Employees don't like it when they're not asked for their opinion because the manager "knew what they were going to say."

Managers shouldn't assume they have all of the answers.

 

翻译：员工希望经理们知道的8个秘密

员工都不敢说出自己的想法。这样一来，他们的经理永远不知道他们想要的是什么。想知道员工心里都渴望什么吗？

通信和商业发展公司DialogueWORKS公司的总裁顾问约翰·斯托克表示，很多员工在客户公司已经表现了他们的挫折。

在SmartBlog上关于领导力的内容上，斯托克分享了八件管理者希望员工告知的事情：

1.清晰

员工说，他们有时从管理者那里得到指令有些模糊，很多时候管理人员并不仔细确认员工对指令是否了解的。

有些经理往往认为他们是很好的进行了沟通，然而员工并不了解。这就是为什么需要管理人员通过提问的方式来检验员工是否理解的原因。

2.现实工作期望

有些员工说，他们的经理并不完全了解他们做了什么，有多少日常工作。这样一来，管理者根本无法让员工在最后的期限内完成工作。

解决办法：与员工设置切合实际的项目目标。

3，实现给客户的承诺

斯托克说，他公司的一份客户同意建立项目，并让客户慢慢加入杂乱的初步设计，这并不是什么稀罕事。

当管理者同意这些没有事先和员工先沟通好的的附加条件，会导致无法实现客户的承诺。这不仅伤害了企业，也伤害了员工士气。

4.给予与带走

当经理换掉的时候，往往意味着员工新任务的结束。

当发生这种情况时，管理者需要确保他们要么取消这些工作任务或告诉他们可以就这么放着。

换句话说：如果管理者要换，他们也要失去一些东西。

5.与其他经理的沟通

很多员工有多项工作。问题是，如果这些经理不相互沟通，他们往往就不知道他们的同事已经要求员工做了的工作。

需要让员工确定哪些任务应该是他们的首要任务。

6.得到时间的权利

有些员工抱怨说，他们的经理设定的最后期限，不允许他们足够的时间来完成一项任务。他们说经理人错误的设定将导致需要留出更多的时间来解决后端的错误。

员工真正想要的是足够的时间来做好一切工作。

7.输入

员工不希望经理们承诺员工不能做到的事情。员工希望在管理者给予他们承诺之前得到一个结果。借用一个项目超出预算的例子，如果经理同意的预算在没有咨询他的工作人员和项目进展的情况下使用超额，最终承担过失责任的工作人员是谁。

8.没有更多的假设

员工不喜欢没有过问他们的意见，原因是因为经理人知道他们会说什么。

管理者不应该假设他们知道所有的答案。