技能360——培养良好习惯（2）

商业技能三十六度。

Business Skills three sixty.

一档探讨商业英语另一面的播客。

The podcast that looks at the other side of business English.

大家好，欢迎回到《技能三十六度》播客。

Hello, and welcome back to the Skills three sixty podcast.

我是你们的主持人蒂姆·西蒙斯。

I'm your host, Tim Simmons.

今天，我们将探讨如何帮助他人在工作中养成良好的习惯。

And today, we're going to look at how you can help others to develop good habits at work.

养成或改掉自己的习惯已经够难了。

Making and breaking your own habits is hard enough.

但作为管理者或领导者，你该如何影响他人的习惯呢？

But as a manager or leader, how can you make or break habits in other people?

我的意思是，你该如何确保员工拥有良好的习惯？

I mean, how can you make sure your employees have good habits?

好吧，这是个令人沮丧的真相。

Well, here's the sad truth.

你无法强迫人们改变，但你可以创造有利于培养好习惯、抑制坏习惯的环境。

You can't make people change, but you can create the conditions that foster good habits and disincentivize bad habits.

从一开始就要注意习惯与简单服从之间的区别。

One thing to be mindful of from the outset is the difference between habits and simple compliance.

我的意思是，你希望人们只有在老板盯着的时候才做事吗？

I mean, do you want people to do something only if and when their boss is watching?

还是希望这种行为能成为一种自动反应？

Or do you want that behavior to be automatic?

一种员工会去做，因为这在你们公司就是常态的事情。

Something that the employee does because that's just how things work in your company.

换句话说，这就是你们文化中的运作方式，而文化包含了人们共同的习惯。

In other words, how things work in your culture, which includes people's shared habits.

因此，这部分内容关乎你想培养什么样的文化。

So part of this is about what kind of culture you want to cultivate.

如果你想培养一种支持创新的文化，那么你希望人们养成健康争论的习惯，以及各种学习习惯，比如在项目结束后花时间反思，并主动寻求他人的反馈。

If you want a culture that supports innovation, then you want people to have healthy disagreement habits and all sorts of learning habits like taking the time to reflect after a project and seeking feedback from others.

你希望这些行为变得普遍、正常化且易于实现。

You want these behaviors to be widespread, normalized, and easy.

要建立你想要的任何文化，你都必须营造支持这种文化的环境和体系。

To build whatever culture it is you want, you have to foster the environment and systems to support that.

你希望人们在完成项目后进行反思吗？

You want people to reflect after finishing a project?

设立项目复盘会议或事后回顾会，让员工锻炼反思的能力。

Establish project debrief meetings or postmortems where people can build those muscles of reflection.

你希望人们能够彼此提出不同意见吗？

You want people to be able to disagree with each other?

那么在会议中主动邀请团队成员表达反对意见。

Then ask your team for dissenting opinions during meetings.

通过关注你所期望习惯形成的条件，你可以减少试图激励人们或说服他们尝试新事物的精力。

By focusing on the conditions for the habits you want, you can focus less on trying to motivate people or convincing them to do something new.

作为领导者，你的职责之一就是以身作则，展现出你希望他人具备的那些习惯和行为。

And as a leader, a part of your role is modeling those habits and behaviors you want to see in others.

如果你说人们不应该在晚上6点后发邮件，但你自己却经常在6点后发邮件，那你还指望什么呢？

If you say that people shouldn't be sending emails after 6PM, but you send emails after 6PM all the time, well, what do you expect?

当然，有时你需要对个人进行辅导。

Of course, there are times when you're going to have to coach on an individual basis.

这可能涉及管理那些有严重不良习惯的人，或支持一位真诚希望改进的员工。

It could be trying to manage a person with truly bad habits or support an earnest employee who wants to improve.

无论如何，重要的是关注行为，而不是性格。

Either way, the important thing is to focus on behaviors not personalities.

例如，想象有个人在会议中总是解释过多、喋喋不休，以避免受到批评。

For example, imagine someone tends to explain too much and go on and on in meetings to avoid criticism.

你可以说他缺乏自信，或者太爱说话，但这种说法太个人化了。

You could say, you lack self confidence or you are too talkative, but that feels too personal.

要求这个人改变这些特质，是相当困难的。

Asking the person to change those things is a tall order.

这基本上是在说要变成另一个人。

It's basically saying be a different person.

相反，试试看能否非常简要地总结你的行为。

Instead, try things like see if you can summarize your activities very briefly.

如果一个人被质疑时立即变得防御性强，可以试着说：挑战自己，在回应前深呼吸并数到五。

And if the person tends to get immediately defensive when questioned, try saying, challenge yourself to take a deep breath and count to five before responding.

这样，你关注的是可观察的行为，而不是性格。

In this way, you're focusing on observable behavior, not character.

但请记住，行为是更大方程式的一部分。

But remember, behavior is part of a bigger equation.

在上一课中，我们讨论了提示、行动和奖励。

In our last lesson, we talked about cues, actions, and rewards.

当你为良好习惯创造条件时，要仔细思考与期望行为相关的提示和奖励。

As you create the conditions for good habits, think carefully about those cues and rewards around the desired action.

注意在某人表现出不良习惯之前发生了什么，并留意某些行为之后发生了什么。

Notice what is happening before someone demonstrates a bad habit and pay attention to what happens after certain behaviors.

人们是否因为按照你希望的方式做事而得到了奖励？

Are people being rewarded for doing things the way you want them to?

即使你设置了良好的提示和奖励，一次也只能期望有限的改变。

Even when you set up good cues and rewards, there's only so much you can expect at one time.

许多领导者常犯的一个错误是同时推动太多习惯改变。

One of the mistakes many leaders make is to push for too many habit changes at once.

我们说人是习惯的生物，意思是习惯根深蒂固。

We say that people are creatures of habit to mean that habits are very deeply ingrained.

以不同的方式做事绝非易事。

Doing things differently is no small feat.

所以，不要指望员工一夜之间就改变他们的做事方式。

So don't expect your employees to transform their ways of working overnight.

记住，作为领导者，你的职责不仅仅是告诉人们该做什么、不该做什么。

Remember, your job as a leader is not just to tell people what to do and what not to do.

而是要通过关注系统、流程和支持，建立一种良好习惯的文化。

It's to build a culture of good habits by focusing on systems, processes, and supports.

还要关注行为而非个性，因为即使事实如此，也没人喜欢觉得自己本质上是有缺陷的。

It's also focusing not on personality but on behaviors because nobody likes to feel they are fundamentally flawed even if it's true.

作为习惯的引导者，你应该以身作则，展现你希望他人具备的行为，并拥抱塑造工作方式的低调力量。

As a habit leader, you should be modeling what you want to see in others and embracing the quiet power of shaping how things get done.

今天就讲到这里。

That's all for today.

如果你想检验一下我们刚刚讲过的内容，可以访问 businessenglishpod.com 网站。

If you'd like to test yourself on what we've just covered, have a look at the businessenglishpod.com website.

在那里，你可以找到关于本期节目的测验以及PDF文本稿。

There you'll find a quiz about today's show as well as a PDF transcript.

再见，希望很快再见到你。

So long and see you again soon.