当员工做了对团队有负面影响的事情时,私下与他谈话可能大大减损团队成员责任归属的清晰度、团队决策的质量,以及团队的自我管理能力假设你现正主持每周的团队例会,与直接下属们一起讨论如何解决项目延误的问题,以免影响季度目标的完成。其中一名叫特德(Ted)的下属,没能赶上两个关键期限,他应该对此负责。你甚至知道,特德之前就已经犯过此类错误,团队其他成员都对他很失望。但是,你仍然决定,不在会上对特德提出批评,而是在会后私下进行。你想让他知道,自己和团队成员有多失望。 When employees do something negative about the team, talking to him privately can significantly impair the clarity of team members’ ownership, the quality of team decisions, and the self-management skills of the team. Assuming you are in charge of a weekly team regular meeting, Discuss with your immediate subordinates on how to resolve project delays so that they do not affect the completion of quarterly targets. One of them, Ted’s subordinates, was not responsible for catching up with two key deadlines. You even know that Ted has made such mistakes before and the rest of the team is disappointed with him. However, you still decide not to criticize Ted at the meeting, but to do it privately after the meeting. You want to let him know how disappointed you are with your team members.