【管理英文】这8大做法，让员工对你失去信任今天分享的是管理英文

今天分享的是管理英文，主题是：这8大做法，让员工对你失去信任。英文据IW，中文为浦亮元翻译，全文2082字，觉得有用，请分享出去！（已在喜马拉雅分享公号文章语音，喜马拉雅搜索：浦亮元。提供建议/简历修改/广告合作，请联系微信号：

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1. 不求帮助

Not Asking for Help

不寻求帮助

When things go wrong, your impulse may be to keep information to yourself, hoping the problem will go away. This not only damages trust, it vastly reduces the chances that the problem will be resolved quickly, since problems swept under the rug tend to get worse, not better. Better to tell it like it is. Just say, "I"ve got some bad news to share." (You may actually feel a surge of relief just to have said the words.) Then explain what the problem is and suggest two or more alternative actions that might be taken to address it.

事情出错时，你可能一时冲动会把信息隐藏起来，希望问题消失。这不仅损害了信任，而且会大大减少快速解决问题的机会。因为，问题被掩盖，只会越来越严重，而不是越来越好。最好是实话是说！请这么说，“我有一些坏消息要告诉你（们）。”（说出这些话，你可能真的会感到些许宽慰）然后，请解释问题是什么，并建议采取两个或者更多可供选择的行动来解决该问题。

2. 言行的不一致

Not Doing What You Say You Were Going to Do

言行不一

This is basic, yet many leaders break their promises as a matter of course. This can have a devastating effect on trust. Trust builds slowly over time, and it takes only one broken promise to lose all the ground you"ve gained.

做到言行一致是最基本的，但许多领导者理所当然地违背了自己诺言。这会对信任产生致命性的影响。随着时间的推移，信任慢慢建立起来，而仅仅一个失信的承诺，就会让你失去自己所得到的一切。

"If you promise an employee you"ll provide the resources she needs to get a project done, and then you leave her in the lurch, why should she work hard for you in the future?" says Setili. "She won"t. Employees trust us when we act predictably and consistently with what we promise. Think carefully before you make a promise, because it"s crucial that you fulfill it, or at least communicate why you are no longer able to do so."

Setili说，“如果答应员工你会提供她所需要的资源去完成某个项目的话，而事实上你让她陷入困境，那么，有什么理由让她在将来为你而卖力工作？”她是不会为你卖力工作的！只有我们一如既往地按照承诺行事时，员工才会信任我们。在做出承诺之前，一定要仔细考虑，因为，兑现承诺非常重要，或者，至少要告诉员工为什么你再也不能这样做了。

缺乏沟通

Undercommunicating

缺乏沟通

In times of uncertainty, it"s especially important to communicate. Don"t leave people hanging. Where there is a communication void, people will fill it with the worst possible scenario. It"s just human nature. It"s always better to tell the truth—even when it"s bad news—than to be evasive or silent. (And the news almost certainly isn"t as bad as what they"re imagining.)

沟通，在不确定的时候特别重要。不要让人苦苦等待！在没有沟通的情况下，人们会用最糟糕的可能方案来替代沟通。这只是人的本性。说实话，即使是坏消息，也总比逃避或者沉默要好。（而且，这个消息几乎还没有他们达到想象的那么差劲。）

4. 只看合规性，不关注目标

Focusing on Compliance, rather than Achieving Shared Goals

关注合规性，而不是达成共同目标

Earlier this year United Airlines aggressively removed a passenger from an aircraft, causing a publicity and legal disaster, partly because United employees have been taught to follow the rules to the letter. Emphasis on rigid rule-following can be dangerous. Better to make the end goal crystal clear to everyone and then trust employees to do the right thing.

今年早些时候，美国联合航空公司凶巴巴地将一名乘客赶下飞机，导致了一场公众舆论及法律上的大败笔，部分原因是联合航空的雇员被教导遵守公司的规章制度。强调严格的遵守规则，可能是很危险的。最好让每个人都有明确的目标，然后信任员工会去做正确的事情。

（TIPS：需要了解详细美国联合航空拖拽乘客下飞机的经过，可以在网络自行搜索）

5. 掩饰缺点

Keeping Your Weakness a Secret

掩饰自己缺点

It"s tempting (and human) to try to cover up or at least minimize our own shortcomings and mistakes. Yet Setili says we should be doing the exact opposite. The best leaders are those who realize—and are willing to admit—that they don"t know it all and aren"t "the best" at everything. Plus, people appreciate vulnerability. Not only does revealing our weaknesses make people like and trust you more, it lets them know upfront what to expect, so they can act accordingly.

试图掩盖，或者至少将自己的缺点和错误最小化，确实是很诱人的（也是符合人类本性的）。Setili说，我们需要做的恰好与之相反。那些意识到自己不了解，并愿意承认自己并不是在每件事上都是“最好”的领导者，才是最好的领导者。另外，人们非常理解脆弱性。揭示自己的弱点，会让人们更加喜欢和信任我们，也会预先让他们知道期望什么，因而，他们可以采取相应的行动。

6. 认为信任是自发的

Thinking Trust Will Occur on its Own

认为信任是自发的

Consider this example: An office furniture company was experiencing sales declines, and each team leader blamed the other functions for the problem. So the leader had the group spend a morning conducting some simple trust-building exercises. Each team member shared a challenge from their childhood, and others took turns sharing what they appreciated about each other, and what behaviors were getting in the way of success.

请考虑一下这样一个例子：一家办公家具公司正经历着销售额的下降，而每个团队负责人都将该问题归咎到其他部门。所以，领导让组织花了一上午的时间进行了一些简单的信任方面的练习。每个团队成员都分享了一个童年的挑战，而其他人则轮流分享自己对对方以及阻碍成功的行为上的理解。

7. 认为缺乏信任是性格缺陷

Believing Lack of Trust Results from a Character Flaw

认为缺乏信任是因为性格方面的缺陷

Because we all want people to trust us, we feel threatened and ashamed when there is evidence that they don"t. As a result, we avoid discussing the subject altogether. We certainly don"t explore what we can do to build trust. Setili says that lack of trust is not an indictment on your character but rather a simple fact. If we can learn to see the problem objectively, we can take steps to remedy it.

因为，我们都希望人们能信任我们，而在有证据表明他们并不信任我们时，我们会感到恐惧和羞愧。因此，我们会避免讨论这个问题，也不会探讨自己能做些什么来建立信任。Setili说，缺乏信任并不是性格方面的偶发情况，而是一个简单的事实。如果我们能客观地看待这个问题，那么，我们就可以采取措施对此加以补救。

8. 逃避冲突

Avoiding Conflict

逃避冲突

In all areas of life, conflict happens. In any organization, people are going to disagree on the best way to do things. Tough decisions must be made, which, inevitably, will make some people happy and others unhappy. From time to time "bad apples" will crop up that need to be dealt with. If you"re a leader who avoids conflict at all costs, transparent communication can"t occur, productivity falters as decisions take forever to be made, high performers get fed up and leave, and in general you"re seen as weak or wishy-washy.

在生活的各个方面，冲突都会发生。在所有组织中，人们都会对处理事情的最佳方法持有不同的意见。我们得做出艰难的决定，毫无疑问，这会让一些人感到高兴，而另一些人则高兴不起来。“坏苹果”时不时地会出现，需要我们去处理。如果你是一个不惜一切代价去逃避冲突的领导者，那么，透明化的沟通便不会出现。由于花了很长时间来做决定，使得生产效率止步不前，绩效优良的人员会对这样的情况感到厌烦，进而离开组织，通常而言，你会被看成是软弱或优柔寡断的人。