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忙碌同事会带来二手压力

更新时间:2013-12-31 14:21:03 来源:华尔街日报中文网 作者:佚名

The Problem With Busy Colleagues: Secondhand Stress
忙碌同事会带来二手压力

Every office has (at least) one -- the colleague who is always walking fast, finishing other people's sentences and racing from meeting to meeting while fielding email, texts and voice mail on multiple devices. That person can appear very important.

每个办公室(至少)都有一个这样的人──这个人走路总是风风火火,喜欢抢别人的话头,老是在从一个会场赶到另一个会场,同时还要在各种电子设备上回复邮件、短信和语音留言。这个人看起来好像很重要。

They may not know it, but they're usually causing secondhand stress.

但他们可能意识不到,这样做常常会对别人造成二手压力。

Rushing blocks thoughtful communication and creates worries among colleagues that 'maybe I should be doing that, too, or maybe my stuff isn't as important as his, or maybe he'll be irritable if I interrupt,' says Jordan Friedman, a New York City stress-management speaker and trainer.

纽约市压力管理演讲人及培训师乔丹·弗里德曼(Jordan Friedman)说,太过匆忙会妨碍深思熟虑的交流,会让同事担心地想:“也许我也应该那样做,也许我的工作没他/她那么重要,如果我打断他,他可能会发火”。

Ray Hollinger was known for years among colleagues in a previous job as a sales-training executive as 'Mr. Busy,' he says. In his quest to be a top performer, he says, he often thought, 'If all this stuff just keeps coming at me, I will take it on. I will take it all on,' says Mr. Hollinger, founder of More Time More Sales, a Phoenixville, Pa., training firm.

雷·霍林格(Ray Hollinger)曾从事多年的销售培训管理工作。他说,那时同事们都称他为“忙碌先生”。他说,为了成为最优秀的员工,他常想“如果所有的事情都压在我身上,我也会扛下来,我会照单全收。” 霍林格现在是宾夕法尼亚州菲尼克斯维尔(Phoenixville)培训公司More Time More Sales的创始人。

He says he wasn't aware that his constant motion sometimes made others feel uncomfortable -- until a co-worker pointed it out. She told him that when she tried to talk with him, ' 'your volume goes up, your pace of speaking goes up, and you're not fully in the conversation,' ' he says.

他说,他没意识到自己匆忙的行事风格有时会让其他人感到不舒服──直到一位同事指出来。他说,这位同事对他说,每次当她尝试跟他说话时,“你的音量会提高,你的语速会加快,而且你根本没有认真和我交谈”。

Working a few years ago with Rosemary Tator, a Waltham, Mass., leadership-development coach, Mr. Hollinger stopped piling on projects and started blocking out on his calendar the time he needed to achieve realistic goals -- including time for interruptions. He also now stops himself when he talks too fast, by 'taking a couple of breaths, and lowering my volume and my pace,' he says.

几年前和马萨诸塞州瑟姆市(Waltham) 领导力发展培训师罗斯玛丽·塔特(Rosemary Tator)共事时,霍林格不再不停地接项目了,他开始在日历上标出需要达成现实目标的时间──包括项目因岔事打断的时间。他说,现在语速太快时他会让自己停下来, “深呼吸几下,然后降低音量和减慢语速”。

Ms. Tator invites rushers to visualize themselves on video. 'What would you think of that person who ran into every meeting late, spent half the time on their cellphone with their email, and had to ask, 'Could you please repeat that?' because they weren't listening?' says Ms. Tator, principal partner in 2beffective, a coaching and consulting firm.

塔特让“急先锋”们想像自己在录像中的样子。她说:“如果一个人每次开会都迟到,每天一半时间都花在用手机收发邮件上,跟他讲话总是心不在焉、要求你一再重复,你会怎么看待这个人?”塔特是培训及咨询公司2beffective的首席合伙人。

Seeing colleagues -- especially managers -- operate at a frenzied, frantic pace can make the behavior contagious, says Robert S. Rubin, an associate professor of management at DePaul University, Chicago. He advises managers to hold 'inoculation discussions, to inoculate the employee from catching the feeling' that rushing around is necessary to being seen as a good performer.

芝加哥德保尔大学(DePaul University)管理学副教授罗伯特·鲁宾(Robert S. Rubin)说,看到同事──尤其是经理──以疯狂的节奏行事会让这种行为具有传染性。他建议管理者给员工们“打预防针,以免让他们觉得”忙碌是一个好员工必备的品质。

Open-plan offices help spread the contagion. When the boss has a view of the entire office, 'no one wants to be seen as the slowest moving object in the solar system. You have to keep up with the Joneses -- literally,' says Ben Jacobson, co-founder of Conifer Research, Chicago, which conducts behavioral and cultural research for companies.

开放式办公室会加剧这种传染。从事公司行为与文化研究的芝加哥公司Conifer Research联合创始人本·雅各布森(Ben Jacobson)说,当老板能看到整个办公室的情况时,“没人想让自己变成房间里速度最慢的人。你得完全跟上那些急先锋的步伐。”

Architects have begun blurring human figures in drawings of new-office projects, to appeal to clients who aspire to active, high-energy workplaces, says Jorge Barrero, a technical designer in Chicago for Gensler, an architecture, planning and design firm. The image is one clients 'can connect with on an emotional level,' Mr. Barrero says.

若热·巴雷罗(Jorge Barrero)是芝加哥的一名技术设计师,供职于建筑、规划和设计公司Gensler。他说,建筑师已经开始在新型办公室项目的设计图中增加模糊的人物形象,以吸引喜欢积极、有活力的办公环境的客户。巴雷罗说,这种人物图像是客户“能在情感层面上引起共鸣”的东西。

Tom Krizmanic, a principal with Studios Architecture in New York, says about a quarter of the 218 designs he helped judge in a recent office-design competition, co-sponsored by Business Interiors by Staples, showed humans as blurred figures in motion. The trend began about three years ago, he says.

纽约Studios Architecture设计公司首席建筑师汤姆·克里兹毛尼奇(Tom Krizmanic)说,他在最近由Business Interiors by Staples联合主办的一项办公室设计比赛中担任裁判,218份设计中约有四分之一的设计中有动态的模糊人影 。他说,这种趋势大约从三年前就开始了。

Some people go into overdrive after getting promoted or taking a challenging new job. Surrounded by senior managers, 'they're not the smartest person in the room any more,' says William Arruda of New York City, a personal-branding consultant. Instead of prioritizing their lengthening to-do lists, 'they go into hair-on-fire mode, telling themselves, 'I'm a machine. I get so much done. There's nothing you can give me that will break me.' '

有人在获得升职或拿到有挑战性的新工作后会拼劲过度。纽约市个人品牌顾问威廉姆·阿鲁达(William Arruda)说,由于周围都是高级经理,“他们就不是办公室里最聪明的人了”,他们不去为自己冗长的任务清单梳理优先次序,“而是进入火烧眉毛状态,告诉自己‘我是台机器。这么多工作我都完成了。没有什么能击垮我。’”。

'The productivity of entire teams can go down,' Mr. Arruda says. 'If you have one person rushing into meetings at the last minute and tapping a pencil through the entire session, it changes the cadence for the entire group.'

阿鲁达说:“整个团队的效率都会下降。如果有一个人在开会前最后一分钟才到,而且在整个开会期间一直在敲铅笔,就会影响整个团队的节奏。”

To jolt rushers into awareness, he has them ask for written feedback from 10 to 20 colleagues. The form includes such seemingly frivolous questions as, 'If I were a household appliance, which one would I be?' Chronic rushers are shocked when co-workers liken them to 'a blender whirring around at 9 million miles an hour,' he says.

为了让急先锋们意识到这个问题,他让他们向10到20位同事索要书面反馈。反馈表包括很多看起来无关宏旨的问题,比如“如果我是一种家电,我会是什么?”他说,当同事把他们比作“每小时转速900英里的搅拌机”时,习惯急性子的人感到震惊。

Executive coach Joel Garfinkle says racing around became a habit for one financial executive he worked with. In the process, he treated other people as a hindrance, pressuring and snapping at them, says Mr. Garfinkle, of Oakland, Calif. Subordinates saw him as arrogant and insensitive, hurting performance and morale.

加州奥克兰(Oakland)高管教练乔尔·加芬克尔(Joel Garfinkle)说,和他工作过的一位财务高管有急匆匆工作的习惯,他觉得其他人都在拖后腿,总是向他们施加压力,对他们很严厉 。下属觉得他傲慢且麻木不仁,降低了整个团队的业绩和士气。

Mr. Garfinkle's advice to the executive: 'You need to leave a smaller wake.'

加芬克尔对这位高管的建议是:“你需要让更多的人跟上你的节奏。”

A calm, unruffled work style is still a mark of competency, management experts say. 'Executives who have figured it out . . . are poised and strategic. That's a big difference from reacting all day' to others' demands, says Susan Hodgkinson, a principal with the Personal Brand Co., a Boston-based leadership-development and executive-coaching firm.

管理专家说,镇定和沉稳的工作风格依然是能力的一种体现。波士顿领导力发展及高官培训公司Personal Brand Co.首席顾问苏珊·霍奇金森(Susan Hodgkinson)说,“懂得这一点的高管做事都很泰然自若,讲究策略。这与整天应对(其他人的)需求有天壤之别。”

It is an approach that signals to colleagues that they can slow down and set priorities too.

这样的方式会给同事们一种信号,示意他们也可以放慢步伐,搞清楚轻重缓急。

When Sunita Badola accelerated her pace to meet growing responsibilities, she says priority-setting was a big challenge. 'If somebody approached me with a project and said it was urgent, I would just treat it as urgent,' says Ms. Badola, a senior manager at Takeda Pharmaceutical Co., in Cambridge, Mass.

苏尼塔·巴多拉(Sunita Badola)是位于马萨诸塞州剑桥(Cambridge)的公司Takeda Pharmaceutical Co.的一名高级经理。她说,在加快步伐面对越来越多的责任时, 梳理工作的优先次序是一个很大的挑战。她说:“如果有人找我做一个项目,而且说很急,我就会把它当做是紧急项目。”

Her style spilled over to her direct reports, making them feel 'super-reactive' and 'really busy' too, says Russell Walker, a scientist who works on Ms. Badola's team.

巴多拉团队中的科学家罗素·沃尔克(Russell Walker)说,她的工作风格影响到了直接下属,让他们觉得自己“极度疲于应付”和“非常忙”。

Her manager, Elena Izmailova, suggested Ms. Badola get coaching, a benefit provided by Takeda, to help her 'understand the big picture and not get caught up too much in day-to-day details,' says Dr. Izmailova, director of translational medicine for Takeda. Working with executive coach Beth Benatti Kennedy of Beverly, Mass., Ms. Badola says she learned to limit her daily task list, block out email distractions and push back when colleagues pressed her to hurry on a project, asking questions so she could set priorities herself.

巴多拉的经理、Takeda转化医学负责人埃琳娜·伊斯梅洛夫(Elena Izmailova)建议她利用Takeda提供的福利找教练咨询。伊斯梅洛夫说,这样会帮助她“掌握全局、不会太过专注于日常的细节中”。巴多拉说,跟着马萨诸塞州贝弗利(Beverly)的高管教练贝丝·贝纳蒂·肯尼迪(Beth Benatti Kennedy),她学会了限制自己每天的任务清单,避免电子邮件的干扰,在同事催她加快完成某个项目时知道如何推回去,提出问题从而自己就能给工作排列优先次序。

Now, Ms. Badola pulls back the lens and presents the bigger picture to her team, Mr. Walker says. It is an approach that 'allows everyone to be a little more comfortable and at ease, because we're focusing on the longer-term goal a couple of months from now -- rather than what needs to be done by five o'clock today,' he says.

沃尔克说,现在,巴多拉眼界放宽了,她会让团队看到全局。他说,这个方法“可以让每个人都能更舒服和轻松一点,因为我们关注的是几个月以后的长期目标──而不是今天五点前需要完成的任务。”

And with a little more leeway in her schedule, Ms. Badola says, she finds a new way to relate to her five employees: She hosts quarterly lunches, to 'talk about fun stuff and get to know one another.'

巴多拉说,日程不再那么紧凑后,她找到了新的和手下五名员工打好关系的方法:每个季度她都会举办午餐会,“和大家聊聊有趣的事,彼此加深了解”。

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