6招教你當一個SMART型領導

“You never get what you deserve; you only get what you negotiate.”

“你不會理所應當地獲得你應該得到的，你只能獲得你從談判中爭取到的。”

Lester Karrass, Negotiation Expert

——談判專家萊斯特嘉洛斯

How many times have you heard someone complaining about another team member saying things like this:

你有多少次聽到有人這樣抱怨團隊裏的另一個成員：

“I made such a simple request…and they couldn’t deliver what I needed.”

“我只是提了一個很簡單的要求……他們就是無法交付我需要的東西。”

“Every time I ask for something, they say ‘yes’ but I still don’t get what I need, when I need it.”

“每次我要什麼東西，他們就說‘好的’，但是我還是不能在需要的時候得到需要的東西。”

“They just don’t seem to listen…there is always something they get wrong…don’t they know anything?”

“他們壓根就沒在聽……他們總是能弄出差錯……他們會什麼？”

Or, perhaps, dear reader, you have found yourself saying something like the above when a team member’s performance is not what you expected?

或許，親愛的讀者，當一名團隊成員的表現沒有達到你的預期時，你自己也曾說過類似的話吧？

If you are honest, you can admit hearing things like this happen all the time…and sometimes it is your own performance that did not meet the standard and you end up feeling like a victim, yes?

如果你很誠懇，你可能會承認，你經常會聽到這些話……有時甚至是你自己的表現沒有達到標準，最後你感覺自己像個無助的受害者，是吧？

Why does this happen?Is it because people are stupid, lazy or incompetent. (If so I wonder how they got hired in the first place!) In 99% of cases, in my experience, the answer is “No.” The real problem is that both the person making the request and the person accepting it, are unskillful in making and accepting effective requests. It is not about ‘attitude’ it is about skill, and willingness to take the time to do what actually works.

那麼，這種事情爲什麼會發生呢？是因爲人們太笨、太懶、太無能嗎？（如果是的話，我真懷疑他們一開始爲什麼會被錄用！）根據我的經驗，在99%的案例中，答案都是否定的。真正的問題是，無論提出要求的人也好，接受要求的人也罷，他們都不擅長有效地提出和接受別人的要求。因此這不是態度的問題，問題是你有沒有技巧和意願，去花時間做真正有效果的事。

If you want to solve this problem forever, it is time to start applying the SMART standard each and every time a request is negotiated. That’s right: negotiated. Each request is a negotiation, using SMART standards, to ensure that it will be carried out successfully the first time. If you have forgotten what “SMART” stands for, here it is again:

如果你想一勞永逸地解決這個問題，你就要在每次向別人提出要求時，在談判過程中應用以下的“SMART”準則。你沒聽錯，我用的是“談判”這個詞。每次提要求都是一次談判，你要利用SMART準則，確保在第一時間成功地提出要求。如果你忘了“SMART”是什麼意思，不妨在這裏重溫一下：

THE SMART STANDARD

SMART準則

SPECIFIC

具體

MEASURABLE

可衡量

ACTIONABLE

可執行

REALISTIC

現實性

TIME-BASED

時效性

1. Be Specific:Make sure your request is completely explicit and clear about exactly what is expected. Vagueness cannot be accepted. If a request is not clear to you, keep pushing until you know, specifically, what is wanted. When you are making the request, be CLEAR and say exactly what you want. Spell it out in black and white. You might spend 10 minutes writing down exactly what you want. That 10-minute investment may save you a lot of trouble later on.

1. 儘量具體（Specific）：確保你提出的要求明確細緻地表達了你的期望。模糊不清是不能被接受的。如果你聽不明白別人提出的要求，就要繼續發問，一直到你徹底明白對方需要什麼。在你向別人提要求的時候，要儘量明晰，直白地表達出你到底需要什麼。你可以花十分鐘把你需要的東西白紙黑字地寫下來，這十分鐘會給你後來的工作省去很多麻煩。

2. Make it must be clear how performance will be measured. What are the “success criteria” that will tell both parties when the desired outcomes have been achieved. Again, it must be spelled out in black and white. If not, expect breakdowns to occur. Always ask “how will you know, beyond any doubt, that this has been done to your satisfaction? What are your standards to measure this work?” If you don’t get this agreed between the two parties, expect trouble at the end of the road. Very often a person making a request is unclear about their own standards…until they see the other person’s work and it doesn’t meet them. Skillful leaders must learn to get clear about their standards so they can communicate them to others. If they don’t…who is being lazy? 

2. 可衡量（Measurable）：雙方都必須清楚對成果的衡量標準是什麼。再次說明，這也得用白紙黑字寫出來，否則就可能出現問題。經常問“你怎樣知道這件事的成果讓你滿意？你衡量這項工作的標準是什麼？”如果雙方不就此達成一致，那麼最後可能就會出現問題。通常提出要求的人自己也不清楚他們的標準，直到幹活的人最後拿出了成果，他們才知道它不符合自己的標準。有技巧的領導必須學會劃清標準，這樣才能與其他人討論標準問題。如果領導連標準都不劃定……誰纔是懶人呢？

3. Make it request must something that can be acted on. For example, it must be within our power, and we must have the necessary approvals, and the necessary budget and available manpower. Without such things, the request is not considered as “actionable.” If you feel, for any reason, that a request is no actionable…say so! If you suffer in silence and don’t push back, what do you think is going to happen? Speak up!

3. 可執行（Actionable）。這個要求必須是件可以執行的事。比如它必須在我們的能力範圍以內，我們必須有必要的批准、必要的預算和必要的人手。沒有這些東西，這個要求就不是“可執行”的要求。如果你不管出於任何考慮，都覺得一個要求不具備可行性，那你一定要說出來。如果你默默承受，沒有據理力爭，你覺得後果會變成什麼樣？所以一定要出說來！

4. Be request must allow sufficient time and there must be sufficient resources available. Asking someone to “re-build the Pyramids in 48 hours” is an example of a request that is not realistic. When a request seems to be un-realistic it is time to push back, say what is missing, and negotiate something you truly feel is realistic. If you need more time, ask for it. If someone says they need more time, give it to them. If the relevant resources are missing, provide them. How do you expect people to perform if they don’t have what they need?

4. 現實性（Realistic）。實現這個要求必須有充足的時間，並且可以調配充分的資源。讓某人“在48小時內再建一座金字塔”就是不現實的要求。如果你覺得一個要求不現實，你應該把它推回給領導。你要告訴領導現在還缺少什麼，以及怎樣做纔是現實的，並就此與他進行談判。如果你需要更多時間，就提出要求。如果有人告訴你，他們需要更多時間，你就給他們時間。如果缺乏相關資源，就提供這些資源。巧婦難爲無米之炊，缺乏必要的資源，他們能給出什麼樣的結果？

5. Make it parties must agree on exactly how much time is going to be allowed to fulfill the request. If the time frame for completion is unclear, speak up! Push Back! Don’t say “yes” until you have a clear and acceptable time-frame to work with. Then agree on a specific time for delivery of the completed work. If there is not date and time of day on the calendar, it is not Time-based.

5. 時效性（Time-based）。雙方必須在完成任務的時間上達成一致。如果完成時間不明確，就要說出來！據理力爭！在得到一個清晰、可接受的時限之前不要說“好的”。在確定一個合理的成果交付時間後再表示同意。如果日曆上沒有明確的時間和日期，它就是一個不具有時效性的任務。

6. Check for negotiating a request, always check for understanding once you have clarified each element of the SMART standard. Do this by saying:

6. 檢查對方的理解程度。爲提要求而談判時，一旦SMART準則的各個元素都明確之後，別忘了檢查對方的理解程度。比如你可以說：

“Would you please repeat back to me what you have understood in this discussion? What is that you think we have agreed to? I just want to be very sure, for both our sakes, that we have got it right.”

“你能否向我重複一遍這次討論結果的要點？你認爲我們雙方的協商結果是什麼？我想確定我們雙方都理解無誤，這也是爲了大家都好。”

As they speak, take notes and compare with your understanding. When they are finished, go back and clarify any points that did not match your understanding.

在對方說話時，記得做記錄，並且與你自己的理解進行對比。等他們說完，再次就雙方理解不一致的地方進行商榷。

After the conversation, send them a written memo or email that captures your agreement in black and white. Ask them to check it and confirm back to you. Once they agree that it is correct it is time to move into action…and not before. If you are the one accepting a request, write a quick email that summarizes each point of the SMART agreement you have just made. Ask the receiver to confirm that your understanding is correct.

談話結束後，給他們發一份書面備忘錄或電子郵件，使你們的口頭同意變成白紙黑字。讓他們細看一遍，然後給你發回確認信息。只有他們認同約定的內容都正確，這纔算到了投入行動的時候。如果你是接受要求的那個人，那你可以迅速地寫一封電郵，根據SMART準則，彙總雙方談判的所有要點，然後讓對方確認你的理解是正確的。

What are the Benefits of Being SMART?

SMART準則的好處是什麼？

Both parties greatly increase their confidence that the task is going to be effectively performed and delivered as expected. Everyone has much greater confidence in the outcomes.

雙方都認爲任務會得到有效執行，結果會達到預期。大家對結果也會有更大的信心。

Trust is increased between the two persons because breakdowns are avoided and they will be more willing to work as partners next time.

雙方的信任感會提高，因爲問題得到了有效避免，他們下次也會樂意再合作。

Using the SMART standard is a very simple and effective way to train and coach people. You are showing them what you expect them to do when it is their turn to make requests of others.

SMART準則是一個訓練他人的非常簡單有效的方法。通過言傳身教，你可以讓他們知道，當他們向別人提要求時應該怎麼做。

Being SMART saves time and money by ensuring the task will be done right the first time.

SMART準則確保任務第一次就能正確完成，從而節省時間和金錢。

In my training workshops, and when I am coaching executives, I often ask people “Have you heard of the SMART standard?” The answer is most often ‘yes.’ But when I ask “Do you use it every time something important is at stake?” the answer is often ‘no.’ When I ask ‘why not?’ I hear things like:

在我的培訓班裏，當我給企業高管做培訓時，我經常問他們：“你們聽過SMART準則嗎？”他們的回答經常是“是的。”但當我問道：“在辦重要的事時，你們每次都會用到它嗎？”答案往往是“不是。”當我又問“爲什麼”時，經常有人說：

It is so simple, I shouldn’t have to go to so much trouble.

任務很簡單，沒必要給自己找這種麻煩。

It takes too much time.

這樣做花的時間太多了。

They should just know these things.

他們自然應該明白這些事情。

In the words of Tony Robbins, “Most people know what to do. They just don’t do what they know.” Does this apply to you?

用託尼羅賓斯的話說：“大多數人知道應該做什麼，他們只是不做他們知道的事。”這話是不是也適用於你身上呢？

And, I have heard there are two Types of insanity:

另外，我還聽說有兩種“神經病”：

Type 1:Doing the same thing again and again, even though it is not working, and expecting to get a different result each time.

第一種：把一件事反覆做了一遍又一遍，哪怕沒有效果，還每次都期待着能獲得不一樣的結果。

Type 2:Stop doing something that you know works.

第二種：明明知道怎樣做一件事有效，偏偏不那麼做。

Which kind of insanity do you prefer?I suggest you avoid both kinds and start using the SMART standard. If you really want to be an effective leader, you must start being a SMART leader. You will gain respect and you will experience much greater confidence in getting the outcomes you need. And if you are on the receiving end…it’s time to speak up when you are unclear, stop pretending, and let people know what you need to be able to deliver.

你喜歡哪種“神經病？”我建議你兩種都要避免，並且開始使用SMART準則。如果你真想成爲一位有效的領導，就必須學會做一個SMART型領導。在這個過程中，你不僅會得到團隊成員的尊重，也會獲得更多信心。如果你是接受要求的一方，那麼你就要在不明白的時候勇敢說出來，不要不懂裝懂，讓領導知道你需要他爲你提供什麼。

The majority of people are not stupid, or lazy or incompetent. And, the majority of people keep on making sloppy requests day in and day out, and still expect to get what they want. That is Type 1 insanity and you can avoid it by choosing to be SMART from now on.

大多數人都不笨，不懶，也不是無能之輩。但是大多數人每天都在提很糟糕的要求，而且還希望別人交付他們想要的東西。這就是所謂的“1型神經病”，堅持SMART準則，這是完全可以避免的。

Good luck and let me know how it’s working for you.

祝你好運，如果你覺得它有用，請讓我知道。