8個壞習慣，趕跑你的好員工！

It’s tough to hold on to good employees, but it shouldn’t be. Most of the mistakes that companies make are easily avoided. When you do make mistakes, your best employees are the first to go, because they have the most options.

留住好員工不容易，但不應該讓它成爲困難。大多數的公司所犯的錯誤都是很容易避免的。如果你真的犯錯了，你的優秀員工們肯定是第一個離開的，因爲他們有最多的出路。

If you can’t keep your best employees engaged, you can’t keep your best employees. While this should be common sense, it isn’t common enough. A survey by CEB found that one-third of star employees feel disengaged from their employer and are already looking for a new job.

如果你無法讓最好的員工們專心工作，你就不能留住他們。雖然這應該是常識，但是也沒有那麼常見。CEB公司進行的一項調查顯示，1/3的星級員工感到不受僱主重視，並且早已開始找新的工作了。

When you lose good employees, they don’t disengage all at once. Instead, their interest in their jobs slowly dissipates. Michael Kibler, who has spent much of his career studying this phenomenon, refers to it as brownout. Like dying stars, star employees slowly lose their fire for their jobs.

當你失去了優秀的員工，他們不會全部立即離開。反之，他們對於工作的興趣會緩慢地消散。Michael Kible利用了他的職業生涯大部分時間來研究這種現象，並稱之爲工作動力減退。就像正在熄滅的星星一樣，星級員工會慢慢地失去工作上的火花。

“Brownout is different from burnout because workers afflicted by it are not in obvious crisis,” Kibler said. “They seem to be performing fine: putting in massive hours, grinding out work while contributing to teams, and saying all the right things in meetings. However, they are operating in a silent state of continual overwhelm, and the predictable consequence is disengagement.”

“動力減退有別於職業倦怠，因爲受其折磨的員工們並非處於一個明顯的危機之中。”Kibler表示。“他們看起來表現得很不錯：投入大量時間，在工作上不斷打磨的同時爲團隊做貢獻，還在會議期間說正確的話。然而，他們正在靜音狀態下持續大量地工作，你可預測到的後果就是離職。”

In order to prevent brownout and to retain top talent, companies and managers must understand what they’re doing that contributes to this slow fade. The following practices are the worst offenders, and they must be abolished if you’re going to hang on to good employees.

爲了避免動力減退的情況，留在優秀人才，許多公司和管理者都必須瞭解到他們的哪些行爲會導致這種緩慢的退步。下面的做法是最糟糕的，如果你想要留住好員工就必須摒棄它們。

1. They make a lot of stupid rules.

1. 設定種種愚蠢的規則。

Companies need to have rules—that’s a given—but they don’t have to be shortsighted and lazy attempts at creating order. Whether it’s an overzealous attendance policy or taking employees’ frequent flier miles, even a couple of unnecessary rules can drive people crazy. When good employees feel like big brother is watching, they’ll find someplace else to work.

公司都需要規則——是必須的——但不能是目光短淺的，懶得保持秩序的。不管這是一份過度熱心的考勤政策還是記錄員工的里程數，即使是幾條無關要緊的規則都會讓人發瘋。當員工們感到被管理層盯着工作，他們就會找別的工作。

2. They treat everyone equally.

2. 一視同仁。

While this tactic works with school children, the workplace ought to function differently. Treating everyone equally shows your top performers that no matter how high they perform (and, typically, top performers are work horses), they will be treated the same as the bozo who does nothing more than punch the clock.

雖然這個策略對學校的孩子們很有效，但是職場裏就應該差別對待。一視同仁只會顯示不管你的優秀員工們表現有多麼出色（以及通常來說，優秀員工們都是驢子），他們就會視爲敲鐘的笨蛋。

3. They tolerate poor performance.

3. 容忍差勁的工作表現。

It’s said that in jazz bands, the band is only as good as the worst player; no matter how great some members may be, everyone hears the worst player. The same goes for a company. When you permit weak links to exist without consequence, they drag everyone else down, especially your top performers.

據說，在爵士樂隊裏，樂隊的好壞取決於最差勁的樂手，不管有的成員多麼出色，人們只會留意最差勁的那個。同樣的道理適用於公司機構。當你允許毫無成果的薄弱底線，他們就會拖別人的後腿，特別是你的優秀員工們。

4. They don’t recognize accomplishments.

4. 不懂得認可他人的成績。

It’s easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated. Everyone likes kudos, none more so than those who work hard and give their all. Rewarding individual accomplishments shows that you’re paying attention. Managers need to communicate with their people to find out what makes them feel good (for some, it’s a raise; for others, it’s public recognition) and then to reward them for a job well done. With top performers, this will happen often if you’re doing it right.

管理者很容易低估表揚的力量，尤其是低估那些很需要激勵的優秀員工的作用。每個人都喜歡獎章，沒有比那些辛苦工作，傾其所有的人更需要了。獎勵個人成就意味着你留意到了他們。管理者需要與員工們溝通，找出讓他們感覺良好的因素（對於一些人來說，就是加薪；對於另一些人來說，就是公開的認可）然後褒獎他們的出色工作。對於優秀的員工們來說，如果你處理得當，這件事情會常常發生。

5. They don’t care about people.

5. 他們不在乎人的感受。

More than half the people who leave their jobs do so because of their relationship with their boss. Smart companies make certain that their managers know how to balance being professional with being human. These are the bosses who celebrate their employees’ successes, empathize with those going through hard times, and challenge them, even when it hurts. Bosses who fail to really care will always have high turnover rates. It’s impossible to work for someone for eight-plus hours a day when they aren’t personally involved and don’t care about anything other than your output.

超過一半的人離職是因爲他們與老闆的關係不好。明智的公司會確定他們的管理層懂得如何平衡專業性與人性化。這些就是老闆懂得爲員工成就慶祝的做法，在困難的時期懂得同情員工，甚至在傷心的時期懂得挑戰他們。不在乎他人的老闆總有很高的員工離職率。對於工作8小時以上的人們來說，無法跟那些不懂關照他人，只在乎產出的老闆長期工作。

6. They don’t show people the big picture.

6. 不給員工展示宏觀狀況。

It may seem efficient to simply send employees assignments and move on, but leaving out the big picture is a deal breaker for star performers. Star performers shoulder heavier loads because they genuinely care about their work, so their work must have a purpose. When they don’t know what that is, they feel alienated and aimless. When they aren’t given a purpose, they find one elsewhere.

似乎僅僅給員工們分配任務並繼續運作是很有效率的事情，但是給優秀員工展示宏觀狀況是影響大局的事情。星級員工肩負重擔因爲他們真心在乎自己的工作，所以他們的工作必須有一個明確的目標。如果他們不知道這個目標是什麼，他們會感到不受重視，漫無目的。當他們的目標不明確，他們就會從別處尋找。

7. They don’t let people pursue their passions.

7. 不讓人們追求自己的理想。

Google mandates that employees spend at least 20% of their time doing “what they believe will benefit Google most.” While these passion projects make major contributions to marquis Google products, such as Gmail and AdSense, their biggest impact is in creating highly engaged Googlers. Talented employees are passionate. Providing opportunities for them to pursue their passions improves their productivity and job satisfaction, but many managers want people to work within a little box. These managers fear that productivity will decline if they let people expand their focus and pursue their passions. This fear is unfounded. Studies have shown that people who are able to pursue their passions at work experience flow, a euphoric state of mind that is five times more productive than the norm.

谷歌要求員工至少花20%的時間做着“他們認爲對谷歌最有益的事情”。雖然這些理想項目對於谷歌的經典產品做出了關鍵的貢獻，例如Gmail和AdSense，但是他們最大的影響力在於培養高度投入的谷歌人。人才都是激情滿滿的。爲他們提供追求理想的機會能夠提高工作效率和職業滿意度，但是許多管理者希望人們在一個小框子裏工作。如果讓員工拓展自己的工作重心和追求理想的話，這些管理者會害怕工作效率下降。這種恐懼是站不住腳的。有許多研究表明，在累積工作經驗的過程中能夠追求自己理想的員工，他們憑着愉悅的精神狀態能夠比按照慣例工作的員工高出5倍的工作效率。

8. They don’t make things fun.

8. 不懂得製造趣味。

If people aren’t having fun at work, then you’re doing it wrong. People don’t give their all if they aren’t having fun, and fun is a major protector against brownout. The best companies to work for know the importance of letting employees loosen up a little. Google, for example, does just about everything it can to make work fun—free meals, bowling allies, and fitness classes, to name a few. The idea is simple: if work is fun, you’ll not only perform better, but you’ll stick around for longer hours and an even longer career.

如果人們在工作上沒有趣味，那麼你們的方法就是錯誤的了。人們如果感到乏味，就不會傾其所有，趣味性是對抗動力倒退的重要守護者。最值得員工去工作的公司瞭解到讓員工稍稍放鬆的重要性。舉例來說，谷歌公司，盡其所能讓一切變得有趣——免費的餐飲，保齡球隊，還有健身課程，這裏這是其中一些。這個概念很簡單：如果工作是有趣的，你不僅表現得更好，還會停留更長的時間，甚至是更長久的職業生涯。

Bringing It All Together

總結

Managers tend to blame their turnover problems on everything under the sun while ignoring the crux of the matter: people don’t leave jobs; they leave managers. Want to make your organization a better place to work? Consider attending an emotional intelligence certification where you’ll learn how to create a high-EQ workplace.

管理者們傾向於把他們的員工流失問題歸罪於天下間所有的事情，卻忽略了問題的關鍵：人們不會離工作而去，他們只會離管理者而去。想要讓你的公司變得更適宜工作嗎？考慮參與一次情商資格證的課程，你就會學習如果營造高情商的職場環境了。

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