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成功人士如何应对坏消息英语职场贴士

时间：2024年09月06日

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下面小编为大家带来成功人士如何应对坏消息英语职场贴士，本文共5篇，希望能帮助大家!本文原稿由网友“ermite”提供。

篇1：成功人士如何应对坏消息英语职场贴士

好消息会使我们的身体释放出可以改善我们的情绪的快乐荷尔蒙，这种荷尔蒙正是缓解压力的一剂天然妙方。

Everyone loves good news because they make us feel good. News like getting a promotion, winning a new contract, receiving positive feedback, whatever it might be, gives us a buzz. Good news release the happy hormones in our body which lift our mood and provide a natural antidote to stress.

人人都喜欢好消息。因为好消息可以让人感觉良好。无论这个消息是关于升职、赢得一份新合同、获得正面的反馈还是其他什么，都会让我们非常兴奋。好消息会使我们的身体释放出可以改善我们的情绪的快乐荷尔蒙，这种荷尔蒙正是缓解压力的一剂天然妙方。

The reverse it true for bad news. We naturally don’t like bad news. Nobody wants to hear that things are not going well, that something hasn’t worked, or we have failed. When we get bad news we often try to push them away or ignore them, because they do the opposite of good news C they naturally trigger worries, stress us and make us less happy.

我们通常不喜欢坏消息。没人会想听到诸如事情进展的不顺利、方法无效或者我们失败了等消息。当坏消息来的时候，我们经常试图逃避或者无视它们。因为它们和好消息正好相反――它们会诱发焦虑，产生压力，使人痛苦。

At work, bad news are often hidden, brushed under the carpet, or ignored. The reasons for this are that no one wants to admit they made a mistake and we often believe that the bearers of bad news put themselves in the firing line. In the interest of our own career progression and to keep the general mood up, we don’t talk about bad news.

在工作中，人们经常掩盖、隐瞒或者无视坏消息。没有人愿意承认自己犯错了，因为我们总觉得报告坏消息的人有被解雇的风险。为了自身的职业进展的利益，以及保持良好的情绪，我们不会谈及坏消息。

Leaders are often sheltered from bad news. People around them protect them, they love to only tell the good news, and because this makes everyone feel better. In many instances it is personality or the company culture that make it difficult for anyone to bring bad news.

领导者总能不被坏消息侵袭。领导者身边的人保护领导者免于听到坏消息，他们只喜欢说好消息。而且只说好消息可以让大家都更轻松愉快。在许多例子中，正是个人文化或者企业文化使得人们难以说出坏消息。

What we have to do is to change our responses to bad news. Instead of the more natural “oh no, I can't believe it. I don’t want to know” reaction, we have to force ourselves to respond more positively along the lines of: “thank you so much for telling me. I really appreciate that.” This does take some conscious effort and requires extra efforts the higher up you are in the organization because of all the people that might 'filters' the truth.

我们要做的就是改变我们对待坏消息的反应。我们应该迫使自己回应地更加正面，譬如：“非常感谢你告诉我。我非常感激。”而不是更自然地回应道“哦，不，我不敢相信。我不想要知道。” 你在公司中的地位越高，你就越需要花精力有意识地去了解坏消息，因为你从下面得到的消息已经经过了层层的“过滤”了。

There are three things that really good (and successful) leaders do when it comes to bad news:

下面是那些真正优秀(成功)的领导者遇到坏消息时会做的三件事情：

1. They work on the way they personally react to bad news and make a conscious effort to react positively.

1、他们努力影响人们对待坏消息的反应，致力于让大家积极正面的对待坏消息。

2.They create an environment where bad news are welcome. Where people are expected to rise issues as soon as they appear, rather than hiding them. They often create an environment where the consequences for not telling bad news far outweigh the potential consequences of telling bad news.

2、他们将氛围变得可以让人们能随意说出坏消息。这种氛围鼓励人们在问题出现时就立即提出来，而不是掩盖问题。在这种氛围下，隐瞒坏消息的后果远远比说坏消息带来的潜在后果严重多了。

3. They make sure to celebrate turnaround stories: where people have come up and told the bad news, and were the right actions were taken straight away to contain or eliminate the problem. Sharing these stories will help to create the right environment and will send out the signals that it is not only important to share bad news, but that the reactions and consequences are positive.

3、他们确保大家庆祝“处理坏消息”的优良事迹。在这些事迹中，有人说出了坏消息，并且采取了正确的行动去解决问题。分享这些事迹将有助于创造合适的氛围，并释放出一种信号。这种信号告诉我们不仅说出坏消息很重要，积极正面的应对和最终的结果也同样非常重要。

篇2：成功人士应该如何应对坏消息

我们通常不喜欢坏消息。没人会想听到诸如事情进展的不顺利、方法无效或者我们失败了等消息。当坏消息来的时候，我们经常试图逃避或者无视它们。因为它们和好消息正好相反——它们会诱发焦虑，产生压力，使人痛苦。

下面是那些真正优秀(成功)的领导者遇到坏消息时会做的三件事情：

1、他们努力影响人们对待坏消息的反应，致力于让大家积极正面的对待坏消息。

篇3：出汗和心跳加快有助于谈判英语职场贴士

我们中的大多数人在谈判时都会感到心跳加快，手心出汗。这些生理反应被称为心理唤醒，对我们来说它们是有害还是

We negotiate nearly every day. While the term “negotiation” often brings to mind larger-stake deals, such as the purchase of a new home or car, more often these negotiations are smaller and involve project deadlines at work or divvying up of household responsibilities.

我们差不多每天都在谈判。谈判这个词经常让人们想到规模较大的交易，比如购置新居或者买车;但在更多情况下，我们所谈的问题都比较小，内容无外乎工作中的项目截止时间或者家庭责任的分配。

Many of us, myself included, can't stand negotiations whether big or small -- so much so that it comes as a surprise that others actually relish each chance they get to negotiate.

包括我在内，我们中的许多人都受不了谈判，无论谈判的事项是大是小――而且由于谈判对我们来说是这么不堪忍受，以至于我们很惊讶，为什么别人会殷切期盼谈判的机会。

Regardless of which camp you're in, most of us can relate to the feeling of pounding hearts and sweaty palms when we negotiate. Do these visceral responses -- also known as physiological arousal -- hurt or help us?

无论你属于哪一类，我们中的大多数人在谈判时都会感到心跳加快，手心出汗。这些生理反应被称为心理唤醒，对我们来说它们是有害还是有益呢?

Most people (and existing research) consider sweating it to be detrimental; that the key to negotiating is to stay calm and collected. However, that's misleading, according to what I found in my research with Jared R. Curhan, which was recently published in Psychological Science. We found that sweaty palms and pounding hearts aren't inherently a bad thing. The effect really depends on your preexisting attitudes toward negotiation and whether you interpret these physiological responses as a sign of nervousness or excitement.

大多数人(和现有研究结论)都认为出汗是不利因素，而且谈判的关键在于保持平静和镇定。然而，我和贾里德科尔汉在研究中发现，这种观点会让人们受到误导。最近，我们把这项研究成果发表在了《心理学》(Psychological Science)杂志上。我们的结论是，手心出汗和心跳加快本身并不是什么坏事。它们的影响实际上取决于你对谈判的固有态度以及你把这样的心理活动解释为紧张还是兴奋。

We conducted two studies to explore the effects of arousal on negotiation outcomes: In the first, we measured individuals' prior attitudes toward negotiation. Several weeks later, these same individuals participated in an experiment in which they negotiated over the price of a used car while walking on a treadmill. Unbeknownst to the participants, we manipulated their heart rate through the speed of the treadmill, which was set by an experimenter.

我们通过两个实验来探索心理唤醒对谈判结果的影响。在第一个实验中，我们首先了解了参与者对谈判的固有态度。几周后，这些参与者参加了这项实验，内容是在跑步机上就一辆二手车讨价还价。我们在参与者不知情的情况下通过调整跑步机的速度来控制参与者的心跳频率。

Among those with negative attitudes toward negotiating, participants who walked at a faster pace -- or experienced high arousal -- reported lower satisfaction with their negotiations. They interpreted their heightened heart rate as an indicator of nervousness, which in turn, harmed their negotiating experience. By contrast, those who walked at a slower pace reported higher satisfaction.

在对谈判持消极态度的参与者中，那些在速度较快的跑步机上，或者说心理唤醒较强的人对谈判的满意度较低。他们把心跳加快视为紧张的迹象，而这对他们的谈判体验产生了不好的影响。相反，在速度较慢的跑步机上，这类参与者对谈判的满意度较高。

Yet, we found the reverse among those with positive attitudes toward negotiating. Participants assigned to walk at a faster pace reported greater satisfaction with the negotiation compared to those assigned to walk at a slower pace. Those who enjoy negotiating seem to interpret increased heart rate as an indicator of excitement such that heightened arousal boosts their experience.

在对谈判持积极态度的参与者中，我们的观察结果正好相反。对谈判满意度较高的是跑步机速度较快、而不是速度较慢的那些人。乐于进行谈判的人似乎把心跳加快视为兴奋的信号，较强的心理唤醒因此让他们有了更好的体验。

In the second study, we wanted to see if this pattern also extends to economic performance. This time, we let some participants walk continuously while negotiating on their cell phones to increase their heart rate, whereas others stayed seated for their negotiations. Both groups conducted a mock employment negotiation over the phone.

在第二项实验中，我们想看看在人们在经济领域的表现是不是也存在同样的规律。这次，我们让部分参与者在打手机时不停地走动，以提高他们的心率，其他参与者则坐着打手机。这两组参与者都通过手机进行了一次模拟面试。

Consistent with our findings from the first study, individuals who dread negotiating felt less satisfied when they experienced heightened arousal (triggered by walking) compared to when they remained seated. They also achieved lower economic outcomes. In contrast, individuals who enjoy negotiating felt more satisfied with the negotiation when walking throughout, and also performed better when aroused compared to when seated.

第二项实验的结果和第一项相同，害怕谈判的人在心理唤醒较强(原因是走动)时的满意度低于他们坐着的时候，此时他们在谈判中获得的经济效益也较少。相反，喜欢谈判的人在边走边谈时感到比较满意，和坐着不动相比，心理唤醒较强时他们在经济方面的表现也较好。

The lesson from these studies is that the conventional wisdom isn't always so wise. If you dread negotiating, you're probably best served trying to stay calm in your negotiations in order to minimize such visceral responses. On the other hand, if you look forward to negotiating, you might want to actively attempt to raise your heart rate beforehand. Although these studies were limited to negotiation, it's worthwhile to consider if the same lessons might apply to other contexts such as public speaking, test performance, or competitive sports. Whether we interpret our physiological arousal as nervousness or excitement might depend on our prior attitudes toward the task at hand. If it's something we dread, then making an effort to maintain our composure might be valuable.

这两项实验告诉我们，常识并不总是对的。如果害怕谈判，你最好在谈判时保持平静，以尽量减少上述生理反应。相反，如果期待谈判，你可能需要在谈判前主动设法让自己的心跳加快。虽然这两项实验的范围仅限于谈判，但我们值得考虑一下这些实验结论是否适用于其他场合，比如在公开场合发言，参加考试或者竞技性运动项目。我们把自己的心理唤醒解释为紧张还是兴奋可能取决于我们对当前任务的固有态度。如果它让我们感到害怕，那么设法保持镇定就可能有很大价值。

But if it's a task we enjoy, it might be better to get pumped up!

但是，如果我们喜欢这项任务，那么比较好的做法就可能是给自己打打气。

Dr. Ashley D. Brown worked on this research as a Ph.D. student at the MIT Sloan School of Management with Prof. Jared R. Curhan. Brown is now a research associate in the Psychology Department at Stanford University.

本文作者在麻省理工斯隆商学院攻读博士学位时和贾里德科尔汉教授共同进行了上述研究。作者目前是斯坦福大学心理系副研究员。

篇4：教你如何把工作给别人做英语职场贴士

Don’t look now, but your micromanagement habits might be stunting your company’s growth. If you’re improperly, inefficiently, or just plain avoiding the delegation of tasks, you may be harming your company more than you think.

不要以为你现在凡事亲力亲为看起来效果很好，要知道事无巨细的管理会阻碍公司的长远发展。如果你不会恰当地、有效率地授权或干脆不授权的话，你的这种做法给公司造成的伤害可能比你想象得还要大。

1. Settle for 80%

1、80%足矣

Perfection isn’t the key to success. Believing this could put your business in jeopardy. CEOs and entrepreneurs alike should accept 80 percent as good enoughCmake it your new A+. As long as your goals are met, don’t sweat the small stuff. The last 20 percent can take the longest to achieve and it often has diminishing results anyway. You’ll get more done by moving to the next tasks and improving things as they come along.

完美不是成功的关键，追求完美会让你的企业陷入危险。CEO 和创业者之类的人应该接受 80% 就算够好 ― 把它当作你新的 A+。只要目标达到，就不要再为小事情烦恼。剩下的 20% 要花费最长的时间才能实现，而且往往会让成果递减。着手解决下一个任务并同时改善上一个会让你解决的问题更多。

2. Stamp out micromanagement

2、拒绝微观管理

Thinking you’re the most knowledgeable and efficient person to handle every single task is one of the most poisonous mindsets you can have. You’re not only proving your distrust for your employees, you’re also wasting countless amounts of time and energy.

认为自己是每一个任务最清楚、最高效的处理者绝对是你的思想大忌之一。这样不仅证明了你不信任自己的员工，而且还浪费了无数的时间和精力。

Learn to loosen up and let others steerCyou may be surprised what kind of innovation will flourish. If you keep focusing on achieving your standard of 80 percent, you’ll be more likely to keep micromanagement at bay.

学会放权，让别人握一下方向盘 ― 你会对因此而出现的创意勃发感到惊讶。如果你坚持 80% 即算完成的理念，就不会陷入微观管理的陷阱。

3. Stay focused

3、保持专注

As a CEO, founder, or manager, you need to ensure you’re only tackling the tasks that affect company growth. Make no exceptions to this rule and adamantly delegate everything else. There’s only so much time in the day and you’re bound to be busy, so keeping your focus is key. If you find you’re out of things to do, your company could become stagnant.

作为一名 CEO、创始人、或经理，你需要确保只处理那些影响公司发展的任务。坚持这条原则，不要搞例外，坚定地把其他事情委派他人。一天的时间就那么多你肯定会忙的要死，所以保持专注非常关键。如果你发现无事可做，你的公司就会停滞不前。

4. Set standards for delegation

4、设立委派标准

The top tasks I tend to delegate to employees are general administration duties like appointment and calendar management, billing, office management, production, and sales. Cutting these out of your day will give you more time to focus on what matters most. Make sure you’re critically evaluating your daily tasks to eliminate those without concrete goals and focus on those you can’t do without.

我委派给员工最多的任务往往是预约、日程安排这些行政管理工作，以及账务、办公室管理、生产、销售等。把这些委派出去你就会有更多的时间专注于最重要的事情。确保你已经认真评估了自己的日常任务，剔除那些没有具体目标的工作，专注那些只有你能完成的任务。

5. Look at the money factor

5、关注钱的因素

Keeping affordable will help you delegate. One of my fellow members of the Young Entrepreneur Council says he delegates any task that he can pay someone $500 per hourCor lessCto accomplish. This sets his own rate at $500 an hour or moreCessentially, a million dollar yearly salary. You have to focus on work that has the biggest impact on growth, and delegate everything elseCeven if it’s an attorney at $350 an hour.

委派要保持一个自己可以承受的程度。我在青年企业家协会认识的一位会员说，他把时薪等于或低于 500 美元的任务都委派给别人。也就是说，他自己的工作价值大于 500 美元 / 小时。换句话说，这意味着他的年薪应该是百万美元。你必须专注于对发展影响最大的工作，然后把其他委派给别人――哪怕给代理人的薪水是 350 美元 / 小时。

6. Stop owning tasks

6、停止占有任务

If you’re not passing off the ownership of tasks to others, you’re not truly delegating. Give full ownership of the task to the person you want to accomplish it. Stop babysitting your employees and trust that they will be able to accomplish a project in their own way. Limit your guidance to providing them with an achievable outcome.

如果你不把任务的所有权转交给别人，那就不是真正的委派。要把所有权完全交给你希望执行的那个人。交给他就要信任他，不要再插手，他会用自己的方式完成项目的。给他们的指导要适度，明确可实现的成果即可。

篇5：职场英语贴士：巧方法争取高薪酬（双语阅读）

Don't take the first offer.

不要接受对方第一次开出的价码。

Most employers expect candidates to try to negotiate. So they leave room in the first offer for a raise, says Mr. Akana. If possible, try to arrange a face-to-face meeting with the hiring manager rather than someone in human resources. The hiring manager is more likely to be flexible, says Mr. Akana.

阿卡纳表示，多数雇主都预期应聘者会讨价还价，所以他们第一次开出价码时会预留上涨的空间。可能的话，安排一次跟你未来直接上司的直接面谈，而不是只跟人力资源部的人谈谈就拉倒了。阿卡纳表示，直接上司通常都更容易变通。

Say that you' re flattered to have an offer and really want to join the team, but that there are a couple specific items that you' re sure you could resolve if you put your heads together,“ says Mr. Akana. Despite the pressure on salaries during the downturns, a good rule of thumb is to ask for a 10% higher salary, says Msde Lande Long.

阿卡纳说”向对方表示，你很荣幸能够得到这个机会，你非常想要加入这个团队，不过有几个具体问题需要面谈。“德兰德・隆表示，虽然经济低迷时期工资会受到一定的影响，要求对方在开出的价码上再加10%是绝对不会错的。

If the hiring manager says budget restrictions keep him from going as high as you'd like, it might be that the position is ”graded“ to be within a certain salary band by HR, says Mr. Akana. It's worth asking if the boss can ask the appropriate person for the job to be re-graded. The worst he can say is no.

阿卡纳说，如果你的未来上司表示，因为预算的限制，他设法给到你要的工资，那么可能是因为这个职位的薪酬级别是由人力资源部来”评定“的。可以试着问他是否可以找相关人员重新评定薪酬级别，问一问总是没错的，最糟糕的回答元非是不行。

Once that's locked in, go for other benefits.

工资谈妥之后，赶紧去争取真他福利。

Despite what you might have heard, many benefit packages aren't flexible, says Ms. de Lande Long. 80, while it's worth asking, it might be difficult to modify the health plan. Your success in getting more vacation days depends on the employer, says Ms. de Lande Long.

德兰德・隆表示，很多公司的福利政策是固定的，跟你原先的了解也许不尽相同。所以，虽然不妨一间，但是要想改变医疗保险条件是非即在的。而能否争取到更多的休假则取决于你的新公司。

Your potential boss might be hesitant to give you more days if it will make other employees think they're being treated unfairly. Instead, focuson things that are easy for the employer to provide. such as a work-from-home arrangement for one day a week. if the employer has made such arrangements in the past. says Mr. Akana.

阿卡纳表示，你的未来上司也许没法给你更多的体假，因为也许其他员工会因此觉得不公平，所以，你不妨把重点放在上司比较容易安排的事情上面，比如，如果公司此前有过类似的先例，你也可以要求一周有一天在家上班。

If you still feel your package is too low. ask if it can be reviewed again in six months. ”That way, you can show them that you're worth the money,“ he says.

如果你还是觉得薪酬过低，那么就问问对方是否可以在6个月之后重新评定。阿卡纳表示，”这样可以显示你的确是值这个价的。\"