一分钟经理人：One Minute Manager -13

管理学大师肯·布兰佳和畅销书作家斯宾塞·约翰逊的合力之作，这本小册子，把看似复杂的管理难题浓缩成了“三个一分钟”，足够精悍，足够简单，足够明了。

Chapter 10：Why One Minute Reprimands Work

“If you realize that you are managing people, and not just their recent behavior,” the manager concluded, “you will do well.”

“It sounds like there’s a lot of caring and respect behind such a reprimand,” the young man said.

“I’m glad you noticed that, young man. You will be successful with the One Minute Reprimand when you really care about the welfare of the person you are reprimanding.”

“That reminds me,” the young man injected, “Mr. Levy told me that you pat him on the shoulder, or shake hands, or in some other way make contact with him during a praising. And now I notice that the parents are encouraged to touch their children during the scolding. Is touching an important part of the One Minute Praisings and Reprimands?”

“Yes and no,” the manager answered with a smile. “Yes, if you know the person well and are clearly interested in helping the person to succeed in his or her work. And no, if you or the other person has any doubts about that.

“Touch is a very powerful message,” the manager pointed out. “People have strong feelings about being touched, and that needs to be respected. Would you, for instance, like someone whose motives you weren’t sure of, to touch you during a praising or a reprimand?”

“No,” the young man answered clearly. “I really wouldn’t!”

“You see what I mean,” the manager explained. “Touch is very honest. People know immediately when you touch them whether you care about them, or whether you are just trying to find a new way to manipulate them.

“There is a very simple rule about touching,” the manager continued. “When you touch, don’t take. Touch the people you manage only when you are giving them something—reassurance, support, encouragement, whatever.”

“So you should refrain from touching someone,” the young man said, “until you know them and they know you are interested in their success—that you are clearly on their side. I can see that.

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