如何管理容易哭泣的員工（下）

3. Require a brief recovery period instead of calling off the meeting or pretending nothing’s happening.

3. 需要一個短暫的恢復時期。而不是叫停會議或假裝沒事。

With someone who cries rarely, you might want to reschedule the meeting. But with someone who cries a lot, that may not be the answer — there’s no inherent reason that your next discussion will go significantly better and no one has time to reschedule meetings anyway. So you might as well help this one along, show that you can protect the employee’s dignity, and take control of the situation simultaneously.

對於哭喊機率不大的同事，你也許需要重新安排會議的時間。但對於總是哭喊的人，那就不是同一回事了——沒有任何內在的原因，你的下一個議程會明顯更順利，也沒有人有那個時間重新安排會議。所以，你不妨一直幫助這一名員工，展示出你可以保護這位員工的自尊心，並且可以同時控制情況。

4. Probe for the employee’s immediate purpose or need.

4. 探索員工的直接目的或需求。

It’s important to avoid questions that invite a litany of woes or stories about problems that occurred three years ago. So skip leading questions like “What’s going on?” in favor of “What are the specifics I need to know about this situation?” or “What’s the most important thing you’re trying to accomplish right now?” Keep bringing the employee to the point: the data and considerations to move forward with the business problem.

請切記，提出的問題要避免翻出陳年舊賬。比如不要問“發生了什麼事？”，更應該是“我應該知道哪些關於這個情況的具體細節？”或“你如今最想完成的事是什麼？”注意讓員工保持在這一點上：數據以及推進商務問題的思考。

5. Don’t commiserate, pity, or try to fix the situation for them.

5. 不要憐憫，同情，或嘗試爲他們解決問題。

It’s okay to acknowledge, “I’m sorry that upset you,” but minimize any sense of drama. Resist getting upset yourself, even if you’re frustrated; it will only encourage even more emotion. Look away a bit, as if they happened to have a bloody nose and will take a few minutes to clean up but don’t need an ambulance.

有這樣的意識還是不錯的：“對於那件讓你沮喪的事情，我感到遺憾，”但要把任何可能衍生的戲劇效果控制到最小的程度。不要讓自己沮喪，即使你已經筋疲力盡了；因爲那隻會激發出更多情緒。看開一點點，正如它們只是剛好流鼻血、需要花一點時間擦乾淨，而不需要救護車一樣。

6. Announce a conclusion.

6. 公佈一個結論。

This is a two-fold step: The first is to declare what needs to be done to progress through the problem and ensure that you’ve each committed to your follow-up actions; the second is to bring the discussion to a close so there’s no wallowing in emotion.

這是一個雙向的步驟：首先要說明需要完成什麼事情去度過這個問題，確保你們都已經決心做好你們的後續行動；其次就是開展討論至問題終結，這樣就不會造成情緒翻涌。

It’s natural to want to avoid the discomfort of confronting a crying subordinate. But if you’re calm and focused, you can help the employee move past their emotions and come back to the necessary work at hand. Over time, they’ll become more proficient at curbing their own reactivity. And you’ll be happier to meet with them.

想要避開一個哭喊下屬帶來的不安感是正常的。但如果你能夠冷靜思考，注意力集中，你就可以幫助這個員工排解他們的情緒，迴歸手上重要的工作當中。很多時候，他們在處理自己的個人反應就更加有效。而你見到他們也會更開心。