medium对老板的感谢英语

2021年1月21日发(作者：调试模式)
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对老板的感谢英语


That’s the rule at Menlo Innovations, a software
company
based
in
Ann
Arbor,
Mich.,
which
trains
project
managers
to
smile
and
thank
employees
even
when
they’re bearing bad news.


“My job is to say, ‘Thank you for letting me
know,’ not ‘I
need you to work an extra 10 hours
tonight,’”
says
Lisa
Ho,
26,
a
Menlo
project
manager.
“Sometimes
it’s
hard
to
do
because
we
have
this
deadline we’re trying to meet. But I respect them for
telling me and as long as we’re very transparent… I
can call the
client.”

In
corporate
America,
many
employees
are
afraid
to
report
bad
news
because
they’re
essentially
saying
no
to the bo--
telling her that a businegoal hasn’t been
met.
But
companies
that
foster
a
fear-free
culture
enjoy better decision-ma-ki-ng, more ethical behavior
and
the
ability
to
truly
harnethe
collective
brainpower
of
the
workforce,
according
to
Menlo
CEO
Rich
Sheridan
and other busineleaders.
Encouraging employees to say no to the boensures
that smart new ideas bubble to the top levels of an
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organization,
Sheridan
says.
He
sets
such
a
high
priority on healthy dissent that he’s baked it into
the corporate culture through training, procedures,
regular communications to employees and a willingneto
take risks based on staff suggestions.

It’s all too easy to fall into a yes
-man culture,
especially
when
workers
feel
insecure
about
their
jobs.
To
create
an
environment
of
open
communication,
leaders
must
reward
and
publicize
new
ideas,
encourage
dissent
from staff and even challenge employees when everyone
seems too agreeable.

“The company and the CEO and the chairman have to
set the right tone,” says Peter Handal, president of
Dale
Carnegie
Training.
“The
worst,
fatal
flaw
in
the
leadership of companies is the ‘not invented here’
men
tality:
‘If
it’s
not
my
idea,
I
don’t
want
to
hear
it.’”

Employees will work harder and more efficiently
because
they
feel
listened
to
and
invested
in
the
venture, he says. “It really does help the morale and
the spirit and the dedication of the people in the
company because they feel like they’re part of it;
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they’ve given their input,” Handal says.

Mending a frayed company culture
Jay Grinney faced an especially tough challenge
when
he
took
over
as
CEO
of
HealthSouth,
a
Birmingham-based health care company, in the wake of
a massive fraud scandal that led to criminal and civil
lawsuits.

“One of the things that was important to me was
to create a culture that would be in stark contrast to
the culture that was here before I arrived,” Grinne
y
says.
“That
culture
was
characterized
by
fear,
intimidation, favoritism, a very ego-
centric CEO.”

On
his
first
day,
he
called
a
company-wide
employee
meeting and presented his vision for the busineand a
plan
to
establish
openness,
honesty,
mutual
respect
and
integrity with patients, fellow HealthSouth employees
and regulators. He began to hold quarterly town hall
meetings that end with a question and answer session
for
employees.
If
no
challenging
questions
emerge,
top
managers will ask about issues they know are raising
concerns.

“I don’t think there’s any single formula for
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proving
your
intent,”
he
says.
“It
has
to
be
demonstrated in every single thing that I do and has
to
be
reflected
in
the
people
I
surround
myself
with.”

At
Grand
Circle
Corp.,
employees
are
graded
on
their
open
communication,
one
of
the
travel
and
cruise
company’s
six
key
values.
During
a
monthly
meeting
in
Boston, executives answer staff questions for a half
hour,
and
the
people
who
ask
outstanding
questions
are
recogni
zed in the company’s newsletter.


“They’re
viewed
as
the
champions
or
the
role
models,” explains Grand Circle CEO Alan Lewis. “The
reason you want your associates to raise hot issues is
that’s
where
you’ll
learn
about
bottlenecks….
You’ll see where you

have organizational issues.”

Recently,
Grand
Circle
overhauled
its
Amazon
River
itinerary based on feedback from employees that had
vacationed with a competitor. The company eliminated
a
brand
new,
$$12
million
travel
reservation
system
after
associates
complained
that
the
custom-built
software simply didn’t work.


“I believe 95% of corporate America doesn’t try
to
listen
to
their
associates,
doesn’t
know
how
to
get
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