自视过高的员工，拿他怎么办？

小佛爷说

有的员工可能对自己表现欠佳浑然不知，还自认为表现出色。了解是什么原因导致他们缺乏认识，将有助于管理者纠正问题行为，也能帮助员工实现长进；抑或证实管理者的评估：他们可能就是无法满足工作要求。

几乎每一位领导者都曾有过这种尴尬经历，即管理某些自认为表现出色的人，而实际上其表现只是刚刚合格，甚至更糟。事实上，在我30年的咨询生涯中，这一直是我观察到的最常见也最让人精疲力尽的表现问题之一。

是什么导致了这些员工的实际产出与他们对成功的认知之间的悬殊差异？有些人可能没有得到发展和提高所需资源及明确反馈；有的人可能未能意识到他们在费劲挣扎。

无论是何原因，如果领导者不解决这种情况，落伍员工的工作就得不到改善，企业就会失去一名团队成员的价值，而假以适当的支持，那位团队成员就能茁壮成长。

也许更隐秘的风险是，领导者会看似纵容不合格的工作，而称职的员工可能变得消极泄气并抽身走人。不过，如果你能找出表现欠佳员工缺乏自我意识的潜在原因，以下五种方法将帮助你纠正问题行为——或者了解是否有此可能。

明确期望值

某非营利型客户拥有宜人的工作环境和致力于理解彼此需求的文化。董事会主席对某位副总裁工作缺乏成果感到恼火。那位副总裁认为自己工作出色，因为她很努力。董事会主席提醒这位副总裁的上司（一名高管），他有责任确保工作成效。这位上司向该副总裁强调了业绩目标，可是由于他不想责备她或伤害她的感情，所以没有解释对公司的危害，以及她的工作岌岌可危这一事实。他继而对这位副总裁失去了信心，并最终减少了她的职责，以此间接承认她的工作缺乏进展。董事会主席和那位上司后来都承认，任何人在指出她的绩效问题时都不够直接。

为员工提供资源和支持

多数员工需要领导、指导和强有力的监督才能发展进步，尤其是在他们涉足公司的新部门或得到提拔以填补公司空缺职位的时候。如果他们天生的技能不足以满足他们的岗位和责任要求，他们甚至可能没有察觉自己的不足之处。

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Almost every leader has been in the uncomfortable position of managing someone who thinks their performance is terrific when it’s actually just adequate, or worse. In fact, in my 30 years of consulting, it’s been one of the more frequent — and draining — performance problems I’ve observed.

What causes the mismatch between these employees’ real output and their perceptions of success? Some may not be receiving the resources and clear feedback they need to develop and improve; others may be unable to recognize that they’re struggling. Whatever the cause, if leaders fail to address the situation, the lagging employee’s work will not improve, and the organization will lose the value of a team member who could thrive if given the proper support. Perhaps a more insidious risk is that the leader will appear to condone substandard work, and competent employees may become demotivated and disengage. But if you can identify the likely cause of an underperformer’s lack of self-awareness, these five approaches will help you correct the problem behaviors — or understand whether that’s even possible.

Be clear about expectations. A nonprofit client had a congenial work environment and a cultural commitment to understanding each other’s needs. The board chair was exasperated by the lack of results from a particular VP, who believed she was doing fine because she was making an effort. The board chair reminded the VP’s manager, a senior executive, that he was responsible for ensuring results. The manager reinforced performance objectives with the VP, but because he didn’t want to blame her or hurt her feelings, didn’t explain the harm to the organization or the fact that her job was in jeopardy. He continued to lose confidence in the VP and eventually reduced her duties as an indirect way of acknowledging her lack of progress. Both the board chair and the manager later acknowledged that no one had been direct enough with her about her performance problems.

Provide employees with resources and support. Most employees need leadership, mentoring, and strong supervision in order to develop, particularly if they’re stepping into a function that’s new to the company or are promoted to fill an absence in the organization. If their natural skills are insufficient to meet the requirements of their role and responsibilities, they may not even perceive what their deficits are.

利兹·基斯利克(Liz Kislik) | 文

利兹·基斯利克帮助企业（从《财富》500强到非营利性国家企业和家族企业）解决他们最棘手的问题。她一直任教于纽约大学(NYU)和霍夫斯特拉大学(Hofstra University)，最近在TED x BaylorSchool发表过演讲。你可以在她的网站上获得她的免费指导《如何解决职场中的人际冲突》(How to Resolve Interpersonal Conflicts in the Workplace)。

刘隽 | 编辑