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。
人人都喜歡好消息。因?yàn)楹孟⒖梢宰屓烁杏X(jué)良好。無(wú)論這個(gè)消息是關(guān)于升職、贏得一份新合同、獲得正面的反饋還是其他什么，都會(huì)讓我們非常興奮。好消息會(huì)使我們的身體釋放出可以改善我們的情緒的快樂(lè)荷爾蒙，這種荷爾蒙正是緩解壓力的一劑天然妙方。
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 – they naturally trigger worries, stress us and make us less happy。
我們通常不喜歡壞消息。沒(méi)人會(huì)想聽(tīng)到諸如事情進(jìn)展的不順利、方法無(wú)效或者我們失敗了等消息。當(dāng)壞消息來(lái)的時(shí)候，我們經(jīng)常試圖逃避或者無(wú)視它們。因?yàn)樗鼈兒秃孟⒄孟喾?mdash;—它們會(huì)誘發(fā)焦慮，產(chǎn)生壓力，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，人們經(jīng)常掩蓋、隱瞞或者無(wú)視壞消息。沒(méi)有人愿意承認(rèn)自己犯錯(cuò)了，因?yàn)槲覀兛傆X(jué)得報(bào)告壞消息的人有被解雇的風(fēng)險(xiǎn)。為了自身的職業(yè)進(jìn)展的利益，以及保持良好的情緒，我們不會(huì)談及壞消息。
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。
領(lǐng)導(dǎo)者總能不被壞消息侵襲。領(lǐng)導(dǎo)者身邊的人保護(hù)領(lǐng)導(dǎo)者免于聽(tīng)到壞消息，他們只喜歡說(shuō)好消息。而且只說(shuō)好消息可以讓大家都更輕松愉快。在許多例子中，正是個(gè)人文化或者企業(yè)文化使得人們難以說(shuō)出壞消息。
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。
我們要做的就是改變我們對(duì)待壞消息的反應(yīng)。我們應(yīng)該迫使自己回應(yīng)地更加正面，譬如：“非常感謝你告訴我。我非常感激。”而不是更自然地回應(yīng)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識(shí)地去了解壞消息，因?yàn)槟銖南旅娴玫降南⒁呀?jīng)經(jīng)過(guò)了層層的“過(guò)濾”了。
There are three things that really good (and successful) leaders do when it comes to bad news:
下面是那些真正優(yōu)秀(成功)的領(lǐng)導(dǎo)者遇到壞消息時(shí)會(huì)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、他們努力影響人們對(duì)待壞消息的反應(yīng)，致力于讓大家積極正面的對(duì)待壞消息。
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、他們將氛圍變得可以讓人們能隨意說(shuō)出壞消息。這種氛圍鼓勵(lì)人們?cè)趩?wèn)題出現(xiàn)時(shí)就立即提出來(lái)，而不是掩蓋問(wèn)題。在這種氛圍下，隱瞞壞消息的后果遠(yuǎn)遠(yuǎn)比說(shuō)壞消息帶來(lái)的潛在后果嚴(yán)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、他們確保大家慶祝“處理壞消息”的優(yōu)良事跡。在這些事跡中，有人說(shuō)出了壞消息，并且采取了正確的行動(dòng)去解決問(wèn)題。分享這些事跡將有助于創(chuàng)造合適的氛圍，并釋放出一種信號(hào)。這種信號(hào)告訴我們不僅說(shuō)出壞消息很重要，積極正面的應(yīng)對(duì)和最終的結(jié)果也同樣非常重要。
