Fear and Stress on the Job

食客在餐館吵鬧尖叫。游泳池的顧客拿著復(fù)印的設(shè)施使用規(guī)定。醫(yī)院患者的家屬大喊大叫、威脅要起訴。這些都是世界各地一線(xiàn)員工的真實(shí)經(jīng)歷——全都令人沮喪。 Screaming restaurant customers. Pool patrons?carrying around?copies of a facility’s rules. Families of hospital patients yelling and threatening to sue. These are all real-life examples of what frontline workers around the world have experienced — all of them disheartening. 《哈佛商業(yè)評(píng)論》英文版在詢(xún)問(wèn)讀者工作中遇到的不文明行為時(shí)，得到了員工和管理者幾十條詳細(xì)答復(fù)，并在其中注意到一種脫節(jié)。老板說(shuō)自己在努力保護(hù)團(tuán)隊(duì)，員工卻表示沒(méi)有得到足夠的支持。當(dāng)然，一些團(tuán)隊(duì)領(lǐng)導(dǎo)者會(huì)在短期內(nèi)處理事件，趕走在餐廳大叫的食客、不理會(huì)死摳規(guī)定的人、安撫發(fā)怒的患者家屬。然而他們并未對(duì)這種互動(dòng)會(huì)給員工的工作表現(xiàn)和心理健康造成的長(zhǎng)期傷害予以足夠關(guān)注。很多員工還提到，他們并不覺(jué)得自己可以跟上司談起不文明的顧客、患者或客戶(hù)。還有一些員工說(shuō)高層領(lǐng)導(dǎo)者似乎并不關(guān)心這些。 When HBR asked our readers about their experiences with incivility at work, we got dozens of detailed responses from both employees and managers and noticed a disconnect. While bosses said they work hard to protect their teams, the workers themselves reported not getting enough support. Sure, some team leaders handle incidents in the short term, expelling the restaurant diner, ignoring the rules stickler, and calming the patient’s family. But they don’t pay as much attention to the long-term toll these interactions take on employees’ job performance and mental health. Many employees also noted that they didn’t feel they could talk about uncivil customers, patients, or clients with their managers; others said their senior leaders seemed uncaring. 來(lái)看我們收到的幾條評(píng)論： Consider just a few of the comments we received: “會(huì)讓你覺(jué)得自己沒(méi)有受到尊重，有時(shí)還會(huì)感到恐懼?！?“It makes you feel disrespected and sometimes fearful.” “我沒(méi)法再放松下來(lái)，我會(huì)立刻覺(jué)得所有肌肉都變得僵硬，好像身體進(jìn)入了準(zhǔn)備戰(zhàn)斗的狀態(tài)。我是靠試著控制呼吸恢復(fù)狀態(tài)的?！?“I can’t relax anymore, and I immediately feel all my muscles become hard, like my body is preparing to fight. I try to come back to normal by controlling my breath.” “會(huì)讓人很有壓力。我討厭自己的工作，卻不能辭職?！?“It stresses you out. I hate my job, but I can’t afford to quit.” “我的上司沒(méi)有能力解決這樣的問(wèn)題。我只能靠自己，淹沒(méi)在焦慮中。” “My manager is not capable of solving such a problem. I’m left all on my own, drown[ing] in anxiety.” “管理者通常會(huì)同意患者的意見(jiàn)，因?yàn)樗麄儾幌氚讶魏问虑轸[大?！?“Managers usually agree with patients because they don’t want any drama to become bigger.” “公司領(lǐng)導(dǎo)層根本不關(guān)心別人受到了怎樣的對(duì)待，所以他們很可能會(huì)告訴我們，忍著吧，好好賺錢(qián)?！?“The corporate leadership doesn’t give a crap about how anyone is treated, so they are likely to tell us just to suck it up and get the revenue.” 然而，回應(yīng)我們問(wèn)卷調(diào)查的管理者卻似乎更了解一線(xiàn)員工面對(duì)的問(wèn)題——部分原因在于這些管理者也曾遭遇過(guò)不文明行為。管理者們?cè)O(shè)計(jì)了具體的解決方案來(lái)化解和消除壓力，其他團(tuán)隊(duì)領(lǐng)導(dǎo)者可以學(xué)習(xí)并利用起來(lái)。 However, the managers who responded to our survey seemed to have a better understanding of what their frontline workers are dealing with — in part because they have?

also

?been on the receiving end of incivility. Managers have crafted specific solutions to defuse and destress that other team leaders can learn from and implement. 首先，看到員工與顧客起沖突時(shí)，管理者會(huì)支持員工。其次他們鼓勵(lì)開(kāi)放式溝通，這樣員工就可以放心地匯報(bào)問(wèn)題。最后，有應(yīng)對(duì)事件的流程。我們會(huì)分享一些管理者分享的策略（文字已經(jīng)過(guò)編輯），不過(guò)要注意，幾乎所有參與調(diào)查的員工和管理者都要求匿名，正說(shuō)明了坦率談?wù)撍诮M織服務(wù)對(duì)象的不良行為有多困難。 First, when witnessing a confrontation, managers back up their employees. Second, they encourage open communication so people feel comfortable reporting problems. Finally, they have procedures for responding to incidents. We’re highlighting some of the strategies that managers shared with us (the comments have been lightly edited), although we should note that nearly all survey respondents — workers and managers — requested anonymity, revealing just how difficult it is to talk candidly about bad behavior on the part of the people your organization serves.

關(guān)于為員工出頭

On Standing Up for Staff

“我會(huì)私下跟行為不良的客戶(hù)溝通，這樣不會(huì)造成尷尬局面，但要在可接受和不可接受的行為間劃定明確界限?！?“I will speak to a poorly behaving client privately so that I don’t create an embarrassing situation but clearly draw the boundary for acceptable and unacceptable behavior.” “我會(huì)盡快平息對(duì)方的怒氣，讓他們離開(kāi)。如果對(duì)方是性別歧視和種族主義者等，我會(huì)將我們反對(duì)這類(lèi)行為的政策告訴他們，請(qǐng)他們離開(kāi)。有時(shí)不得不威脅說(shuō)要報(bào)警，不過(guò)這種情況非常少見(jiàn)?！?“I try to defuse the angry person quickly and get them out of the store. If they are sexist, racist, etc., I advise them of our policy against this behavior and ask them to leave. Sometimes you have to threaten to call the police, but that’s very rare.” “我百分百支持一線(xiàn)員工。我會(huì)向?qū)Ψ浇忉專(zhuān)撬麄冏约旱男袨樵斐闪撕罄m(xù)事件。他們經(jīng)常會(huì)試圖把責(zé)任推到我們或員工身上。我從不允許這樣的事情發(fā)生。” “I back the frontline workers 100%. I explain to the person that their actions have created the consequences. They often try to blame it on us or staff. I never allow that.” “我們?cè)诠ぷ髦袑?shí)行零容忍政策，我永遠(yuǎn)支持我的團(tuán)隊(duì)?！?“We exercise a zero-tolerance policy at work, and I always support my team.” “我通常會(huì)介入并嘗試調(diào)解。我要讓員工知道他們不能受到惡劣對(duì)待，而且他們可以要求任何人離開(kāi)我們的經(jīng)營(yíng)場(chǎng)所?！?“I typically step in and try to mediate. I let my staff know they are not to be mistreated and that they can ask anyone to leave the premises.”

關(guān)于保持開(kāi)放式溝通

On Maintaining Open Communication

“他們讓我注意到了與顧客間的問(wèn)題。有時(shí)我們會(huì)從這些互動(dòng)中了解到我們需要改變政策，或者轉(zhuǎn)變方向?！?“They bring problems with customers to my attention. Sometimes we learn that we need to change a policy or pivot from these interactions.” “我會(huì)先讓員工冷靜下來(lái)，然后找出問(wèn)題所在?！?“I start by calming the employee down. After that, I find out what the problem was.” “我有一項(xiàng)開(kāi)放性政策。我會(huì)為團(tuán)隊(duì)提供時(shí)間，讓他們反思和思考應(yīng)對(duì)棘手情況的不同方法。根據(jù)具體情況，公司可以提供咨詢(xún)和員工關(guān)懷服務(wù)?；颊叩陌踩粮邿o(wú)上，但員工的人身和心理安全也至關(guān)重要?！?“I have an open-door policy. I provide my team with time to reflect and consider different ways of handling difficult situations. Depending on the situation, counseling and staff care services are available. Patient safety is paramount; however, the personal and psychological safety of staff is essential.” “職位較低的人會(huì)覺(jué)得自己不能發(fā)聲，不然就會(huì)被貼上‘太敏感’或‘在惹麻煩’的標(biāo)簽。我會(huì)說(shuō)，‘如果你注意到什么，就直說(shuō)出來(lái)。’” “Those who are in lower positions feel like they can’t speak up [or they will be] judged for being too sensitive or causing hassle. I say, ‘If you notice something, say something.’” “我會(huì)告訴員工要站出來(lái)。和我們保持溝通。永遠(yuǎn)不要讓別人給你壓力，讓你沒(méi)有安全感。碰到不良行為就說(shuō)出來(lái)?！?“I tell my staff to always come forward. Always tell us. Never allow others to pressure you and [make you] feel unsafe. Call out bad behavior.”

關(guān)于后續(xù)措施

On Following Up

“我會(huì)傾聽(tīng)他們的意見(jiàn)，詢(xún)問(wèn)導(dǎo)致這種狀況的原因，了解他們的感受和應(yīng)對(duì)方式，并讓他們知道我跟他們站在一起。我也會(huì)與另一方交談，聽(tīng)取他們的觀(guān)點(diǎn)。我通常會(huì)試著讓雙方聚在一起解決這個(gè)問(wèn)題。如果是惡劣的違規(guī)行為，我會(huì)請(qǐng)員工同意人力資源部門(mén)的介入。” “I approach and listen to them, ask what led up to the situation, how they feel about it, how they handled it, and let them know that I am in their corner. I also talk to the other person to listen to their point of view. I usually try to get the parties together and work through the issue. If it’s an egregious violation, I ask the employee’s permission to involve HR.” “我會(huì)記下聯(lián)系方式，發(fā)送后續(xù)跟進(jìn)郵件?！?“I collect contact information and send follow-up emails.” “完整記錄下情況，填寫(xiě)事件表格，并在每周治理會(huì)議和每日安全簡(jiǎn)報(bào)上進(jìn)行討論。我會(huì)始終保證跟進(jìn)員工或團(tuán)隊(duì)情況，幫助他們處理創(chuàng)傷性局面。高管層會(huì)討論特定情況并制定行動(dòng)計(jì)劃，以減少員工的額外風(fēng)險(xiǎn)?！?“The situation is fully documented and an incident form is discussed at weekly governance and daily safety brief huddles. I always ensure there is follow-up with the employee or team and help them manage traumatic situations. Certain situations will be discussed at the senior level, with action plans put in place to reduce or mitigate additional risk to employees.”

將三種策略付諸實(shí)施

Putting All Three Tactics to Work

管理者們描述的三種策略——當(dāng)下干預(yù)、鼓勵(lì)坦誠(chéng)，以及設(shè)置應(yīng)對(duì)不文明行為的流程，都能為面對(duì)困境的一線(xiàn)員工賦權(quán)，也是為了良好地經(jīng)營(yíng)。 The three tactics the managers described — intervening in the moment, encouraging candor, and having a process for responding to incivility — all empower frontline workers in difficult positions. But these strategies are also about doing good business. 因?yàn)檎缫晃灰痪€(xiàn)員工的解釋?zhuān)盀閱T工著想，他們就會(huì)更努力地為你工作?！?As one frontline worker explained, “Look out for your staff, and they will work harder for you.” 勞拉·阿米克是《哈佛商業(yè)評(píng)論》英文版高級(jí)編輯。 勞拉·阿米克（Laura Amico) | 文?? 蔣薈蓉 | 譯??時(shí)青靖 | 校??孫燕 | 編輯