注册 登录  
 加关注
   显示下一条  |  关闭
温馨提示!由于新浪微博认证机制调整,您的新浪微博帐号绑定已过期,请重新绑定!立即重新绑定新浪微博》  |  关闭

宁老师留学DIY咨询

MBA及Master申请PS/Essay/简历/推荐信写作咨询人

 
 
 

日志

 
 
关于我

2009年7月份,我给一个老朋友(Simon FT-MBA,2010春季班)为申请MBA而写的Essay提了几点比较关键的修改建议。后来,她成功拿到Simon的Offer。再后来,她建议我做留学DIY咨询方面的工作,并向我介绍了我的第一个客户。最终,我的第一个客户也成功拿到几个TOP16商学院的面试并顺利拿到Duke Fuqua商学院MBA的录取。 本人毕业于上海复旦大学管理学院国际企业管理系,属于商科科班出身并且做过管理工作、有领导经验的人士。

网易考拉推荐
 
 

HBR选读:How to Give an Employee Feedback About Their Appearance  

2017-05-29 02:15:38|  分类: 领导力与管理学 |  标签: |举报 |字号 订阅

  下载LOFTER 我的照片书  |

HBR选读:How to Give an Employee Feedback About Their Appearance


Amy Gallo
MAY 26, 2017

 

 

Whether we like it or not, a person’s appearance affects their success at work. When an employee looks unkempt or wears revealing clothing, they may have a harder time gaining their colleagues’ or customers’ respect. But how do you broach what feels like a sensitive topic? And how can you frame the feedback as trying to help them — not make them feel self-conscious?

What the Experts Say
It would be nice if looks didn’t matter at all, but that’s rarely the case. “How we show up and deliver our work is as important as the content,” says Amy Jen Su, cofounder of 
Paravis Partners, an executive training and coaching firm, and author of Own the Room. “It can be heartbreaking to see a person who does good work not succeed because of how they appear.” But navigating this kind of conversation with your employee is tricky, says Joseph Grenny, coauthor of Crucial Conversations and cofounder of VitalSmarts, a corporate training company. “It’s uncomfortable and awkward,” he says, “and at the end of the day, a lot of it is subjective.” Here are several tips to follow the next time you need to address this delicate subject.

Question your assumptions
Before you do anything, reflect on what the real problem is. If the clothing is hindering your employee’s ability to be taken seriously, that’s one thing. If you simply don’t like the clothes, that’s another. “Don’t translate your personal preferences into business requirements,” warns Grenny. Maybe you’ve always thought that your male colleagues should wear a button-down shirt and slacks, if not a suit, to work. But is that really what’s best for the business? Be thoughtful about any bias you might be bringing to the situation. Su suggests you look for concrete evidence that the person’s appearance is affecting their success: Does it violate any explicit company dress code? Has it ever distracted people from focusing on the content the employee is delivering? Have you gotten negative feedback from important stakeholders, such as clients or senior management?

Get over your discomfort
If you decide that there’s a business impact that needs to be addressed, don’t assume that the conversation is going to be awkward. Sure, the “discomfort is very real,” says Su, but remember, this isn’t about you. “Make it about the person and your responsibility as a manager to help them succeed,” says Su. While you should be prepared for pushback, defensiveness, or hurt feelings, it’s possible none of that will happen. “I’ve been surprised by how many people want this kind of feedback and welcome it,” Su explains. “Dress and appearance is often this weird, unspoken thing.” Grenny agrees. “We sometimes assume that [advice on this topic] will feel intrusive, but some people just don’t care about these niceties, and for someone who’s thought zero about them, it may not be personal to them,” he says. The person may just be unaware of the team, organization, or industry norms around appearance.

Prepare for the conversation
“Preparation is really important,” says Grenny. Think through how you will frame the discussion. “Focus on your intention and communicate that you want them to be as successful as possible.” Construct a sound argument grounded in business reasons. “Don’t make this about right and wrong, good and bad, decent and indecent,” says Grenny. Instead, talk about how their appearance can help them improve internal and external relationships. It’s also a good idea to consult your HR department beforehand to avoid potential legal problems. “You want to make sure that all of those HR concerns are off the table and that you don’t say anything that would be considered discriminatory,” says Su.

Be direct
During the conversation, “don’t understate or sugarcoat your message because you’re worried they’ll feel upset,” says Grenny. Come out and say what you need to. Su suggests something like, “I want to give you feedback on your overall presence and make sure that your appearance is aligned with the high-quality professional work that you do.” The goal is to “enhance their visibility, influence, and presence.” You might even share evidence that appearance matters, such as 
stats on how looks influence success at work or the proven link between personal grooming and income.

Own your part
If you don’t have an explicit dress code, own your part in creating the situation. “If you haven’t communicated what you expect, then you have no right to hold someone accountable. You’re also going to set yourself up for legal issues,” says Grenny. You might say something like, “I realize that as a manager I’ve had some expectations and haven’t shared them. That’s my fault.”

Give concrete advice
Don’t just come out and say, “Your shirt is not appropriate.” That feels like an attack and doesn’t help them fix the problem. Su suggests calling someone’s appearance their “book cover” to keep the discussion less personal. Give them concrete advice by restating the norms you hope they’ll adhere to. For example, you might say, “More tailored is better than too short or too tight.”

Listen
It may be that a person’s appearance is a sign of other problems, particularly if it’s changed over time. Leave room in the discussion (by not doing all the talking) for the person to share what they might be going through. “If someone is particularly disheveled, check in on how things are going. Make it a two-way conversation. Be compassionate,” Su suggests. “There may be something going on that you don’t know about.”

Allow for authenticity
Unless your company asks people to wear a uniform, make it clear that you want people to dress in a way that feels comfortable and authentic to them, while staying within the company’s norms. “You’re not asking them to conform 100% and give up who they are. You’re asking them to be aware of the dress code and decide for themselves what is the most authentic expression of that,” says Su.

Don’t make it into a bigger deal than it is
At the end of the discussion, it’s helpful to restate your intention. You might say, “This is about your professional dress, not about your value to the organization or my desire to work with you.” You don’t want to leave on an awkward note. Grenny adds, “Put this into the small box that it belongs in, and leave it there.” That doesn’t mean you shouldn’t discuss it again. In fact, it’s a good idea to follow up a few days later to see whether the person has any questions. And when you notice changes, offer compliments.

Make rules clearer for the next time
“An ounce of training prevents a pound of conversation,” says Grenny. If you find yourself having lots of these appearance-related feedback sessions, consider incorporating a discussion about appearance and dress into your employee orientation process. It doesn’t have to be long. Even five minutes of describing how people typically dress at your company can prevent future problems and make newcomers feel more at ease.

Principles to Remember

Do:

  • Prepare for the conversation and construct a sound argument, grounded in business reasons, for why they should dress differently
  • State your intention to help them succeed with this feedback
  • Take responsibility for not communicating expectations earlier

Don’t:

  • Allow your personal preferences to influence how you think people should dress
  • Focus on how uncomfortable you feel about the topic or make the issue seem bigger than it is
  • Sugarcoat your message because you’re worried about upsetting the person — be direct and honest

Case Study #1: Take the blame
Back when Bryan Clayton, the CEO of 
GreenPal, a web and mobile app that helps people find lawn care services, was in the landscaping business, he managed Ross, an employee who had just been promoted to a supervisor position. Ross was excited about the new job but “continued to dress like he did when he was an hourly worker,” says Bryan. “He was wearing cutoffs and T-shirts without the sleeves. Often times, it looked like he came straight from the gym.”

As a supervisor, Ross had to interact with customers throughout the day and Bryan reflected on what Ross was conveying. “If I walked into an establishment other than a gym, and this was the image that greeted me, my first impression would be that the organization is extremely casual and laid back. It wouldn’t instill confidence,” he says. He recognized that they didn’t have rules about dress “clearly posted on a wall or in a handbook,” so it was his responsibility to explain them to Ross.

He set up a private meeting and started the conversation by complimenting Ross on his work: “I really appreciate the way you took charge and started making things happen. You’re definitely the right person for this job.” Then he owned the problem: “I just realized that I screwed up and failed to share with you the expectations around dress or appearance that go along with this position. That is my fault, and I am sorry.” He went on to explain why supervisors at their company dress differently than workers: “Take it from me, it is easier to lead if you look like a leader, so we must hold ourselves to a higher standard. If you look around at all of the other leaders in our office, you will notice that they are not wearing shorts and tank tops. If you look sharp, neat, and organized, people tend to take you more seriously.”

Ross reacted positively, Bryan says: “Because I addressed it as my fault and didn’t assign blame to him, he took it very well. I did everything possible not to embarrass him or cause him to feel like he let me down.” Bryan saw immediate changes. “The next day, [Ross] showed up in brand-new khaki pants and a Ralph Lauren polo shirt. I could tell he knew he looked good, and I, of course, told him so. Two weeks later he pulled me aside and sincerely thanked me for caring enough about him to bring this to his attention.”

Case Study #2: Be an ally in solving the problem
Martha Shaughnessy, the founder of Key PR, a public relations firm based near San Francisco, was concerned that the dress of one of her employees, Beth (not her real name), was holding her back. “She was at the point in her career where she wanted to be a primary client contact,” Martha says, but she suspected that Beth wasn’t getting the respect she deserved because her clothes, while stylish, were often more appropriate for “evening than the office.”

Martha took Beth out to lunch and explained why appearance was important in their field: “As PR professionals, we are in a service position, often with older, male clients, and we need them to take us seriously.” She noted that male-dominated Silicon Valley was a particularly tough place for people in their field to make inroads, especially for women. Then she was very straightforward: “If you give a client or reporter any reason to think for a second about what bra you’re wearing, you’ve undermined yourself.”

Beth seemed embarrassed and a bit defensive at first, but she came around when Martha emphasized that her main goal as a boss was to help her employees succeed. “We were soon talking about affordable brands and trusted outfits for formal and more casual settings,” Martha recalls. “We even talked about how unfair it is to have to think about all of this, especially in the Valley, where jeans, T-shirts, and a hoodie are standard wear for even the top executives — the male ones, anyway.”

Beth took Martha’s advice to heart. “She’d even sometimes walk by my office’s glass wall to show off an outfit,” Martha says. Beth took on more responsibility at the firm, and Martha knew her feedback had resonated when, several years later, she heard Beth offer the same thoughts about appearance and dress in a subordinate’s review.

 

 

以上内容摘自:

https://hbr.org/2017/05/how-to-give-an-employee-feedback-about-their-appearance 

 

宁老师(Coach Ning)联系方式:

QQ906866938

微信:可通过qq号加宁老师微信

微信公众号:宁老师DIY留学咨询

SKYPEessay-ningchunlong

LinkedIn账号:http://cn.linkedin.com/pub/chunlong-ning/30/28/409

新浪微博:http://weibo.com/ningchunlong

网易博客:http://ningchunlong.blog.163.com/

腾讯博客:http://user.qzone.qq.com/906866938/2

宁老师(Coach NingDIY留学咨询服务说明与收费标准(2016-2017

http://ningchunlong.blog.163.com/blog/static/1153712692016461220967

http://mp.weixin.qq.com/s?__biz=MzA4MDU3MzYxOA==&mid=504022883&idx=1&sn=bb813d21e4565b2911bb7e6cdbc9a07d#rd

(注:上述两个服务说明的链接,若一个无法打开请点击另一个)

宁老师Coach Ning部分MBA或者Master咨询成功案例介绍

http://ningchunlong.blog.163.com/blog/#m=0&t=1&c=fks_087069080082082074081082086095085087084064083087084069093

 

 

DIY留学申请交流QQ群:

MBA申请DIY群:137254413

Master申请DIY群:162474877

MSF/MFE申请DIY 群:27769133

HRM申请DIY群:122368914

MKT申请DIY群:228695973

MSA/Macc申请DIY群:234137969

法律LL.M申请DIY群:110533381

英国及欧洲申请DIY群:209994593

HK申请DIY群:247226867

Canada申请DIY群:255130861

新加坡香港MSF申请DIY群:82449369

MBAMaster申请差别很大请正确选择要加入的群

  评论这张
 
阅读(4)| 评论(0)
推荐 转载

历史上的今天

在LOFTER的更多文章

评论

<#--最新日志,群博日志--> <#--推荐日志--> <#--引用记录--> <#--博主推荐--> <#--随机阅读--> <#--首页推荐--> <#--历史上的今天--> <#--被推荐日志--> <#--上一篇,下一篇--> <#-- 热度 --> <#-- 网易新闻广告 --> <#--右边模块结构--> <#--评论模块结构--> <#--引用模块结构--> <#--博主发起的投票-->
 
 
 
 
 
 
 
 
 
 
 
 
 
 

页脚

网易公司版权所有 ©1997-2017