職場完美主義是把雙刃劍
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????親愛的安妮：最近，我拿到了自己的年度績效評估。今年的評估結(jié)果與我以往的職場評價類似，怎么說呢？我的表現(xiàn)非常優(yōu)秀，但也不是完全沒有煩惱。好的一面是，老板對我評價很高，認為我盡職盡責，并且注重細節(jié)。他認為我的點子證明“我潛力無限?！保ㄎ以谒哪陜?nèi)獲得了兩次升職機會。） ????但之后他對我的評價卻來了個一百八十度大轉(zhuǎn)彎。我有幾個重要的項目未能趕上最后期限，原因是我認為項目未達到預(yù)期目標，于是花了太多的時間對項目進行改進。而且，我非常不善于把任務(wù)委托給下屬。我的下屬團隊其實很優(yōu)秀，但我總是希望保證凡事都做到盡善盡美。與其跟其他人解釋我心目中的最終成品是什么樣子，還不如我自己動手來得簡單。因此，老板認為，我不應(yīng)該“過于追求完美”。但我該怎么做才能保持工作水準和團隊效率呢？——挫敗的布倫特伍德人 ????親愛的BB：杰夫?西曼斯基說道：“每次聽到別人說‘你真是個完美主義者’這樣的話時，我都搞不清楚這到底是贊美還是貶低。通常情況下，應(yīng)該兩者兼而有之吧?！?/p> ????西曼斯基是一位心理學(xué)博士，并且自認是一位完美主義者。他在非盈利機構(gòu)國際強迫癥基金會（International OCD Foundation）擔任執(zhí)行董事;。同時，作為一位經(jīng)驗豐富的臨床醫(yī)學(xué)家，他還在哈佛醫(yī)學(xué)院麥克林醫(yī)院（Harvard Medical School's McLean Hospital）負責一個專門針對完美主義者的咨詢項目。近期，他出版了一本新書，書名是《完美主義者手冊：敢冒風(fēng)險，歡迎批評，利用錯誤》（The Perfectionist's Handbook: Take Risks, Invite Criticism, and Make the Most of Your Mistakes）。 ????西曼斯基首先提出，完美主義是一把雙刃劍。超高標準和不屈不撓的職業(yè)道德等可以推動公司（及個人職業(yè)）達到新的高度。但也有可能因為過于極端而把事情搞砸。 ????你所描述的似乎是所有完美主義者的通?。撼俗约?，他們不相信其他任何人做事能達到自己的水平，不達到完美誓不罷休，最終卻延誤了任務(wù)期限。而對于老板（以及其他人，比如客戶）來說，按時完成任務(wù)比一個“完美的”項目更為重要。 |
????Dear Annie: I recently had my annual performance evaluation. Like every other review in my career so far, it was -- how can I put this? -- excellent but mixed. On the plus side, my boss thinks I do great work, I'm conscientious and detail-oriented, and my ideas show "tremendous promise," he said. (I've been promoted twice in four years.) ????Then comes the big "but…." I missed a couple of important deadlines, because I took too long trying to improve projects that I thought just weren't ready yet. Also, I find it really difficult to delegate anything. I'm leading a talented team, but I want to make sure everything is done right, and sometimes it's easier to do it myself than to explain how I want the finished product to look. My boss told me I should "try to be less of a perfectionist." But how do I do that, and still keep our standards and our productivity up? --Baffled in Brentwood ????Dear BB: "When I hear, 'you're such a perfectionist,' it's never clear whether this is a compliment or an insult," says Jeff Szymanski. "Usually it's a little bit of both." ????A PhD in psychology, Szymanski is a self-diagnosed perfectionist. He is also executive director of the nonprofit International OCD Foundation. A longtime therapist, he led a counseling program specifically for perfectionists at Harvard Medical School's McLean Hospital. Now he's written a book, The Perfectionist's Handbook: Take Risks, Invite Criticism, and Make the Most of Your Mistakes. ????Szymanski starts from the premise that the P-word is a double-edged sword. Some aspects, like extremely high standards and a do-or-die work ethic, are the fuel that make organizations (and careers) soar into the stratosphere. But it's possible to push all of these too far, and end up crashing. ????You seem to be describing common symptoms of perfectionism run amok: Believing no one else can do their jobs as well as you can, refusing to let go of anything until it's flawless, and consequently blowing deadlines that matter more to your boss (and quite possibly others, like customers) than a "perfect" project does. |
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