管理者尽可能地创造一个“对事不对人”的管理环境,让事情和人情分开:人是人,事是事。一次“赢在战略”课上,一个管理者问我:一个员工有一件事明明做错了,但他是公司的一个骨干员工,如果我说他,他受不了不干了怎么办?但如果我不说他,他老是犯同样的错误又怎么办?我怎么解决这个两难问题?一个企业的高层会议上,一个管理者问我:我交给一个骨干员工一件很重要的事情,他没有按时完成。但我知道他很辛苦,在做这件事的同时还做很多其他事情,而且别人配合得也不好,这事不能全怪他。如果我不说,他自己心里也难受,毕竟交给他的事情没有做好。我应该如何办?是批评他还是不批评他? Managers as much as possible to create a “right thing ” management environment, so that things and human separation: people are people, things are things. A “Win in Strategy ” class, a manager asked me: one employee has something obviously wrong, but he is a key employee of the company, if I say he can not stand up and how to do? But what if I did not say he always made the same mistake? How can I solve this dilemma? At a corporate high-level meeting, a manager asked me: "I gave a key employee a very important thing He did not finish on time. But I know he is very hard, do a lot of other things at the same time doing things, and others are not well matched, this can not blame him. If I do not say, he also felt uncomfortable in his heart, after all, the things handed over to him did not do well. What should I do? Is it to criticize him or not to criticize him?