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????問題如何解決,？并沒有固定的模式,。但是我們可以提供幾條建議。

????首先,，經(jīng)理人要明確自己和團(tuán)隊(duì)的預(yù)期目標(biāo),。確保每個成員都參與目標(biāo)的制定過程，并以實(shí)現(xiàn)目標(biāo)為己任,。否則,，管理層最終采取的任何行動都將被認(rèn)為是專斷獨(dú)行、甚至是不公平的,。

????確定了目標(biāo),，就要與團(tuán)隊(duì)共同明確每個人在實(shí)現(xiàn)目標(biāo)的過程中需要扮演的角色。另外,，經(jīng)理人也要與團(tuán)隊(duì)討論作為管理者需要做出哪些改進(jìn),。這樣一來,，才能確保自己不會成為那個表現(xiàn)還不錯但又不夠好的人。

????給每個員工提供接受挑戰(zhàn)的機(jī)會,。為他們提供培訓(xùn)和輔導(dǎo)的機(jī)會,，給他們充足的時間和關(guān)注。當(dāng)然,，最重要的是,，給他們提供必要的反饋，幫助他們不斷提高,。

????如果開始感覺到團(tuán)隊(duì)中有員工可能無法達(dá)到預(yù)期目標(biāo),，這時，經(jīng)理人需要與該員工繼續(xù)共同努力,，但是同時也應(yīng)該與公司的人力資源部門討論一下這個問題,。我們在此提供幾建議，供大家參考,。

????通過定期向有問題的員工提供反饋,，確保該員工對自己的現(xiàn)狀有一個明確的認(rèn)識。畢竟,，員工有權(quán)知道自己的現(xiàn)狀,，以及可能面臨的后果。

????一旦經(jīng)理人確定某個員工無法達(dá)到預(yù)期目標(biāo),，可以嘗試在團(tuán)隊(duì)或公司的其他部門為其尋找一個合適的職位,。根據(jù)該員工的能力、缺點(diǎn)和潛力,，重新為她安排職位,。但是，千萬不要在公司的需求方面有所妥協(xié),。

????最重要的是,，在這個艱難的過程中，要給予員工充分的尊重,，這樣做有益無害,。相反，如果一味貶低員工以求心安,，比如有事沒事找茬,，實(shí)際上可能根本于事無補(bǔ)。

????請注意,，無論經(jīng)理人怎么做,，他的最終決定——留下或開除問題員工——在一定程度上都取決于個人的判斷,。如果皮特?貝斯特仍然留在甲殼蟲樂隊(duì),，沒有林戈?斯塔爾的加盟，甲殼蟲樂隊(duì)是否還能聲名大燥呢？答案不得而知,。

????面對這樣的難題,，許多經(jīng)理人選擇了逃避，比如根本不做任何決定,，或永久性地?cái)R置問題,。但是，如果經(jīng)理人希望自己和團(tuán)隊(duì)能更上一層樓,，就必須做出決定,。這將是作為經(jīng)理人面臨的最艱難的抉擇之一，縱使夜不能寐,，也無法逃避,。

????本文作者：Linda A. Hill，哈佛商學(xué)院（Harvard Business School）教授,；Kent Lineback,，作家，擁有30年豐富的管理經(jīng)驗(yàn),?！蹲鰝€真正的經(jīng)理人：成為偉大領(lǐng)導(dǎo)者必須具備的三個特質(zhì)》（Being the Boss: The 3 Imperatives for Becoming a Great Leader）一書由二人合著。

????翻譯：喬樹靜/汪皓

????There's no formula for how to proceed, but we can offer some guidelines.

????Start by being as clear as possible about where you and your group want to go. Make sure everyone is part of that decision and is committed to it. Otherwise, any actions you eventually take will appear arbitrary and even unfair.

????Given the goals you've set, work with your team to identify their roles in making the change. Discuss with the group about how you may need to change as well. Make sure you're not the one who's good but not good enough.

????Give everyone the opportunity to rise to the challenge. Give them the training, coaching, time, attention, and, most of all, the feedback they need to improve.

????If and when you begin to sense that someone may not make it, keep working with that person, but it's also a good idea to start to talk to your company's HR department about the issue. There are policies and practices that you will likely need to follow.

????Make sure the person in question knows where she stands by giving them regular feedback. She deserves to know not only where she stands but also what's at stake.

????Once you decide someone won't make it, try to find another position that will work for that person, either in your group or elsewhere in the organization. Consider re-assigning roles and responsibilities to recognize her strengths, weaknesses, and potential. But don't compromise on what you need.

????Above all: throughout this difficult process, it only pays to treat people with dignity and respect. It doesn't help matters if you try to make yourself feel better by demonizing someone -- that is, by finding fault with everything that person does to justify what you must do.

????Be aware that, no matter what you do, your final decision -- to keep this person on or fire them -- will always be a judgment call to some degree. Could the Beatles have become stars with Pete Best instead of Ringo Starr? Who knows?

????Many managers duck the whole difficult issue by making no decision at all or by putting it off forever. However, if you and your group aspire to be more than you currently are, it's a call you will have to make. It's one of the most difficult choices you will face, one that will keep you awake at night, but you cannot avoid it.

????Linda A. Hill, a professor at Harvard Business School, and Kent Lineback, a writer with 30 years of management experience, are co-authors of Being the Boss: The 3 Imperatives for Becoming a Great Leader.