如何管理容易哭泣的员工（下）
3. Require a brief recovery period instead of calling off the meeting or pretending nothing’s happening. 3. 需要一个短暂的恢复时期。而不是叫停会议或假装没事。
With someone who cries rarely, you might want to reschedule the meeting. But with someone who cries a lot, that may not be the answer — there’s no inherent reason that your next discussion will go significantly better and no one has time to reschedule meetings anyway. So you might as well help this one along, show that you can protect the employee’s dignity, and take control of the situation simultaneously.
对于哭喊几率不大的同事，你也许需要重新安排会议的时间。但对于总是哭喊的人，那就不是同一回事了——没有任何内在的原因，你的下一个议程会明显更顺利，也没有人有那个时间重新安排会议。所以，你不妨一直帮助这一名员工，展示出你可以保护这位员工的自尊心，并且可以同时控制情况。
4. Probe for the employee’s immediate purpose or need. 4. 探索员工的直接目的或需求。
It’s important to avoid questions that invite a litany of woes or stories about problems that occurred three years ago. So skip leading questions like “What’s going on?” in favor of “What are the specifics I need to know about this situation?” or “What’s the most important thing you’re trying to accomplish right now?” Keep bringing the employee to the point: the data and considerations to move forward with the business problem.
请切记，提出的问题要避免翻出陈年旧账。比如不要问“发生了什么事？”，更应该是“我应该知道哪些关于这个情况的具体细节？”或“你如今最想完成的事是什么？”注意让员工保持在这一点上：数据以及推进商务问题的思考。
5. Don’t commiserate, pity, or try to fix the situation for them. 5. 不要怜悯，同情，或尝试为他们解决问题。
It’s okay to acknowledge, “I’m sorry that upset you,” but minimize any sense of drama. Resist getting upset yourself, even if you’re frustrated; it will only encourage even more emotion. Look away a bit, as if they happened to have a bloody nose and will take a few minutes to clean up but don’t need an ambulance.
有这样的意识还是不错的：“对于那件让你沮丧的事情，我感到遗憾，”但要把任何可能衍生的戏剧效果控制到最小的程度。不要让自己沮丧，即使你已经筋疲力尽了；因为那只会激发出更多情绪。看开一点点，正如它们只是刚好流鼻血、需要花一点时间擦干净，而不需要救护车一样。
6. Announce a conclusion. 6. 公布一个结论。
This is a two-fold step: The first is to declare what needs to be done to progress through the problem and ensure that you’ve each committed to your follow-up actions; the second is to bring the discussion to a close so there’s no wallowing in emotion.
这是一个双向的步骤：首先要说明需要完成什么事情去度过这个问题，确保你们都已经决心做好你们的后续行动；其次就是开展讨论至问题终结，这样就不会造成情绪翻涌。
It’s natural to want to avoid the discomfort of confronting a crying subordinate. But if you’re calm and focused, you can help the employee move past their emotions and come back to the necessary work at hand. Over time, they’ll become more proficient at curbing their own reactivity. And you’ll be happier to meet with them.
想要避开一个哭喊下属带来的不安感是正常的。但如果你能够冷静思考，注意力集中，你就可以帮助这个员工排解他们的情绪，回归手上重要的工作当中。很多时候，他们在处理自己的个人反应就更加有效。而你见到他们也会更开心。
