《人性的弱点》第4篇第7章 给狗取个好名字

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What do you do when a person who has been a goodworker begins to turn in shoddy work? You can fire himor her, but that really doesn’t solve anything. You canberate the worker, but this usually causes resentment.Henry Henke, a service manager for a large truck dealershipin Lowell, Indiana, had a mechanic whosework had become less than satisfactory. Instead ofbawling him out or threatening him, Mr. Henke calledhim into his office and had a heart-to-heart talk withhim.

“Bill,” he said, “you are a fine mechanic. You havebeen in this line of work for a good number of years. Youhave repaired many vehicles to the customers’ satisfaction.In fact, we’ve had a number of compliments aboutthe good work you have done. Yet, of late, the time youtake to complete each job has been increasing and yourwork has not been up to your own old standards. Becauseyou have been such an outstanding mechanic inthe past, I felt sure you would want to know that I amnot happy with this situation, and perhaps jointly wecould find some way to correct the problem.”

Bill responded that he hadn’t realized he had beenfalling down in his duties and assured his boss that thework he was getting was not out of his range of expertiseand he would try to improve in the future.

Did he do it? You can be sure he did. He once againbecame a fast and thorough mechanic. With that reputationMr. Henke had given him to live up to, howcouldhe do anything else but turn out work comparable to thatwhich he had done in the past.

“The average person,” said Samuel Vauclain, thenpresident of the Baldwin Locomotive Works, "can beled readily if you have his or her respect and if you showthat you respect that person for some kind of ability.”

In short, if you want to improve a person in a certainspect, act as though that particular trait were already one of his or her outstanding characteristics. Shakespearesaid “Assume a virtue, if you have it not.” And itmight be well to assume and state openly that other peoplehave the virtue you want them to develop. Givethem a fine reputation to live up to, and they will makeprodigious efforts rather than see you disillusioned.

Georgette Leblanc, in her book Souvenirs, My Lifewith Maeterlinck, describes the startling transformationof a humble Belgian Cinderella.

“A servant girl from a neighboring hotel brought mymeals,” she wrote. “She was called ‘Marie the Dishwasher’ because she had started her career as a sculleryassistant. She was a kind of monster, cross-eyed, bandylegged,poor in flesh and spirit.

“One day, while she was holding my plate of macaroniin her red hand, I said to her point-blank, ‘Marie, you donot know what treasures are within you.’

“Accustomed to holding back her emotion, Mariewaited a few moments, not daring to risk the slightestgesture for fear of a castastrophe. Then she put the dishon the table, sighed and said ingenuously, ‘Madame, Iwould never have believed it.’ She did not doubt, shedid not ask a question. She simply went back to thekitchen and repeated what I had said, and such is theforce of faith that no one made fun of her. From that dayon, she was even given a certain consideration. But themost curious change of all occurred in the humble Marieherself. Believing she was the tabernacle ofunseen marvels, she began taking care of herface and body so carefully that her starved youthseemed to bloom andmodestly hide her plainness.

“Two months later, she announced her coming marriagewith the nephew of the chef. ‘I’m going to be alady,’ she said, and thanked me. A small phrase hadchanged her entire life.”

Georgette Leblanc had given “Marie the Dishwasher”a reputation to live up to - and that reputation had transformedher.

Bill Parker, a sales representative for a food companyin Daytona Beach, Florida, was very excited about thenew line of products his company was introducing andwas upset when the manager of a large independentfood market turned down the opportunity to carry it inhis store. Bill brooded all day over this rejection anddecided to return to the store before he went home thatevening and try again.

“Jack,” he said, “since I left this morning I realized Ihadn’t given you the entire picture of our new line, andI would appreciate some of your time to tell you aboutthe points I omitted. I have respected the fact that youare always willing to listen and are big enough to changeyour mind when the facts warrant a change.”

Could Jack refuse to give him another hearing? Notwith that reputation to live up to.

One morning Dr. Martin Fitzhugh, a dentist in Dublin,Ireland, was shocked when one of his patientspointed out to him that the metal cup holder which shewas using to rinse her mouth was not very clean. True,the patient drank from the paper cup, not the holder, butit certainly was not professional to use tarnished equipment.

When the patient left, Dr. Fitzhugh retreated to hisprivate office to write a note to Bridgit, the charwoman,who came twice a week to clean his office. Hewrote:

My dear Bridgit,

I see you so seldom, I thought I’d take the time to thankyou for the fine job of cleaning you’ve been doing. By theway, I thought I’d mention that since two hours, twice aweek, is a very limited amount of time, please feel free towork an extra half hour from time to time if you feel youneed to do those “once-in-a-while” things like polishingthe cup holders and the like. I, of course, will pay you forthe extra time.

“The next day, when I walked into my office,” Dr.Fitzhugh reported, "My desk had been polished to amirror-like finish, as had my chair, which I nearly slidout of. When I went into the treatment room I found the shiniest, cleanest chrome-plated cup holder I had everseen nestled in its receptacle. I had given my char-womana fine reputation to live up to, and because ofthis small gesture she outperformed all her past efforts.How much additional time did she spend on this? That’sright-none at all ."

There is an old saying: “Give a dog a bad name andyou may as well hang him.” But give him a good name- and see what happens!

When Mrs. Ruth Hopkins, a fourth-grade teacher inBrooklyn, New York, looked at her class roster the firstday of school, her excitement and joy of starting a newterm was tinged with anxiety. In her class this year shewould have Tommy T., the school’s most notorious “badboy.” His third-grade teacher had constantly complainedabout Tommy to colleagues, the principal andanyone else who would listen. He was not just mischievous;he caused serious discipline problems in the class,picked fights with the boys, teased the girls, was fresh tothe teacher, and seemed to get worse as he grew older.His only redeeming feature was his ability to learn rapidlyand master the-school work easily.

Mrs. Hopkins decided to face the “Tommy problem”immediately. When she greeted her new students, shemade little comments to each of them: “Rose, that’s apretty dress you are wearing,” “Alicia, I hear you drawbeautifully.” When she came to Tommy, she looked himstraight in the eyes and said, “Tommy, I understand youare a natural leader. I’m going to depend on you to helpme make this class the best class in the fourth grade thisyear.” She reinforced this over the first few days by complimentingTommy on everything he did and commentingon how this showed what a good student he was.With that reputation to live up to, even a nine-year-oldcouldn’t let her down - and he didn’t.

If you want to excel in that difficult leadership role ofchanging the attitude or behavior of others,use . . .

PRINCIPLE 7 Give the other person a fine reputation tolive up to.


























标签:人性 弱点 取名
2011-02-09 10:36 编辑:kuaileyingyu