評論
打印
You Can’t Improve What you Don’t Measure
有評價才有提高
The old adage “Measure twice and cut once” is practical advice for everyone, especially carpet layers, tailors, and carpenters.
老話說得好：“三思而后行”。這是對所有人的實用性建議，尤其是對于地毯鋪設工，裁縫和木匠。
My lesson today is on measurements; however, it’s about a different kind of measurement. It’s about the importance of measuring your performance.
今天我要談談評價，但和普通意義的評價不一樣，我談的是關于評價自己行為的重要性。
Dr. H. James Harrington has been involved in quality and performance improvement projects since the 1950s. He summarizes well what this lesson is all about. “Measurement is the first step that leads to control and eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.”
20 世紀50年代有一個項目，叫質量和性能改善計劃。哈林頓博士就是這個項目中的一員。正好可以用他的總結來說說我們本課的內容：“評價讓你能控制最終做出改進的第一步。如果你無法對一件事情作出評價，你就不能把它弄明白;弄不明白就不能控制它;如果你無法控制，就得不到改進。”
Who Measures?
誰來評價?
It’s not a stretch to say that any team, organization, or person who wishes to perform better or accomplish more has meaningful points of measurement.
這不是說想表現更好的任何團隊，組織或個人就能實行這個評價。
To clarify my point, consider if:
想要明白我的意思，思考一下，如果：
Baseball players never knew their batting average;Advertisers did not measure the number of people who responded to an ad;Golfers did not keep track of their scores;Online shopping sites did not track the conversion rate of website visitors to customers;Students never knew the results of their tests;Customer service centers did not measure how long customers were on hold;Companies did not measure their sales;If they didn’t measure their performance, how would they know if they improved?
壘球運動員不知道自己的擊球率;廣告商不考慮廣告的覆蓋范圍;高爾夫球員不記錄自己的得分;線上購物網站不記錄瀏覽網站的人轉變為顧客的幾率;學生從不知道考試結果;客戶服務中心不考慮顧客的等待接聽時間;公司不考慮銷售。如果像以上所說，他們又怎么能知道自己有沒有提高呢?
Quite simply, what gets measured gets done. Think about it. The very nature of knowing that something is being monitored causes us to work harder and perform better. There’s actually proof of this—it’s called the Hawthorne Effect.
想想一個很簡單的道理——可以評價的工作才能完成。大家都知道，如果被監督完成某項工作，我們會更努力，完成得更好。這一點證明了霍桑效應。
Coined in 1955 by Henry Landsberger, the Hawthorne Effect describes a form of reactivity on the part of people whereby they improve an aspect of behavior being measured simply in response to the fact that the measurement is taking place! Amazing, isn’t it!
霍桑效應是亨利·蘭茨貝格在1995年提出來的，指的是人們在知道評價自己某方面行為的工作正在進行時，他們會在被評價部分的表現有所改進的這樣一種反應形式。很驚異吧?
When you measure your own performance, positive things happen:
評價自己表現時，會產生一些積極效果：
You are able to set goals and evaluate your progress.You always know exactly where you stand.You can identify key aspects you want to refine.You are able to see the results of your refinements.You can quickly and accurately trouble shoot your problems.I can tell you firsthand how absolutely critical it was to my success that I measured my results. Throughout my sales career, I measured things such as the number of calls I made, the number of calls that were answered, the number of appointments I set, the number of appointments that resulted in new clients, as well as the size of each sale. I measured everything I did in the entire sales process.
你能設立目標并對進展作出評價。你總能清楚知道自己的當下狀況。你能分出想要的精煉部分。你可以看到自己的進步。你能夠快速準確地解決問題。我可以直白告訴你們評價自己對我的成功是多么的關鍵。貫穿我的整個銷售生涯，我對銷售中做的每件事都作出評價。比如打了多少個電話又有多少人接了電話;約了多少人又有多少人最后成為了我的客戶。再比如每單銷售的大小。
Doing so not only showed me how I was doing, it brought attention to the key elements of my performance and motivated me to strive harder to improve in each area.
這樣我不僅知道我在干什么，還能集中精力更加努力做得更好，改進每個方面的工作。
