《管理英语4》Unit 4 Reading 2
导语
运用正确的激励方式可以凝聚团队力量，提升归属感。反之，员工会感到焦虑，挫败。作为领导应该怎样正确激励员工呢，让我们一起看看下面的文章。
阅读文章，了解如何正确激励员工。
The Right Way to Motivate Employees
激励员工的正确方法
It's important for a CEO to be passionate and enthusiastic, but there's a line of professionalism that must always be maintained.
作为一名首席执行官，有激情与热忱固然重要，但必须坚守职业操守。
According to a report from the technology website VentureBeat, PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn't have the passion to use the products they work for.
根据美国科技网站VentureBeat的报道，贝宝（PayPal）首席执行官大卫·马库斯给员工写了一封批评信，谴责他们不用贝宝的产品，并规劝他们，如果他们不热衷使用公司产品，可以辞职。
According to the website, part of the leaked letter reads:
根据这一网站显示，一部分泄露的信件内容是：
“It's been brought to my attention that when testing paying with mobile at Cafe 17 last week, some of you refused to install the PayPal app, and others didn't even remember their PayPal passwords.
That's unacceptable to me, and the rest of my team; everyone at PayPal should use our products when available. That's the only way we can make them better, and better.”
“有件事引起了我的注意：上周在Cafe 17餐厅测试移动支付的时候，你们中的部分人拒绝安装应用软件贝宝，还有些人甚至忘了自己的贝宝密码。这对我来说是不能接受的，每个在贝宝工作的人都应该在可以用的地方使用我们的产品。这是我们可以更好地使它们的唯一途径。”
“In closing, if you are one of the folks who refused to install the PayPal app or if you can't remember your PayPal password, do yourself a favor, go and find something that will connect with your heart and mind elsewhere.”
“最后，如果你是拒绝安装贝宝应用程序的人之一，或者如果你不记得你的贝宝密码，请帮自己一个忙，去别处寻找一些可以与你的心产生共鸣的东西。”
While not obvious at first, the letter reveals a problem of morale and culture at PayPal. As an executive, you certainly want your employees to use and promote your products. However, when faced with a situation where staff aren't embracing what they make, you need to investigate the root of the problem — not threaten.
虽然开始并不明显，这封信揭示了贝宝有关士气和文化的问题。作为执行官，您当然希望员工使用和宣传自己公司的产品。但是，当面对员工不欢迎自己所做的东西的情况时，您需要调查问题的根源——而不是威胁。
When faced with internal problems, good executives start by asking “why”. They reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix it.
Sending out a one-sided note about the problem is not leading; it's retreating.
面对内部问题时，好的高管首先要问“为什么”。他们首先会要求执行团队，接着发动全体员工找出问题根源，寻求解决办法。就存在的问题发出片面的书面告示，这种做法不是在引导解决问题，而是在逃避责任。
Leadership starts by listening. Good executives need to get out among the staff and ask questions and listen without judgment or reaction. The fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by self-reflection .
At the end of the day, if his employees have to be forced to use the app, how can he expect consumers to want to willingly pay to use it?
Marcus should have focused on three questions:
领导从聆听开始。好的执行官要到员工中去，问问题，倾听他们的意见，而不需要作出判断或反应。公司员工不喜欢也不使用自己的产品这一事实体现了领导力的失败，为此马库斯应该自我反省。如果到了最后，他的员工必须被强制使用这个应用软件，那么他如何奢望顾客会愿意花钱去使用它呢？马库斯应该将注意力集中到三个问题上：
• Why are you not using the app?
为什么不使用这个应用程序？
• What is it that we can do to ensure you use our app?
我们可以做什么来确保你使用我们的应用程序？
• What do you need from me?
你需要我做些什么？
Culture Note
VentureBeat（美国创新科技评论网站）
VentureBeat, founded in 2006, is an American technology website. Headquartered in San Francisco, it publishes news, analysis, long-form features, interviews, and videos. In 2008, The New York Times called VentureBeat one of the “top blogs” in technology.
PayPal（贝宝）
PayPal Holdings, Inc. is an American company operating a worldwide online payments system. It is one of the world's largest Internet payment companies. Established in 1998, PayPal had its IPO (首次公开募股) in 2002, and became a wholly owned subsidiary (子公司) of eBay later that year. On July 18, 2015, eBay span off (剥离) PayPal into an independent company.
David Marcus（大卫 · 马库斯）
David Marcus, an American businessman, is former president of the eBay subsidiary, PayPal and is the Vice President of Messaging Products at Facebook. Marcus started his career at 23 when he founded his first venture, GTN Telecom, and served as the Chairman and CEO until GTN was acquired by World Access in 2000.
