Name: 學會給予推動改變的回饋 | Google 人力資源管理入門 (Learn how to give feedback that drives change | Google People Management Essentials)
Uploaded: 2026-01-24T00:15:06.000Z
Duration: 6 min 2 s

I lead Google's Education for Social impact organization within google.org day to day.

我每天負責 Google.org 裡 Google 的 Education for Social impact organization。

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I talk to customers, I talk to educators, I talk to students and parents, I talk to education leaders to really understand what is it that they're trying to solve for.

我會跟客戶、教育者、學生和家長，還有教育領導者溝通，深入瞭解他們想解決什麼問題。

And then we look for ways to bring Google's best strengths.

然後我們會尋找方法，帶入 Google 最強大的優勢。

That's our technology, our research, our people, our expertise.

那就是我們的 technology、research、people、expertise。

When I think about my journey as a people manager, I go back to my roots of being a classroom teacher.

當我回想我身為 people manager 的 journey，我會回到我身為 classroom teacher 的 roots。

And a fundamental part of being a classroom teacher is providing feedback to make my students better.

而身為 classroom teacher 的一個 fundamental part，就是 providing feedback 來讓我的 students 更好。

And so now, today, as I lead a team inside of a large organization, I go back to those same roots.

所以現在，今天，當我領導一個大型 organization 裡的團隊時，我會回到同樣的 roots。

Feedback is fundamentally important to make our teams and our colleagues better.

Feedback 對於讓我們的 teams 和 colleagues 更好，是 fundamentally important 的。

So my advice to new managers in having these types of conversations would include four elements to be ongoing, timely, specific, and

所以給新任 manager 進行這類對話的建議，會包含四個要素：持續進行、即時、具體，以及

One of the things that I typically have done and still do even as an experienced manager, is I try to lay out the specific points that I want to discuss with my colleague as part of phase two.

我通常會做，即使身為有經驗的 manager，我還是會做的一件事，就是我會試著列出我想要在第二階段跟我的 colleague 討論的具體事項。

And so in this conversation, I work hard to set the stage of trust with the employee.

所以在這次對話中，我會努力跟員工建立信任的基礎。

I typically like to bring in and start with strengths, an asset for the conversation.

我通常喜歡帶入並從優勢開始，為對話打下基礎。

It's important to name it, be specific with the employee so that there's no confusion about what the feedback is.

命名很重要，要跟員工講清楚，這樣才不會對 feedback 有任何誤解。

And then I would close out that as part of the conversation, any specific steps, next steps, or action that you want the employee to take.

然後我會在對話中總結，任何具體的步驟、下一步，或是你希望員工採取的行動。

And then in that third phase, the final phase is the follow up.

然後在第三階段，最後階段是後續追蹤。

After the conversation, I follow up in writing to the employee to capture what we discussed and to ensure that the employee has a place to reference after they have an opportunity to reflect.

對話結束後，我會用書面的方式跟員工追蹤，記錄我們討論過的內容，並確保員工在有機會反思後，有個地方可以參考。

So a strong outcome of a feedback conversation is that together we find the right solution.

所以，一個良好的 feedback 對話，結果就是我們一起找到最適合的解決方案。

The individual acknowledges and recognizes the performance and receives the feedback.

個人會承認並認可自己的表現，並接收 feedback。

The flip side to that is I can think about a time when I've given feedback, we've had the feedback conversation, but

反過來說，我想到有一次我給 feedback，我們也進行了 feedback 對話，但

In those moments, my approach typically becomes much more prescribed.

在這種情況下，我的做法通常會變得更具體。

I tend to have an additional conversation with the individual.

I also will ask additional questions of my colleague to find out what else do they need?

我也會問我的同事更多問題，瞭解他們還需要什麼？

If the individual themselves are struggling to identify what they need to help them to make the necessary changes, then I come forward with additional recommendations.

如果對方自己也沒辦法確定需要什麼才能幫助他們做出必要的改變，那我就會提出額外的建議。

Whether that's providing them with a mentor, providing very specific training courses that they may need to complete, a helpful strategy that you can use when dealing with a difficult feedback session is to lean in on your partners, take a step back, reach out to your human resource partner, speak to your own manager, speak to a mentor.

這可能是提供導師、提供他們可能需要完成的特定培訓課程，一個在你處理困難的提供意見回饋時可以使用的策略是依靠你的夥伴，退一步，聯繫你的人力資源夥伴，跟你自己的主管談談，跟導師談談。

Use your network to help you have that conversation and to ensure that you can deliver that specific feedback and the timely feedback so that you can get the outcomes that we all desire.

運用你的網絡來協助你進行這次對話，並確保你能提供具體的意見回饋，以及及時的意見回饋，這樣我們就能得到我們都期望的結果。

We all receive feedback and a recent time where I received feedback was actually a few months ago.

我們都會收到意見回饋，最近一次我收到意見回饋是幾個月前。

We were in a meeting with a customer and the meeting was moving along and I posed a number of strategy questions to the customer.

我們當時正在和一位客戶開會，會議進行中，我向客戶提出了一系列策略問題。

You could see the customer was uncomfortable with the questions, but

你可以看到客戶對這些問題感到不自在，但是

we were there as a critical friend to help push them on their strategy.

我們當時是作為一個重要的朋友，來幫助他們推動策略。

And so I persisted with some of the hard questions even though the customer was uncomfortable.

所以即使客戶感到不自在，我還是堅持問了一些比較尖銳的問題。

My manager pulled me aside and gave direct feedback that my questions were causing the customer to instead of leaning in, they were pulling out and they were disengaging.

我的主管把我拉到一邊，直接給我意見回饋，說我的問題讓客戶非但沒有投入，反而退縮並變得不參與。

So I walked back in the meeting, I made that adjustment and we got to the right outcome.

所以我回到會議中，做了調整，我們就達到了正確的結果。

Sometimes feedback sessions don't go well.

有時候意見回饋的場合並不是那麼順利。

I can think of several examples where I had to work through a very difficult conversation.

我可以想到好幾個例子，我必須要處理非常艱難的對話。

And a specific scenario that comes to mind is in me delivering the feedback.

其中一個特別讓我印象深刻的狀況，是我在給予意見回饋的時候。

The individual began to cry and it prevented me from being able to continue the conversation because I recognized that the person's level, emotional level was very high and that they were not able to even hear the feedback.

那位對象開始哭了，這讓我無法繼續對話，因為我意識到對方的程度、情緒程度非常高，他們根本聽不進意見回饋。

所以在那一刻，我暫停了會議。

I said to the individual, I understand that this is difficult and so what I'd recommend is that we pause the meeting and find a better time when they are ready.

我跟那位對象說，我明白這很難，所以我建議我們暫停會議，找一個更適合的時間，等他們準備好了再進行。

In coming back to the second conversation, the individual reflected back with me what they heard, they acknowledged and then had even come back with a set of actions that they wanted to take so that we could find a path forward and that was the perfect outcome.

回到第二次對話時，那位對象向我複述了他們聽到的內容，他們表示理解，甚至還提出了一系列他們想採取的行動，這樣我們就能找到前進的方向，這就是最完美的結果。

We want individuals to be able to be reflective and for they themselves to solution how we can make the necessary adjustments.

我們希望大家都能夠反思，並且自己去找出我們需要做出的調整。

One of the things that we know when we look at a lot of the research is that as managers there are a lot of unspoken cues that can sometimes show up in the conversations.

當我們看很多 research 的時候，我們知道的一件事是，作為 managers，有很多未說出口的暗示，有時候會在對話中出現。

And so that self regulation, the awareness of where my emotions are, I have to be really intentional and thoughtful about that.

所以這種自我調節，覺察自己情緒的狀態，我必須非常刻意且仔細地去處理。

And so it is important for managers to have that self awareness and to self regulate as we step into these critical conversations.

所以，對於 managers 來說，在進入這些關鍵對話時，擁有自我覺察和自我調節的能力是很重要的。

Being a people manager allows you to have greater influence in the organization.

身為 people manager，能讓你對 organization 產生更大的影響力。

It's a fantastic opportunity for you to help others reach new levels in their performance.

這是個很棒的機會，可以幫助別人達到新的 performance 等級。

It's an opportunity for you to deliver more increased value on behalf of your company, and

這是個機會，能代表你的 company 創造更多價值，而且

it's an opportunity for you to pay it forward.

這也是個機會，能讓你將這份好意傳承下去。

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學會給予推動改變的回饋 | Google 人力資源管理入門 (Learn how to give feedback that drives change | Google People Management Essentials)

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approach

individual