Name: 領導者的必修課：如何管理表現不佳的人才（How Great Leaders Handle Underperforming Employees）
Uploaded: 2026-03-07T14:29:32.000Z
Duration: 9 min 7 s

分詞構句

Ten players are running, defending, attacking, giving, everything.

十名球員正在跑、防守、進攻、傳球，做著一切。

And then there's one player who misses passes, doesn't track back, breaks team rhythm.

然後有這麼一個球員，傳球失誤、不回防、打亂團隊節奏。

Does a great coach ignore it and hope the team magically wins?

一位很棒的教練會忽略這點，然後希望球隊能奇蹟般地獲勝嗎？

In offices, teams and companies, leaders do this every single day.

在辦公室、團隊和公司裡，領導者每天都在做這件事。

他們對於處理這件事感到不自在。

And slowly the entire team starts paying the price.

然後整個團隊就開始付出代價了。

In this video, I'm going to show you a tried and tested leadership approach to dealing with underperforming team members without shouting, micromanaging, or becoming the bad boss.

這支影片要教大家一個經過驗證的領導方法，教你如何在不咆哮、不微觀管理、也不當壞老闆的情況下，處理團隊成員表現不佳的問題。

First, why Underperformance must be addressed early before we jump into actions, let's understand something important.

首先，為什麼表現不佳必須及早處理？在我們開始行動之前，先來瞭解一件重要的事。

Underperformance doesn't just affect one person.

It lowers team standards, and slowly it damages your credibility as a leader.

它會降低團隊標準，然後慢慢地損害你身為領導者的信譽。

Netflix once said a team with brilliant individuals but poor accountability will always underperform.

Netflix 曾說過，一個有優秀個人但責任感低落的團隊，總是會表現不佳。

So dealing with underperformance isn't being harsh, it's being responsible.

所以處理表現不佳，不是嚴苛，而是負責任。

Now let's move to the six actions you must take.

現在，我們來看看你必須採取的六個行動。

This is the most common mistake and the most damaging one.

這是最常見也最具破壞性的錯誤。

Leaders ignore underperformance because they don't want conflict.

領導者會忽略表現不佳，因為他們不想起衝突。

But ignoring underperformance doesn't protect the person.

但忽略表現不佳，並不會保護那個人。

It punishes the team and it quietly tells the team standards don't really matter here.

這會懲罰整個團隊，也無聲地告訴團隊在這裡標準並不重要。

If a defender keeps missing goals, the coach doesn't wait till the finals.

如果一個後衛老是漏接球，教練不會等到決賽才處理。

They address it early, privately, but firmly.

他們會及早、私下但堅定地處理。

Because one weak link affects the whole team.

因為一個環節的弱點會影響整個團隊。

Google is famous for its high performance culture.

One reason problems are addressed early, not emotionally, not publicly, but clearly.

其中一個原因是問題會及早被處理，不是情緒化地、不是公開地，而是清楚地。

If someone repeatedly misses deliverables, it's flagged immediately.

如果有人一再無法達成可交付成果，會立即被標示出來。

Not to shame them, but to protect standards.

不是為了讓他們難堪，而是為了保護標準。

Now compare that with teams where leaders stay silent.

現在來比較一下，領導者保持沉默的團隊。

高績效者會覺得自己被懲罰了。

What you should do Address issues early, not emotionally.

你應該做的是：及早處理問題，而不是情緒化地處理。

Discuss the issue and identify the root cause.

Once you decide not to ignore the problem, the next step is conversation, not accusation.

當你決定不再忽視問題時，下一步是溝通，而不是指責。

大多數表現不佳的人並不是懶惰。

他們只是不清楚、沒有得到支持，或是卡住了。

在假設任何事情之前，你必須先溝通。

Focus on understanding before fixing instead of you're not performing, say I've noticed some challenges recently.

先專注於理解，而不是解決；與其說「你表現不佳」，不如說「我最近注意到有些挑戰」。

Help me understand what's going on, then pause.

讓我們先了解一下狀況，然後停頓一下。

For example, movie the Pursuit of Happiness.

舉個例子，電影《當幸福來敲門》。

Remember the scene where Chris Gardner is late struggling, missing expectations?

還記得克里斯·賈德納（Chris Gardner）遲到、掙扎、達不到預期的那個場景嗎？

From the outside, he looks irresponsible.

從外面看，他看起來很不負責任。

But once you understand his situation, the story changes completely.

但一旦你瞭解他的處境，故事就完全不同了。

Skill gaps, poor onboarding, confusing priorities Personal stress what your conversation should do Create safety.

技能差距、入職引導不良、優先事項混亂、個人壓力。你的談話應該做的是：營造安全感。

Discover root causes Action 3 align on clear expectations and a plan this is where clarity beats motivation or most performance conversations fail.

找出根本原因。行動3：就清晰的期望和計畫達成一致。這才是清晰度勝過動力的關鍵，也是大多數績效談話失敗的地方。

People don't fail because they don't try or care.

人們不是因為不努力或不在乎而失敗。

They fail because expectations were never clear.

他們失敗是因為期望從來就不清楚。

Leaders say you need to improve, but improve what by when measured how?

領導者說你需要改進，但要改進什麼？何時？如何衡量？

For example, Amazon works on crystal clear expectations, clear ownership, clear clear deadlines, clear metrics.

例如，Amazon 致力於建立非常明確的期望、明確的職責、明確的截止日期、明確的指標。

When expectations are clear, performance becomes measurable, not emotional.

當期望明確時，績效就變得可衡量，而不是情緒化的。

What you must clearly define what exactly needs improvement.

你必須清楚定義到底需要改進什麼。

How it will be measured by when, how often you'll review.

將如何衡量、何時完成、多久檢視一次。

What you should do Define two three improvement areas.

你應該做什麼？定義兩到三個改進領域。

And as we're talking about clarity, expectations and alignment, this is exactly where something like the leader's toolkit becomes relevant.

談到清晰度、期望和協調一致，這正是「領導者工具箱」這類東西變得有用的地方。

Because leadership isn't about knowing what to do.

因為領導力不是知道該做什麼。

It's about knowing how to handle real situations.

Inside the leaders toolkit Leaders Learn how to inspire your team without forcing motivation.

在領導者工具箱裡，領導者學習如何在不強迫動機的情況下激勵你的團隊。

How to handle tough conversations without damaging trust.

如何處理棘手的對話而不損害信任。

How to make decisions that actually stick so people follow through and we didn't stop at the ebook.

如何做出真正能被執行並讓人們確實跟進的決定，我們不只停留在電子書。

You also get a checklist to keep you focused, a resource cheat sheet for quick solutions, and

你還會得到一份讓你保持專注的檢查表、一份快速解決方案的資源備忘錄，以及

a mind map that simplifies everything into one glance.

一張讓你一目瞭然簡化一切的思維導圖。

I've added the link in the description below so you can easily explore it after this video.

我已將連結加在下面的說明裡，這樣你就可以在這支影片結束後輕鬆查看。

Action four Lead through coaching, not control.

行動四：透過指導而非控制來領導。

Once expectations are set, your role changes.

一旦設定了期望，你的角色就會改變。

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領導者的必修課：如何管理表現不佳的人才（How Great Leaders Handle Underperforming Employees）

stick

mindset

progress

matter