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“You never get what you deserve; you only get what you negotiate.”
“你不会理所应当地获得你应该得到的，你只能获得你从谈判中争取到的。”
Lester Karrass, Negotiation Expert
——谈判专家莱斯特嘉洛斯
How many times have you heard someone complaining about another team member saying things like this:
你有多少次听到有人这样抱怨团队里的另一个成员：
“I made such a simple request…and they couldn’t deliver what I needed.”
“我只是提了一个很简单的要求……他们就是无法交付我需要的东西。”
“Every time I ask for something, they say ‘yes’ but I still don’t get what I need, when I need it.”
“每次我要什么东西，他们就说‘好的’，但是我还是不能在需要的时候得到需要的东西。”
“They just don’t seem to listen…there is always something they get wrong…don’t they know anything?”
“他们压根就没在听……他们总是能弄出差错……他们会什么？”
Or, perhaps, dear reader, you have found yourself saying something like the above when a team member’s performance is not what you expected?
或许，亲爱的读者，当一名团队成员的表现没有达到你的预期时，你自己也曾说过类似的话吧？
If you are honest, you can admit hearing things like this happen all the time…and sometimes it is your own performance that did not meet the standard and you end up feeling like a victim, yes?
如果你很诚恳，你可能会承认，你经常会听到这些话……有时甚至是你自己的表现没有达到标准，最后你感觉自己像个无助的受害者，是吧？
Why does this happen?Is it because people are stupid, lazy or incompetent. (If so I wonder how they got hired in the first place!) In 99% of cases, in my experience, the answer is “No.” The real problem is that both the person making the request and the person accepting it, are unskillful in making and accepting effective requests. It is not about ‘attitude’ it is about skill, and willingness to take the time to do what actually works.
那么，这种事情为什么会发生呢？是因为人们太笨、太懒、太无能吗？（如果是的话，我真怀疑他们一开始为什么会被录用！）根据我的经验，在99%的案例中，答案都是否定的。真正的问题是，无论提出要求的人也好，接受要求的人也罢，他们都不擅长有效地提出和接受别人的要求。因此这不是态度的问题，问题是你有没有技巧和意愿，去花时间做真正有效果的事。
If you want to solve this problem forever, it is time to start applying the SMART standard each and every time a request is negotiated. That’s right: negotiated. Each request is a negotiation, using SMART standards, to ensure that it will be carried out successfully the first time. If you have forgotten what “SMART” stands for, here it is again:
如果你想一劳永逸地解决这个问题，你就要在每次向别人提出要求时，在谈判过程中应用以下的“SMART”准则。你没听错，我用的是“谈判”这个词。每次提要求都是一次谈判，你要利用SMART准则，确保在第一时间成功地提出要求。如果你忘了“SMART”是什么意思，不妨在这里重温一下：
THE SMART STANDARD
SMART准则
SPECIFIC
具体
MEASURABLE
可衡量
ACTIONABLE
可执行
REALISTIC
现实性
TIME-BASED
时效性
1. Be Specific:Make sure your request is completely explicit and clear about exactly what is expected. Vagueness cannot be accepted. If a request is not clear to you, keep pushing until you know, specifically, what is wanted. When you are making the request, be CLEAR and say exactly what you want. Spell it out in black and white. You might spend 10 minutes writing down exactly what you want. That 10-minute investment may save you a lot of trouble later on.
1. 尽量具体（Specific）：确保你提出的要求明确细致地表达了你的期望。模糊不清是不能被接受的。如果你听不明白别人提出的要求，就要继续发问，一直到你彻底明白对方需要什么。在你向别人提要求的时候，要尽量明晰，直白地表达出你到底需要什么。你可以花十分钟把你需要的东西白纸黑字地写下来，这十分钟会给你后来的工作省去很多麻烦。
2. Make it Measurable.It must be clear how performance will be measured. What are the “success criteria” that will tell both parties when the desired outcomes have been achieved. Again, it must be spelled out in black and white. If not, expect breakdowns to occur. Always ask “how will you know, beyond any doubt, that this has been done to your satisfaction? What are your standards to measure this work?” If you don’t get this agreed between the two parties, expect trouble at the end of the road. Very often a person making a request is unclear about their own standards…until they see the other person’s work and it doesn’t meet them. Skillful leaders must learn to get clear about their standards so they can communicate them to others. If they don’t…who is being lazy?
2. 可衡量（Measurable）：双方都必须清楚对成果的衡量标准是什么。再次说明，这也得用白纸黑字写出来，否则就可能出现问题。经常问“你怎样知道这件事的成果让你满意？你衡量这项工作的标准是什么？”如果双方不就此达成一致，那么最后可能就会出现问题。通常提出要求的人自己也不清楚他们的标准，直到干活的人最后拿出了成果，他们才知道它不符合自己的标准。有技巧的领导必须学会划清标准，这样才能与其他人讨论标准问题。如果领导连标准都不划定……谁才是懒人呢？
3. Make it Actionable.The request must something that can be acted on. For example, it must be within our power, and we must have the necessary approvals, and the necessary budget and available manpower. Without such things, the request is not considered as “actionable.” If you feel, for any reason, that a request is no actionable…say so! If you suffer in silence and don’t push back, what do you think is going to happen? Speak up!
3. 可执行（Actionable）。这个要求必须是件可以执行的事。比如它必须在我们的能力范围以内，我们必须有必要的批准、必要的预算和必要的人手。没有这些东西，这个要求就不是“可执行”的要求。如果你不管出于任何考虑，都觉得一个要求不具备可行性，那你一定要说出来。如果你默默承受，没有据理力争，你觉得后果会变成什么样？所以一定要出说来！
4. Be Realistic.The request must allow sufficient time and there must be sufficient resources available. Asking someone to “re-build the Pyramids in 48 hours” is an example of a request that is not realistic. When a request seems to be un-realistic it is time to push back, say what is missing, and negotiate something you truly feel is realistic. If you need more time, ask for it. If someone says they need more time, give it to them. If the relevant resources are missing, provide them. How do you expect people to perform if they don’t have what they need?
4. 现实性（Realistic）。实现这个要求必须有充足的时间，并且可以调配充分的资源。让某人“在48小时内再建一座金字塔”就是不现实的要求。如果你觉得一个要求不现实，你应该把它推回给领导。你要告诉领导现在还缺少什么，以及怎样做才是现实的，并就此与他进行谈判。如果你需要更多时间，就提出要求。如果有人告诉你，他们需要更多时间，你就给他们时间。如果缺乏相关资源，就提供这些资源。巧妇难为无米之炊，缺乏必要的资源，他们能给出什么样的结果？
5. Make it Time-based.Both parties must agree on exactly how much time is going to be allowed to fulfill the request. If the time frame for completion is unclear, speak up! Push Back! Don’t say “yes” until you have a clear and acceptable time-frame to work with. Then agree on a specific time for delivery of the completed work. If there is not date and time of day on the calendar, it is not Time-based.
5. 时效性（Time-based）。双方必须在完成任务的时间上达成一致。如果完成时间不明确，就要说出来！据理力争！在得到一个清晰、可接受的时限之前不要说“好的”。在确定一个合理的成果交付时间后再表示同意。如果日历上没有明确的时间和日期，它就是一个不具有时效性的任务。
6. Check for Understanding.When negotiating a request, always check for understanding once you have clarified each element of the SMART standard. Do this by saying:
6. 检查对方的理解程度。为提要求而谈判时，一旦SMART准则的各个元素都明确之后，别忘了检查对方的理解程度。比如你可以说：
“Would you please repeat back to me what you have understood in this discussion? What is that you think we have agreed to? I just want to be very sure, for both our sakes, that we have got it right.”
“你能否向我重复一遍这次讨论结果的要点？你认为我们双方的协商结果是什么？我想确定我们双方都理解无误，这也是为了大家都好。”
As they speak, take notes and compare with your understanding. When they are finished, go back and clarify any points that did not match your understanding.
在对方说话时，记得做记录，并且与你自己的理解进行对比。等他们说完，再次就双方理解不一致的地方进行商榷。
After the conversation, send them a written memo or email that captures your agreement in black and white. Ask them to check it and confirm back to you. Once they agree that it is correct it is time to move into action…and not before. If you are the one accepting a request, write a quick email that summarizes each point of the SMART agreement you have just made. Ask the receiver to confirm that your understanding is correct.
谈话结束后，给他们发一份书面备忘录或电子邮件，使你们的口头同意变成白纸黑字。让他们细看一遍，然后给你发回确认信息。只有他们认同约定的内容都正确，这才算到了投入行动的时候。如果你是接受要求的那个人，那你可以迅速地写一封电邮，根据SMART准则，汇总双方谈判的所有要点，然后让对方确认你的理解是正确的。
What are the Benefits of Being SMART?
SMART准则的好处是什么？
Both parties greatly increase their confidence that the task is going to be effectively performed and delivered as expected. Everyone has much greater confidence in the outcomes.
双方都认为任务会得到有效执行，结果会达到预期。大家对结果也会有更大的信心。
Trust is increased between the two persons because breakdowns are avoided and they will be more willing to work as partners next time.
双方的信任感会提高，因为问题得到了有效避免，他们下次也会乐意再合作。
Using the SMART standard is a very simple and effective way to train and coach people. You are showing them what you expect them to do when it is their turn to make requests of others.
SMART准则是一个训练他人的非常简单有效的方法。通过言传身教，你可以让他们知道，当他们向别人提要求时应该怎么做。
Being SMART saves time and money by ensuring the task will be done right the first time.
SMART准则确保任务第一次就能正确完成，从而节省时间和金钱。
In my training workshops, and when I am coaching executives, I often ask people “Have you heard of the SMART standard?” The answer is most often ‘yes.’ But when I ask “Do you use it every time something important is at stake?” the answer is often ‘no.’ When I ask ‘why not?’ I hear things like:
在我的培训班里，当我给企业高管做培训时，我经常问他们：“你们听过SMART准则吗？”他们的回答经常是“是的。”但当我问道：“在办重要的事时，你们每次都会用到它吗？”答案往往是“不是。”当我又问“为什么”时，经常有人说：
It is so simple, I shouldn’t have to go to so much trouble.
任务很简单，没必要给自己找这种麻烦。
It takes too much time.
这样做花的时间太多了。
They should just know these things.
他们自然应该明白这些事情。
In the words of Tony Robbins, “Most people know what to do. They just don’t do what they know.” Does this apply to you?
用托尼罗宾斯的话说：“大多数人知道应该做什么，他们只是不做他们知道的事。”这话是不是也适用于你身上呢？
And, I have heard there are two Types of insanity:
另外，我还听说有两种“神经病”：
Type 1:Doing the same thing again and again, even though it is not working, and expecting to get a different result each time.
第一种：把一件事反复做了一遍又一遍，哪怕没有效果，还每次都期待着能获得不一样的结果。
Type 2:Stop doing something that you know works.
第二种：明明知道怎样做一件事有效，偏偏不那么做。
Which kind of insanity do you prefer?I suggest you avoid both kinds and start using the SMART standard. If you really want to be an effective leader, you must start being a SMART leader. You will gain respect and you will experience much greater confidence in getting the outcomes you need. And if you are on the receiving end…it’s time to speak up when you are unclear, stop pretending, and let people know what you need to be able to deliver.
你喜欢哪种“神经病？”我建议你两种都要避免，并且开始使用SMART准则。如果你真想成为一位有效的领导，就必须学会做一个SMART型领导。在这个过程中，你不仅会得到团队成员的尊重，也会获得更多信心。如果你是接受要求的一方，那么你就要在不明白的时候勇敢说出来，不要不懂装懂，让领导知道你需要他为你提供什么。
The majority of people are not stupid, or lazy or incompetent. And, the majority of people keep on making sloppy requests day in and day out, and still expect to get what they want. That is Type 1 insanity and you can avoid it by choosing to be SMART from now on.
大多数人都不笨，不懒，也不是无能之辈。但是大多数人每天都在提很糟糕的要求，而且还希望别人交付他们想要的东西。这就是所谓的“1型神经病”，坚持SMART准则，这是完全可以避免的。
Good luck and let me know how it’s working for you.
祝你好运，如果你觉得它有用，请让我知道。
