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Welcome to Dear HBR: from Harvard Business Review. I’m Dan McGinn.
欢迎来到 Dear HBR节目，我是丹·麦吉恩。
And I’m Alison Beard. Work can be frustrating, but it doesn’t have to be.
我是艾莉森·比尔德。工作可能会令人沮丧，但这是可以避免的。
The truth is that we don’t have to let the tension, conflicts, and misunderstandings get us down. We can do something about them.
事实是，我们不必让紧张、冲突和误解耗尽我们的心力。我们可以做些事情应对这些。
That’s where Dear HBR: comes in.
这就是Dear HBR节目的用武之地。
We take your questions about workplace dilemmas and with the help of experts and insights from academic research, we help you move forward.
我们将在专家和学术研究见解的帮助下，回答大家关于职场困境的问题，帮助大家前进。
So, Dan, when you suggested that we might start cohosting this podcast together and that it would be an advice show, I thought that was a great idea, because you are always the one giving me advice about what to do at work.
丹，当你建议我们一起主持这个播客，并将其变成一个建议节目时，我觉得这是个好主意，因为你总是给我工作上的建议。
Well, that makes it sound like I’m a know-it-all, and I just promiscuously give advice all the time.
听起来好像我是一个万事通，但我只是在胡乱地给建议。
No, that’s true, but I think we talk to each other before we go into our annual reviews a lot of times.
不，你确实是万事通，但我认为我们在进行年度评估之前会经常交谈。
And we compare notes afterwards.
之后我们会交换意见。
Yeah. I started two weeks before you at HBR and we sat next to each other the entire time that we’ve worked for the company. We give each other advice back and forth.
对，我比你早两周进入哈佛商业评论，在我们就职于公司的整个过程中，我们一直坐在一起。我们互相给对方提建议。
Yeah. Why this appeals to me is work has gotten more complicated and just flat-out crazy in a lot of organizations.
是的，我对这份工作感兴趣的原因是，许多组织中的工作变得越来越复杂和疯癫。
If somebody’s awake at 2:00 in the morning obsessing over something, work is probably a big chunk of the pie chart.
如果某人凌晨两点还醒着，被某件事困扰着，那么工作可能是心事的一部分。
Anything we can do to help people with those issues and especially when there’s research.
我们可以做些什么来帮助那些有这些问题的人，尤其是有研究。
You, in particular, are the research nerd and you always bring the science to this, that’s doing them a service.
尤其是，你是一个研究狂，你总是把科学带到这里来，这是在为他们服务。
Yeah, we all need help. Everyone needs it, from the youngest manager to the CEO.
是的，我们都需要帮助。从最年轻的经理到首席执行官，每个人都需要。
So, we’re rolling now.
我们现在开始。
OK. Today we’re going to answer questions about first-time bosses, people who are brand-new managers whether they like it or not.
好，今天，我们将回答有关首次担任老板的问题，这些人是全新的管理者，无论他们喜欢与否。
Joining us now is Alison Wood Brooks. She’s an assistant professor at Harvard Business School, where she researches emotions and the psychology of conversations. Alison, thanks so much for being on the show.
现在加入我们的是艾莉森·伍德·布鲁克斯。她是哈佛商学院的助理教授，研究内容是情感和对话心理学。艾莉森，非常感谢你来参加我们的节目。
Thanks for having me. I’m thrilled to be here.
谢谢你们邀请我。我很高兴来到这里。
Here’s our first listener question.
这是我们的第一个听众的问题。
Dear HBR: After three years at my company, I was recently promoted to Director of Operations, a new position.
亲爱的HBR：在公司工作三年后, 我最近晋升为了运营总监, 一个新的职位。
I’m the youngest manager in my department. I must now supervise two former peers, both of whom are older than me.
我是我部门最年轻的经理。我现在必须监督两个以前的同龄人, 他们都比我年龄大。
One has already been quite vocal about her frustration with this reorg.
一个人对公司的重新调整直言不讳地表达了失望。
From my leadership training I knew that I should meet with her one-on-one and get all these issues out on the table.
按照领导培训, 我知道我应该与她一对一见面，谈谈所有这些问题。
I did, and I thought I asked all the right questions.
我做了，我想我问了所有合适的问题。
I encouraged her to share her concerns and asked for advice on how we could best work together, but she was completely closed off.
我鼓励她分享她的担忧, 并征求我们如何共同努力的建议, 但她完全避而不谈。
She said that it seemed unproductive to talk about her feelings and that she’d prefer to just focus on work.
她说, 谈论她的感受没有什么价值, 她更喜欢专注于工作。
How can I get her to open up and trust me?
我怎样才能让她打开心扉、相信我?
