举例说，在美国西南航空公司 (Southwest Airlines)，管理者需训练行李处和登机口的员工，帮助他们掌握飞机晚点或其他应急事件发生时的处理方法。
Southwest Airlines' (LUV) managers, for example, train baggage and gate staff to know exactly what to do if planes are late or other problems arise.
有些管理专家甚至认为，当今管理者90%的工作就是每天都要训练员工(详见第五章)。
Some management experts go so far as to say that 90 percent of a manager's job today occurs in the day-to-day coaching of employees (as discussed in Chapter 5).
如果业绩评估做得很差，管理者最好就不要再做了——不做评估的话，管理者也就更有余地去训练员工，和员工进行交流了。
If performance evaluations are done poorly, managers are better off not doing them at all-especially if by not doing evaluations, the alternative is more frequent coaching and communication.
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