“You want to celebrate achievements, talk about what’s going well, and give plenty of praise for good work. This goes not only for the writing process but also—and especially—for the delivery. Don’t let people skip over the good stuff in order to obsess over the areas for improvement, as many will want to do. Those strengths are what you’ll use to determine when people should be promoted, and it is important to write them down and reflect on them.”

不仅要赞扬每个人做得好的地方，还要记录下来具体的事情，可以为升职做记录。

“More often, you’ll get a lot of scattershot feedback that’s moderately helpful at best. Some people will seem to be reaching for something to say, and others will have a particularly harsh impression that no one else seems to share. Especially in the case of scattershot feedback, make sure that the feedback you’re seeing makes sense before you deliver it. For example, if only one reviewer mentions sloppy work, is the problem that the work is sloppy, or that the reviewer has higher standards than the rest of the team? Use your judgment in this case. If the feedback seems valuable for the person to hear, share it, but don’t just blindly report all grudges.”

对于你的下属，听到别人对他的评价，不能全部接受，要思考它有没有提供具体的例子，以及这个评价者的标准是不是适中，既不太严格也不太松。

“As you learn how to play the game, I encourage you to be fairly transparent with your team. When members express the desire to be promoted and they don’t have a strong case for promotion, telling them what goes into the process will help them understand what they may need to change. You should also prepare yourself to start identifying promotion-worthy projects and trying to give those projects to people who are close to promotion. You, as the manager, are in a good position to identify what’s coming up for the team. Depending on how work gets assigned, you may either directly assign these projects to people, or encourage people to volunteer for projects that are a stretch goal for them. Keep an eye out for opportunities for your team members to stretch themselves and grow.”

对升职来说，当一个经理知道了应该怎么做才能获得升职，那就应该和组里的成员，尤其是能力比较靠近下一个等级的成员分享。让他们能关注差距在哪，并且有机会通过项目和具体的案例去弥补。

“Upon hearing that someone is underperforming, many companies will have you write the person a document called a performance improvement plan. This is a set of clearly defined objectives that the person must achieve within a fixed period of time. If she manages to achieve them, then she is taken off the plan and all is well; otherwise, she’s fired. Depending on the company, such a plan might actually be an effort to turn an employee around, but often the plan is written in such a way that the person can’t possibly hope to achieve the goals in the allotted time, and it’s just a generous way of giving someone time to look for another job before being fired. Whatever the procedure is at your company, the process of coaching someone out should begin long before any performance improvement document is filed with HR, and long before the actual act of firing. One of the basic rules of management is the rule of no surprises, particularly negative ones. You need to understand what a person is supposed to be giving you, and if that isn’t happening, make it clear to her early and often that she is not meeting expectations.”

“This situation is why you start giving feedback early and often, and keep records of the feedback you’ve been delivering. Feedback, positive or negative, should be a conversation. If you avoid tackling negative feedback until it builds to a boiling point, you’re going to be met by a pile of excuses, and then what do you do? Some managers will ignore the excuses at their peril, and lose employee after employee to an unwelcoming team that fails to onboard, coach, and give clear goals to employees. On the other hand, some managers will accept any excuse until problems can no longer be swept under the rug, and the team is furious at management’s inaction with regard to the lagging employee. You’ll always need to have a record of negative feedback to fire someone in any environment where HR is active and a standard performance improvement plan is required. If you have no HR, I suggest that you still give people clear improvement feedback in writing, with a timeline for improvement, and have them acknowledge it in writing as well (email is OK). Not only does this protect you legally, but it helps you treat your employees fairly.”

对于硅谷这边的公司来说基本都有pip/dev list之类的program，一般来说收到的人大概率是会跳槽的。但作为经理应该尽早给反馈，并帮助他提高，而不是either不给反馈突然打个措手不及，或者完全不管对方的理由，比如身体原因，家庭原因等等。