反其⊙道而⊙行之（）

有些人对别人的工作成果只会挑毛病，却从未提出过什么建设性的意见。

有些人只会对别人的工作成果百般挑剔，自己却从未有任何建树。

有些人坚持认为，对别人的工作成果就应多挑刺，因为他们的努力没有任何建设性的贡献。

有些人只会对别人的工作成果求全责备，从未做出任何建设性的贡献和努力。

[A] outfit [C] outweigh

[B] outflow [D] outgrow

正确

错误

Self-esteem is a private, individual matter. It goes up and down from day to day, or even from hour to hour. Thus, strengthening self-esteem is no easy task. But managers can help improve employees’ self-esteem in the following ways.

Firstly, they must create a work environment that invites people to feel good about themselves and the work they do. They must not damage or lower the self-esteem of others. Managers should avoid something said or done to someone that wears away their feelings of self worth and satisfaction in performance. For example, it is unacceptable to greet a lazy employee with comments like "Late again! You win the prize for being the least reliable person here."

Secondly, they must develop ways of communicating real respect and concern to the employees by actively helping them improve their self-image and to feel better about themselves and their performance. For example, comments like, "I knew you could do an exceptional job on that new assignment--and you proved me right!" If sincere, it will make an employee’s day.

Lastly, give specific rather than general praise. Managers can’t just go around saying to employees, "I really appreciate your work" or "Thanks’--your employees will think you’re running for political office! Instead, be specific about what was done and the positive consequences of the action. For example, "That report you did for me on Thursday was just what I needed for my marketing meeting." And be sure to give the feedback to the person as soon after the event as possible.

有些人对别人的工作成果只会挑毛病，却从未提出过什么建设性的意见。

有些人只会对别人的工作成果百般挑剔，自己却从未有任何建树。

有些人坚持认为，对别人的工作成果就应多挑刺，因为他们的努力没有任何建设性的贡献。

有些人只会对别人的工作成果求全责备，从未做出任何建设性的贡献和努力。

[A] outfit [C] outweigh

[B] outflow [D] outgrow

正确

错误

Self-esteem is a private, individual matter. It goes up and down from day to day, or even from hour to hour. Thus, strengthening self-esteem is no easy task. But managers can help improve employees’ self-esteem in the following ways.

Firstly, they must create a work environment that invites people to feel good about themselves and the work they do. They must not damage or lower the self-esteem of others. Managers should avoid something said or done to someone that wears away their feelings of self worth and satisfaction in performance. For example, it is unacceptable to greet a lazy employee with comments like "Late again! You win the prize for being the least reliable person here."

Secondly, they must develop ways of communicating real respect and concern to the employees by actively helping them improve their self-image and to feel better about themselves and their performance. For example, comments like, "I knew you could do an exceptional job on that new assignment--and you proved me right!" If sincere, it will make an employee’s day.

Lastly, give specific rather than general praise. Managers can’t just go around saying to employees, "I really appreciate your work" or "Thanks’--your employees will think you’re running for political office! Instead, be specific about what was done and the positive consequences of the action. For example, "That report you did for me on Thursday was just what I needed for my marketing meeting." And be sure to give the feedback to the person as soon after the event as possible.