當團隊裡出現「講得頭頭是道，但永遠交不出成果」的資深同仁，我學會了這樣管理他How I Learned to Manage Senior Colleagues Who Talk Well but Never Deliver

在職場上，最難管理的，往往不是態度不好的人，而是那種——人很好、邏輯清楚、講話客氣，但永遠拖延、不見交付的資深同仁。In the workplace, the hardest people to manage are not the defiant ones, but those who are friendly, logical, polite — yet constantly delay and never deliver.

他們資歷深、經驗多，甚至在團隊裡有一定威望。當你提醒他任務進度，他能侃侃而談思路，分析得清清楚楚，讓你一時還真挑不出毛病。They are experienced, respected, and articulate. When you ask about progress, they can explain their logic perfectly — so perfectly that you momentarily doubt if you’re the one overreacting.

唯一的問題是：成果始終沒有出現。The only issue: actual results never arrive.

一、這不是能力問題，也不是態度問題，而是「沒有壓力，就會無限延遲」

It’s Not a Capability Issue — It’s That Without Pressure, There’s Infinite Delay

我觀察很久後發現，這類型同仁常常具備以下特徵：I eventually noticed these common traits among such colleagues:

• 自尊心強，不喜歡被當成初階員工盯進度；Strong ego, dislikes being micromanaged like a junior.

• 聰明到能講出各種理由，讓你一時無法反驳；Smart enough to justify any delay.

• 習慣性「把事情放著」，直到最後一刻才動手。Habitual procrastinators — start only when forced.

這不是故意偷懶，而是**「延遲成本」對他來說太低**。It’s not pure laziness — it’s that the cost of delaying is too low.

二、與其盯人，不如調整機制

Instead of Policing People, Redesign the System

✅ 1.將「私下提醒」改成「公開承諾」

✅ 1. Replace Private Reminders with Public Commitments

不要私訊追進度，而是在會議中問：Instead of private nudges, ask in meetings:

「這件事你評估幾號可以完成？我記在會議紀錄裡喔。」“What date do you commit to finishing this? I’ll note it in the meeting minutes.”

當交付日期是他自己說出口的，而不是你壓下去的，他反而比較願意履行承諾。When they verbalize the deadline themselves, they’re more likely to honor it.

✅ 2.將「一次性交付」改成「分段確認」

✅ 2. Break Big Deliverables into Smaller Checkpoints

不要等到最後一天才看成果。改成：Don’t wait for a final submission. Instead:

• Day1 確認方向 → Day 1: Confirm direction

• Day2 看初版 → Day 2: Review draft

• Day3 收成品 → Day 3: Final delivery

拖延者常常不是做不到，而是「不知道從哪開始」。Procrastinators often aren’t incapable — they just don’t know where to start.

✅ 3.建立「透明進度機制」，讓壓力來自團隊，而不是來自你

✅ 3. Use Transparent Progress Tracking — Let Peer Pressure Do the Work

我後來在團隊建立一個簡單的進度表，每個任務寫 負責人 / 狀態 / 承諾日期。I built a simple task board listing owner / status / committed date.

每次開會就看那張表，不用指名道姓，但那一排「延遲中」的紅字，就是最強的壓力來源。No naming or shaming — but that “Delayed” tag in red speaks for itself.

三、管理資深同仁，靠的不是威嚴，而是讓「拖延的代價變得可見」

Managing Senior Colleagues Is Not About Authority — It’s About Making Delay Visible

我逐漸明白，好的管理不是去壓迫人，而是去設計機制，讓人自然朝正確方向前進。I came to realize that good management is not about pressure — it’s about designing systems that guide behavior.

對於這類「講得比做得快」的資深同仁，我不再用情緒處理，而是問自己：Instead of being frustrated, I now ask:

我能不能讓「完成」比「拖延」更舒服？Can I make completing easier than delaying?

如果你也正在帶人，或團隊裡也有類似角色，也許你可以試試看。If you’re leading a team, give it a try.

你團隊裡，有沒有這種“永遠快好了”的人？你會怎麼帶他？Do you have someone who’s always almost done?How would you lead them?