ihg洲際-績效管理之旅-經理級培訓ppt課件

1、1The Performance Management Journey績效管理之旅Manager Training Workshop經理級培訓研討會2Agenda 議程 Module One: The Process 板塊一：績效管理的流程板塊一：績效管理的流程 What is Performance Management? 什么是績效管理？ Why is it important? 為什么績效管理至關重要？ How does Performance Management fit into our IHG Employee Commitment? 績效管理如何體現(xiàn)洲際酒店集團對員工的承諾？ W

2、hat is the Performance Management journey? 什么是績效管理之旅？ Module Two: The Components 板塊二：績效管理的組成要素板塊二：績效管理的組成要素 What are the tools to support the Performance Management journey? 績效管理之旅有哪些輔助工具？ How do we complete the necessary forms? 如何填寫必須的表格？ Module Three: The Review 板塊三：績效評估板塊三：績效評估 How do we calibrat

3、e our Performance Reviews in our organisation? 如何在組織內對績效評估進行校準？ What does a successful Performance Review look like? 成功的績效評估應該是怎樣的？ How do we communicate performance to our employees? 我們如何與員工就其績效進行溝通？ Module Four: The Development 板塊四：員工的發(fā)展板塊四：員工的發(fā)展 What is a Personal Development Plan? 什么是個人發(fā)展計劃？ How

4、 do ensure development occurs throughout the year? 如何確保發(fā)展計劃在全年中得到實施？3Module One Objectives 板塊一：目標By the end of this module, you will be able to:通過板塊一的學習，你將能夠：通過板塊一的學習，你將能夠： Understand what Performance Management means at IHG了解績效管理對洲際酒店集團的意義 Explain why Performance Management is important解釋績效管理的重要性 D

5、escribe how Performance Management fits with our IHG Commitment闡述績效管理如何體現(xiàn)洲際酒店集團的承諾 Know the five steps of The Performance Management Journey了解績效管理之旅的五個步驟4Module One: Exercise 板塊一：練習Why is Performance Management important to each of the following key stakeholders in the process? 績效管理對以下各關鍵方為什么至關重要？ I

6、HG 洲際酒店集團 Your organisation (hotel or corporate location) 所在組織（酒店或公司） You, as a leader 作為領導的你 Employees 員工5Performance Management 績效管理 You will know what success means for your role 你將了解對你的角色而言什么是成功 You will be involved in regular, quality feedback discussions你將參與定期的，高質量的反饋討論 You will have the oppor

7、tunity to develop for your current and future roles 你將有機會在你目前和未來的職位上獲得發(fā)展 You will know what career opportunities are available with IHG around the world你將知道洲際集團在全球范圍內提供的職業(yè)發(fā)展機會成長的空間成長的空間6The Performance Management Journey 績效管理之旅Establish KPOs 設定KPOTake Action 采取行動Review Performance 評估績效Plan Developme

8、nt 發(fā)展計劃Provide Recognition & Reward給予認可和獎勵7The Performance Management Journey 績效管理之旅Establish KPOs 設定設定KPO KPOs are established in January-February 1-2月期間設定KPO KPOs are linked to our core purpose; creating Great hotels guests love 將KPO與我們的核心目標聯(lián)系起來；創(chuàng)造“出色的酒店，客人的最愛” KPOs cascade down KPO的逐級下達8The P

9、erformance Management Journey 績效管理之旅SMART KPOs KPO的的SMART要求要求 SSpecific 具體 MMeasurable 可衡量 AAchievable 可實現(xiàn) RRelevant 相關 TTime specific 有時限9The Performance Management Journey 績效管理之旅Take Action 采取行動采取行動 Execute KPOs 實施KPO Demonstrate IHG Leadership Competencies顯示洲際酒店集團領導能力 Live IHG Winning Ways 履行洲際酒店

10、集團的致勝之道 Use Brand Building behvaiours 通過行為打造品牌 Create Great hotels guests love 創(chuàng)造“出色的酒店，客人的最愛”10Cluster 類別類別Definition 定義定義Competencies 能力能力Team Focused 關注團隊Working together effectively to meet business goals faster通過有效的協(xié)同合作，更迅速的實現(xiàn)企業(yè)目標通過有效的協(xié)同合作，更迅速的實現(xiàn)企業(yè)目標Fostering Collaboration 全面協(xié)作全面協(xié)作Leading and D

11、eveloping People 領導和發(fā)展員工領導和發(fā)展員工Action Oriented 行動導向Driving to achieve ambitious targets in an efficient way以高效的方式推動長遠目標的實現(xiàn)以高效的方式推動長遠目標的實現(xiàn)Drive for Results 成效驅動成效驅動Turning Vision into Action 將愿景轉化為行動將愿景轉化為行動Passionate 工作熱情Caring passionately about our guests and business partners, and changing to mee

12、t their needs關注客戶和商業(yè)伙伴的需求，積極做出變革關注客戶和商業(yè)伙伴的需求，積極做出變革Guest / Customer & Market Focus 關注客戶與市場關注客戶與市場Championing Change 主導變革主導變革Savvy 業(yè)務技能Knowing what it takes to beat our competitors, both now and in the future 了解現(xiàn)在和將來要擊敗競爭對手所需要的條件了解現(xiàn)在和將來要擊敗競爭對手所需要的條件Strategic Thinking 戰(zhàn)略思維戰(zhàn)略思維Understanding our Bus

13、iness 了解業(yè)務了解業(yè)務Winning Ways 致勝之道Demonstrating Winning Ways across the business whether we are assisting guests, working with business partners, or helping each other 在工作的各個領域，不論是服務賓客、與商業(yè)伙伴的合作，還是同事在工作的各個領域，不論是服務賓客、與商業(yè)伙伴的合作，還是同事間的互助，都顯示出致勝之道的行為準則。間的互助，都顯示出致勝之道的行為準則。Do The Right Thing 做對的事做對的事Aim Higher

14、 追求卓越追求卓越Show We Care 體現(xiàn)關愛體現(xiàn)關愛Celebrate Difference 求同存異求同存異Work Better Together 協(xié)作共贏協(xié)作共贏洲際酒店集團領導能力11The Performance Management Journey 績效管理之旅Review Performance 評估績效評估績效 Annual Performance Review 年度績效評估 Employee completes Self-Assessment Form 員工完成自我評估表 Assess KPOs 評估KPO的達成情況 Calibration Meetings take

15、 place 進行校準會談 Establish KPOs for next year 設定下一年度的KPO Mid Year Performance Review 年中績效評估 Review KPOs 回顧KPO的達成情況 Provide constructive feedback and coaching 提供建設性反饋意見和輔導12The Performance Management Journey 績效管理之旅Plan Development 發(fā)展計劃發(fā)展計劃 Create Personal Development Plan 制定個人發(fā)展計劃 Review Personal Develo

16、pment Plans throughout the year 回顧全年的個人發(fā)展計劃 Set milestones for development 設定個人發(fā)展里程碑 Execute Personal Development Plan 實施個人發(fā)展計劃13The Performance Management Journey 績效管理之旅Provide Recognition & Reward 給予認可和獎勵給予認可和獎勵 STI payment after Performance Review 績效評估后的短期激勵獎金 Merit increases linked to Perfor

17、mance Review 與績效評估相關聯(lián)的加薪 Nominations to attend training and development activities 提名參加培訓和發(fā)展活動 Career development 職業(yè)發(fā)展 Promotions 升職14The Performance Management Journey績效管理之旅Manager Training Workshop Module Two: The Components經理級培訓課程 板塊二：績效管理的組成要素15Module Two Objectives 板塊二：目標By the end of this modu

18、le, you will be able to:通過板塊二的學習，你將能夠：通過板塊二的學習，你將能夠： Explain the various sections of each Performance Management form解釋說明每個績效管理表格中的不同部分 Identify which forms are to be used for each employee population明確每個員工群應使用的績效管理表格 Understand how to write SMART KPOs理解如何制定符合SMART標準的主要工作目標（KPO） Know how to utilise

19、the Rating Scale and its definitions 知道如何評分，以及各分值的含義 Describe how to write behaviour based statements for each section of the Performance Review 敘述如何撰寫績效評估各部分中基于行為的評價16The Components 績效管理的組成要素The Annual Performance Review forms: 年度績效評估表：年度績效評估表：Annual Performance Review Corporate Bands 1 3 年度績效評估總部辦

20、公室1-3級Annual Performance Review Corporate Bands 4-7, Hotel Bands H1-H7, Supervisory年度績效評估總部辦公室4-7級，酒店H1-H7級，主管級Annual Performance Review Corporate Band 8, Hotel Bands H7-H10, Non-Supervisory年度績效評估總部辦公室8級，酒店H7-H10級，非主管級The Self Assessment Forms: 自我評估表：自我評估表：Annual Review Self Assessment Form Corporat

21、e Bands 1-3年度績效評估自評表總部辦公室1-3級Annual Review Self Assessment Form Corporate Bands 4-7, Hotel Bands H1-H7, Supervisory年度績效評估自評表總部辦公室4-7級，酒店H1-H7，主管級Annual Review Self Assessment Form Corporate Band 8, Hotel Bands H7-H10, Non-Supervisory年度績效評估自評表總部辦公室8級，酒店H7-H10級，非主管級The Additional Forms: 附表：附表：Key Perf

22、ormance Objectives Form 主要工作目標表Personal Development Plan Form 個人發(fā)展計劃表17The Annual Performance Review Form 年度績效評估表18ABCs of Documentation 表格填寫要求A = Accurate 準確B = Behavioural 以行為為依據(jù)C = Consistent 一致統(tǒng)一 19How can we write SMART KPOs? 制定主要工作目標的SMART要求 S = Specific - The objective should state exactly wh

23、at the employee is responsible for achieving. S = 具體具體 工作目標應具體說出員工需要達成的職責。 M = Measurable - The objective must define quantity, cost, frequency or quality (ensure measurement). M = 可衡量可衡量 - 工作目標必須具體說出在數(shù)量、成本、頻率或質量上的要求（保證有衡量標準）。 A = Achievable - The objective requires some effort or stretch to achieve

24、, but do not discourage the employee. A = 可實現(xiàn)可實現(xiàn) 工作目標需要通過一些努力或一個過程才能實現(xiàn)，但不應太難而讓員工感到氣餒。 R = Relevant - The objective has a clear impact to the team/organisations goals and helps the individual meet their development needs. R = 相關相關 工作目標對所在團隊/組織的目標有明確的積極影響，并且有助于個人實現(xiàn)他們的發(fā)展目標。 T = Time specific - The time

25、 in which the objective is to be accomplished must be clearly stated. T = 有時限有時限 必須明確說明完成工作目標的時限要求。20Winning Ways 致勝之道 We keep our promises and we dont let people down我們履行自己的承諾而不失信于他人我們履行自己的承諾而不失信于他人 We seek out the facts and trust our judgement 我們尊重事實并相信自己的判斷我們尊重事實并相信自己的判斷 We take decisions even wh

26、en theyre difficult 即使有時是困難的，我們仍然勇于做出決定即使有時是困難的，我們仍然勇于做出決定We always do what we believe is right and have the courage and conviction to put it into practice, even when it might be easier not to. We are honest and straightforward and see our decisions through.我們始終做我們認為正確的事，即使會面臨困難，我們還是有勇氣將之付諸于行我們始終做我們

27、認為正確的事，即使會面臨困難，我們還是有勇氣將之付諸于行動。我們正直，坦誠，并能堅持到底。動。我們正直，坦誠，并能堅持到底。Do the right thing 做對的事做對的事21Winning Ways 致勝之道 We treat people as individuals 我們將每個人視為一個獨立的個體來對待。我們將每個人視為一個獨立的個體來對待。 We look and listen for the little things that make a difference 我們積極尋找讓我們體現(xiàn)關愛的細節(jié)之處我們積極尋找讓我們體現(xiàn)關愛的細節(jié)之處 We use our experienc

28、e to find new ways to deliver great service 我們利用過去的經驗找出提供優(yōu)異服務的新途徑。我們利用過去的經驗找出提供優(yōu)異服務的新途徑。We want to be the company that understands peoples needs better than anyone else in our industry. This means being sensitive to others, noticing the things that matter and taking responsibility for getting things

29、 right. 在同業(yè)中，我們力求比其他公司更能理解人們的需求。這意味著關注他人，留意在同業(yè)中，我們力求比其他公司更能理解人們的需求。這意味著關注他人，留意周圍的事物，察覺事情的重要性，并能主動擔負起更正失誤的責任。周圍的事物，察覺事情的重要性，并能主動擔負起更正失誤的責任。Show we care 體現(xiàn)關愛體現(xiàn)關愛22Winning Ways 致勝之道 We put our hearts into learning new things我們盡心學習新事物。我們盡心學習新事物。 We challenge ourselves and those around us我們挑戰(zhàn)自我及他人。我們挑戰(zhàn)自我

30、及他人。 We always look for ways to improve我們不斷尋求改進之道。我們不斷尋求改進之道。We aim to be acknowledged leaders in our industry, so we have built a team of talented people who have a real will to win. We strive for success and value individuals who are always looking for a better way to do things.我們致力于成為同行業(yè)中公認的領先者，所

31、以我們建立了一支充滿必勝信念的我們致力于成為同行業(yè)中公認的領先者，所以我們建立了一支充滿必勝信念的精英團隊。我們力求成功并珍視那些始終尋求更好工作方法的人。精英團隊。我們力求成功并珍視那些始終尋求更好工作方法的人。Aim higher 追求卓越追求卓越23Winning Ways 致勝之道 We welcome different perspectives and listen to everyones ideas 我們歡迎不同的觀點并聽取每個人的意見。我們歡迎不同的觀點并聽取每個人的意見。 We are respectful of all cultures and look to learn

32、 from others 我們尊重各種不同的文化并愿意向他人學習。我們尊重各種不同的文化并愿意向他人學習。 We play an active role in the communities in which we operate 我們在身處的社會團體中發(fā)揮積極作用。我們在身處的社會團體中發(fā)揮積極作用。We believe that its the knowledge of our people that really brings our brands to life. While other companies may want to impose a rigid, uniform vie

33、w of the world, we do not. Our global strength comes from celebrating local differences whilst understanding that some things should be kept the same.我們深信是大家的知識為我們的品牌注入生命。其他公司可能會強加員工一種死我們深信是大家的知識為我們的品牌注入生命。其他公司可能會強加員工一種死板而一成不變的世界觀，而我們不這么做。我們全球性的優(yōu)勢源于在保持一致的板而一成不變的世界觀，而我們不這么做。我們全球性的優(yōu)勢源于在保持一致的同時也樂于接受地方差

34、異。同時也樂于接受地方差異。Celebrate difference 求同存異求同存異24Winning Ways 致勝之道 We work hard to develop excellent working relationships 我們致力于建立優(yōu)良的工作關系。我們致力于建立優(yōu)良的工作關系。 We think about what we do and how it might affect others 我們充分顧及自己的言行及可能對他人產生的我們充分顧及自己的言行及可能對他人產生的影響。影響。 We trust and support each other 我們彼此信賴，相我們彼此信賴

35、，相互支持?；ブС?。When we work together we are stronger. Were at our best when we collaborate to form a powerful, winning team. We listen to each other and combine our expertise to create a strong, focused and trusted group of people.團結就是力量，同心協(xié)力使我們成為一個強而有力的致勝團隊。我們聽取每個人的團結就是力量，同心協(xié)力使我們成為一個強而有力的致勝團隊。我們聽取每個人的意見

36、，結合我們的專業(yè)知識，創(chuàng)造一個堅不可摧，目標專注，相互信賴的團隊。意見，結合我們的專業(yè)知識，創(chuàng)造一個堅不可摧，目標專注，相互信賴的團隊。Work better together 協(xié)作共贏協(xié)作共贏25The Performance Management Journey績效管理之旅Manager Training Workshop Module Three: The Process經理級培訓課程 板塊三：績效管理的流程26Module Three Objectives 板塊三：目標By the end of this module, you will be able to:通過板塊三的學習，你將能

37、夠：通過板塊三的學習，你將能夠： Explain how to prepare for a Performance Review解釋如何準備績效評估 Describe the Calibration Review process and its importance on The Performance Management Journey描述評估校準流程，及其在績效評估之旅中的重要作用 Understand how to successfully facilitate a Performance Review meeting理解如何成功的進行績效評估會談 Know how to handle

38、 challenging situations in a Performance Review meeting知道如何處理績效評估會議中容易引起爭論的局面27Preparing for the Review 績效評估的準備 Time/Date 時間時間/日期日期 Allow yourself enough time to prepare for the review and for the employee to reflect on their performance (at least one week notice).給自己和員工足夠時間進行績效評估的準備，讓員工有時間思考一下他們的績效

39、表現(xiàn)（至少提前一星期通知）。 Ensure that the time is during the employees work schedule. Employees will not be focused if their review is conflicting with their post work schedule.確保評估時間是在員工的工作日程之內。如果與員工工作后的時間沖突，他們將無法專心進行績效評估。 The end of the day is also a poor time for the review as the employee will be tired fro

40、m the day and the review may be rushed to ensure they are out of work on time.在一天結束時也不適合進行評估，員工將因為工作一天而非常勞累，可能會匆忙的進行評估，為了能準時下班。 For manager reviews, allot at least 1.5 hours, for employee reviews, allot at least 45 minutes經理評估時間至少為1.5小時，員工評估時間至少45分鐘。 Location 地點地點 Select a neutral location (i.e., no

41、t the bosses office as they may be anxious).選擇一個中性的地點（即不要選擇在可能會令人緊張的老板辦公室）。 Ensure it is a private location, the employee cafeteria is not ideal!確保私秘不受打擾，員工餐廳可不是理想的地點！ Select a clean, quiet environment where both you and the employee can focus選擇一個干凈、安靜的環(huán)境，你和員工都能集中注意力的地方。28Preparing for the Review 績效

42、評估的準備 Advise the employee 通知員工通知員工 Explain the purpose of the review 說明評估的目的 Ensure the employee understands how to complete the self-assessment form (see the Annual Performance Review Process Guide available on Merlin) 確保員工理解如何填寫自我評估表（參見Merlin上的年度績效評估流程指南） Ask the employee to begin thinking ahead a

43、bout future plans and goals.讓員工提前開始思考未來的計劃和目標。29Preparation 準備工作 Review the employees file 瀏覽員工檔案瀏覽員工檔案 Look for successes or achievements that have been added to the file尋找檔案記錄中員工取得的成功或成績 Identify concerns, if any 明確對員工的顧慮 Review previous Performance Review documents 瀏覽過去的績效評估文件 Review the job desc

44、ription 瀏覽員工的工作職責描述瀏覽員工的工作職責描述 Ensure the employee is performing the job they are assigned確保員工目前被分配的工作職責得到執(zhí)行 See if there have been any changes in the role during the year確認一年中員工的工作角色是否有任何變化 Obtain feedback from other managers 從其他經理處獲取反饋信息從其他經理處獲取反饋信息 If you are a new manager, speak with the previou

45、s manager (if possible) or other managers that the employee partners with in your location如果你是新任的經理，（如果可能）與前任經理或員工共事過的其他經理交談了解情況。30Preparation 準備工作 Fill out the Performance Review form: 填寫績效評估表：填寫績效評估表： Consider how well the employee has performed against their KPOs. Remember, the KPO achievement al

46、so covers key job responsibilities, including technical abilities.對照員工的主要工作目標，考慮員工的工作表現(xiàn)如何。須記住，主要工作目標同時包括主要工作職責，以及技術能力。 For Corporate Band/Hotel bands H7-H10-Non Supervisory employees, review the results of any Special Projects and/or Additional Responsibilities accomplished during the year.對于總部辦公室/酒

47、店H7-H10非主管級員工而言，需要回顧其在一年中是否有任何特殊項目和/或附加工作職責方面的績效。 Consider the employees performance against the IHG Leadership Competencies.對照洲際酒店集團領導能力，評估員工的工作績效。 Think about how the employee can best contribute to the organisation over the next year.思考一下，在下一年度員工能夠怎樣對組織作出最大貢獻。 Make notes on possible development a

48、ctivities注明一些可能的個人發(fā)展活動 Determine an Overall Performance Rating 決定員工的總體績效評分31Calibration Meeting 校準會議 Prior to the meeting: 會議前：會議前： Identify a facilitator to manage the process, keep the debate on track and ensure that appropriate time and attention is given to all employees discussed (generally cha

49、ired by the function head/GM and facilitated with an HR representative) 指定一名會議主持人，管理會議的流程，保持討論不偏離主題，同時確保對所有被討論的員工都給予了適當?shù)臅r間和關注（通常由職能負責人/總經理擔任會議主席，一名人事部代表擔任主持人） All managers should prepare Overall Performance Ratings for their direct reports. 所有經理都應準備好直接下屬的總體績效評分。 Gather evidence to support ratings in

50、cluding evidence to support achievement of KPOs and behavioural indicators observed for IHG Leadership Competencies and Winning Ways. 收集用以支持評分的證據(jù)，包括主要工作目標的成績證明，以及在洲際酒店集團領導力和致勝之道方面觀察到的行為指標。32Calibration Meeting 校準會議 During the meeting: 會議中：會議中： Facilitator will establish ground rules for the meeting

51、to include:主持人將設定會議的基本原則，包括：Remember, when making judgments around an individuals performance they should be related to facts and supported by evidence須記住，在圍繞個人績效作出評判時，應該與事實相關，并提供證據(jù)支持。Ensure that you are aware of your own preferences and prejudices when make a judgment; judgments should be based on

52、concrete outputs.確保在作出評判時，你意識到自己的喜好和偏見；評判應該根據(jù)客觀的結果作出。 Each Calibration Team member should present the Overall Performance Rating for each direct report and provide evidence for their rating.每一名校準團隊的成員應作出對所有直接下屬的總體績效評分，并提供評分依據(jù)。Focus attention on the high and low end of the ratings (i.e. Do we have en

53、ough evidence to support to support a 4 or 5 or What are we doing to help develop those with a 1 or 2集中關注評分中的高分和低分（即，我們是否有足夠的證據(jù)支持4分或5分的評分，對那些1分或2分的員工，我們將采取什么方法幫助他們進步） Provoke debate around employee Overall Performance Ratings圍繞員工的總體績效評分展開討論Ensure there is consistency of the ratings regardless of the

54、 person. In other words, a rating of 3 is based on performance and does not change based on the person being reviewed.確保評分的一致性，不會因人而異。換句話說，一個3分的評分，是對員工績效的評價，而非被評估的人是誰。33The Performance Review 績效評估1. Treat the employee as a guest, put them at ease.對待員工象對待對待員工象對待客人客人一樣，讓他們感到放松自如。一樣，讓他們感到放松自如。Do not le

55、ave the employee waiting不要讓員工久等Dont cancel the meeting at the last minute不要在最后時刻取消會談Welcome them warmly, Show we care對員工熱情歡迎，體現(xiàn)出關愛Offer them a beverage (coffee/tea, water)詢問他們是否需要飲料（咖啡/茶，水）Remove barriers (desk, folded arms)搬除一些障礙物（桌子，扶椅等）Ensure they understand the purpose of the review is the devel

56、opment of their performance and for their benefit確保他們理解評估的目的是出于他們工作績效的提高，和他們自身的利益相關Build rapport with the employee與員工建立相互信任和友好的關系Explain the format of the review解釋說明評估的安排Set the stage that this will be a constructive conversation奠定談話前提，將是一次建設性的會談34The Performance Review 績效評估2. Review the employees a

57、ccomplishments回顧員工取得的成績回顧員工取得的成績Let the employee start by highlighting their successes which allows you to see how they view their performance先由員工開始，對已取得的成績作重點性說明，從而使你能夠了解他們如何看待自己的工作表現(xiàn)。Use the Performance Review Form as a guide for your conversation discussing ratings for each component of the form利

58、用績效評估表，指導你與員工針對表格中各部分內容的評分進行討論。Give specific feedback using behvaioural examples舉出行為中的實例，給出具體的反饋意見。Dont spend all your time on the past不要將全部時間都用在關注過去上50% of the review on the past 50%時間用于回顧過去20% on the present 20%時間用于關注現(xiàn)在30% on the future 30%時間用于思考未來35The Performance Review 績效評估3. Ensure employee un

59、derstands any performance areas for development確保員工了解到工作績效中可以繼續(xù)發(fā)展的領域確保員工了解到工作績效中可以繼續(xù)發(fā)展的領域 Ask questions: 提問：Open ended questions to get the employee talking 開放式問題，讓員工暢所欲言 (What about the _ project stands out as an accomplishment, I see you noted it in your self-assessment?) （談談那個成績不錯的_項目，我看到你在自我評估中提

60、到了。）Probing questions to gain clarification or find details探索式問題，尋求對一些問題的澄清或細節(jié)(Who was on the team, what did you do, what did you say?) （團隊有哪些成員，你做了什么工作，你說了什么？）Funnel questions to get specific information 漏斗式問題，獲取具體信息(Tell me about it, what happened exactly?)（告訴我，具體發(fā)生了什么事情？）Closed questions only to get commitm