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面对难搞的上司,如何见招拆招?

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发表于 2017-7-28 21:30:34 | 显示全部楼层 |阅读模式

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        在领导力研习班中,我做了一个两部分的实验,首先获得集体认知,然后捕捉所有经理和高级领导高度重视的行为,结果引人深思并包含了预期中的一些要素:
        Treat people with respect尊敬待人
        Back words with actions以行动来说话
        Offer constructive input and coaching提供建设性输出和指导
        Provide developmental opportunities提供建设性意见
        Do not micromanage不要微观管理
        …and many other positive behaviors.……以及其他一些积极的行为。
         
        实验的流程很顺利,挂图很快被填满并挂在墙上,人们互相交换有关自己良师帮助自己的故事。在进行了有关高效领导者的讨论后,我浏览了相关的问题后要求团队描述和捕捉他们认为难对付的经理或领导的行为。(我柔化了问题,因为问人们谁是凶残的老板看起来并不合适!)过了一会后,房间里的活跃度伴随这分贝数上升,你可以真切地感受到记录员和他们的红笔飞快书写,因为他们试图捕捉每个小组成员对自己遇到的难搞的经理的描述。
       
                结果显示,在我们大部分人的职涯中某个时刻都遇到过难搞的经理。你就认识这么一个人,他或她只关注结果和数字,而且在任何情况下都不喜欢表示认同或表现出任何个人的关心。
       
                难搞的经理表现出持续的不同意,并经常练习微观管理行为,这会加重办公压力。
       
                注意:我将难搞的经理和盛气凌人的老板作了区分。后者随意辱骂、滥用职权,前者只是在每日共事中让人头疼。我们的关注点在于难搞而不是虐人的经理。
         
        While it is absolutely not fun working for these individuals, we all encounter them, and in most instances, we are forced to figure out how to survive for a period of time. The question and focus for the remainder of this article is: How do we survive and even thrive while working for the difficult manager?显然为这样的人工作十分煎熬,我们都遇到过,在大多的实例中,我们被迫找出阶段性存活的方式。这篇文章接下来的核心问题在于:如何在为这些难搞的经理工作中存活下来甚至茁壮成长?
         
        9 Ideas to Help You Survive and Succeed With Your Difficult Manager:如何应对难搞的经理,这里为你提供了9个好主意:
        1. Your patience is a powerful ally. The difficult manager’s behaviors bring out some of our own worst behaviors. While it is tempting to snap back or display anger or frustration with the manager’s approach or seeming lack of appreciation for your efforts in a given situation, a better tactic when you feel your emotions boiling over is to bite your tongue and count to 10, 100 or 1,000 depending upon the stress level. Difficult managers I encountered, view these outbursts of emotion as signs of immaturity or even incompetence. Do not pour fuel on a difficult situation by adding your own emotions.1.你的耐心是强有力的推手。难搞的上司的行为呈现出我们自己最糟糕的行为。当你想要反驳、表现出愤怒、对经理的方式感到挫败或是在特定的场合缺乏你的努力做出肯定时,处理这些爆发的情绪较好的技巧是咬自己的舌头,根据压力程度数到10、100或1000。就我遇到的难搞的经理,会把这种爆发的情绪视作不成熟的表现,甚至无法胜任。不要在一个已经很糟糕的环境中再火上浇油。
        2. Keep the excuses and problems to yourself. Demanding managers often are monolingual. They only speak one language: the language of results. They don’t care about problems, excuses or obstacles. They expect their team members to run through problems toward results with the same attitude.2.将借口和问题留给自己。高要求的经理通常表达方式很单一。他们只说一种语言:以结果为导向。他们不关心问题,借口和困难点。他们希望自己的团队成员以同样的态度克服问题,直奔结果。
        While all of us understand that “stuff happens,” do not expect any sympathy for shortfalls due to extenuating circumstances. To them, it’s all about the scoreboard, not the effort.我们都能理解这种情况,不要期望他们会对我们的弱项和情有可原的理由抱有同情心。对他们来说,计分板的分数才是最重要的,而不是努力。
         
        3. Avoid joining the gossip thread. The proverbial watercooler gossip critiquing your difficult manager’s behaviors is a great place to avoid. There are no circumstances you will encounter when it is good to badmouth the boss. You should always assume that the gossip and identity of the gossip mongers will make it back to the boss.3.避免陷入八卦圈。应当避免散播关于你难搞的经理的流言蜚语。任何情况下,说老板的坏话都不是好事。你应当承认那些八卦和八卦人的身份早晚会传到老板那里。
         
        4. Turn the tables and figure out what really drives your manager. Is she focused on getting to the next run on the corporate ladder? Is he a long-time employee who has dedicated his life to the firm? Is your area under the microscope by senior management and results are necessary for survival?4.扭转形势,找出真正能够驱动老板的点。她是否专注于公司的晋升?他是否是一个资深的老员工将一辈子奉献给公司?你的工作区域是否在高级管理者的显微镜下?结果对生存是必需的?
        While many managers are not open about what drives them in general or at a moment in time, it is your job to crack this code. Once you understand your difficult manager’s true interests you can work to identify opportunities to support those interests.因为许多经理普遍不会公开自己的目标,所以就需要你去解码。一旦你发现了老板的真正利益所在,就可以发现更多机会去支持它。
         
        5. Volunteer for the dirty work. There are always lingering, vexing problems that exist somewhere in the gray zone between functions in an organization. To the extent that solving the gray zone issues supports your manager’s agenda, jump in and organize the resources needed to fix what’s broken. While the boss might not verbalize appreciation, you will most definitely be perceived as more valuable to the team.5.自愿做那些脏活。在一个组织的不同部门间总会有持续不断的烦人问题。鉴于解决那些灰色地带的问题可以支持到老板,积极投入并组织有效资源。尽管老板也许没有口头表示赞赏,但你无疑会被人视作对团队非常有价值。
         
        6. Do not assume you are not appreciated. The most difficult driving managers value people they can count on to get results. They might not show it or verbalize it but you should not assume your participation is not viewed as important. Don’t preoccupy on earning someone else’s approval—focus on doing everything you can to learn and develop while driving great results.6.不要假设自己不被肯定。最难驾驭的经理根据结果评估个人。他们也许不会向你展示或告诉你,但你不应该假设你的投入被低估。不要只专注于赢取别人的认同——专注于那些可以让你在产出结果的同时学习和发展的事情。
         
        7. Use reverse psychology on micromanaging behaviors. If your manager insists on looking over your shoulder, use questions to learn more about how he/she developed expertise in this area? Ask: “You are clearly an expert on this process. How did you develop these skills? Why do you believe your approach is so effective? How can I learn more from you about other processes in our group?” Meet the behavior with your own unique behavior of asking questions that appeal to his/her expertise. Showcase your willingness to serve as the apprentice. It might be uncomfortable, however, it is better than boiling over from this constant shoulder gazing.7.在微观管理行为上采用反向心理。如果你的经理总是盯着你,通过发问去了解他/她是如何在领域内发展成专家的。比如:“你作为这个领域的专家,你是如何培养这些技术的?为何你坚信这些方法如此高效?我如何能从你这学到更多团队的工艺?”通过自己独特的发问方式去询问他/她的专业性。更多地展示你作为学徒的求知欲。这也许并不舒服,但总比你因这种持续的盯梢而发怒来得好。
         
        8. Do not believe you need to become friends with your boss. Many prefer to operate at a very safe distance from those they work with. Your unwelcome attempts at asserting friendship will just aggravate your boss and the situation. Find your friends elsewhere.8.不要相信你需要和你的老板成为朋友。很多人喜欢和工作同事保持一个安全的距离。这种对于友谊不受欢迎的尝试会激怒你的老板和办公环境,不如在其他地方寻找朋友吧。
         
        9. Share genuine appreciation for the lessons you are learning. It is disarming to laser-focused people to be told they are appreciated. If you are genuinely learning something in your role, offer a thank you for the opportunity. You might just see this emotional iceberg of a manager melt a bit.9.对你得到的教训报以最坦诚的感激。对于聚光灯之下的人来说,被告知受到赞赏是使人消气的。如果你真的从你的角色中学到一些东西,对这个机会表示感谢。也许你会看见经理的情绪冰山被融化少许。
         
        The Bottom Line:总结:
        We all have to work for someone, and occasionally that someone is demanding and difficult. If you like your work and your coworkers, don’t let the difficult manager drive you away. Instead, adjust your attitude, redouble your patience and focus on the opportunity to contribute and grow in an environment where performance is the only thing that counts. It might seem sterile and it might not be your preferred approach, but it can be a powerful learning experience.我们都得为某人工作,有时会遇上麻烦难对付的人。如果你喜欢你的工作和你的同事,不要让你的麻烦经理把你赶走。反之,调整你的态度,加强你的耐心,当你的表现是最重要的指标时,专注于那些能够出力和成长的机会。也许这看起来没什么效果,也可能并非你偏好的方式,但这可以作为强有力的学习经历。
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