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專欄 - 向Anne提問

御龍術(shù):怎樣管理難纏的老板

Anne Fisher 2013年07月22日

Anne Fisher為《財(cái)富》雜志《向Anne提問》的專欄作者,這個(gè)職場專欄始于1996年,幫助讀者適應(yīng)經(jīng)濟(jì)的興衰起落、行業(yè)轉(zhuǎn)換,以及工作中面臨的各種困惑。
你沒看錯(cuò),下屬的確可以通過微妙的方式來對老板施加影響,實(shí)現(xiàn)下屬對老板的管理。老板有面子,你才能有發(fā)展。至少,管理得當(dāng)?shù)脑?,你就不用因?yàn)槔习咫y纏而憤而離職。不要小看了這個(gè)問題,蓋洛普調(diào)查顯示,75%左右的人離職都是因?yàn)槭懿涣死习濉?

親愛的安妮:您關(guān)于(目前)《堅(jiān)守崗位不跳槽的4個(gè)理由》?的文章引起了我的共鳴,因?yàn)槲椰F(xiàn)在的老板快把我逼瘋了。我也收到過其他的工作邀請,可再有18個(gè)月,我就能被納入這家公司的固定收益退休金計(jì)劃,所以我認(rèn)為至少在此之前,我應(yīng)該留下來。當(dāng)然,這在一定程度上是因?yàn)?,我在其他地方從未等到能享受這種福利就離開了。

????可問題在于,我的上司是“彼得原則”的典型代表——他的地位與他的能力完全不符——他犯過的錯(cuò)誤不僅讓公司蒙受了損失,也破壞了整個(gè)團(tuán)隊(duì)在高層和客戶當(dāng)中的信譽(yù)。而且,他沒有一絲一毫的界線感,不分晝夜的給我發(fā)郵件或者短信,連周末也不放過,一遍遍地問一些并不緊急的事情。您能給我一些建議嗎?——度日如年的人

親愛的C:蓋洛普民意調(diào)查(Gallup)最近對一百萬美國員工進(jìn)行了調(diào)查,結(jié)果顯示,辭掉工作的人中,有75%是因?yàn)槿淌懿涣隧旑^上司。聽到這些,你應(yīng)該不會(huì)感到驚訝了吧?

????波士頓職業(yè)發(fā)展公司凱斯通聯(lián)合公司(Keystone Associates)高級副總裁兼高管導(dǎo)師杰恩?馬特森稱,這種情況非??上В?yàn)橹灰稽c(diǎn)真誠的溝通,就能解決你的一些煩惱。她說:“對于上司所犯的錯(cuò)誤,許多人從來不會(huì)進(jìn)行坦誠的交流。他們不會(huì)努力改善與上司的關(guān)系,而是選擇離開——而通常情況下,他們在下一份工作當(dāng)中也會(huì)重復(fù)同樣的錯(cuò)誤?!?/p>

????簡而言之,你或許需要學(xué)會(huì)如何管理你的上司。馬特森說:“要讓自己更快樂,你可以做很多事情。如果你管理上司的方法得當(dāng),他或她甚至都不會(huì)有任何感覺。而你也會(huì)因?yàn)閷ι纤居兴鶐椭@得加分?!彼忉尩?,關(guān)鍵是通過強(qiáng)調(diào)他能獲得哪些好處來得到你自己想要的東西。

????首先,來說一下不停發(fā)來的短信和郵件。睿仕管理咨詢公司(Right Management)上個(gè)月進(jìn)行的調(diào)查顯示,約有三分之一(36%)的員工表示,上司在正常工作時(shí)間之外,依然用電子郵件對他們狂轟濫炸,另外有15%抱怨在周末和假期也有同樣的遭遇。

????人們很容易把原因推到科技身上,而且你上司缺乏界線感,這確實(shí)是兩個(gè)方面的原因——但你是否總是立刻回復(fù),進(jìn)而不經(jīng)意中助長了這種做法?馬特森說:“如果你收到每一條信息后便馬上回復(fù),這其實(shí)是在暗示‘我有空。’所以,以后不要這樣做?!?/p>

????相反,要等到收件箱里積攢了五六封之后,再回復(fù)一條簡短的信息:“我看到你有許多關(guān)于某某賬戶的問題。我們明天上午(或者周一上午)一早就來解決這個(gè)問題吧。我可以告訴你所有細(xì)節(jié),然后我們可以討論一下。”之后就不要再進(jìn)行任何回復(fù)。

Dear Annie: Your column about staying in one's current job (for now) struck a chord with me, because I too am stuck working for a boss who drives me crazy. I've had a couple of other job offers, but I'm only 18 months away from being vested in this company's defined-benefit pension plan, and -- partly because I never stayed anywhere long enough to get vested before -- I think it would be smart to stick around at least until then.

????The problem is, I report to someone who is a classic example of the Peter Principle -- he's been promoted beyond his ability -- and he's making mistakes that are costing the company money and starting to damage our whole team's reputation with higher-ups and customers. He also has no sense of boundaries and emails or texts me at all hours of the day and night, and on weekends, over and over again, to ask about things that are not urgent at all. Do you have any suggestions for me? --Counting the Hours

Dear Counting: You probably won't be surprised to hear that about 75% of people who quit their jobs do so because they can't stand their bosses, according to a recent Gallup poll of more than a million U.S. employees.

????That's unfortunate, says Jayne Mattson, a senior vice president and executive coach at Boston-based career development firm Keystone Associates, because a little honest communication might go a long way toward fixing at least some of what bugs you. "So many people don't ever have a candid conversation with their boss about what's wrong," she notes. "Instead of trying to make the relationship better, they just leave -- and, too often, repeat the same mistake in their next job."

????In short, maybe you need to learn to manage your boss. "There are lots of things you can do to make yourself happier," says Mattson. "If you manage your boss well, he or she won't even realize you're doing it. You'll just get points for being really helpful." The key, she explains, is to get what you want by emphasizing how it would benefit him.

????First, let's talk about those incessant texts and emails. About one-third (36%) of employees in a poll last month by consultants Right Management said they work for people who bombard them with emails after regular work hours, and another 15% complained of the same thing on weekends and vacations.

????It's easy to blame technology, and your boss's lack of boundaries, since both play a part, for sure -- but are you unwittingly encouraging these intrusions by answering them right away? "If you respond to every message as soon as you receive it, you're indicating that you're available," says Mattson. "Don't do that."

????Instead, wait until five or six of them have piled up in your inbox and then respond with a brief message of your own: "I see you have lots of questions about the Ostrich account. Let's meet first thing tomorrow morning (or Monday morning), when I can give you all the details, and discuss it." Then stop answering.

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