当我看到这篇文章时，感触很深刻。因为我就是能力有限，受不了
前任直属领导才离职的。觉得他什么事情都找我，还专门找我。
觉得他能力低，极度自私，平时不干事，也不去认真了解下属的工作状况，
乱分配事情。 有很多事情他做的不对，让我觉得完全无法跟这种人沟通。
可事后想起来，觉得还是文章中说得对，你不说出来，他是不会知道，甚至
是装作不知道。即便周围的你都知道你负担过重，他还是可以这样装下去的。
1. 不管是否奏效，都有必要尝试沟通，不管沟通结果如何。
2. 要记住事情是老板的，永远都不要比老板还要着急，你以为那样
是更用心，卖力的工作（某些书中所述），但在老板眼中却觉得你
不够忙，还可以做更多事情，特别是那些不懂技术，不做具体事情的
领导。
3. 学会职场生存，如果你是个高效的人，在工作上要放慢步伐，适应
周围同事的步调，即便领导急着把事情堆给你，你也按照你的进度来，
事实上，事情总是没领导说的那么紧急，要真是那么紧急，怎么会往
你一个人身上堆呢？
记住，只有在自己离开时（后者离开之后）才能表现不满（当然最好也
不要表现出来），在离开之前，不管你是计划多久后离开，都要记住
“黄金准则” —— 好好生存。
转自： http://www.fortunechina.com/column/c/2013-07/22/content_167202_2.htm
你没看错，下属的确可以通过微妙的方式来对老板施加影响，实现下属对老板的管理。
老板有面子，你才能有发展。至少，管理得当的话，你就不用因为老板难缠而愤而离职。
不要小看了这个问题，盖洛普调查显示，75%左右的人离职都是因为受不了老板。
亲爱的安妮：您关于（目前）《坚守岗位不跳槽的4个理由》 的文章引起了我的共鸣，因为我现在的老板快把我逼疯了。我也收到过其他的工作邀请，可再有18个月，我就能被纳入这家公司的固定收益退休金计划，所以我认为至少在此之前，我应该留下来。当然，这在一定程度上是因为，我在其他地方从未等到能享受这种福利就离开了。 可问题在于，我的上司是“彼得原则”的典型代表——他的地位与他的能力完全不符——他犯过的错误不仅让公司蒙受了损失，也破坏了整个团队在高层和客户当中的信誉。而且，他没有一丝一毫的界线感，不分昼夜的给我发邮件或者短信，连周末也不放过，一遍遍地问一些并不紧急的事情。您能给我一些建议吗？——度日如年的人 亲爱的C：盖洛普民意调查（Gallup）最近对一百万美国员工进行了调查，结果显示，辞掉工作的人中，有75%是因为忍受不了顶头上司。听到这些，你应该不会感到惊讶了吧？ 波士顿职业发展公司凯斯通联合公司（Keystone Associates）高级副总裁兼高管导师杰恩•马特森称，这种情况非常可惜，因为只要一点真诚的沟通，就能解决你的一些烦恼。她说：“对于上司所犯的错误，许多人从来不会进行坦诚的交流。他们不会努力改善与上司的关系，而是选择离开——而通常情况下，他们在下一份工作当中也会重复同样的错误。” 简而言之，你或许需要学会如何管理你的上司。马特森说：“要让自己更快乐，你可以做很多事情。如果你管理上司的方法得当，他或她甚至都不会有任何感觉。而你也会因为对上司有所帮助而获得加分。”她解释道，关键是通过强调他能获得哪些好处来得到你自己想要的东西。 首先，来说一下不停发来的短信和邮件。睿仕管理咨询公司（Right Management）上个月进行的调查显示，约有三分之一（36%）的员工表示，上司在正常工作时间之外，依然用电子邮件对他们狂轰滥炸，另外有15%抱怨在周末和假期也有同样的遭遇。 人们很容易把原因推到科技身上，而且你上司缺乏界线感，这确实是两个方面的原因——但你是否总是立刻回复，进而不经意中助长了这种做法？马特森说：“如果你收到每一条信息后便马上回复，这其实是在暗示‘我有空。’所以，以后不要这样做。” 相反，要等到收件箱里积攒了五六封之后，再回复一条简短的信息：“我看到你有许多关于某某账户的问题。我们明天上午（或者周一上午）一早就来解决这个问题吧。我可以告诉你所有细节，然后我们可以讨论一下。”之后就不要再进行任何回复。 |
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. |
马特森建议：“会面的时候，可以告诉对方，你并不是总有空马上回复他或她的信息。你的上司或许根本没指望你会马上回复。所以，不要认为必须立即回复，而是要弄清他真正想要的东西。”总有一天，你会收到惊喜。即便没有惊喜，拒绝在他每次发信息的时候都进行回复，你便可以坚定而又不失礼貌地确定了上司一直缺乏的界限。 马上就这么做，不要再为此而大动肝火。马特森补充道：“许多人都在默默忍受，然后有一天突然爆发。但如果你能就这些相对次要的事情进行冷静的、有策略的谈话，便能在你与上司之间建立信任基础，更有利于你以后解决真正棘手的问题。” 另外一个问题：你上司所犯的那些损失资金、损害信誉的错误。马特森问道：“他知道自己犯错了吗？首先要对他进行‘无罪推定’，假设他并不知道问题所在。” 你的任务（如果你愿意接受的话）是指出问题所在，但不要专门批评任何人。马特森说：“从部门或团队的角度来描述这些错误，同时询问自己能做些什么来帮助避免出现更多错误。不要指责上司，而是要多讨论一下它对于整个团队的影响。当然，要表达一下对上司信誉的担忧，作为领导者，如果持续犯错误必将影响他的声誉。同时主动提出帮助制定一些可行的解决方案。” 就算讨论没有任何效果，至少你已经尽力了。但也有可能，你的老板认识到问题所在，还把你当成了他潜在的“救命恩人”—— 这对你的职业发展非常有益。马特森表示：“如果你真的把与老板和谐相处作为首要任务，同时帮他在高层面前保全了面子，在18个月后，你或许会选择继续留在这里，谁知道呢？”这值得一试。 反馈：你是否遇到过难相处的或不合格的上司？你是如何应对的？欢迎评论。（财富中文网） 译者：刘进龙/汪皓 |
"When you do meet, mention that you aren't always available to reply right away," Mattson suggests. "Your boss may not even expect you to. Rather than assuming that an immediate answer is required, clarify what it is he actually wants." There's always a chance you'll be pleasantly surprised. Even if not, by declining to answer every time he pings you, you'll have politely but firmly established the boundaries your boss seems to lack. Do this now, before you get any more ticked off about it, Mattson adds: "So many people suffer in silence for too long and then blow their stack. But if you have these calm, tactful conversations about relatively minor things, it builds a foundation of trust for when you have to tackle the really tough issues." One such issue, clearly: Those costly and reputation-tarnishing errors your boss has been making. "Does he know he's making these mistakes?" Mattson wonders. "Start by giving him the benefit of the doubt and assuming he's unaware of the problem." Your mission, should you decide to accept it, is to point out what's going on without blaming anyone in particular. "Describe the errors in terms of the department or the team, and ask whether there's anything you can do to help prevent any more mistakes," Mattson says. "Instead of accusing the boss, make it more about the effect on the whole group. Above all, express concern for his reputation, as the leader, if the errors continue, and offer to help develop If this discussion leads nowhere, well, you did what you could. It's possible, though, that your boss knows things aren't going well and will react as if you had thrown him a much-needed life preserver -- which could be very nice for your own career, too. "If you really make it a priority to build a good rapport with this boss, and help him save face with higher-ups, who knows, you might even decide to stay beyond the next 18 months," Mattson says. It's worth a try. Talkback: Have you ever had a difficult or incompetent boss? How did you deal with him or her? Leave a comment below. |