怎樣管理難纏的老板
It's easy to blame technology， and your boss'slack of boundaries， since both play a part， for sure-- but are you unwittingly encouraging theseintrusions by answering them right away? “If yourespond to every message as soon as you receive it， you're indicating that you'reavailable，” says Mattson. “Don't do that.”
人們很容易把原因推到科技身上，而且你上司缺乏界線(xiàn)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(zhǎng)了這種做法?馬特森說(shuō)：“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。”
Instead， wait until five or six of them have piled up in your inbox and then respond with abrief message of your own： “I see you have lots of questions about the Ostrich account. Let'smeet first thing tomorrow morning (or Monday morning)， when I can give you all the details，and discuss it.” Then stop answering.
相反，要等到收件箱里積攢了五六封之后，再回復(fù)一條簡(jiǎn)短的信息：“我看到你有許多關(guān)于某某賬戶(hù)的問(wèn)題。我們明天上午(或者周一上午)一早就來(lái)解決這個(gè)問(wèn)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)。
“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 animmediate answer is required， clarify what it is he actually wants.” There's always a chanceyou'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.
馬特森建議：“會(huì)面的時(shí)候，可以告訴對(duì)方，你并不是總有空馬上回復(fù)他或她的信息。你的上司或許根本沒(méi)指望你會(huì)馬上回復(fù)。所以，不要認(rèn)為必須立即回復(fù)，而是要弄清他真正想要的東西。”總有一天，你會(huì)收到驚喜。即便沒(méi)有驚喜，拒絕在他每次發(fā)信息的時(shí)候都進(jìn)行回復(fù)，你便可以堅(jiān)定而又不失禮貌地確定了上司一直缺乏的界限。
Do this now， before you get any more ticked off about it， Mattson adds： “So manypeople 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 whenyou have to tackle the really tough issues.”
馬上就這么做，不要再為此而大動(dòng)肝火。馬特森補(bǔ)充道：“許多人都在默默忍受，然后有一天突然爆發(fā)。但如果你能就這些相對(duì)次要的事情進(jìn)行冷靜的、有策略的談話(huà)，便能在你與上司之間建立信任基礎(chǔ)，更有利于你以后解決真正棘手的問(wèn)題。”
One such issue， clearly： Those costly and reputation-tarnishing errors your boss hasbeen making. “Does he know he's making these mistakes?” Mattson wonders. “Start by givinghim the benefit of the doubt and assuming he's unaware of the problem.”
另外一個(gè)問(wèn)題：你上司所犯的`那些損失資金、損害信譽(yù)的錯(cuò)誤。馬特森問(wèn)道：“他知道自己犯錯(cuò)了嗎?首先要對(duì)他進(jìn)行‘無(wú)罪推定’，假設(shè)他并不知道問(wèn)題所在。”
Your mission， should you decide to accept it， is to point out what's going on withoutblaming 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，” Mattsonsays. “Instead of accusing the boss， make it more about the effect on the whole group. Aboveall， express concern for his reputation， as the leader， if the errors continue， and offer tohelp develop
你的任務(wù)(如果你愿意接受的話(huà))是指出問(wèn)題所在，但不要專(zhuān)門(mén)批評(píng)任何人。馬特森說(shuō)：“從部門(mén)或團(tuán)隊(duì)的角度來(lái)描述這些錯(cuò)誤，同時(shí)詢(xún)問(wèn)自己能做些什么來(lái)幫助避免出現(xiàn)更多錯(cuò)誤。不要指責(zé)上司，而是要多討論一下它對(duì)于整個(gè)團(tuán)隊(duì)的影響。當(dāng)然，要表達(dá)一下對(duì)上司信譽(yù)的擔(dān)憂(yōu)，作為領(lǐng)導(dǎo)者，如果持續(xù)犯錯(cuò)誤必將影響他的聲譽(yù)。同時(shí)主動(dòng)提出幫助制定一些可行的解決方案。”
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 makeit 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'sworth a try.
就算討論沒(méi)有任何效果，至少你已經(jīng)盡力了。但也有可能，你的老板認(rèn)識(shí)到問(wèn)題所在，還把你當(dāng)成了他潛在的“救命恩人”—— 這對(duì)你的職業(yè)發(fā)展非常有益。馬特森表示：“如果你真的把與老板和諧相處作為首要任務(wù)，同時(shí)幫他在高層面前保全了面子，在18個(gè)月后，你或許會(huì)選擇繼續(xù)留在這里，誰(shuí)知道呢?”這值得一試。
http://www.ardmore-hotel.com/【怎樣管理難纏的老板】相關(guān)文章：
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