必學(xué)！和老板處好的11個秘訣.

雙語閱讀是英語學(xué)習(xí)頻道下的的欄目,內(nèi)容包括雙語情感貼士、雙語新聞、雙語研究、雙語健康咨詢、雙語娛樂明星等英語雙語閱讀，皆為中英對照雙語閱讀的生活資訊。

　　11 Secrets of Managing Up

　　必學(xué)!和老板處好的11個秘訣

　　In my work, I do a fair amount of executive coaching for senior leaders in the Asia-Pacific region. One of the first questions I like to ask is “how is your relationship with your boss?” Many people I work with aren’t sure whether to laugh or cry when they hear this question! Typically I hear things like this:

　　我在工作中為亞太區(qū)企業(yè)高層在管理方面提供了相當(dāng)數(shù)量的指導(dǎo)。首先，我會問他們一些問題，其中一個問題是：“你和老板的關(guān)系怎么樣?”聽到這個問題后，很多人都不知道應(yīng)該哭還是應(yīng)該笑。通常，我會得到這樣一些答案：

　　? My boss…never has time for me and seldom really listens to my perspective.

　　? 我的老板……從來都沒有給過我時間，也幾乎沒有真正聽過我的想法。

　　? Um…my boss, just tells me what to do, expects miracles and has a low tolerance for mistakes. I don’t trust him very much.

　　? 嗯……我的老板只會告訴我要做什么，然后就等著出現(xiàn)奇跡，對失誤的容忍度很低。我不是非常信任他。

　　? The boss…is always right, and the Emperor of course is fully clothed at all times. If I bring him the truth, he shoots the messenger. Why bother?

　　? 老板……總是對的，國王當(dāng)然總是穿著衣服的嘛。誰告訴他真相，他就會開槍打死誰。干嘛要自尋煩惱?

　　? My boss…cares nothing for me as a person. I’m just a donkey to do his dirty work.

　　? 我的老板……從不把我當(dāng)人看。我就是一頭給他干臟活的驢子。

　　? The less I interact with my boss the happier I am.

　　? 跟老板接觸的越少，我就越快樂。

　　Oh my. And these are people who have engaged my services to help build a better career, achieve their dreams and so on. So, most often, we start by developing their “Managing Up” muscles. Because, in truth, no matter how bad you think your boss is, they are all human, have their weaknesses and blind spots and it IS possible to build a better working relationship with most of them. If not, well, we can always “vote with our feet” as many people do. In fact more than 80% of people leaving organizations cite “my boss” as the main reason for leaving. Bosses…take heed!

　　天啊。我服務(wù)的這些人都是為了讓我?guī)退麄儤?gòu)建更好的職業(yè)生涯，或者實現(xiàn)夢想什么的。因此，在很多情況下，我的第一項工作都是讓他們獲得“向上管理”能力。原因是，說真的，無論你們認(rèn)為自己的老板有多差勁，他們也都是人，都有弱點和盲點，而且對大多數(shù)老板來說，下屬都有可能跟他們建立更好的工作關(guān)系。如果不行，那我們也總是可以“用腳投票”，就像許多人做的那樣。實際上，80%以上的離職人員都說“老板”是他們離去的主要原因。老板們要注意啦!

　　So here are my “11 Secrets” of Managing Up. It’s a two-way street so please take a moment to consider what YOU can do to influence your relationship with the boss.

　　下面是我的向上管理“11條秘訣”。上下級關(guān)系是雙向的，因此請花一點兒時間來考慮一下，你們可以通過什么樣的做法來影響自己和老板的關(guān)系。

　　1. Supervisors are Human Beings. Yes, it’s true. They are very human and they have all the strengths and weaknesses that you do. They have emotions, stress, responsibilities, families, worries, concerns and so on. They get busy, make mistakes, don’t always see clearly, aren’t always skillful in everything and do always see things the way others do. Welcome to Earth! So, always treat them to your best understanding, give them the benit of the doubt, forgive them when needed and support them in any way you can. Helping your supervisor be successful is one of the most fective strategies for Managing Up. Start by “humanizing” your boss and seeing them as a worthwhile partner. Isn’t that what you want them to do for you?

　　1.上級是人。沒錯，千真萬確。他們絕對是人，而且和你們一樣有長處也有弱點。他們有情感，有壓力，有責(zé)任，有家庭，有顧慮，該有的都有。他們會很忙，會犯錯誤，并不總是能看清問題，也不會對什么都能熟練駕馭，而且他們看問題的角度確實也跟別人一樣。讓我們歡迎他們這些普通人吧。那么，大家就要盡量理解他們，不要輕易對他們下定論，必要的時候要原諒他們，同時盡可能地為他們提供支持。幫助上級取得成功是向上管理的最有效策略之一。首先要把老板“放在人的位置上”，把他們看成有價值的伙伴。你們不也希望老板這么對待你嗎?

　　2. Personal Contracting. All relationships are managed in a framework of personal agreements. When people are in a reporting relationship, maintaining trust is all about having clear agreements and expectations and holding each other accountable for keeping the agreements. Approach your supervisor directly and request to schedule a one-hour “personal contracting” session. Each party then writes down on paper “what they want and don’t want” from the other person in this reporting relationship. Then, exchange papers and negotiate anything that needs to be rined, check for understanding, etc. Afterwards, type up the contract, send it to your supervisor and keep a copy on file. Your personal contract is a “l(fā)iving document” that can be updated whenever needed. This single step has transformed many, many relationships.

　　2. 訂立個人合同。所有關(guān)系都受到個人協(xié)議框架的制約。人們之間存在上下級關(guān)系時，要保持信任，就必須有清晰的協(xié)議和預(yù)期，而且雙方都有責(zé)任履行協(xié)議。直接去找你的上司，要求預(yù)留一小時來“訂立個人合同”。在這期間，雙方都針對這樣的上下級關(guān)系把“自己希望對方做什么和不希望對方做什么”寫在一張紙上。然后雙方把這張紙交換一下，就需要調(diào)整的內(nèi)容進行協(xié)商，跟對方確認(rèn)自己理解無誤。接下來，把這份合同打印出來，把它交給你的上司，同時自己也保留一份。這份個人合同并非一成不變，隨時都可以根據(jù)需要更新。這種簡單的做法已經(jīng)改變了許多上司和下屬之間的關(guān)系。

　　3. Being Accountable. We are all accountable to each other for keeping the agreements (promises) we make. Full stop, no exceptions. To be clear: accountability is understood as a two-way street. When there is a breakdown in keeping an agreement, trust is damaged, questions of sincerity arise. So it is very important that in such situations all parties are free to voice their concerns directly and respectfully with those involved. Without this assumption of accountability, trust is threatened and it is difficult to avoid misunderstandings and conflict. So: hold yourself accountable for your promises and let others know when you feel a promise has not been kept. Credibility is always earned, and that includes the boss…they do not get a free pass just because they are more senior.

　　3. 負(fù)責(zé)任。上司和下屬都有責(zé)任履行雙方簽訂的合同(做出的承諾)。就是這樣，沒有例外。要明確的是，人們都認(rèn)為負(fù)責(zé)任是雙向的。如果在履行協(xié)議時出了問題，信任就會遭到破壞，誠信就會受到質(zhì)疑。因此，在這樣的環(huán)境下，各方都可以有禮貌地直接向相關(guān)人員提出自己的顧慮，這一點非常重要。如果不以負(fù)責(zé)任為前提，信任就會受到威脅，誤解和矛盾就在所難免。因此，一定要對自己的承諾負(fù)責(zé)，而且在你們覺得有人沒有履行承諾時要讓別人知道。信譽是掙來的，老板也是這樣……他們不能僅僅因為職位更高就不受約束。

　　4. Employee’s Bill of Rights. From my supervisor I have a right to expect:

　　4.員工的權(quán)力。員工有權(quán)期望上級做到：

　　? Respect and dignity in each interaction

　　? 相互接觸時尊重對方，讓對方有尊嚴(yán)

　　? Timely feedback, guidance, access

　　? 及時提供反饋、指導(dǎo)和渠道

　　? Clear performance goals, updated whenever appropriate

　　? 明確業(yè)績目標(biāo)，在恰當(dāng)?shù)臅r候予以更新

　　? Coaching and mentoring in support of my performance goals

　　? 通過培訓(xùn)和指導(dǎo)為下屬實現(xiàn)業(yè)績目標(biāo)提供支持

　　? Acknowledgement of a job well done; specific feedback when improvement is needed

　　? 工作表現(xiàn)好時予以表揚;需要改進時提出具體的反饋意見

　　? Trust in my ability to perform and take on large responsibilities

　　? 相信下屬有能力開展工作并承擔(dān)重大責(zé)任

　　? Willingness to listen to my concerns and perspectives

　　? 愿意傾聽下屬的顧慮和想法

　　? Clear time frames and scope of work when delegating

　　? 分配工作時明確時間表和工作職責(zé)

　　5. Supervisor’s Bill of Rights. From my staff I have a right to expect:

　　5. 上級的權(quán)力。上級有權(quán)期望員工做到：

　　? Respect and dignity in each interaction

　　? 相互接觸時尊重對方，讓對方有尊嚴(yán)

　　? Regular, timely updates on the status of work

　　? 定期并及時地匯報工作的最新進展

　　? Continuous progress towards agreed performance goals

　　? 向雙方商定的業(yè)績目標(biāo)不斷邁進

　　? Willingness to learn new skills, take on challenges and responsibility

　　? 愿意學(xué)習(xí)新技能，接受挑戰(zhàn)，承擔(dān)責(zé)任

　　? Openness to feedback, suggestions, guidance

　　? 虛心接受反饋、意見和指導(dǎo)

　　? Willingness to be a team-player, always ready to make a difference

　　? 愿意成為團隊中的一員，總是準(zhǔn)備有所改進

　　? Openness to the “big picture” of the business, not merely “tasks”

　　? 心里放得下公司大局，而不僅僅是各項任務(wù)

　　? Placing clients’ outcomes as the number one priority

　　? 把客戶受到的影響放在第一位

　　? Always know the objectives and ask “are we getting there?”

　　? 總是知道目標(biāo)是什么，并且會問“我們實現(xiàn)目標(biāo)了嗎?”

　　6. Communicate Proactively. The whole notion of “managing up” relies on using proactive communication fectively. You always have a choice: speak up, or suffer in silence. You may believe your supervisor “should know” what you want or need, but you would be mistaken. As humans, they cannot read minds! People are busy, distracted by a zillion things. So: if you want your voice to be heard its up to you to “speak up.” Speak up:

　　6. 積極溝通?！跋蛏瞎芾怼钡恼麄€理念都依賴于有效的積極溝通。你們總是面臨這樣的選擇：要么說出來，要么默默忍受。你們可能覺得，自己的上司“應(yīng)該知道”你想要什么和需要什么，但這種想法可能不對。他們是人，不會讀心術(shù)!大家都很忙，都在為許許多多的事情分神。因此，如果想讓上司聽到你們的聲音，就要選擇 “說出來”，包括：

　　- as soon as an issue emerges, action is needed, concerns arise

　　- 出了問題，需要采取行動以及產(chǎn)生疑問時，要立即說出來

　　- using suitable channels: phone, email, in person, Post-its…whatever works

　　- 通過恰當(dāng)?shù)耐緩?，比如打電話，發(fā)電子郵件，面談，寫便條……只要管用就行

　　- specifically, rationally, concisely, persistently, respectfully

　　- 具體、合理、簡潔、堅決、禮貌

　　Proactive communication is not a “waiting game.” Speak up, take the initiative.

　　積極溝通不是“拖延戰(zhàn)術(shù)”。要說出來，要采取主動。

　　7. Use Frequent Updates. “The world changes” and situations evolve rapidly. Communicate new information and altered circumstances as soon as they emerge in your awareness. Flag any concerns you have, the expected impact, etc., in writing and copy all who may be affected. “Rapid Information Sharing” is one of the hallmarks of a high performing team. Make it a point to always be a part of the solution. If not, you may be perceived as part of the problem. Using frequent updates is essential for the fective coordination of action. Never assume others know what you know: over-communicate.

　　7. 經(jīng)常提供最新信息。“世界一直在變”，事態(tài)同樣變化迅速。只要掌握了新的信息或者發(fā)現(xiàn)情況有變，就要立即進行溝通。把你的顧慮以及你認(rèn)為可能出現(xiàn)的問題統(tǒng)統(tǒng)寫下來，同時還要抄送給所有可能受到影響的人。“迅速共享信息”是高效團隊的特性之一。要讓你的觀點成為解決方案的一部分。如果不是這樣，別人就可能把你看成問題的一部分。經(jīng)常提供最新信息是有效協(xié)作的關(guān)鍵。絕不要假設(shè)你了解的情況已經(jīng)為別人所知，要反復(fù)進行溝通。

　　8. Make Explicit Requests for Action. When you notice that action or resources are needed that might require approval from your supervisor, make clear, explicit requests for what you feel is required. Avoid vagueness or “beating around the bush” and don’t sit around agonizing about “what if they say no.” Make your request in writing, following the rules of Proactive Communication. Don’t expect an automatic “yes” for every request you make. Instead, view your request as the start of a negotiation, and aim to negotiate for “win-win.” Expect to compromise and to “give and take.” If the request is not approved, accept it gracully. Choose your battles: not all are worth a fuss! Remember: you are responsible to make your requests “voiced and visible.”

　　8. 在采取措施方面提出明確要求。如果你發(fā)現(xiàn)需要的行動或者資源可能得經(jīng)過上級批準(zhǔn)，就按你的想法清晰而具體地說明需要什么。不要言辭含糊，也不要“拐彎抹角”，也不要干坐著，放任“如果他們不同意該怎么辦”的想法困擾自己。遵循積極溝通的原則，書面提交自己的要求。不要指望自己提出的任何要求都會自然而然地得到批準(zhǔn)。相反，要把提出要求看成是協(xié)商的第一步，同時把“雙贏”作為協(xié)商的目標(biāo)。要準(zhǔn)備好做出讓步，做到“禮尚往來”。如果上級沒有同意你提出的要求，就要有風(fēng)度地予以接受。在和上司爭執(zhí)方面要有所選擇，并不是所有的問題都值得大驚小怪。記住，你有責(zé)任讓自己的要求“既聽得見又看得見”。

　　9. Take Initiative. Not every issue that arises can be instantly resolved by a supervisor. However it’s a rare issue that can’t be resolved over time. When others are busy and you need to take timely action, let them know that “I need a response by X time. If I don’t hear from you I will go ahead with the plan as follows…” If a response doesn’t come, always check to see if the other person received your message! Emails are frequently lost or over-looked. It is most often better to take timely initiative rather and move things ahead, rather than to “suffer in silence” while balls are dropping right and lt. Give fair warning and then be prepared to grab the ball and run with it when appropriate.

　　9. 采取主動。上級不可能馬上解決所有問題。不過，不能逐步得到解決的問題也很少。別人都在忙的時候，你需要及時采取行動，讓他們知道“我在某個時間點之前需要得到回復(fù)，如果得不到回復(fù)，我就會按照這樣的計劃進行……”。如果沒有得到回復(fù)，就要詢問一下別人是否收到了你的信息。電子郵件經(jīng)常會丟失或者被忽略。及時而主動地采取措施往往好于在工作任務(wù)層出不窮時“默默忍受”。要做出明確警示，然后為接受任務(wù)并在恰當(dāng)?shù)臅r候開展工作做好準(zhǔn)備。

　　10. Track and Report Outcomes. Whenever you complete an action, always inform all concerned parties “this is completed, and this is the outcome that resulted.” You cannot assume that they will know, and in most cases they won’t until you let them know. It is vital that you proactively declare “this task is done as we agreed” so that others are aware of the status. This is in fact one of the most fective ways to gain the trust of your supervisor. They will quickly come to rely on you to track and report the status of work and see you as a competent professional.

　　10. 追蹤結(jié)果并進行匯報。不管在什么時候完成了一項任務(wù)，都要告知相關(guān)各方“這項工作已經(jīng)完成，結(jié)果是什么”。你不能假定他們會知道這些，而且在大多數(shù)情況下，你不說他們就不會知道。你要主動表示“這項任務(wù)已經(jīng)按我們協(xié)商的結(jié)果完成了”，這樣其他人就會清楚目前的狀況，這一點至關(guān)重要。實際上，這是獲得上級信任的最有效途徑之一。他們會迅速回復(fù)你，讓你追蹤、匯報工作進展;他們還會認(rèn)為你是一名能干的專業(yè)人士。

　　11. Offer Feedback and Request Feedback. Giving and receiving feedback fectively is another of the key skills of a high-performing team. Having enough mutual respect, trust and rapport is vital for the free-flow of feedback among team members. Feedback allows us, and our supervisors, to make necessary adjustments to policies and behaviors. So if you feel frustrated in a situation you can proactively and respectfully offer feedback. At the very least, you can let your supervisor know the facts of the situation from your perspective, how you feel, and the outcome you want now. Feedback is “the breakfast of champions”---if you want to be a champion, ask for it and offer it frequently when you feel it can make a difference.

　　11. 提供反饋并且要求別人做出反饋。有效地提供和接收反饋是高效團隊的另一項關(guān)鍵能力。足夠的相互尊重、信任和默契對團隊成員自由進行反饋來說至關(guān)重要。通過反饋，下屬和上級就能對政策和行為做出必要的調(diào)整。因此，如果某種情況讓你感到受了挫折，你就可以積極而禮貌進行反饋。至少，你可以讓上司知道，從你的角度來看實際情形如何，你的感受如何，以及此時你想要的結(jié)果是什么。反饋是“冠軍的早餐”——要想出類拔萃，就得要求吃這樣的早餐，而且還要經(jīng)常在你認(rèn)為可以解決問題時為別人提供這樣的早餐。

　　I can already envision the comments that will follow this article!

　　我已經(jīng)可以想到，這篇文章會帶來如下評論：

　　? “It’s fairy-tale material, not practical.”

　　? “這是童話，不實用。”

　　? “Idealistic…impossible…who is he kidding?”

　　? “太理想化了……不可能……這個搞笑的人是誰?”

　　? “If I tried half of these things, I’d get fired!”

　　? “只要嘗試其中一半的建議，我就會被開除?！?/p>

　　? “He doesn’t understand how the real world works…”

　　? “他不知道真實世界是怎么運作的……”

　　So I will pre-empt them by saying the following:

　　因此，為了堵住他們的嘴，我還要說：

　　? In life, you never get what you deserve…you only get what you negotiate.

　　? 人的一生中，你從來不會因為值得而得到……你只能通過爭取而得到

　　? If you declare something uncomfortable as ‘impossible’ then you are stuck in a rut

　　? 如果你把讓自己不安的東西描述為“不可能”，你就是墨守成規(guī)

　　? These “secrets” are what actually work in the real world: if your boss doesn’t treat you this way, don’t let that stop you or decide what is possible for you

　　? 實際上，這些“秘訣”在真實世界里很有效：要是老板不這么對你，別讓自己受到妨礙，或者想一想可能有哪些出路

　　? If you never take a risk, you never find out what might happen

　　? 如果從不冒險，就永遠不會知道可能會出現(xiàn)什么樣的情況

　　? Rome wasn’t built in a day. Take small steps.

　　? 冰凍三尺非一日之寒;積跬步以致千里

　　? Model the behavior you believe in rather than waiting for your turn to be a lousy boss to others.

　　? 你自己相信的行為，自己要以身作則，不要等著自己也變成別人討厭的老板

　　? I have seen this approach work in 90% of cases, and, it takes time and patience.

　　? 我發(fā)現(xiàn)，這套方法在90%的情況下都會起作用。它需要時間，大家要有耐心。