五招教你搞定專橫老板
1.Limit the pain, target the gain.Recognize that working for this person is "a temporary assignment. You can set limits on how long you’ll tolerate it, and use the time to make yourself more marketable." Let’s say you decide you can take one more year of this (assuming your boss sticks around that long). "If you figure out what you need to get out of the job to help your career, and go after it, you have a positive incentive to serve out that term," Dufour says，
五招教你搞定專橫老板
。1.限制痛苦，瞄準(zhǔn)收益。確認(rèn)為這個(gè)人工作只是“一項(xiàng)臨時(shí)任務(wù)。你可以設(shè)定一個(gè)能夠忍受這項(xiàng)任務(wù)的極限。并且，利用好這段時(shí)間，讓自己將來更吃香。”比如說，你決定可以再忍受一年(假設(shè)你老板的任期有那么長)。杜福爾表示：“你需要從這份工作中收獲什么，來為自己的職業(yè)發(fā)展提供幫助？如果你很清楚這點(diǎn)，那就去努力爭(zhēng)取吧。既然你有積極的理由，那么你一定可以堅(jiān)持到最后。”
2.Avoid surprises.Autocrats, even more than most people, "hate to be blindsided," Dufour notes. "Therefore, keep them informed of significant, and even relatively insignificant, developments. They crave control and power, so feeding them tidbits of information satisfies this craving."
2.不要“臨時(shí)通知”。杜福爾指出，專橫的老板，甚至大多數(shù)人，都不喜歡被“臨時(shí)通知”。“因此，任何重大的，甚至相對(duì)不重要的進(jìn)展，都要及時(shí)告訴他們。他們渴望控制與權(quán)力，既然如此，那就給他們一點(diǎn)信息，滿足他們的渴望。”
3.Be the go-between for your team.If you haven’t already taken on this role, Dufour recommends that you earn the trust of other members of your group and be the one who communicates their problems and needs to the boss. "This can be intimidating, since it means telling him things he might not want to hear," Dufour says, "but the tradeoff of elevated status is worth it."
3.為你的團(tuán)隊(duì)擔(dān)任中間人的角色。如果你還沒能做到這一點(diǎn)，杜福爾建議你，首先獲得團(tuán)隊(duì)成員的信任，然后向老板傳達(dá)團(tuán)隊(duì)成員的疑問以及他們的需求。杜福爾表示：“或許，這會(huì)讓你有些擔(dān)憂，畢竟這意味著，你必須向老板匯報(bào)一些他可能不想聽的事。但是，這么做對(duì)于改善你的處境是有利的，所以值得。”
4.Refuse to be a "yes man."Although many people try to appease an autocrat by telling him exactly what he wants to hear and following every order to the letter, "this is a huge mistake," Dufour says. Instead, "wait until you’re convinced your manager is making a huge mistake" -- one that will jeopardize his own stated goals -- "or until you come up with a better idea that you truly believe in."
4.拒絕做“好好先生”，
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《五招教你搞定專橫老板》(http://m.msguai.com)。盡管許多人會(huì)對(duì)專橫的老板讓步，只挑他喜歡的話說，并且嚴(yán)格地執(zhí)行他的所有命令，但杜福爾卻認(rèn)為“這是一個(gè)重大錯(cuò)誤” 。相反，你應(yīng)該“一直等著，直到你確信，你的老板犯了一個(gè)重大錯(cuò)誤”——一個(gè)將危及他的既定目標(biāo)的錯(cuò)誤——“或者，直到你想出一個(gè)更好的主意，并且你對(duì)此信心滿滿。”Then, make a concise, logical case for your approach: "Emphasize the positive outcome. Focus on what your boss will get out of doing as you suggest." If you’ve already tried this, keep at it: "Rehearse your argument beforehand and make sure you are stating it clearly and rationally" -- and without a trace of condescension for his (alleged) lack of technical knowledge. Sometimes, of course, it’s not what you say that can trip you up, it’s how you say it。
然后，找出簡(jiǎn)潔的、符合邏輯的理由來證明你的方法：“強(qiáng)調(diào)積極的結(jié)果。把重點(diǎn)放在按照你說的做他能獲得什么這一點(diǎn)上。”如果你已經(jīng)做過類似嘗試，堅(jiān)持下去：“事先預(yù)演你的論據(jù)，并且你要保證，以一種清晰、理性地方式進(jìn)行陳述”——不要自以為他在技術(shù)上懂得沒你多，就表現(xiàn)出哪怕是一絲一毫的傲慢態(tài)度。有時(shí)候，問題并不在于你說的話，而是你說話的'方式。
5.Do the tasks your boss dislikes.In general, command-and-control bosses "don’t enjoy extended debate and discussion, and they aren’t adept at dealing with any type of ’people problem’," Dufour observes. So consider making that your specialty (which will do no harm to your own long-term career prospects either, incidentally)。
5.做老板不喜歡做的工作。杜福爾發(fā)現(xiàn)，總體上而言，指揮+控制型老板“不喜歡耗時(shí)太長的辯論和討論，而且他們也不擅于應(yīng)付各種‘人的問題’。”所以，你可以考慮把這個(gè)變成你的專長(再說，這對(duì)你自己的長期職業(yè)發(fā)展前景也不會(huì)造成任何危害。)
Helping your boss compensate for his lack of soft skills "won’t earn you thanks. In fact, he may resent your ability to do something he can’t," notes Dufour. However, even autocrats are rarely so oblivious that they don’t know, deep down, that ignoring "people problems" will eventually damage their own professional prospects -- and that, says Dufour, "is one thing they can’t stomach."
杜福爾表示，補(bǔ)充老板軟技能的缺失，“不見得會(huì)讓他心存感激。實(shí)際上，由于你有能力做到他做不到的事情，他可能會(huì)對(duì)你心存嫉恨。”不過，即便是專制的老板，他們也極少會(huì)不知道，忽視“人的問題”最終會(huì)損害他們自己的職業(yè)發(fā)展前景，而杜福爾表示，這是“他們難以忍受的。”
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