如何管理你的老板

如何管理你的老板如何管理你的老板 他需要你尽职尽责地把工作干好，所以你是他的手；他需要你把他不了解的情况及时汇报 给他，所以你是他的眼睛和耳朵；他有时候需要你帮他出出主意，所以你是他的大脑；他有时 候需要你站出来替他说话，也有时候需要你替他保守秘密，所以你是他的嘴巴；他需要你和他 紧密地站在一起，使他感觉更稳当，所以你是他的脚。你的老板没有三头六臂，也没有千里眼、 顺风耳，有时候他比你更脆弱、更加危机四伏，他需要你的支撑才能站得住脚并往上爬。 管理老板，首先要明确，你们直接有什么样的价值需求。 你能给你的老板带来什么价值，而他需要你的价值是什么；反之亦然。 既然是基于价值交换，所以下属在心态上首先就要让自己和老板出于平等的层面。 明确双方的需求后，决定双方之间的相处方式，就因人而异了，要摸索磨合，这里就有很多技 巧层面的东西。 做老板的，根本就不是以赢得所有人的心为目标的。 不存在好老板一说。 商业上、职场上，最好不要出现好和坏这类词，用不上。 任何一个老板都不需要对任何一个下属“好”，我们只需要做到“fair”，公平。 什么时候把问题归结到价值二字，而不是总是什么合不来啊，不喜欢他啊，看我不顺眼啊这类 的东西，说明看到问题的实质了。 首先，你要关心的是老板需要你什么，其次再看你能提供什么，这和做销售是一样的，老板是 我们最重要的客户，因为我们此时销售的是我们自己。 两个人之间出了问题，的确一定是双方都有问题，但是，搞清楚是谁的责任其实意义不大，因 为其实没有任何人真正关心。 有好多次，有网友或者书迷问我是否还在当老板招聘人手，说无论如何也要跟着我干，我都谢 绝了，我曾经说过几次很重的话，这样幼稚地做出决定的人，我是不会要的。 和同事和老板当然可以成为朋友，但不要让这种“友情”影响到职场上的专业水准。 对事不对人，就这么简单的原则。 和老板的沟通很重要，但多数人主要放在联络感情上了。 其实应该重点放在，他需要你什么，他对你的期望是什么，你能提供什么，他要的是你能提供 的吗？ 的确有因为被老板喜欢而得到加薪的，我在联想就是如此，我在西门子也这样给喜欢的下属加 过薪，但是如果大家还是把加薪等职场目标建立在让老板喜欢自己的层面，一定不会成功。 做销售的，如果一味靠让客户喜欢你而买你的东西，能成功一次、两次，能成功十次、百次吗？ 你不可能生来让很多人喜欢，更不可能让每位老板都喜欢，但你可以让自己做到有很多人需要 你的价值。 我从来不否定人格魅力的重要性。 对不同风格老板的体会：老虎型的老板，你少说多做；猫头鹰型的老板，你要多说多做； 孔雀型的老板，你要多说，适当留些空间让他做；考拉型老板，你会很爽！ 我从来不会想去得罪客户、得罪老板，但仅这些是不够的。 如果你离开，会对你老板构成什么样的影响？没有什么是不可替代的。 帮主有两个很大的特点,一是尊重人,信守双赢,轻易不把事情做绝;二是善于逆向思维,思维多 维,多角度。 管理销售团队、咨询团队可能是最难的。 平衡是最美。 平衡是动态的，没有一劳永逸的，人在职场，与老板、下属、同事相处都是如此，利益平衡， 供需相应。 HowHow toto ManageManage YourYour BossBoss Marilyn Puder-York, Ph.D. is a clinical psychologist in New York who specializes in workplace stress issues. Q:Q: HowHow dodo youyou managemanage thethe prototypicalprototypical “difficult“difficult boss?“boss?“ A:A: Successfully managing a difficult boss is a challenge but often feasible. First, you should try to understand the reasons for your bosss difficult behavior. Assuming that your boss generally behaves in a fairly reasonable manner, and his or her difficult behavior seems to be a result of stress overload rather than character, chances are good that the behavior can be modified. If your bosss behavior seems to reflect a chronically hostile, abusive style of interacting regardless of the amount of stress in the workplace, the chances are less positive that the behavior can change. In fact, you may want to consider seeking counsel from a trusted mentor or human resources professional to evaluate your options. Second, you have to manage your own negative emotions regarding your bosss behavior so that you dont engage in self-defeating behavior (e.g. stonewalling, or counterattacking your boss). Third, once you understand and have managed your own negative reactions, you may work to communicate your concerns as long as they are framed in a helpful, positive manner, thereby creating an atmosphere for problem resolution. Q:Q: IfIf youyou feelfeel youveyouve beenbeen criticizedcriticized unfairlyunfairly byby youryour boss,boss, whatswhats thethe bestbest wayway toto confrontconfront himhim oror herher withwith youryour concerns?concerns? A:A: You should discuss your concerns not confront your boss. There is a difference. You need to carry out the discussion of your concerns in a non-adversarial way. Like a marriage, you should try to handle your complaints in a manner that does not do further damage to your relationship. Q:Q: WhatsWhats thethe bestbest wayway toto respondrespond toto criticismcriticism fromfrom youryour boss?boss? A:A: Try to see the criticism as valuable information about how to do better, not as a personal attack. Try to separate your personal ego from your business persona. Try hard to control your impulses to react emotionally or defensively. Try to see the criticism as an opportunity to work together with your boss on a development plan. See yourself as a partner with your boss on this plan, rather than as a victim of a power struggle. Q:Q: WhatsWhats thethe currentcurrent trendtrend ofof jobjob stress?stress? IsIs therethere moremore oror less?less? A:A: The downsizing and reorganization of corporate America in the last 10 to 15 years has set off unmistakable pressures and stresses. There is a very real and persistent fear of loss of employment and job insecurity in the majority of employees. The impact of job loss on individuals and families has been enormous. According to The New York Times, more than 43 million jobs have been lost in the United States since 1979. Q:Q: HowHow cancan empoweringempowering employeesemployees helphelp lessenlessen stressstress agentsagents inin thethe workplace?workplace? A:A: When employees feel less like “victims of circumstances out of their control,“ they feel more empowered. Employees who are given candid, timely and consistent communications from management about the status of their careers, as well as more responsibility to directly manage their careers and their work relationships, tend to be less anxious and more highly motivated. Although few employees believe that job security is a guarantee anymore, employees who are empowered with more information and responsibility over their future tend to cope more effectively because they feel less powerless. Q:Q: SometimesSometimes employeesemployees areare hesitanthesitant toto speakspeak toto theirtheir bossboss aboutabout criticism.criticism. IsIs therethere a a wayway toto overcomeovercome thatthat fearfear ofof retribution?retribution? A:A: The chances that your fear of retribution will turn into reality will be significantly reduced to the degree that you can discuss criticism with your boss in a reasonable non-emotional, non-defensive manner. You can avoid setting up your boss to be angry at you and therefore risk retribution by careful planning and diplomatic communication. Q:Q: WhatsWhats thethe bestbest wayway toto dealdeal withwith stressstress inin thethe workplace?workplace? A:A: Stress is always in the eye of the beholder. What may cause one employee stress in the workplace ma