成为坏老板的5个好办法

没有不可缺少掩盖污点斥责。但其实，优秀的下属会推动上司更进一步，而不是挤掉上司的位置。　　Next time you find yourself grumbling about what a jerk your boss is, just think: This person could be giving you a valuable negative example. "I've worked for some horrible managers and some great ones," says Steve Pogorzelski, the CEO of online-马克eting metrics powerhouse ClickFuel. He's grateful to the worst of them, he adds, "for showing me what to avoid."
　　下一次埋怨老板有多混蛋的时刻，无防这么想：这私人可是一个十分珍贵的反面典型。在这种老板手底下即使表达好的职员，也一定不会是最优秀的人材。”而对于那一些糟糕的上司，他也胸怀衷心感谢，由于“它们让我晓得未来应当防止哪一些问题。压根儿这种事不应当发生，由于老板应当不断给职员供给引导与反馈。“在Monster International，我们发觉，要想让欧罗巴洲管理者信任，在这处办公几年不尽然能获得升职，是十分艰难的，由于它们习性了一种迥然不一样的传统。”

　　In the tech startups he advises, Pogorzelski says, "I recommend to top management that theycoach the people under them as often as possible, because coaching is a gift. If you put it that way -- if you say, 'I'm telling you this because I care about your success' -- people will respond by giving you their best work." Ideally, he adds, the coaching goes both ways. As a CEO interviewing potential new hires, "I look for people who will tell me I'm wrong. I want subordinates who aren't afraid to bring me bad news."
　　鲍格兹尔斯基称，在自个儿供给咨询提议的科学技术刚刚创立企业，“我会提议企业高层尽有可能常常引导下属，由于对职员来说，来自高层的引导就像是一件赠礼。”

　　One symptom of a command-and-control culture, he adds, is when "people are surprised by their annual performance evaluations. That shouldn't happen, because a boss should be coaching and giving feedback constantly." In his experience, the most effective coaches pull no punches: "If people know you have their best interests at heart, they can take honest criticism no matter how it's given. There's no need to sugarcoat it."
　　他补给说，指示与扼制式管理文化的额外一种症状则表如今“年份成绩评估令职员非常吃惊的时刻。

　　1. Discourage risk-taking. As an intern at a publishing company a couple of decades ago, Pogorzelski recalls, "they told me I wasn't management material because I wasn't cautious and conservative enough." His penchant for questioning the status quo was more welcome later on at Monster, where "I had a great boss who encouraged risk," he says. "The only rule was, if you're going to take a chance and make a mistake, do it fast -- so you can change direction fast." Much of Monster International's growth spurt came from acquisitions, especially in Asia: "Every one of them was a big risk, but they all worked out."
　　1. 严禁承受风险。”Monster International的急速扩夸大多都源于从各处买进，特别是在亚洲的从各处买进：“每一笔从各处买进都存在很大的风险，最后结果全部成功带来了回报。思索问题到当下可用信息的数目和传交速度，它们更不应当这么做。惟一的规则是，假如你要犯险一试，并且有可能会犯错，那就必须要动作迅疾——这么你还有余地，可以更快地调试方向。作为一名常常面试新职员的CEO，“我喜欢那一些会直言我做错了的人。”

　　As for tenure, a long stint with one employer is now just as outdated as command-and-control management, he believes. "Unless you've been promoted a lot or faced a series of new challenges, staying a long time in one place is almost a negative." That idea is more accepted in the U.S. than in some other cultures, he adds: "At Monster International, we found that it was hard to convince European managers, who are used to a whole different tradition, that just being there for a certain number of years didn't guarantee a promotion."
　　而关于法定期限，他信任，长时期只为独自一个人做工，就像指示与扼制式的管理标准样式同样，早被淘汰了。假如管理者能发明一种背景，让职员感受它们可以将自个儿所希望的条件提出来，譬如国际经历等，优秀职员离去的有可能性就会大幅减低。’下属便会以最佳表达往返报企业。譬如，假如管理者这么说：‘我之所以奉告你这个，是由于我在乎你的成功。时期，在他的带领下，企业收益上升了60百分之百，达到4.88亿美圆。”

　　2. Manage by command-and-control. At that publishing company where he interned, Pogorzelski recalls, bosses' command-and-control style meant that "nobody did anything more than was absolutely required, because you'd be punished for showing any initiative."
　　2. 指示与扼制式的管理。”

　　Crushing creativity may have worked all right back in the days when the pace of technological and economic change was glacial, and people expected to stay at one company for decades. "But now, employees are loyal to their own careers, not to any one company," he says. "If you fall back on command-and-control, your best people will leave. Anyone who performs well under that kind of boss is not an A player."
　　在科学技术与经济变法非常不迅速的时期，打击压制发明力的作法也许还能可行，由于许多人都期望能在一家企业呆上几十年。在线营销指标评估网站ClickFuel的CEO史蒂夫?鲍格兹尔斯基说：“我曾为各种老板办公过，有的老板很糟糕，有的则是十分优秀的管理者。他说：“我每日还是在不断学习。“假如老板采取指示与扼制式的管理形式，最优秀的职员肯定会离去。一年一次的成绩评估是最后结果，但真正的管照理应该该表现出来在平时办公之中。”

　　Beware, he says, of "a boss who starts a meeting by saying, 'If the data are to be believed ... ' or 'I know what the data show, but everybody thinks ... ' My answer to that is, 'Bring me everybody, and we'll see.'" One of his all-time worst bosses, he adds, "made a major product decision based on an isolated anecdote he heard that suggested the product didn't work well, when the analytics showed that it did. The changes he made as a result were disastrous for the business."
　　要注意下边的事情状况，他提示谁：“譬如老板在开会时，开场白就是‘假如信任这些个数值……’还是‘我晓得这些个数值代表着啥子，但每私人都觉得……’对这个问题，我会这么应答：‘把每私人都请来，让我们看个到底。”你的那位大没有畏惧的上层是不是一位糟糕的老板呢？且看鲍格兹尔斯基总结概括出的“糟糕老板5症状”。”

　　5. Consider management a project or an end result. "Bad bosses see managing people as an event, rather than a process," Pogorzelski notes. "A once-a-year performance evaluation is an event. But real management is something that goes on every day, where you're constantly finding occasions to give feedback."
　　5. 将管理视为一个项目或最后最后结果。”

　　Listening helps, too. Pogorzelski observes that key people often start job hunting because "they're uncertain what's next for them in this company. If you create an environment where they feel they can tell you what they're hoping for -- international experience, for example -- you're less likely to lose them."
　　细心听取也能有所帮忙。”

　　Often, he says, bad bosses "squelch risk -- even small risks -- because they fear being shown up by someone who has a better idea. But great people under you push you up. They don't push you out."
　　他说，糟糕的老板常常“遏抑风险——即使是细小的风险，由于它们担心想法更好的人会超过它们。而最优秀的老板则信任，职员主要的忠诚应当献给客户，它们会依据职员做过啥子施行奖惩，而不是你意识啥子人。”依照他的经验，最管用的教练从来没有都是毫不留情的：“假如大家晓得，你诚恳地斥责绝对是为了它们的最很好处，它们应当都能够接纳，无论你采取哪种形式。鲍格兹尔斯基讲道：“我曾经跟过的几位糟糕老板，会依据捕风捉影的信息制定决策，而不是实打实的数值。鲍格兹尔斯基称：“很多我之前的老板会要求对私人的忠诚，对‘拍马屁精’会加赏封，却无论成绩怎么样。”

　　4. Emphasize anecdotes over analytics. "I've worked with a few bad bosses who made decisions based on anecdotal information rather than hard data," says Pogorzelski. "But given the amount and the speed of data available now, there's no good reason to do that. Incompetent managers prefer to rely on anecdotes because they can always find someone to tell them what they want to hear, rather than what the facts are."
　　4. 偏信传说，不重视剖析。他说：“在Monster，我有一位很了不起的上司，他激励犯险。鲍格兹尔斯基发觉，很多优秀职员之所以着手寻觅新办公，一般是由于“它们不确认未来在这家企业会有怎样的进展。我期望下属有决心直言，不惮奉告我坏消息儿。鲍格兹尔斯基回想称，在那家出版企业实际练习时，老板指示与扼制式的管理形式意味着，“除开笃守死指示以外，没有人会多干活，由于只要职员表达出一点儿积极性，就会遭受办罪。’”他说，有一位史上最糟糕的老板，“听见一点儿传说，称某款产品表达非常不好，固然剖析最后结果与传说内部实质意义迥然相反，但他仍然依据那条孤立的传说，做出了一项重大的产品决策。”他补给说，和在其它国度相形，这种观点在美国更容易被接纳。回想起几十年初，自个儿在一家出版企业实际练习时，鲍格兹尔斯基说：“它们说我不是当管理者的料，由于我不够小心和守旧。”他补给道，理想事情状况下，引导应当是双向的。"
。“可现在，职员只会忠于自个儿的生业，而不是哪一家企业，”他说。”他喜欢质疑目前的状况的特殊爱后来在Monster企业更受热烈欢迎。“错非你获得了很多升职机缘，还是面对一系列全新的挑战，否则长时间待在一家企业，一般都不会有积极的效果。有经验不充足的管理者之所以喜欢小道消息儿，是由于它们总能找到独自一个人，奉告它们自个儿想听的话，而不曲直常确实的事情的真实情况。最后结果，他做出的变更让企业落入山穷水尽的很深的水。”

　　3. Reward tenure and personal loyalty over merit. "I've worked for some bosses who demanded personal loyalty and rewarded sycophants, not performance," Pogorzelski says. "But the best bosses believe everyone's main loyalty should be to the customer, and they reward you based on what you do, not who you know."
　　3. 功过不分，任人唯亲。鲍格兹尔斯基发觉：“糟糕的老板会将担任职务的人管理视为最后结果，而不是过程。作为一名科学技术刚刚创立公司投资人，他常常为刚刚创立公司的初创人供给咨询。”

　　Before joining ClickFuel, Pogorzelski spent 10 years at Monster.com (MWW), including two years as group president of Monster International, from 2005 to 2007, during which he helped revenues jump by 60百分之百 to $488 million. As an investor in tech startups, whose founders he advises, "I'm still learning every day," he adds. Not sure whether your fearless leader qualifies as a bad boss? Pogorzelski has pinpointed five things bad bosses do.
　　参加ClickFuel之前，鲍格兹尔斯基曾在诚聘网站Monster.com担任职务十年.2005年至2007年时期，他还曾充当过该企业集团总裁。管理者应当不断寻机给职员供给反馈。