遇到難搞的老闆，如何遊刃有餘地工作？

In leadership workshops, I run a two-part exercise that first has the group identify and capture all of the behaviors of managers and senior leaders they hold in high regard. The input is always thoughtful and includes the expected comments of:

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在領導力課堂，我進行了兩個練習。第一個是讓團隊識別並獲取管理者行爲以及高級領導者所具備的特質。輸入總是深思熟慮，且得到如下期待的評論：

Treat people with respect

恭敬對待人

Back words with actions

言出必行

Offer constructive input and coaching

提供建設性意見並給予培訓指導

Provide developmental opportunities

提供發展機會

Do not micromanage

不管得太細

…and many other positive behaviors.

……以及其他正面行爲。

The exercise flows nicely, the flip-charts fill and then get taped to the wall and people exchange stories of great leaders who have helped them during their journeys.

練習進行得很好，紙板寫好並張貼在牆上，人們交流職業生涯中幫助他們成長的傑出領導。

After the discussion on effective leaders has run its course, I flip the question around and ask the teams to describe and capture the behaviors of managers and leaders they view as difficult to work for. After a few seconds, the energy level in the room rises along with the decibel level and you can practical feel the heat from the scribes and their red markers as they struggle to capture the group’s descriptions of the difficult managers and leaders they have encountered in their careers.

在主題圍繞領導的出色管理的討論結束後，我把問題反過來提問，讓他們說說比較難搞的管理者和領導者的管理行爲。並且你能夠明顯地感受到，書記員以及他們用紅色標記的字體所產生的熱量，伴隨着他們掙扎地抓取小組成員所描述的、在他們職業生涯過程中遇到的那些難搞的管理者和領導者的特點。

It turns out that most of us have worked for a difficult manager at some point in our careers. You know the one. He or she was the demanding force of nature-focused exclusively on results and numbers and not inclined to offer approval or show any signs of personal caring under any circumstances.

很顯然，我們中大部分在職業生涯的某個階段都曾經爲難相處的管理者工作過。你知道指的是誰。他或她只關注結果和數字，而不是傾向於批准或在任何環境下顯示個人關心。

This difficult manager operates in a state of constant disapproval, and often practices micromanaging behaviors that exacerbate the stress in our working environment.

這個難相處的管理者總是處於不滿的狀態，並常有惡化我們工作環境的細節管理行爲。

Note: I distinguish between a difficult manager and a bully boss. The latter is abusive, the former just a pain in our necks to navigate on a daily basis. Our focus here is on the difficult but not abusive manager.

注：我區分了一下難相處管理者和強勢老闆。後者是濫用職權，前者僅僅是日常讓我們感到不舒服。我們關注難相處而不是濫用職權的管理者。

While it is absolutely not fun working for these individuals, we all encounter them, and in most instances, we are forced to figure out how to survive for a period of time. The question and focus for the remainder of this article is: How do we survive and even thrive while working for the difficult manager?

爲這些人工作完全沒有樂趣，但我們都會遇到他們。大部分條件下，我們被迫搞清楚一定時期內如何生存。問題和本文後續的關注點是：在爲難相處管理者工作時，我們如何生存並發展？

9 Ideas to Help You Survive and Succeed With Your Difficult Manager:

1. Your patience is a powerful ally.

The difficult manager’s behaviors bring out some of our own worst behaviors. While it is tempting to snap back or display anger or frustration with the manager’s approach or seeming lack of appreciation for your efforts in a given situation, a better tactic when you feel your emotions boiling over is to bite your tongue and count to 10, 100 or 1,000 depending upon the stress level. Difficult managers I encountered, view these outbursts of emotion as signs of immaturity or even incompetence. Do not pour fuel on a difficult situation by adding your own emotions.

難相處管理者的行爲會引出我們最糟糕的行爲。當試圖壓制對該類管理者的憤怒，或在看起來不欣賞你的形勢下，一個較好的策略是當感到情緒將要發作時咬一下你的舌頭並數到10，100或1000，數到多少取決於你的壓力等級。我遇到的難打交道的管理者，將這些情緒的爆發看做不成熟或者沒有能力的表現。不要徒增情緒而使困難情形火燒澆油。

2. Keep the excuses and problems to yourself.

2. 將藉口和問題留給你自己。

Demanding managers often are monolingual. They only speak one language: the language of results. They don’t care about problems, excuses or obstacles. They expect their team members to run through problems toward results with the same attitude.

需求型管理者常常表達單一。他們只會說一門語言:那就是結果。他們不關心問題、藉口和其他障礙。他們期望團隊成員有同樣的觀點，那就是解決問題得到結果。

While all of us understand that “stuff happens,” do not expect any sympathy for shortfalls due to extenuating circumstances. To them, it’s all about the scoreboard, not the effort.

我們都理解“事情發生”，不要期望其因情形惡化而對你有憐憫之心。對他們來說，都是關於分數板而不是努力的過程。

3. Avoid joining the gossip thread.

3. 避免加入八卦線。

The proverbial watercooler gossip critiquing your difficult manager’s behaviors is a great place to avoid. There are no circumstances you will encounter when it is good to badmouth the boss. You should always assume that the gossip and identity of the gossip mongers will make it back to the boss.

批判難相處管理者的行爲是最應當避免的。任何時候詆譭老闆都不是好事。你應對假設，流言及傳播者的身份遲早會讓老闆知道。

4. Turn the tables and figure out what really drives your manager.

4. 看看老闆真正的動機是什麼。

Is she focused on getting to the next run on the corporate ladder? Is he a long-time employee who has dedicated his life to the firm? Is your area under the microscope by senior management and results are necessary for survival?

她是聚焦於公司上升通道？還是一名將一生獻給公司的長期僱員？你的領域暴露在高級管理者顯微鏡下是生存下來的必須麼？

While many managers are not open about what drives them in general or at a moment in time, it is your job to crack this code. Once you understand your difficult manager’s true interests you can work to identify opportunities to support those interests.

通常許多管理者並不會坦露他們的驅動力，找出它們是你的工作。一旦理解難相處管理者的真正利益所在，就能找到支持它們的機會。

5. Volunteer for the dirty work.

5.自願幹髒活。

There are always lingering, vexing problems that exist somewhere in the gray zone between functions in an organization. To the extent that solving the gray zone issues supports your manager’s agenda, jump in and organize the resources needed to fix what’s broken. While the boss might not verbalize appreciation, you will most definitely be perceived as more valuable to the team.

公司的灰色地帶總會有長期未解決的讓人煩惱的問題。組織需要的資源來解決積重難返的問題，解決灰色地帶的問題在某種程度上就是支持你的管理者。當老闆沒有口頭欣賞時，你將會被認爲是對團隊最有價值的人。

6. Do not assume you are not appreciated.

6. 不要以爲沒有人欣賞你的優點。

The most difficult driving managers value people they can count on to get results. They might not show it or verbalize it but you should not assume your participation is not viewed as important. Don’t preoccupy on earning someone else’s approval—focus on doing everything you can to learn and develop while driving great results.

難相處的管理者認爲，他們能夠得到結果的人有價值。他們可能不表示或者不明說，但不要假設你的參與不重要。不要關注他人的批准——在好結果產生前關注能學習和發展的事情。

7. Use reverse psychology on micromanaging behaviors.

7. 用逆反心理維管理。

If your manager insists on looking over your shoulder, use questions to learn more about how he/she developed expertise in this area? Ask: “You are clearly an expert on this process. How did you develop these skills? Why do you believe your approach is so effective? How can I learn more from you about other processes in our group?” Meet the behavior with your own unique behavior of asking questions that appeal to his/her expertise. Showcase your willingness to serve as the apprentice. It might be uncomfortable, however, it is better than boiling over from this constant shoulder gazing.

如果你老闆時刻保持小心，那就通過問題了解他或她是如何成爲這一領域的專家的。問：“你已是該工藝的專家了，如何學習這些技巧？爲什麼相信你的方法是有效的？我如何能從你這學到團隊工藝？”用自己獨特行爲問他或她與專業有關的問題。展示你作爲學徒的意願。這可能會讓你不舒服，但是，總比激化持續的不信任要好。

8. Do not believe you need to become friends with your boss.

8. 不要以爲自己要跟老闆做朋友。

Many prefer to operate at a very safe distance from those they work with. Your unwelcome attempts at asserting friendship will just aggravate your boss and the situation. Find your friends elsewhere.

許多人喜歡與他們工作的人保持安全的操作距離。你維護友誼的企圖不受歡迎，甚至會激怒老闆、惡化形勢。從其他地方找朋友。

9. Share genuine appreciation for the lessons you are learning.

9.對正在學習的課程表達真摯的讚賞

It is disarming to laser-focused people to be told they are appreciated. If you are genuinely learning something in your role, offer a thank you for the opportunity. You might just see this emotional iceberg of a manager melt a bit.

告訴拿着武器的人他們被人欣賞就是解除他們的武裝。如果善於學習，那就對給予的機會說一句謝謝。你可能看到管理者情感冰山融化了一點。

The Bottom Line:

篇後語：

We all have to work for someone, and occasionally that someone is demanding and difficult. If you like your work and your coworkers, don’t let the difficult manager drive you away. Instead, adjust your attitude, redouble your patience and focus on the opportunity to contribute and grow in an environment where performance is the only thing that counts. It might seem sterile and it might not be your preferred approach, but it can be a powerful learning experience.

我們都不得不爲他人工作。有時，其他人有需求且難以相處。如果喜歡你的工作和同事，不要讓難相處的管理者把你趕走。而是，在績效唯一可依賴的情形下，調整觀點，耐心翻倍並關注此環境下努力的機會。這看起來可能沒效果，且不是你喜歡的方式，但卻可能是有效的學習經驗。

聲明：本雙語文章的中文翻譯系滬江英語原創內容，轉載請註明出處。中文翻譯僅代表譯者個人觀點，僅供參考。如有不妥之處，歡迎指正。