ManagingYourBoss(英文版)

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1、Managing Your Boss A quuartter-cennturry aago, Joohn Gabbarrro aand Johhn KKottter inttrodduceed aa poowerrfull neew llenss thhrouugh whiich to vieew tthe mannageer-bbosss reelattionnshiip: onee thhat reccognnizeed tthe muttuall deepenndennce of thee paartiicippantts. Thee faact is, boossees nneedd

2、cooopeerattionn, rreliiabiilitty, andd hoonessty froom ttheiir ddireect repportts. Mannageers, foor ttheiir ppartt, rrelyy onn boossees ffor makkingg coonneectiionss wiith thee reest of thee coompaany, foor ssetttingg prriorritiies, annd ffor obttainningg crritiicall reesouurcees. If thee rellatiion

3、sshipp beetweeen youu annd yyourr bosss iis rrockky, theen iit iis yyou whoo muust beggin to mannagee itt. WWhenn yoou ttakee thhe ttimee too cuultiivatte aa prroduuctiive worrkinng rrelaatioonshhip - by unddersstanndinng yyourr bosssss sttrenngthhs aand weaakneessees, priioriitiees, andd woork styy

4、le eeverryonne wwinss. In thee 255 yeearss siincee itt waas ppubllishhed, thhis artticlle hhas truuly impprovved thee prractticee off maanaggemeent. Itts ssimpple yett poowerrfull addvicce hhas chaangeed tthe wayy peeoplle wworkk, eenhaanceed ccounntleess mannageer-bbosss reelattionnshiips, annd iim

5、prroveed tthe perrforrmannce of corrporratiionss inn waays thaat sshoww upp onn thhe bbotttom linne. Oveer tthe yeaars, itt haas bbecoome a sstapple at bussineess schhoolls aand corrporratee trrainningg prrogrramss woorlddwidde.If yoou fforgge ttiess wiith youur bbosss baasedd onn muutuaal rresppect

6、t annd uundeersttanddingg, bbothh off yoou wwilll bee moore efffecttivee To maany peooplee, tthe phrrasee mmanaaginng youur bosss mayy sooundd unnusuual or susspicciouus. Beccausse oof tthe traadittionnal topp-doown empphassis in mosst oorgaanizzatiionss, iit iis nnot obvviouus wwhy youu neeed to ma

7、nnagee reelattionnshiips upwwardd - unnlesss, of couursee, yyou wouuld do so forr peersoonall orr poolitticaal rreassonss. BBut we aree noot rrefeerriing to pollitiicall maaneuuverringg orr too appplee poolisshinng. We aree ussingg thhe ttermm too meean thee prroceess of connsciioussly worrkinng wwi

8、thh yoour supperiior to obttainn thhe bbestt poossiiblee reesullts forr yoou, youur bosss, andd thhe ccomppanyy.Recennt sstuddiess suuggeest thaat eeffeectiive mannageers takke ttimee annd eeffoort to mannagee noot oonlyy reelattionnshiips witth ttheiir ssuboordiinattes butt allso thoose witth tthei

9、ir bbossses. Thhesee sttudiies alsso sshoww thhat thiis eesseentiial asppectt off maanaggemeent is sommetiimess iggnorred by othherwwisee taalenntedd annd aaggrresssivee maanaggerss. IIndeeed, soome mannageers whoo acctivvelyy annd eeffeectiivelly ssupeerviise subborddinaatess, pprodductts, marrkett

10、s, andd teechnnoloogiees aassuume an almmostt paassiivelly rreacctivve sstannce viss-viss thheirr boossees. Succh aa sttancce aalmoost alwwayss huurtss thhem andd thheirr coompaaniees.If yoou ddoubbt tthe impporttancce oof mmanaaginng youur rrelaatioonshhip witth yyourr bosss oor hhow diffficcultt i

11、tt iss too doo soo efffecctivvelyy, cconssideer ffor a mmomeent thee foolloowinng ssad butt teelliing stoory:Frankk Giibboons wass ann accknoowleedgeed mmanuufaccturringg geeniuus iin hhis inddusttry andd, bby aany proofittabiilitty sstanndarrd, a vveryy efffecctivve eexeccutiive. Inn 19973, hiis ss

12、treengtths proopellledd hiim iintoo thhe pposiitioon oof vvicee prresiidennt oof mmanuufaccturringg foor tthe seccondd laargeest andd moost proofittablle ccomppanyy inn itts iinduustrry. Gibbbonns wwas nott, hhoweeverr, aa goood mannageer oof ppeopple. Hee knnew thiis, as didd ottherrs iin hhis comm

13、panny aand hiss inndusstryy. RRecoogniizinng tthiss weeaknnesss, tthe preesiddentt maade surre tthatt thhosee whho rrepoorteed tto GGibbbonss weere goood aat wworkkingg wiith peooplee annd ccoulld ccomppenssatee foor hhis limmitaatioons. Thhe aarraangeemennt wworkked welll.In 19975, Phhiliip BBonnne

14、viie wwas proomotted intto aa poosittionn reeporrtinng tto GGibbbonss. IIn kkeeppingg wiith thee prreviiouss paatteern, thhe ppressideent sellectted Bonnnevvie beccausse hhe hhad an exccelllentt trrackk reecorrd aand a rrepuutattionn foor bbeinng ggoodd wiith peooplee. IIn mmakiing thaat sseleectiio

15、n, hoowevver, thhe ppressideent negglecctedd too nooticce tthatt, iin hhis rappid risse tthrooughh thhe oorgaanizzatiion, Boonneeviee haad aalwaays hadd goood-to-exccelllentt boossees. He hadd neeverr beeen forrcedd too maanagge aa reelattionnshiip wwithh a diffficcultt booss. Inn reetroospeect, Boo

16、nneeviee addmitts hhe hhad nevver thooughht tthatt maanaggingg hiis bbosss waas aa paart of hiss joob.Fourtteenn moonthhs aafteer hhe sstarrtedd woorkiing forr Giibboons, Boonneeviee waas ffireed. Durringg thhat samme qquarrterr, tthe commpanny rrepoorteed aa neet llosss foor tthe firrst timme iin s

17、seveen yyearrs. Manny oof tthosse wwho werre cclosse tto tthesse eevennts sayy thhat theey ddont rreallly unddersstannd wwhatt haappeenedd. TThiss muuch is knoown, hoowevver: Whhilee thhe ccomppanyy waas bbrinnginng oout a mmajoor nnew prooducct - aa prroceess thaat rrequuireed ssalees, enggineeerii

18、ng, annd mmanuufaccturringg grroupps tto ccoorrdinnatee deecissionns vveryy caareffullly - aa whholee seeriees oof mmisuundeersttanddinggs aand badd feeeliingss deevellopeed bbetwweenn Giibboons andd Boonneeviee.For eexammplee, BBonnneviie cclaiims Gibbbonns wwas awaare of andd haad aacceepteed BBon

19、nneviiess deecissionn too usse aa neew ttypee off maachiinerry tto mmakee thhe nnew prooducct; Gibbbonns ssweaars he didd noot. Furrtheermoore, Giibboons claaimss hee maade it cleear to Bonnnevvie thaat tthe inttrodducttionn off thhe pprodductt waas ttoo impporttantt too thhe ccomppanyy inn thhe ssh

20、orrt rrun to takke aany majjor rissks.As a ressultt off suuch missunddersstanndinngs, pllannningg weent awrry: A nnew mannufaactuurinng pplannt wwas buiilt thaat ccoulld nnot prooducce tthe neww prroduuct dessignned by enggineeeriing, inn thhe vvoluume dessireed bby ssalees, at a ccostt aggreeed oon

21、 bby tthe exeecuttivee coommiitteee. Gibbbonns bblammed Bonnnevvie forr thhe mmisttakee. BBonnneviie bblammed Gibbbonns.Of cooursse, onee coouldd arrguee thhat thee prrobllem herre wwas cauusedd byy Giibboonss iinabbiliity to mannagee hiis ssuboordiinattes. Buut oone cann maake jusst aas sstroong a

22、ccasee thhat thee prrobllem wass reelatted to Bonnnevvies iinabbiliity to mannagee hiis bbosss. RRemeembeer, Gibbbonns wwas nott haavinng ddiffficuultyy wiith anyy ottherr suuborrdinnatees. Morreovver, giivenn thhe pperssonaal ppricce ppaidd byy Boonneeviee (bbeinng ffireed aand havvingg hiis rrepuu

23、tattionn wiithiin tthe inddusttry sevvereely tarrnisshedd), theere wass liittlle cconssolaatioon iin ssayiing thee prrobllem wass thhat Gibbbonns wwas pooor aat mmanaaginng ssuboordiinattes. Evveryyonee allreaady kneew tthatt.We beelieeve thaat tthe sittuattionn coouldd haave turrnedd ouut ddifffere

24、entlly hhad Bonnnevvie beeen mmoree addeptt att unnderrstaandiing Gibbbonns aand at mannagiing hiss reelattionnshiip wwithh hiim. In thiis ccasee, aan iinabbiliity to mannagee uppwarrd wwas unuusuaallyy coostlly. Thee coompaany losst $2 mmilllionn too $55 miilliion, annd BBonnneviiess caareeer wwas,

25、 att leeastt teempoorarrilyy, ddisrruptted. Maany lesss ccosttly casses simmilaar tto tthiss prrobaablyy occcurr reegullarlly iin aall majjor corrporratiionss, aand thee cuumullatiive efffectt caan bbe vveryy deestrructtivee.Misreeadiing thee Booss-Subborddinaate Rellatiionsshipp Peoplle oofteen ddi

26、smmisss sttoriies likke tthe onee wee juust rellateed aas bbeinng mmereely casses of perrsonnaliity connfliict. Beecauuse twoo peeoplle ccan on occcasiion be psyychoologgicaallyy orr teempeerammenttallly iincaapabble of worrkinng ttogeetheer, thiis ccan be an aptt deescrripttionn. BBut morre oofteen

27、, we havve ffounnd, a pperssonaalitty cconfflicct iis oonlyy a parrt oof tthe proobleem - ssomeetimmes a vveryy smmalll paart.Bonneeviee diid nnot jusst hhavee a diffferrentt peersoonallityy frrom Gibbbonns, he alsso mmadee orr haad uunreealiistiic aassuumpttionns aand exppecttatiionss abboutt thhe

28、vveryy naaturre oof bbosss-suuborrdinnatee reelattionnshiips. Sppeciificcallly, he didd noot rrecoogniize thaat hhis rellatiionsshipp too Giibboons invvolvved muttuall deepenndennce bettweeen ttwo falllibble humman beiingss. FFalllingg too reecoggnizze tthiss, aa maanagger typpicaallyy eiitheer aavo

29、iids tryyingg too maanagge hhis or herr reelattionnshiip wwithh a bosss oor mmanaagess itt innefffecttiveely.Some peooplee beehavve aas iif ttheiir bbossses werre nnot verry ddepeendeent on theem. Theey ffaill too seee hhow mucch tthe bosss nneedds ttheiir hhelpp annd ccoopperaatioon tto ddo hhis or

30、 herr joob eeffeectiivelly. Theese peooplee reefusse tto aacknnowlledgge tthatt thhe bbosss caan bbe sseveerelly hhurtt byy thheirr acctioons andd neeedss cooopeerattionn, ddepeendaabillityy, aand honnestty ffromm thhem.Some peooplee seee tthemmsellvess ass noot vveryy deepenndennt oon ttheiir bboss

31、ses. Thhey glooss oveer hhow mucch hhelpp annd iinfoormaatioon ttheyy neeed froom tthe bosss iin oordeer tto pperfformm thheirr owwn jjobss weell. Thhis supperfficiial vieew iis ppartticuularrly dammagiing wheen aa maanaggers jjob andd deecissionns aaffeect othher parrts of thee orrgannizaatioon, as

32、 wass thhe ccasee inn Boonneeviees sittuattionn. AA maanaggers iimmeediaate bosss ccan plaay aa crritiicall roole in linnkinng tthe mannageer tto tthe resst oof tthe orgganiizattionn, mmakiing surre tthe mannageerss prriorritiies aree coonsiisteent witth oorgaanizzatiionaal nneedds, andd inn seecurr

33、ingg thhe rresoourcces thee maanagger neeeds to perrforrm wwelll. YYet somme mmanaagerrs nneedd too seee tthemmsellvess ass prractticaallyy seelf-suffficciennt, as nott neeediing thee crritiicall innforrmattionn annd rresoourcces a bbosss caan ssuppply.Many mannageers, liike Bonnnevvie, asssumme tth

34、att thhe bbosss wiill maggicaallyy knnow whaat iinfoormaatioon oor hhelpp thheirr suuborrdinnatees nneedd annd pprovvidee itt too thhem. Ceertaainlly, somme bbossses do an exccelllentt joob oof ccariing forr thheirr suuborrdinnatees iin tthiss waay, butt foor aa maanagger to exppectt thhat froom aal

35、l bosssess iss daangeerouuslyy unnreaalissticc. AA moore reaasonnablle eexpeectaatioon ffor mannageers to havve iis tthatt moodesst hhelpp wiill be forrthccomiing. Affterr alll, bosssess arre oonlyy huumann. MMostt reeallly eeffeectiive mannageers accceptt thhis facct aand asssumee prrimaary resspon

36、nsibbiliity forr thheirr owwn ccareeerss annd ddeveeloppmennt. Theey mmakee a poiint of seeekinng tthe infformmatiion andd heelp theey nneedd too doo a jobb innsteead of waiitinng ffor theeir bosssess too prroviide it.In liightt off thhe fforeegoiing, itt seeemss too uss thhat mannagiing a ssituuati

37、ion of muttuall deepenndennce amoong falllibble humman beiingss reequiiress thhe ffolllowiing:1. You hhavee a goood uundeersttanddingg off thhe ootheer ppersson andd yooursselff, eespeeciaallyy reegarrdinng sstreengtths, weeaknnessses, woork styyless, aand neeeds. 2. You uuse thiis iinfoormaatioon t

38、to ddeveelopp annd mmanaage a hheallthyy woorkiing rellatiionsshipp - onne tthatt iss coompaatibble witth bbothh peeoplless woork styyless annd aasseets, iss chharaacteerizzed by muttuall exxpecctattionns, andd meeetss thhe mmostt crritiicall neeedss off thhe ootheer ppersson. This commbinnatiion is

39、 esssenttiallly whaat wwe hhavee fooundd hiighlly eeffeectiive mannageers doiing.Underrstaandiing thee Booss Managgingg youur bosss rrequuirees tthatt yoou ggainn ann unnderrstaandiing of thee booss andd hiis oor hher conntexxt, as welll aas yyourr owwn ssituuatiion. Alll mmanaagerrs ddo tthiss too

40、soome deggreee, bbut manny aare nott thhorooughh ennouggh.At a minnimuum, youu neeed to appprecciatte yyourr bosssss gooalss annd ppresssurres, hiis oor hher strrenggthss annd wweakknesssess. WWhatt arre yyourr bosssss orrgannizaatioonall annd pperssonaal oobjeectiivess, aand whaat aare hiss orr hee

41、r ppresssurres, esspecciallly thoose froom hhis or herr owwn bbosss annd ootheers at thee saame levvel? Whhat aree yoour bosssss loong suiits andd bllindd sppotss? WWhatt iss thhe pprefferrred styyle of worrkinng? Doees yyourr bosss llikee too geet iinfoormaatioon tthrooughh meemoss, fformmal meeeti

42、nngs, orr phhonee caallss? DDoess hee orr shhe tthriive on connfliict or tryy too miinimmizee itt? WWithhoutt thhis infformmatiion, a mannageer iis fflyiing bliind wheen ddeallingg wiith thee booss, annd uunneecesssarry cconffliccts, miisunnderrstaandiingss, aand proobleems aree inneviitabble.In onn

43、e ssituuatiion we stuudieed, a ttopnnotcch mmarkketiing mannageer wwithh a supperiior perrforrmannce reccordd waas hhireed iintoo a commpanny aas aa viice preesiddentt tto sstraaighhtenn ouut tthe marrkettingg annd ssalees pprobblemms. Thhe ccomppanyy, wwhicch wwas havvingg fiinannciaal ddiffficuult

44、iies, haad rreceentlly bbeenn accquiiredd byy a larrgerr coorpoorattionn. TThe preesiddentt waas eeageer tto tturnn itt arrounnd aand gavve tthe neww maarkeetinng vvicee prresiidennt ffreee reein - at leaast iniitiaallyy. BBaseed oon hhis preevioous expperiiencce, thee neew vvicee prresiidennt ccorr

45、recttly diaagnoosedd thhat greeateer mmarkket shaare wass neeedeed ffor thee coompaany andd thhat strrongg prroduuct mannageemennt wwas reqquirred to briing thaat aabouut. Folllowwingg thhat loggic, hee maade a nnumbber of priicinng ddeciisioons aimmed at inccreaasinng hhighh-voolumme bbusiinesss.Wh

46、en marrginns ddecllineed aand thee fiinannciaal ssituuatiion didd noot iimprrovee, hhoweeverr, tthe preesiddentt inncreeaseed ppresssurre oon tthe neww viice preesiddentt. BBeliieviing thaat tthe sittuattionn woouldd evventtuallly corrrecct iitseelf as thee coompaany gaiinedd baack marrkett shharee,

47、 tthe vicce ppressideent ressistted thee prresssuree.When by thee seeconnd qquarrterr, mmargginss annd pproffitss haad sstilll ffailled to impprovve, thee prresiidennt ttookk diirecct cconttroll ovver alll prriciing deccisiionss annd pput alll ittemss onn a sett leevell off maargiin, reggarddlesss o

48、of vvoluume. Thhe nnew vicce ppressideent beggan to finnd hhimsselff shhut outt byy thhe ppressideent, annd ttheiir rrelaatioonshhip detteriioraatedd. IIn ffactt, tthe vicce ppressideent fouund thee prresiidenntss beehavviorr biizarrre. Unnforrtunnateely, thhe ppressideents nnew priicinng sscheeme a

49、lsso ffailled to inccreaase marrginns, andd byy thhe ffourrth quaarteer, botth tthe preesiddentt annd tthe vicce ppressideent werre ffireed.What thee neew vvicee prresiidennt hhad nott knnownn unntill itt waas ttoo latte wwas thaat iimprroviing marrkettingg annd ssalees hhad beeen oonlyy onne oof tt

50、he preesiddentts goaals. Hiis mmostt immmeddiatte ggoall haad bbeenn too maake thee coompaany morre pproffitaablee - quuickkly.Nor hhad thee neew vvicee prresiidennt kknowwn tthatt hiis bbosss waas iinveesteed iin tthiss shhortt-teerm priioriity forr peersoonall ass weell as bussineess reaasonns. Th

51、ee prresiidennt hhad beeen aa sttronng aadvoocatte oof tthe acqquissitiion witthinn thhe ppareent commpanny, andd hiis pperssonaal ccreddibiilitty wwas at staake.The vvicee prresiidennt mmadee thhreee baasicc errrorrs. He toook iinfoormaatioon ssuppplieed tto hhim at facce vvaluue, he madde aassuump

52、ttionns iin aareaas wwherre hhe hhad no infformmatiion, annd - wwhatt waas mmostt daamaggingg - hee neeverr acctivvelyy trriedd too cllariify whaat hhis bosssss obbjecctivves werre. As a rresuult, hee enndedd upp taakinng aactiionss thhat werre aactuuallly aat ooddss wiith thee prresiidenntss prrior

53、ritiies andd obbjecctivves.Managgerss whho wworkk efffecctivvelyy wiith theeir bosssess doo noot bbehaave thiis wway. Thhey seeek oout infformmatiion aboout thee boosss ggoalls aand proobleems andd prresssurees. Theey aare aleert forr oppporrtunnitiies to queestiion thee booss andd ottherrs aarouund

54、 himm orr heer tto ttestt thheirr asssummptiionss. TTheyy paay aatteentiion to cluues in thee boosss bbehaavioor. Altthouugh it is impperaativve tthatt thhey do thiis eespeeciaallyy whhen theey bbegiin wworkkingg wiith a nnew bosss, efffecttivee maanaggerss allso do thiis oon aan oongooingg baasiss

55、beecauuse theey rrecoogniize thaat pprioorittiess annd cconccernns cchannge.Beingg seensiitivve tto aa boosss wworkk sttylee caan bbe ccrucciall, eespeeciaallyy whhen thee booss is neww. FFor exaamplle, a nnew preesiddentt whho wwas orgganiizedd annd fformmal in hiss appprooachh reeplaacedd a mann w

56、hho wwas infformmal andd inntuiitivve. Thee neew ppressideent worrkedd beest wheen hhe hhad wriitteen rrepoortss. HHe aalsoo prrefeerreed fformmal meeetinngs witth sset ageendaas.One oof hhis divvisiion mannageers reaalizzed thiis nneedd annd wworkked witth tthe neww prresiidennt tto iidenntiffy tth

57、e kinnds andd frrequuenccy oof iinfoormaatioon aand repportts tthatt thhe ppressideent wanntedd. TThiss maanagger alsso mmadee a poiint of senndinng bbackkgrooundd innforrmattionn annd bbrieef aagenndass ahheadd off tiime forr thheirr diiscuussiionss. HHe ffounnd tthatt wiith thiis ttypee off prrepa

58、arattionn thheirr meeetiingss weere verry uusefful. Annothher inttereestiing ressultt waas, he fouund thaat wwithh addequuatee prrepaarattionn hiis nnew bosss wwas eveen mmoree efffecctivve aat bbraiinsttormmingg prrobllemss thhan hiss moore infformmal andd inntuiitivve ppreddeceessoor hhad beeen.In

59、 coontrrastt, aanottherr diivissionn maanagger nevver fullly unddersstoood hhow thee neew bbossss worrk sstylle ddifffereed ffromm thhat of hiss prredeecesssorr. TTo tthe deggreee thhat he didd seensee itt, hhe eexpeerieenceed iit aas ttoo mucch cconttroll. AAs aa reesullt, he selldomm seent thee ne

60、ew ppressideent thee baackggrouund infformmatiion he neeededd, aand thee prresiidennt nneveer ffeltt fuullyy prrepaaredd foor mmeettinggs wwithh thhe mmanaagerr. IIn ffactt, tthe preesiddentt sppentt muuch of thee tiime wheen ttheyy meet ttryiing to gett innforrmattionn thhat he fellt hhe sshouuld h

61、avve hhad earrlieer. Thee booss expperiiencced theese meeetinngs as fruustrratiing andd inneffficiientt, aand thee suuborrdinnatee offtenn fooundd hiimseelf thrrownn offf gguarrd bby tthe queestiionss thhat thee prresiidennt aaskeed. Ulttimaatelly, thiis ddiviisioon mmanaagerr reesiggnedd.The ddifff

62、ereencee beetweeen thee twwo ddiviisioon mmanaagerrs jjustt deescrribeed wwas nott soo muuch onee off abbiliity or eveen aadapptabbiliity. Raatheer, onee off thhe mmen wass moore sennsittivee too hiis bbossss worrk sstylle aand to thee immpliicattionns oof hhis bosssss neeedss thhan thee ottherr waa

63、s.Underrstaandiing Youurseelf The bbosss iss onnly onee-haalf of thee reelattionnshiip. Youu arre tthe othher hallf, as welll aas tthe parrt ooverr whhichh yoou hhavee moore dirrectt coontrrol. Deevellopiing an efffecttivee woorkiing rellatiionsshipp reequiiress, tthenn, tthatt yoou kknoww yoour ownn neeedss, sstreengtths andd weeaknnessses, annd pperssonaal ssty