Bad bosses contaminate the workplace. Some do so obliviously, while others smugly manipulate their employees, using them as instruments of their own success. Regardless of their methods, bad bosses cause irrevocable damage to their companies and employees by hindering performance and creating unnecessary stress. Multiple studies have found that working for a bad boss increases the chance of having a heart attack by as much as 50%.
渣老板污染了我們的工作環(huán)境。有些人明目張膽地利用雇員，其他的自以為是地操縱員工，將他們視為幫助自己獲得成功的工具。不管方式如何，壞老板們都因?yàn)樽璧K員工的表現(xiàn)和制造不必要的壓力而給公司和職員造成了不可挽回的傷害。多項(xiàng)研究發(fā)現(xiàn)，為一名壞老板工作會(huì)增加心臟病發(fā)作高達(dá)50％的機(jī)率。

Even more troubling is the number of bad bosses out there. Gallup research found that 60% of government workers are miserable because of bad bosses. In another study 69% of US workers compared bosses with too much power to toddlers with too much power. The comparisons don’t stop there. Significant percentages of US workers describe their bosses as follows:
Self-oriented (60%)
Stubborn (49%)?
Overly demanding (43%)
Impulsive (41%)
Interruptive (39%)
更令人不安的是壞老板存在的數(shù)量。蓋洛普民意測(cè)驗(yàn)中心的研究發(fā)現(xiàn)，60％的政府工作人員因?yàn)樯纤静缓枚嗖豢把?。在另一?xiàng)研究中，69％的美國(guó)工人將擁有太多權(quán)力的老板比作掌權(quán)過(guò)多的幼童。
比較并不止于此。大比例的美國(guó)員工將他們的老板描述如下：
以自我為中心（60％）
頑固不化（49％）
要求過(guò)高（43％）
沖動(dòng)（41％）
干擾性強(qiáng)（39％）
?
Most bosses aren’t surprised by these statistics. A DDI study found that 64% of managers admit that they need to work on their management skills. When asked where they should focus their efforts, managers overwhelmingly say, “Bringing in the numbers”; yet, they are most often fired for poor people skills.
大多數(shù)老板對(duì)這些統(tǒng)計(jì)數(shù)據(jù)并不驚訝。美國(guó)智睿咨詢有限公司研究發(fā)現(xiàn)，64％的經(jīng)理人承認(rèn)他們需要改善他們的管理技能。當(dāng)被問(wèn)及他們應(yīng)該把重點(diǎn)放在哪里時(shí)，壓倒性的回答是：“引進(jìn)人才”，但是，他們被解雇的原因通常為差勁的人際技能。
?
TalentSmart has conducted research with more than a million people, and we’ve found that 90% of top performers are skilled at managing their emotions in times of stress in order to remain calm and in control. One of their greatest gifts is the ability to neutralize toxic people—even those they report to. This is no easy task. It requires a great deal of emotional intelligence, a skill that top performers rely on.
TalentSmart對(duì)一百多萬(wàn)人進(jìn)行研究，發(fā)現(xiàn)90％表現(xiàn)最好的人在面對(duì)壓力時(shí)善于調(diào)節(jié)自己的情緒，能夠保持鎮(zhèn)定，控制自如。他們最大的天賦之一就是能夠化解這些“有毒”的人——甚至是那些自己需要報(bào)告的對(duì)象（老板）。這不是一件容易的事，它需要大量的情感智力，但卻是一項(xiàng)一個(gè)好的職場(chǎng)人能夠依賴的技能。
?
While the best option when you have a bad boss is to seek other employment, this isn’t always possible. Successful people know how to make the most of a bad situation. A bad boss doesn’t deter them because they understand that success is simply the product of how well you can play the hand you’ve been dealt. When that “hand” is a bad boss, successful people identify the type of bad boss they are working for and then use this information to neutralize their boss’ behavior. What follows are seven of the most common types of bad bosses and the strategies that successful people employ to work effectively with them.
當(dāng)你有一個(gè)壞老板時(shí)，最佳的選擇是尋找其他的工作，但這并不總是可能的。成功的人知道如何充分利用惡劣的情況。一個(gè)壞的老板并不會(huì)阻礙他們得發(fā)展，因?yàn)樗麄兠靼?，成功與否依仗于你如何利用好手頭的資源。當(dāng)這個(gè)資源是一個(gè)“渣”老板時(shí)，那些成功的職場(chǎng)人會(huì)先確定他們?yōu)橹ЯΦ睦习鍖儆谀姆N類型，然后利用這些信息來(lái)化解老板的行為。以下是七大最常見(jiàn)的“渣”老板類型，以及職場(chǎng)成功人士有效應(yīng)對(duì)他們的策略。
?
1. The Inappropriate Buddy
1.不適當(dāng)?shù)男值?/strong>

This is the boss who’s too friendly, and not in the fun, team-building sort of way. He is constantly inviting you to hang out outside of work and engages in unnecessary office gossip. He uses his influence to make friends at the expense of his work. He chooses favorites and creates divisions among employees, who become frustrated by the imbalance in attention and respect. He can’t make tough decisions involving employees or even fire those who need to be fired (unless he doesn’t like them). His office quickly becomes The Office.
這種類型的老板太過(guò)友好，但其友好卻不是在樂(lè)趣和團(tuán)隊(duì)建設(shè)方面。工作之余，他不斷邀請(qǐng)你到處閑逛，參與不必要的辦公室八卦。他犧牲自己的工作，用自己的影響力來(lái)交朋友。他會(huì)選擇自己最喜歡的員工來(lái)往，并在員工之間搞小團(tuán)體，讓這些被忽視的員工因?yàn)槿狈ψ鹬睾完P(guān)注帶來(lái)的失衡而感到沮喪。一旦決定中涉及雇員，他就很難做出決斷，甚至不敢開(kāi)除一些需要被開(kāi)除的員工（除非他不喜歡他們）。他的辦公室迅速成為像美國(guó)喜劇《辦公室》一樣的地方。
?
How to neutralize an inappropriate buddy: The most important thing to do with this type of boss is to learn to set firm boundaries. Don’t allow his position to intimidate you. By consciously and proactively establishing a boundary, you can take control of the situation. For example, you can remain friendly with your boss throughout the day but still not be afraid to say no to drinks after work. The difficult part here is maintaining consistency with your boundaries, even if your boss is persistent. By distancing yourself from his behaviors that you deem inappropriate, you will still be able to succeed and even have a healthy relationship with your boss.
如何與這樣一個(gè)不恰當(dāng)?shù)摹靶值堋毕嗵帲号c這種老板相處，最重要的是要學(xué)會(huì)設(shè)定嚴(yán)格的界限。不要被他的地位嚇到了。通過(guò)自覺(jué)積極地建立邊界，你可以更好地控制局面。比如，白天你可以與老板保持友好，但在下班后也不用害怕拒絕他喝酒的邀請(qǐng)。最困難的莫過(guò)于要堅(jiān)持你定下的原則，即使你的老板堅(jiān)持不懈地說(shuō)服你。將自己與你認(rèn)為老板不合適的行為分離開(kāi)來(lái)，你仍然可以成功，甚至可以與老板保持健康的關(guān)系。
?
It’s important you don’t put up unnecessary boundaries that stop you from being seen as friendly . Instead of trying to change the crowd-pleaser and force him to be something he’s not, having him see you as an ally will put you in a stronger position than you could have anticipated.
另一個(gè)重要的事是，不要設(shè)立一些不必要的界限，這會(huì)讓你看起來(lái)不友善。讓老板視你為盟友，而不是試圖改變想要取悅員工的老板，迫使他變成其他樣子，這樣或許會(huì)讓你到達(dá)一個(gè)比你預(yù)期的更占優(yōu)勢(shì)的位置。
?
2. The Micromanager
2.什么都管的老板

This is the boss who makes you feel as if you are under constant surveillance. She thought your handwriting could use improvement, so she waited until you left work at 7:00 p.m. to throw away your pencils and replace them with the .9 lead mechanical pencils that have the “proper grip.” She has even handed back your 20-page report because you used a binder clip instead of a staple. The micromanager pays too much attention to small details, and her constant hovering makes employees feel discouraged, frustrated, and even uncomfortable.
這種老板會(huì)讓你感覺(jué)你處于一種不斷被監(jiān)視的環(huán)境中。如果她認(rèn)為你的書(shū)寫(xiě)需要改善，她會(huì)等到你下午7點(diǎn)下班后，扔掉你的鉛筆，并換成她認(rèn)為有更合適的另一款鉛筆。她甚至?xí)诉€回一份20頁(yè)的報(bào)告，只因?yàn)槟闶褂玫氖情L(zhǎng)尾夾而沒(méi)有用訂書(shū)機(jī)訂上。這種什么都要插一手的老板高度關(guān)注細(xì)節(jié)，而且她的胡攪蠻纏經(jīng)常會(huì)讓員工受挫，感到沮喪甚至不舒服。
?
How to neutralize a micromanager: Successful people appeal to micromanagers by proving themselves to be flexible, competent, and disciplined while staying in constant communication. A micromanager is naturally drawn to the employee who produces work the way she envisions. The challenge with the micromanager is grasping the “envisioned way.” To do this, try asking specific questions about your project, check in frequently, and look for trends in the micromanager’s feedback.
如何和什么都要管的老板相處：成功的職員們會(huì)向這些老板證明自己是靈活的，有能力的和有紀(jì)律的，同時(shí)與他們不斷進(jìn)行溝通。一個(gè)事事操心的老板自然樂(lè)于接受一個(gè)能達(dá)到他們預(yù)期工作效果的員工。與這種類型的老板共事的挑戰(zhàn)是要揣摩出老板想要的結(jié)果。要做到這一點(diǎn)，可以嘗試詢問(wèn)一些有關(guān)項(xiàng)目的具體問(wèn)題，經(jīng)常報(bào)告反饋，并在老板的答復(fù)中找到老板期望的方向。
?
3. The Tyrant
3.暴君型老板

The tyrant resorts to Machiavellian tactics and constantly makes decisions that feed his ego. His primary concern is maintaining power, and he will coerce and intimidate others to do so. The tyrant thinks of his employees as a criminal gang aboard his ship. He classifies people in his mind and treats them accordingly: High achievers who challenge his thinking are treated as mutinous. Those who support their achievements with gestures of loyalty find themselves in the position of first mate. Those who perform poorly are stuck cleaning the latrines and swabbing the decks.
暴君型老板總是不擇手段，做出的決定也大多為了維護(hù)自己的自尊心。他最關(guān)心的是如何保持自己的權(quán)威，他會(huì)“脅迫”和“恐嚇”別人也這樣做。這種類型的老板認(rèn)為他的雇員就像是上了他的船的犯罪團(tuán)伙。他在心里將員工們分門(mén)別類，并相應(yīng)地區(qū)別對(duì)待：將那些挑戰(zhàn)自己的有能力的人視為反叛者。而那些以忠誠(chéng)的姿態(tài)來(lái)支持自己的成就的人，則會(huì)被推上像大副一樣的位置。那些表現(xiàn)不佳的人則有可能終身都被限于清洗廁所和擦拭甲板。
?
How to neutralize a tyrant: A painful but effective strategy with the tyrant is to present your ideas in a way that allows him to take partial credit. The tyrant can then maintain his ego without having to shut down your idea. Always be quick to give him some credit, even though he is unlikely to reciprocate, because this will inevitably put you on his good side. Also, to survive a tyrant, you must choose your battles wisely. If you practice self-awareness and manage your emotions, you can rationally choose which battles are worth fighting and which ones you should just let go. This way, you won’t find yourself on latrine duty.
如何和暴君型的老板相處：針對(duì)暴君型老板，一個(gè)費(fèi)心但有效的策略是以一種讓他獲得部分功勞的方式來(lái)呈現(xiàn)你的想法。這樣老板就可以既保持他的自尊心，又不至于打擊你的想法。盡管有時(shí)他不太可能做出回應(yīng)，但你要準(zhǔn)備好給他們些甜頭，因?yàn)檫@樣做總會(huì)讓你處于優(yōu)勢(shì)的一方。另外，為了要在這種老板身邊生存下來(lái)，你必須明智地選擇什么時(shí)候可以展開(kāi)攻勢(shì)。如果你能夠鍛煉自我意識(shí)和更好地管理情緒，那么你就可以理性地選擇哪些戰(zhàn)斗值得參與，而什么時(shí)候你又該選擇放棄。這樣，你總不會(huì)淪落到洗廁所的地步了。
?
4. The Incompetent
4.沒(méi)能力的老板

This boss was promoted hastily or hired haphazardly and holds a position that is beyond her capabilities. Most likely, she is not completely incompetent, but she has people who report to her that have been at the company a lot longer and have information and skills that she lacks.
這類型的老板應(yīng)該是被匆匆晉升或是偶然被放在一個(gè)超出自己能力的職位上。很可能她并不是完全沒(méi)有能力，只是給她做報(bào)告的人往往已經(jīng)在公司工作了很長(zhǎng)時(shí)間或是擁有她所缺乏的信息和技能。
?
How to neutralize an incompetent: If you find yourself frustrated with this type of boss, it is likely because you have experience that she lacks. It is important to swallow your pride and share your experience and knowledge, without rubbing it in her face. Share the information that this boss needs to grow into her role, and you’ll become her ally and confidant.
如何和缺乏能力的老板相處：如果你發(fā)現(xiàn)自己對(duì)這種類型的老板感到不滿，很有可能是因?yàn)槟銚碛兴狈Φ慕?jīng)驗(yàn)。咽下你的驕傲，和她分享你的經(jīng)驗(yàn)和知識(shí)，而不是駁她的面子，這可非常重要。與老板分享她在職場(chǎng)成長(zhǎng)中需要的信息和經(jīng)驗(yàn)，你將很可能成為她的盟友和知心朋友。
?
5. The Robot
5.機(jī)器人式的老板
?
In the mind of the robot, you are employee number 72 with a production yield of 84 percent and experience level 91. This boss makes decisions based on the numbers, and when he’s forced to reach a conclusion without the proper data, he self-destructs. He makes little or no effort to connect with his employees, and instead, looks solely to the numbers to decide who is invaluable and who needs to go.
在機(jī)器人老板的眼中，你是72號(hào)員工，生產(chǎn)率為84％，經(jīng)驗(yàn)值為91.這位老板根據(jù)數(shù)字做出決定，當(dāng)他被迫在沒(méi)有適當(dāng)數(shù)據(jù)的情況下得出結(jié)論時(shí)，他只能“自取滅亡”。他很少或幾乎不花工夫與他的員工聯(lián)系，而是僅僅依靠數(shù)字來(lái)決定誰(shuí)是無(wú)價(jià)的，而誰(shuí)又應(yīng)該被攆走。
?
How to neutralize a robot: To succeed with a robot, you need to speak his language. When you have an idea, make certain you have the data to back it up. The same goes with your performance—you need to know what he values and be able to show it to him if you want to prove your worth. Once you’ve accomplished this, you can begin trying to nudge him out of his antisocial comfort zone. The trick is to find ways to connect with him directly, without being pushy or rude.
如何與機(jī)器人式的老板相處：要在與機(jī)器人老板的相處中獲得成功，你需要用他的語(yǔ)言和他進(jìn)行交流。當(dāng)你有想法時(shí)，確保有數(shù)據(jù)來(lái)提供支持。你的表現(xiàn)也應(yīng)如此，如果你想證明自己的價(jià)值，你需要知道他看重什么，并能夠向他展示出這些東西。一旦你完成了這件事，你就可以開(kāi)始嘗試慢慢將他從他的反社會(huì)舒適區(qū)里擠出來(lái)。訣竅在于要找到與他直接聯(lián)系的方法，而不是以強(qiáng)求或粗魯?shù)姆绞健?/div>
?
Schedule face-to-face meetings and respond to some of his e-mails by knocking on his door. Forcing him to connect with you as a person, however so slightly, will make you more than a list of numbers and put a face to your name. Just because he’s all about the numbers, it doesn’t mean you can’t make yourself the exception. Do so in small doses, however, because he’s unlikely to respond well to the overbearing social type.
安排面對(duì)面的會(huì)議，或者到他的辦公室去回復(fù)一些他在電子郵件中提到的問(wèn)題。迫使他將你作為一個(gè)活生生的人進(jìn)行溝通，盡管只是這些小小的舉動(dòng)，也會(huì)讓你不再是一串?dāng)?shù)字，而是讓他將你的名字與你的臉聯(lián)系起來(lái)。盡管他關(guān)心的只有數(shù)字，但這并不意味著你不能讓自己成為例外。當(dāng)然得一點(diǎn)一點(diǎn)地來(lái)，因?yàn)樗芸赡軐?duì)這種霸道的社交模式束手無(wú)策。
?
6. The Visionary
6.愛(ài)幻想的老板

Her strength lies in her ideas and innovations. However, this entrepreneurial approach becomes dangerous when a plan or solution needs to be implemented, and she can’t bring herself to focus on the task at hand. When the time comes to execute her vision, she’s already off onto the next idea, and you’re left to figure things out on your own.
她的實(shí)力就在于她的創(chuàng)意和創(chuàng)新。然而，當(dāng)需要實(shí)施計(jì)劃或解決方案時(shí)，這種企業(yè)家的方式就變得十分危險(xiǎn)，她無(wú)法將自己專注于手頭的任務(wù)上。當(dāng)時(shí)間已經(jīng)到了需要執(zhí)行她構(gòu)想的圖景時(shí)，她又已經(jīng)跳躍到下一個(gè)想法了，而你只能自己去弄清楚一切。
?
How to neutralize a visionary: To best deal with this type, reverse her train of thought. She naturally takes a broad perspective, so be quick to funnel things down into something smaller and more practical. To do so, ask a lot of specific questions that force her to rationally approach the issue and to consider potential obstacles to executing her broad ideas. Don’t refute her ideas directly, or she will feel criticized; instead, focus her attention on what it will take to realistically implement her plan. Oftentimes, your questions will diffuse her plan, and when they don’t, they’ll get her to understand—and commit to—the effort it’s going to take on her part to help make it happen.
如何和一個(gè)愛(ài)幻想的老板相處：處理這種類型最好的方式是扭轉(zhuǎn)她的思路。她總是習(xí)慣宏觀地看待問(wèn)題，所以快速將大問(wèn)題細(xì)化成更小的，更實(shí)在的小問(wèn)題。你可以問(wèn)很多具體的問(wèn)題，迫使她理性地處理這個(gè)事情，并考慮在執(zhí)行她的偉大構(gòu)想時(shí)存在的潛在障礙。不要直接反駁她的想法，否則她會(huì)覺(jué)得自己受到了指摘；相反，將她的注意力轉(zhuǎn)移到在實(shí)際執(zhí)行她的計(jì)劃中需要付出什么樣的努力。通常，你的問(wèn)題會(huì)幫助她的計(jì)劃更具發(fā)散性，如果沒(méi)有的話，也會(huì)讓她明白實(shí)現(xiàn)這一目標(biāo)需要她共同的努力，同時(shí)這也催促著她做出相應(yīng)的承諾。
?
7. The Seagull
7.像海鷗似的老板

We’ve all been there—sitting in the shadow of a seagull manager who decided it was time to roll up his sleeves, swoop in, and squawk up a storm. Instead of taking the time to get the facts straight and work alongside the team to realize a viable solution, the seagull deposits steaming piles of formulaic advice and then abruptly takes off, leaving everyone else behind to clean up the mess. Seagulls interact with their employees only when there’s a fire to put out. Even then, they move in and out so hastily—and put so little thought into their approach—that they make bad situations worse by frustrating and alienating those who need them the most.
我們或許都經(jīng)歷過(guò)這樣的事——在一個(gè)海鷗經(jīng)理的陰影下干事，而他突然決定是時(shí)候卷起袖子，猛擊一陣風(fēng)暴。海鷗式的領(lǐng)導(dǎo)不會(huì)花時(shí)間去了解事實(shí)，也不會(huì)與團(tuán)隊(duì)一起合作想出一個(gè)可行的解決方案，他們只會(huì)堆積老套的建議，然后決定要突然起飛，留下其他人來(lái)收拾爛攤子。海鷗老板只有在十萬(wàn)火急的情況下才與員工溝通。即便如此，他們匆忙地進(jìn)進(jìn)出出，對(duì)自己的做法又總是沒(méi)什么頭緒，還讓那些最需要他們的人感到沮喪和被疏遠(yuǎn)，以至于讓本就糟糕的情況變得更糟了。
?
How to neutralize a seagull: A group approach works best with seagulls. If you can get the entire team to sit down with him and explain that his abrupt approach to solving problems makes it extremely difficult for everyone to perform at their best, this message is likely to be heard. If the entire group bands together and provides constructive, non-threatening feedback, the seagull will more often than not find a better way to work with his team. Have the group give him a little nudge, and things are bound to change for the better.
如何和海鷗似的老板相處：抱團(tuán)應(yīng)對(duì)的方式對(duì)這種老板最有效。如果你能讓整個(gè)團(tuán)隊(duì)坐下來(lái)和他進(jìn)行溝通，并解釋他解決問(wèn)題冒失的方式很難讓每個(gè)人傾盡才能，這樣的方式下他才能容易接受這個(gè)建議。如果整個(gè)團(tuán)體能聚集在一起，提供建設(shè)性的，而不具威脅性的反饋意見(jiàn)，海鷗型老板往往會(huì)找到更好的方式與他的團(tuán)隊(duì)合作相處。讓團(tuán)隊(duì)給他施加一點(diǎn)點(diǎn)壓力，事情一定會(huì)往好的方向發(fā)生改變。

(本文首發(fā)于滬江商務(wù)英語(yǔ)公眾號(hào)，掃碼關(guān)注，即可獲取更多商務(wù)英語(yǔ)資訊。轉(zhuǎn)載請(qǐng)“滬江商務(wù)英語(yǔ)”后臺(tái)聯(lián)系！)