变成坏老板的5个好方法

    他补充说，命令与控制式管理文化的另外一种症状则表现在“年度绩效评估令员工大吃一惊的时候。本来这种事不应该发生，因为老板应该不断给员工提供指导与反馈。”按照他的经验，最有效的教练从来都是毫不留情的：“如果大家知道，你真诚地批评完全是为了他们的最大利益，他们应该都能够接受，不论你采取哪种方式。没有必要粉饰批评。”

    3. 功过不分，任人唯亲。鲍格兹尔斯基称：“许多我之前的老板会要求对个人的忠诚，对‘马屁精’会加奖赏，却不管绩效如何。而最优秀的老板则相信，员工主要的忠诚应该献给客户，他们会根据员工做过什么进行奖励，而不是你认识什么人。”

    而关于任期，他相信，长期只为一个人打工，就像命令与控制式的管理模式一样，早已经过时了。“除非你得到了许多升职机会，或者面临一系列全新的挑战，否则长时间待在一家公司，通常都不会有积极的效果。”他补充说，和在其他国家相比，这种观点在美国更容易被接受。“在Monster International，我们发现，要想让欧洲管理者相信，在这里工作几年不一定能得到升职，是非常困难的，因为他们习惯了一种截然不同的传统。”

    4. 偏信传闻，忽视分析。鲍格兹尔斯基说道：“我以前跟过的几位糟糕老板，会根据道听途说的信息制定决策，而不是实实在在的数据。考虑到当下可用信息的数量和传递速度，他们更不应该这样做。能力不足的管理者之所以喜欢小道消息，是因为他们总能找到一个人，告诉他们自己想听的话，而不是确凿的事实。”

    要注意下面的情况，他提醒谁：“比如老板在开会时，开场白就是‘如果相信这些数据……’或者‘我知道这些数据代表着什么，但每个人都认为……’对这个问题，我会这样回答：‘把每个人都请来，让我们看个究竟。’”他说，有一位史上最糟糕的老板，“听到一点传闻，称某款产品表现不好，虽然分析结果与传闻内容截然相反，但他还是根据那条孤立的传闻，做出了一项重大的产品决策。结果，他做出的改变让公司落入万劫不复的深渊。”

    5. 将管理视为一个项目或最终结果。鲍格兹尔斯基发现：“糟糕的老板会将人员管理视为结果，而不是过程。一年一次的绩效评估是结果，但真正的管理应该体现在日常工作当中。管理者应该不断寻找机会给员工提供反馈。”

    倾听也能有所帮助。鲍格兹尔斯基发现，许多优秀员工之所以开始寻找新工作，通常是因为“他们不确定未来在这家公司会有怎样的发展。如果管理者能创造一种环境，让员工感觉他们可以将自己所期望的条件提出来，比如国际经历等，优秀员工离开的可能性便会大幅降低。”

    鲍格兹尔斯基称，在自己提供咨询建议的科技初创公司，“我会建议公司高层尽可能经常指导下属，因为对员工来说，来自高层的指导就像是一件礼物。比如，如果管理者这样说：‘我之所以告诉你这个，是因为我在乎你的成功。’下属就会以最佳表现来回报公司。”他补充道，理想情况下，指导应该是双向的。作为一名经常面试新员工的CEO，“我喜欢那些会直言我做错了的人。我希望下属敢于直言，不怕告诉我坏消息。”（财富中文网）

    译者：刘进龙/汪皓

    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."

    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."

    As for tenure, a long stint with one employer is now just as outdated as command-and-control management, he believes.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."

    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."

    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."

    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."

    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."

    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."