职场五大终极难题的沟通技巧

    如果上司对你担心的问题不屑一顾（“我们一直这么干”），甚至对你表示不满（说声再见，然后起身离开），那就把你发现的问题报告给更高层的管理者。

    格雷尼说：“在这种情况下，找你老板的老板是恰当的做法。不过，这会让你显得不服从直接上司的指挥，所以建议你们三个人面对面地谈一谈。”

    如果问题似乎一直牵连到公司最高层，那该怎么办？这种情况下，你最好另谋高就。

“我没有得到完成工作所需要的支持”

    面对过时的设备、陈旧的软件、缺乏条理的文件和不切实际的截止期限，或者一直缺乏技术熟练的支持性人员，高效地开展工作就会变得难得多。而且你可能会觉得老板不支持你，或者说完全不了解你的工作。

    但格雷尼认为，就算已经忍无可忍，也不要贸然闯进老板的办公室。相反，要安排一次会面。还要记住的一点是，几乎可以肯定，老板本已上并不打算让你陷入这种糟糕的境地。

    格雷尼建议：“要以疑问的态度开始这场对话，而不是愤怒。”这样老板就不至于对你置之不理。还要避免责难，妄下断言，也不要逞口舌之快。

    他说，相反，要冷静地说明你所需要的支持和你得到的支持之间有什么样的差距。

    格雷尼指出：“解释一下你感到担心的原因，要把重点放在你们共同的目标上。接下来，主动交流。你的老板可能从另一个角度来看待这个问题。如果你对别人的观点持开放态度，他们也会更容易接受你的观点。”

“你的策略很可笑”

    你是否有过这样的想法：“要是由我来负责，我们就会朝着截然不同的方向努力……”当然，最安全的做法是把这种想法完全留在心里。

    但格雷尼指出，如果你的公司文化鼓励通过辩论达成共识，以尊重的态度提出不同意见会带来回报。但一定要让别人明白，你这样做是出于善意。

    他说：“要充分表明，你提出的不同观点可能有用，而绝不是要挖老板的墙角。”

    格雷尼认为，怎么说比说什么更重要。所以态度要温和，还要问许多问题。用事实来说明你为什么认为某项计划不会奏效，而且要向老板表明，你的目的是帮助整个团队取得成功。

    他指出，得体地就现状提出不同意见能体现出你的关切之情。这样，“你的开诚布公就可能让老板的态度变得更加坦诚。”希望是这样。（财富中文网）

    译者：Charlie  

    If your boss pooh-poohs your worries ("This is how we've always done it"), or even retaliates against you (goodbye, raise), take your concerns upstairs.

    "At that point, it's appropriate to approach your boss's boss," Grenny says. "But, so you don't seem to be going behind your boss's back, suggest that the three of you meet together."

    What if the rot seems to go all the way up the organization chart? In that case, start looking for a new job.

'I'm not getting what I need to do the job'

    If you're coping with outdated equipment, vintage software, pointless paperwork, unrealistic deadlines, or a perennial shortage of skilled support staff, it's much harder to work efficiently. And you may blame your boss for being unsupportive or just clueless.

    Don't charge into your boss's office when you're completely fed up with the situation, though, says Grenny. Instead, schedule a meeting, and keep in mind that your boss is almost certainly not trying to make you miserable.

    "Start the conversation with curiosity rather than anger," Grenny suggests. So the boss isn't tempted to tune you out, avoid accusatory, judgmental, or inflammatory language.

    Instead, calmly describe the gap between the support you need and the support you're getting, Grenny advises.

    "Explain why you're concerned, with emphasis on your common goals," he says. "Next, invite dialogue. Your boss may see the problem differently. If you're open to others' points of view, they'll be more open to yours."

'Your strategy is ridiculous'

    Ever think, "If I were in charge around here, we'd go in a whole different direction..."? The safest option, of course, is to keep that opinion entirely to yourself.

    But if your corporate culture encourages debate and consensus, respectfully disagreeing can pay off. Just make sure it's clear you have the best intentions for doing so, Grenny says.

    "You want to establish up front that, far from trying to undermine your boss, you're offering a different viewpoint that might help," he says.

    It's not so much what you say as how you say it, Grenny notes. So tread softly and ask lots of questions. Lay out facts supporting your view that a given plan won't work, then keep reassuring your boss that your goal is to help the whole team succeed.

    Tactfully taking issue with the status quo shows you care, Grenny points out, so "the result of your openness could be a greater openness on your boss's part as well." Here's hoping.