职场人士不能不会的11招御龙术

    5. 上级的权力。上级有权期望员工做到：

    • 相互接触时尊重对方，让对方有尊严

    • 定期并及时地汇报工作的最新进展

    • 向双方商定的业绩目标不断迈进

    • 愿意学习新技能，接受挑战，承担责任

    • 虚心接受反馈、意见和指导

    • 愿意成为团队中的一员，总是准备有所改进

    • 心里放得下公司大局，而不仅仅是各项任务

    • 把客户受到的影响放在第一位

    • 总是知道目标是什么，并且会问“我们实现目标了吗？”

    6. 积极沟通。“向上管理”的整个理念都依赖于有效的积极沟通。你们总是面临这样的选择：要么说出来，要么默默忍受。你们可能觉得，自己的上司“应该知道”你想要什么和需要什么，但这种想法可能不对。他们是人，不会读心术！大家都很忙，都在为许许多多的事情分神。因此，如果想让上司听到你们的声音，就要选择“说出来”，包括：

    - 出了问题，需要采取行动以及产生疑问时，要立即说出来

    - 通过恰当的途径，比如打电话，发电子邮件，面谈，写便条……只要管用就行

    - 具体、合理、简洁、坚决、礼貌

    积极沟通不是“拖延战术”。要说出来，要采取主动。

    7. 经常提供最新信息。“世界一直在变”，事态同样变化迅速。只要掌握了新的信息或者发现情况有变，就要立即进行沟通。把你的顾虑以及你认为可能出现的问题统统写下来，同时还要抄送给所有可能受到影响的人。“迅速共享信息”是高效团队的特性之一。要让你的观点成为解决方案的一部分。如果不是这样，别人就可能把你看成问题的一部分。经常提供最新信息是有效协作的关键。绝不要假设你了解的情况已经为别人所知，要反复进行沟通。

    8. 在采取措施方面提出明确要求。如果你发现需要的行动或者资源可能得经过上级批准，就按你的想法清晰而具体地说明需要什么。不要言辞含糊，也不要“拐弯抹角”，也不要干坐着，放任“如果他们不同意该怎么办”的想法困扰自己。遵循积极沟通的原则，书面提交自己的要求。不要指望自己提出的任何要求都会自然而然地得到批准。相反，要把提出要求看成是协商的第一步，同时把“双赢”作为协商的目标。要准备好做出让步，做到“礼尚往来”。如果上级没有同意你提出的要求，就要有风度地予以接受。在和上司争执方面要有所选择，并不是所有的问题都值得大惊小怪。记住，你有责任让自己的要求“既听得见又看得见”。

    9. 采取主动。上级不可能马上解决所有问题。不过，不能逐步得到解决的问题也很少。别人都在忙的时候，你需要及时采取行动，让他们知道“我在某个时间点之前需要得到回复，如果得不到回复，我就会按照这样的计划进行……”。如果没有得到回复，就要询问一下别人是否收到了你的信息。电子邮件经常会丢失或者被忽略。及时而主动地采取措施往往好于在工作任务层出不穷时“默默忍受”。要做出明确警示，然后为接受任务并在恰当的时候开展工作做好准备。

    10. 追踪结果并进行汇报。不管在什么时候完成了一项任务，都要告知相关各方“这项工作已经完成，结果是什么”。你不能假定他们会知道这些，而且在大多数情况下，你不说他们就不会知道。你要主动表示“这项任务已经按我们协商的结果完成了”，这样其他人就会清楚目前的状况，这一点至关重要。实际上，这是获得上级信任的最有效途径之一。他们会迅速回复你，让你追踪、汇报工作进展；他们还会认为你是一名能干的专业人士。

    5. Supervisor’s Bill of Rights. From my staff I have a right to expect:

    • Respect and dignity in each interaction

    • Regular, timely updates on the status of work

    • Continuous progress towards agreed performance goals

    • Willingness to learn new skills, take on challenges and responsibility

    • Openness to feedback, suggestions, guidance

    • Willingness to be a team-player, always ready to make a difference

    • Openness to the “big picture” of the business, not merely “tasks”

    • Placing clients’ outcomes as the number one priority

    • Always know the objectives and ask “are we getting there?”

    6. Communicate Proactively. The whole notion of “managing up” relies on using proactive communication effectively. You always have a choice: speak up, or suffer in silence. You may believe your supervisor “should know” what you want or need, but you would be mistaken. As humans, they cannot read minds! People are busy, distracted by a zillion things. So: if you want your voice to be heard its up to you to “speak up.” Speak up:

    - as soon as an issue emerges, action is needed, concerns arise

    - using suitable channels: phone, email, in person, Post-its…whatever works

    - specifically, rationally, concisely, persistently, respectfully

    Proactive communication is not a “waiting game.” Speak up, take the initiative.

    7. Use Frequent Updates. “The world changes” and situations evolve rapidly. Communicate new information and altered circumstances as soon as they emerge in your awareness. Flag any concerns you have, the expected impact, etc., in writing and copy all who may be affected. “Rapid Information Sharing” is one of the hallmarks of a high performing team. Make it a point to always be a part of the solution. If not, you may be perceived as part of the problem. Using frequent updates is essential for the effective coordination of action. Never assume others know what you know: over-communicate.

    8. Make Explicit Requests for Action. When you notice that action or resources are needed that might require approval from your supervisor, make clear, explicit requests for what you feel is required. Avoid vagueness or “beating around the bush” and don’t sit around agonizing about “what if they say no.” Make your request in writing, following the rules of Proactive Communication. Don’t expect an automatic “yes” for every request you make. Instead, view your request as the start of a negotiation, and aim to negotiate for “win-win.” Expect to compromise and to “give and take.” If the request is not approved, accept it gracefully. Choose your battles: not all are worth a fuss! Remember: you are responsible to make your requests “voiced and visible.”

    9. Take Initiative. Not every issue that arises can be instantly resolved by a supervisor. However it’s a rare issue that can’t be resolved over time. When others are busy and you need to take timely action, let them know that “I need a response by X time. If I don’t hear from you I will go ahead with the plan as follows…” If a response doesn’t come, always check to see if the other person received your message! Emails are frequently lost or over-looked. It is most often better to take timely initiative rather and move things ahead, rather than to “suffer in silence” while balls are dropping right and left. Give fair warning and then be prepared to grab the ball and run with it when appropriate.

    10. Track and Report Outcomes. Whenever you complete an action, always inform all concerned parties “this is completed, and this is the outcome that resulted.” You cannot assume that they will know, and in most cases they won’t until you let them know. It is vital that you proactively declare “this task is done as we agreed” so that others are aware of the status. This is in fact one of the most effective ways to gain the trust of your supervisor. They will quickly come to rely on you to track and report the status of work and see you as a competent professional.