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How to Deal With Bully Bosses-1 Do you have a bad manager? Someone who makes your life miserable all week by criticizing your every move? Experts offer their tips on handling bully and toxic bosses. By Bob Weinstein August 17, 2007 — CIO — Is your boss a tyrant of Machiavellian proportions? If it makes you feel better, you're not alone. According to a study by the Employment Law Alliance, almost half of all employees have been targeted by a bully boss. The study also revealed the following: 81 percent of bullies are managers. 50 percent of bullies are women and 50 percent are men. 84 percent of targets are women. 82 percent of targets ultimately lost their job. 95 percent of bullying is witnessed. Do you have a boss who is off the wall—we're talking certifiably nuts? If it's any consolation, take comfort in knowing that you have more company than you can imagine. The simple truth is that bully or tyrant bosses can be found in abundance. Unfortunately, the majority can't legally be institutionalized. Many should not be bosses. Tyrannical behavior comes in all forms. There are bosses who are mind-controlling abusers, manic-depressive and psychotic. There are obnoxious bully bosses who rule by intimidation, insist on getting their way and fly off the handle easily. They treat subordinates like children and seldom ask for anyone's input. There are also predator bosses, a term that is explained in management consultant Harvey Hornstein's book, Brutal Bosses and Their Prey (Penguin Putnam), in which he defines two species of tyrannical bosses: "The Conqueror" and "The Manipulator." Conqueror bosses prey on employees' weaknesses. They find great thrills in treating the workplace like a battlefield. Once they sense an employee's soft spot, they pounce on it. The unsuspecting victim doesn't stand a chance. Manipulator bosses are the smoothest of bullies. They fear becoming less valued if their underlings get any recognition for exemplary work. Manipulator bosses are backstabbers who'll go to frightening lengths to look good to their superiors. Related Link The Boss and You: A Survival Guide So what makes lunatic bosses act the way they do? Brian Stern, president of Shaker Consulting Group, a management consulting firm in Cleveland, contends that tyrannical behavior often stems from bosses not knowing what they're doing. A false assumption is thinking that bosses actually know how to manage people. Mention the word "boss" and we immediately think that the person has some special abilities or training. There are rules and training programs for almost every conceivable job, from sanitation engineer to nuclear physicist, but no set curriculum teaches you how to be a boss. An obvious way to compensate for a lack of skills is to be tough and unyielding. You stand a better chance of being left alone and unquestioned this way. Yet training alone won't turn a crazy boss into a sane manager. Whatever category your crazy boss fits into, the big question is whether you can work with him or her. Tyrannical bosses come in one of two packages. "The first is the hard-nosed, tough, demanding perfectionist," says Stern. "They can be difficult to work with, but they will listen to reason because they're all about doing the best job they can. They also know that talented people make things happen. But they can drive you nuts trying to achieve goals." The second type, however, is even more difficult to work with, says Stern. "They are unyielding control freaks and have a total disregard for the facts. They demand that things be done their way." How to handle an off-the-wall boss If you feel compelled to improve your situation so that you can at least coexist with your crazy boss, Stern suggests tactfully talking to the tyrant. Take extreme care, and use diplomacy when broaching the subject, he advises. "Don't take an accusatory tone," he says. "Instead, put the burden on yourself. Begin by outlining the problem, and suggest ways you and your boss can work together." A safer strategy is to lie low and stay out of the way of the tyrant boss. Do your job well, and avoid confrontations at all costs. Only you can decide what will be the best solution, Stern adds. Whatever you do, remember that no job is worth enduring constant misery five days a week—not to mention obsessing about pending torture come Monday. "I'm not going to take it any longer!" Yet Robert Mueller, labor attorney and author of Bullying Bosses: A Survivor's Guide (bullyingbosses.com), says you don't have to take a bully boss's constant abuse—and he doesn't endorse copping out by finding another job. Mueller contends that all victims of workplace bullying can become what he calls "workplace warriors" and use self-defense strategies that can restore power, dignity and options to the bullied employee. The more you know about your despotic boss, the better you'll be able to handle him. There are many types of bully bosses. Mueller has identified seven types. Any of the following strike a responsive chord? Subtle bullies: They torment their targets with quiet but piercing techniques. Abusive bullies: These bosses hound a target employee without mercy. Crude bullies: These people throw their weight around loudly and physically. Raging bullies: These people intimidate everyone in the vicinity with their out-of-control anger. Echo bullies: Not normally abusive, they mimic bullying behavior with their subordinates. Ghost bullies: These bosses guide, mentor and supervise lower-level bosses in bullying techniques and tactics. Satellite bullies: These are people of stature who undermine the target by contributing to someone else's bullying. Preparing for battle Before you march into battle, Mueller offers some observations about bully bosses: Personal confrontations with bullies are almost never productive. Management-team members interpret any confrontation an employee might have with a boss as also being a confrontation with them, and without well-documented proof of a pattern of behavior, they will likely view the employee as the problem. If bullies notice you're ducking them, they will not see this as sensible avoidance, but as cowering behavior. Don't be afraid to make eye contact with your bully boss. Don't mistakenly think you can defuse a bully by getting personal and showing your human side. Bullies not only don't appreciate the personal side of others, they don't tolerate it. Details of your personal, spiritual or emotional life are weapons in your antagonist's hands. Don't try and enlist the help of your HR department. HR can be the chilliest place any employee can visit, and also one of the most dangerous. HR's allegiance is to the employer—and its goal is protecting the employer from legal claims. Approach rarely, with caution, and only when fully prepared. Ready to go one-on-one with your tyrant boss? Mueller offers 10 strategies: 1. Approach your bullying problem like a work project. Be methodical in how you behave, perform, document and strategize. Take notes after an incident. Try to stay unemotional. Even though he or she is trying to make you think the opposite, it is the bully who has a serious personal and professional problem, not you. 2. Be a workplace warrior. Even if you plan to put out feelers for other jobs, dedicate yourself to vanquishing your abuser, not being a victim. 3. Sweat the small stuff. Document even the smallest incidents, which often become the most important, illustrating a pattern of bullying that might not otherwise be apparent. Teasing counts. Sarcasm counts. Ignoring you or criticizing you counts. A very public glare or silent treatment counts. 4. Don't let yourself get isolated. Every day, pick out someone you haven't talked to for a while. Have a brief but focused conversation. Bullies work hard to alienate targets from their coworkers. Don't let that happen to you. Related Link The Boss and You: A Survival Guide 5. Display self-esteem and broadcast a positive attitude. Pay attention to how your appearance—such as hair and clothes—is perceived by others. Make your personal space an oasis of calm and taste. 6. Try to stay in safe spots. Your abuser is less likely to attack when you are around other supervisors, known allies, particularly upright employees, and customers or other outsiders of importance to the employer. Make a list of those people and places. 7. During a bullying situation, excuse yourself. Don't beat a hasty retreat, and don't leave the building; tell your abuser that you're late for an appointment with HR, for example. Or casually excuse yourself to use the restroom. Never enter the restroom if you are being pursued by a bully. 8. During an attack, try distracting your abuser. Pick up something physical—as long at it's not a threatening item—such as a critical file that needs the bully's attention or a note with an important phone number that needs to be called. Sometimes a simple distraction is enough to get him or her to stop. 9. Protect your personal information. Tell bullies as little as possible about your life, family, friends, hobbies, interests, religion and so on. Information about you gives them power. 10. Hold your cards close to the vest. As you're building a case against a bully boss, the less you talk about your story to others at work, the better. Controlling what you say, when you say it and to whom needs to be part of your overall, well-organized strategy. My boss is not a bully, he's toxic! Another variation of the tyrant or bully boss is the toxic boss, a term that has been around for a number of years. For those saddled with toxic bosses, there is actually a website called toxicboss.com and even a book about them, The Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians and How We Can Survive Them (Oxford) by Jean Lipman-Blumen. Toxic bosses are everywhere, according to Lipman-Blumen. Many are accomplished and extremely successful. Some are working for or running well-known companies. Others are geniuses who created breakthrough technology. On your first meeting, they can be well-poised and ingratiating, and can seem like they'd make great bosses, but that changes quickly once you start working for them. What you thought would be a dream job turns into a nightmare. "Toxic leadership seems to be an equal-opportunity career path," she observes. Even though we're supposedly smarter and more psychologically tuned in than we were a few decades ago, "we continue to tolerate—even prefer and sometimes seek out—toxic leaders who degrade our lives and diminish our happiness." Toxic leaders are everywhere, and they're not going away. "We see them in every arena: business, politics, religion, education, athletics," says Lipman-Blumen. Technology industries are rife with toxic managers, especially brilliant, warped geeks responsible for creating breakthrough technology. Identifying toxic bosses Unfortunately, toxic bosses are hard to spot before you're hired. The reason is that many have Jekyll-and-Hyde personalities, says Lipman-Blumen. But if a sixth sense tells you that all is not kosher with this person, or that he is too good to be true or is unconsciously gnashing his teeth, do some homework and speak to employees or former employees. Unfortunately, few of us are going to act on our instincts. What can you expect from toxic bosses once you're unlucky enough to be working for them? Ready? Lipman-Blumen lists common destructive behaviors: Leaving employees worse off than they found them by undermining, demeaning and terrorizing them. Consciously feeding their employees illusions that enhance the leader's power and impair the employee's capacity to act independently. Playing to the basest fears and needs of the employees. Stifling constructive criticism and teaching supporters—sometimes by threats and authoritarianism—to comply with, rather than question, the leader's judgment and actions. Failing to nurture other leaders, including their own successors. Maliciously setting constituents against one another. Identifying scapegoats and inciting others to castigate them. Ignoring or promoting incompetence, cronyism and corruption. Can anything be done? You're playing with fire if you intend to fly solo and confront your lunatic boss. "Forget heroics," she says. If you feel compelled to right the situation, Lipman-Blumen advises putting together a coalition. There is strength in numbers—or at least, you hope so. "There are probably many others who share your concerns, but feel as lonely and isolated as you do," adds Lipman-Blumen. "Get them together and plan your strategy." But even then, she cautions that you're walking a precarious line. Trying to straighten out a crazy boss is like trying to soothe a starving cheetah that's about to consume you for dinner. But if you've got guts and a sense of adventure, why not have it out with him? You'll certainly feel better about yourself —and you may be surprised by the results. 如何對(duì)付惡霸老板 你有一個(gè)差勁的老板嗎？有個(gè)人對(duì)你的任何舉動(dòng)都指手畫(huà)腳，讓你這個(gè)星期的日子都痛苦不堪？專家提供了建議，該如何對(duì)付這些惡霸式的毒老板。 作者：Bob Weinstein 你的老板是不是個(gè)有馬基雅弗利（Machiavellian)基因的暴君？如果能讓你感覺(jué)好過(guò)點(diǎn)，要知道你并不是唯一的人。根據(jù)雇員法律聯(lián)合會(huì)的研究，幾乎有一半的員工成為惡霸老板的刀下魚(yú)肉。 這個(gè)研究還有如下發(fā)現(xiàn)： - 81%的惡霸是經(jīng)理級(jí)人物； - 50%的惡霸是女性，50%的惡霸是男性； - 84%的惡霸目標(biāo)是女性； - 82%的惡霸目標(biāo)最終失去了他們的工作； - 95%的惡霸行動(dòng)都有目擊者； 你真有這么一個(gè)老板？我們所說(shuō)的可是貨真價(jià)實(shí)的瘋子。如果知道你有難兄難弟算是點(diǎn)安慰的話，你的同伴比你想象的要多。最簡(jiǎn)單的事實(shí)是，惡霸或者暴君是大把的。不幸的是，他們中的大多數(shù)不能在法律上被制度化。很多人本不應(yīng)作老板。 暴君式的行為有各種形式。有的老板是過(guò)分的用意志控制別人，很躁郁很神經(jīng)。有的令人厭惡的老板用恐嚇來(lái)管理，堅(jiān)持自己的方式，容易失控。他們把下屬當(dāng)作兒童來(lái)對(duì)待，很少問(wèn)別人的意見(jiàn)。他們也是獵食者，管理咨詢?nèi)薍arvey Hornstein的書(shū)－無(wú)情的老板和他們的獵物，是用這么個(gè)詞來(lái)解釋的。書(shū)中定義了兩類(lèi)暴君老板：“征服者”和“控制者”。 征服者狩獵員工的弱點(diǎn)。他們將職場(chǎng)視為戰(zhàn)場(chǎng)，為此激動(dòng)不已。他們嗅到員工的軟肋，就會(huì)重拳出擊。這些毫無(wú)防備的犧牲者，一點(diǎn)機(jī)會(huì)都沒(méi)有。 控制者是惡霸中最圓滑的。他們害怕下屬的出色工作得到認(rèn)可，自己就會(huì)貶值?？刂普呤潜澈笸钡蹲拥?，他們?yōu)榱俗约涸谏霞?jí)面前好看，不惜狠狠給人來(lái)上一刀。 相關(guān)鏈接：老板和你：生存守則The Boss and You: A Survival Guide 那么是什么讓瘋狂的老板這么擰把？Brian Stern,克里夫蘭的一間管理咨詢公司－世客咨詢集團(tuán)的總裁，解釋說(shuō)，暴君式的行為通常源自不知道自己在干些什么的老板。有個(gè)假設(shè)是錯(cuò)誤的：老板通常是知道如何管理人的。提到“老板”這個(gè)詞，我們立刻想到一些特殊的能力或者培訓(xùn)。幾乎每個(gè)能想得到的職位，從環(huán)衛(wèi)工程師到核物理學(xué)家，都有一定的規(guī)則和培訓(xùn)課程，但是，卻沒(méi)有特定的課程，教你如何成為一個(gè)老板。為了彌補(bǔ)這個(gè)技能，最明顯的路子就是裝強(qiáng)硬，不干活。這樣，你不被人煩和不被人疑問(wèn)的機(jī)會(huì)，就大大增加了。 但是，光培訓(xùn)也不會(huì)讓一個(gè)瘋狂老板變成一個(gè)圣潔的管理者。不論你的老板是哪一型的，最大的問(wèn)題是你能否與他/她共事。 暴君老板有兩類(lèi)?！暗谝活?lèi)是死硬，強(qiáng)硬，要求完美主義”，Stern說(shuō)，“很難與他們共事，但他們?cè)敢饴?tīng)取事情前因后果，因?yàn)橐龅阶詈?。他們也知道有才華的人能成事。但是他們?yōu)榱诉_(dá)到目標(biāo)也能讓你抓狂“ 但是第二類(lèi)，更加難以共事。Stern說(shuō)“他們的毫無(wú)實(shí)效的控制令人害怕，而且毫不顧及事實(shí)如何。他們要求事情就按照他們的方式去做。“ 如何對(duì)付離譜的老板 如果你覺(jué)得非得提升你的境遇不可，才能和你的瘋狂老板共處,Stern建議有技巧的和暴君談這個(gè)問(wèn)題。Stern建議，當(dāng)處理這個(gè)話題時(shí)，要非常非常小心，而且要用點(diǎn)外交手腕?！皠e用責(zé)難的口吻”，他說(shuō)。“反之，要把責(zé)任攬?jiān)谀阕约荷砩稀ｉ_(kāi)頭，列出問(wèn)題，然后建議你和你老板能一起工作的方法?！?br> 有一個(gè)安全的策略是低姿態(tài)，離暴君老板遠(yuǎn)點(diǎn)。把你的工作做好，不惜任何代價(jià)避免正面沖突。 只有你能決定最好的解決方式是什么，Stern說(shuō)。無(wú)論你做什么，記住沒(méi)有工作值得忍受一個(gè)星期五天的持續(xù)的痛苦-更不用說(shuō)每星期一懸在頭頂?shù)恼勰チ恕?br> " 我受夠了！“ Rober Mueller,勞工律師，惡霸老板：生存守則（bullyingbosses.com)的作者，卻說(shuō)，你不一定要忍受惡霸老板持續(xù)的虐待-而且他也不贊同用尋找另一份工作的方式退出。 Mueller的爭(zhēng)論是，所有的職場(chǎng)惡霸的受害者，可以成為他說(shuō)的“職場(chǎng)戰(zhàn)士”，利用自衛(wèi)的策略，重建被虐員工的力量，自尊和選擇權(quán)。 有許多類(lèi)型的惡霸老板。Mueller定義了七種。下面的任何一種是否都有一定的特色？ 1 .暗壞惡霸：他們用很安靜，但是刺得很深的方式折磨目標(biāo)； 2. 濫權(quán)惡霸：他們毫無(wú)憐憫的追逐目標(biāo)雇員； 3 原始惡霸：這些人用自己的肉身噸位重砸； 4 狂怒惡霸：這些人用自己失控的憤怒把周?chē)娜藝樀脡騿埽?br> 5 回音惡魔：不是一般的欺負(fù)人，他們和下屬一起作惡； 6 幽靈惡魔：這些老板指導(dǎo)，控制，監(jiān)管低級(jí)別老板的惡霸技術(shù)和技巧； 7 衛(wèi)星惡魔：這些人把獵物貢獻(xiàn)給別人去虐； 準(zhǔn)備好戰(zhàn)斗 在你開(kāi)戰(zhàn)前, Mueller有些關(guān)于惡霸老板的觀察新得： 和惡霸的私人間的對(duì)峙基本沒(méi)什么作用； 管理層把任何雇員可能和老板的對(duì)峙，都視作和他們管理層的對(duì)峙，沒(méi)有很完備的文件證據(jù)，管理層很有可能認(rèn)為員工有問(wèn)題。 如果惡霸注意到你躲著他們，他們不會(huì)把這當(dāng)作明哲保身，而是當(dāng)作一種懦弱的行為； 別害怕和你的惡霸老板又目光接觸； 別錯(cuò)誤的認(rèn)為你能通過(guò)私交，表現(xiàn)人性化的一面，就能讓你的惡霸老板熄火。惡霸不僅不會(huì)欣賞別人人情味的一面，他們還不能容忍這些。你個(gè)人的精神生活和情感生活，會(huì)成為你對(duì)手手中的武器。 別試圖把人事部門(mén)放在你的幫助隊(duì)伍中。HR是任何雇員所去到的最冰冷的，也是最危險(xiǎn)的地方。HR的同盟是雇主-它的目標(biāo)是保護(hù)雇主免于法律訴訟。盡量別去，要去的話小心，而且要準(zhǔn)備充分。 準(zhǔn)備好和你的暴君老板一對(duì)一了嗎？ Muelller有10條計(jì)策： 1 像對(duì)待工作項(xiàng)目一樣對(duì)待你的惡霸老板問(wèn)題。怎么行動(dòng)，怎么表現(xiàn)，如何存檔相關(guān)文件和制定戰(zhàn)略，都得有方法。出事情以后紀(jì)錄筆記。試著保持冷靜。即使他/她試圖讓你向相反的方向思考，是惡霸有嚴(yán)重的個(gè)人和職業(yè)問(wèn)題，不是你。 2 成為職場(chǎng)戰(zhàn)士。即使你計(jì)劃另覓高就，也要全力降服你的對(duì)手，不要成為一個(gè)犧牲品。 3 在小事情上花些心思。再小的事件也要成文存檔，它們經(jīng)常是最重要的證據(jù)，表明欺負(fù)雇員是惡霸老板的一種經(jīng)常性行為，不然就很難明顯的說(shuō)明這個(gè)問(wèn)題。取笑你算，諷刺你算，忽視你或者批評(píng)你算，非常公開(kāi)的給你臉色或者不搭理你也算數(shù)。 4 別讓自己孤立。每天，選個(gè)你好久沒(méi)交談過(guò)的人，找個(gè)主題簡(jiǎn)單聊聊。惡霸可是很努力的要讓目標(biāo)成為同事中的異形。別讓這樣的事情發(fā)生在你身上。 5 展現(xiàn)自尊，傳播正面的態(tài)度。注意下你的外表，別人是怎么看你的-你的頭發(fā)，你的衣服。讓你的個(gè)人空間成為寧?kù)o和品位的綠洲。 6 試著呆在安全地帶。當(dāng)你在其他上級(jí)，伙伴，特別正直的雇員，顧客，或者其他對(duì)老板重要的外人旁邊的時(shí)候，惡霸發(fā)起攻擊的可能性就小點(diǎn)。 7 在被欺負(fù)的情況下，找借口離開(kāi)。別匆忙撤退，也別離開(kāi)辦公樓；告訴你的惡霸，你有約會(huì)，比如，和HR的約會(huì)，要晚了?；蛘?，輕松的借口要用洗手間離開(kāi)。如果惡霸追殺你，千萬(wàn)別進(jìn)洗手間。 8 在老板的進(jìn)攻中，試著分散他的注意力。找點(diǎn)什么東西-只要不是有威脅性的物件-比如需要老板留意的重要文件，或者有個(gè)需要回的電話號(hào)碼的便箋。有時(shí)，簡(jiǎn)單的分散注意力足夠讓他/她停止。 9 保護(hù)你個(gè)人的信息。盡量少的告訴惡霸你的生活，家庭，朋友，嗜好，興趣，宗教等等。你的信息會(huì)賦予他們力量。 10 收好你的牌。因?yàn)槟阍诮⒁粋€(gè)對(duì)付惡霸老板的案子，越少和工作中的其他人談你的事，越好?？刂颇阏f(shuō)的內(nèi)容，何時(shí)說(shuō)，說(shuō)給誰(shuí)，是你整體的策略。 我的老板不是個(gè)惡霸，他是有毒的！ 暴君或者惡霸老板的另一個(gè)變種是毒老板，這個(gè)說(shuō)法已經(jīng)有些年頭了。對(duì)于那些陷于毒老板的人，真有個(gè)叫toxicboss.com的網(wǎng)站，甚至還有本Jean Lipman-Blumen出的書(shū)-毒物老板的誘惑：為什么我們會(huì)跟隨有破壞力的老板和腐敗的政治家，以及我們?nèi)绾紊妫ㄅ＝颍?。Lipman-Bluman說(shuō)，毒物老板到處都有。很多頗有成就，非常成功。其中一些為受雇或者運(yùn)營(yíng)非常有名的公司。另外的人非常有天分，創(chuàng)造出突破性的新技術(shù)。在你們的第一次會(huì)面時(shí)，他們風(fēng)采翩翩，令人愉悅，也看上去會(huì)是個(gè)不錯(cuò)的老板，但是，一旦你為他們開(kāi)始工作，事情就變了。你以為的夢(mèng)幻工作變成一場(chǎng)噩夢(mèng)。 “毒性領(lǐng)導(dǎo)看起來(lái)是職業(yè)發(fā)展的平等機(jī)會(huì)，”她觀察到。雖然我們應(yīng)該比幾十年前更聰明，心理更成熟，“但我們還是繼續(xù)在忍受-甚至愿意忍受，有時(shí)會(huì)出去找有毒的老板，他們降低我們的生活層次，消減我們的幸?！?br> 毒性領(lǐng)導(dǎo)到處都是，而且他們不會(huì)走開(kāi)。“我們每個(gè)地方都能看見(jiàn)他們：商業(yè)，政治，宗教，教育，運(yùn)動(dòng)”Lipman-blumen說(shuō)。 技術(shù)行業(yè)盛行毒性的經(jīng)理，特別是負(fù)責(zé)技術(shù)突破的聰明的極客。 識(shí)別毒性老板 不幸的是，在你受雇前，毒性老板是很難識(shí)別的。Lipman-Blumen說(shuō)，因?yàn)樗麄冎械暮芏嗳擞蠮ekyll-and-Hyde人格。但是，如果第六感告訴你，這個(gè)人太過(guò)慷慨，或者他好得不像真的，或者他無(wú)意表現(xiàn)出了猙獰，作些功課，和公司的雇員或者以前的雇員談?wù)?。不幸的是，很少有人能按照直覺(jué)行事。 如果一旦你不幸和毒性老板共事，他們會(huì)怎樣？ 準(zhǔn)備好了嗎？ Lipman-Bluman列出了一些共通的破壞性的行為： 通過(guò)破壞，貶損和恐嚇員工，讓員工的處境更糟糕； 有意的灌輸員工幻覺(jué)，有利于加強(qiáng)領(lǐng)導(dǎo)者的力量而貶損員工獨(dú)立行動(dòng)的能力； 玩弄員工基本的恐懼感和需要； 扼殺有建設(shè)性的批評(píng)意見(jiàn)，扼殺有教導(dǎo)能力的支持者-有時(shí)通過(guò)威脅和權(quán)威-來(lái)讓人服從，而不是質(zhì)疑領(lǐng)導(dǎo)者的判斷和行動(dòng)。 培育其他領(lǐng)導(dǎo)很失敗，甚至自己的繼位者； 惡意的制定條例，對(duì)抗其他人； 指定替罪羔羊，煽動(dòng)其他人鞭撻他們。 忽視或者鼓勵(lì)能力不夠者，任人唯親和腐??； 還有什么事能做嗎？如果你試圖單挑，和你的瘋狂老板對(duì)峙，你就是在玩火。“忘記英雄主義吧”，她說(shuō)。如果你覺(jué)得非要扭轉(zhuǎn)形勢(shì)，Lipman-blumen建議找到同盟。數(shù)量是力量-至少你希望如此。 “也許還有很多其他人也有你的憂慮，但是他們和你一樣，覺(jué)得孤獨(dú)和被隔絕” Lipman-Blumen補(bǔ)充到?！奥?lián)合他們，計(jì)劃戰(zhàn)略”。 即使如此，她也顧慮你走在一條岌岌可危的路上。 糾正一個(gè)瘋狂的老板，猶如撫慰一頭正準(zhǔn)備把你當(dāng)晚餐的饑餓獵豹。但是如果你夠膽冒險(xiǎn)，為什么不放手和他一博？當(dāng)然，你會(huì)感覺(jué)自我感覺(jué)更好些-而且結(jié)果也會(huì)讓你吃驚的。 http://article./bilingual/5284 |
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