想升职? 不妨和老板争一争!

When he presented the data to the CEO, the executive cast his research as fresh insights-and not the boss's bad call.
把这些数据展示给CEO时，他把自己的研究称为新的见解──而不是老板的错误判断。

'How come we didn't figure this out before?' the surprised chief asked, and later endorsed the lieutenant's plan for revamping the company's marketing appeals to small-business owners. In early 2012, the executive landed a more powerful post at a major packaged-goods concern.
“我们之前怎么没弄清楚这一点？”老板惊讶地问他，并很快批准了他的方案，内容是改进公司针对小企业主的营销诉求。

Tyco International Ltd. assesses managers' leadership behaviors twice annually, including whether they feel comfortable 'saying the emperor has no clothes' during meetings, says Laurie Siegel, its senior vice president of human resources. 'The only real career-ending move here is to not bring bad news forward.'
2012年年初，这位高管在一家大型包装商品公司获得了一个更有权力的职位。

That said, smart Tyco managers also know when and where to air those disagreements.
泰科国际有限公司（Tyco International Ltd.）主管人力资源的高级副总裁劳里•西格尔（Laurie Siegel）说，公司每年会对管理人员的领导行为进行两次评估，包括他们对在会议上“指出皇帝其实没穿衣服”是否感到自在，“这里唯一真正会终结职业生涯的举动是，不把坏消息说出来。”

Ms. Siegel says she and CEO Edward Breen often disagree on an employee's advancement potential. But she voices her objections to him one-on-one before alerting the full board. 'He's comfortable that I will challenge him' in front of fellow directors, so long as there are no surprises, she says. Mr. Breen couldn't be reached for comment.
不过，聪明的泰科经理们同样知道何时何地可以同上司争论。

Bosses and boards both prefer leaders with the gumption to articulate strong views, provided that dissenters are 'genuinely trying to advance the enterprise' rather than themselves during clashes with their supervisor, notes Douglas R. Conant, a retired chief executive of Campbell Soup Co. and a director of Avon Products Inc.
西格尔说她和CEO爱德华•布林恩（Edward Breen）时常会就某位雇员的晋升潜力产生分歧。但她会在董事会议之前先单独向CEO提出她的异议。她说，“只要不令他感到意外，他很乐于我在其他董事面前发表不同于他的意见。”笔者未能联系到布林恩对此发表评论。

Several years ago, an executive vice president of a cell-phone refurbishment firm rejected a department manager's request for an executive post because he doubted her claim that the promotion would benefit the business. 'She equated the proposed title with being able to tell people what to do,' recalls Susan Heathfield, a human-resources consultant in Williamston, Mich., who coached the EVP.
金宝汤公司（Campbell Soup Co.）退休CEO及雅芳公司（Avon Products Inc.）董事道格拉斯•R•科南特（Douglas R. Conant）说，老板和董事会都偏爱有勇气发表强硬观点的领导人，只要这些与上司争论的反对者是“真诚地试图促进企业发展”，而不是为了个人晋升。

The middle manager's authoritarian style 'was seriously at odds with a company that was striving to empower people,' and made her employees feel she only cared about herself, Ms. Heathfield adds. The woman repeated her request for weeks. UNPRomoted, she quit months later.
几年前，一家手机翻修企业的执行副总裁拒绝了一个部门经理升任高管岗位的要求，因为他对她声称这次提拔会对生意有好处的说法表示怀疑。为该副总裁提供咨询服务的密歇根州威廉斯顿（Williamston）的人力资源顾问苏珊•希斯菲尔德（Susan Heathfield）回忆说，“这位部门经理把这个晋升机会等同于让她有权力告诉人们该做什么。”

At other times, patient persistence is key for winning an argument with the boss as Barrett Stephens discovered. He's second-in-command at RSR Partners, the mid-sized search firm that Mr. Reynolds started in 1993 after leaving Russell Reynolds Associates Inc.
希斯菲尔德补充说，这家公司正力求将权力下放，而这位中层经理的专权风格严重背离了这一点，并且使她的下属感到她只会为自己着想。这位女经理重复申请了好几周。几个月后，她因未能晋升而辞职。

A year ago, a three-man marketing committee created by Mr. Stephens suggested picking a consultant to craft its first strategic marketing plan. Mr. Reynolds nixed the proposal for being too costly.
有的时候，耐心的坚持是赢得同老板的争论的关键──正如巴雷特•史蒂芬斯（Barrett Stephens）所发现的。他是RSR Partners的副主管，这家中型猎头公司是由雷诺兹在离开罗盛咨询公司后于1993年创立的。