高层:变成坏老板的5个好方法

Next time you find yourself grumbling about what a jerk your boss is, just think: This person could be giving you a valuable negative example. "I've worked for some horrible managers and some great ones," says Steve Pogorzelski, the CEO of online-marketing metrics powerhouse ClickFuel. He's grateful to the worst of them, he adds, "for showing me what to avoid."
下一次抱怨老板有多混蛋的时候，不妨这样想：这个人可是一个非常宝贵的反面典型。在线营销指标评估网站ClickFuel的CEO史蒂夫?鲍格兹尔斯基说：“我曾为各种老板工作过，有的老板很糟糕，有的则是非常优秀的管理者。”而对于那些糟糕的上司，他也心怀感激，因为“他们让我知道未来应该避免哪些问题。”

Before joining ClickFuel, Pogorzelski spent 10 years at Monster.com (MWW), including two years as group president of Monster International, from 2005 to 2007, during which he helped revenues jump by 60% to $488 million. As an investor in tech startups, whose founders he advises, "I'm still learning every day," he adds. Not sure whether your fearless leader qualifies as a bad boss? Pogorzelski has pinpointed five things bad bosses do.
加入ClickFuel之前，鲍格兹尔斯基曾在招聘网站Monster.com任职十年.2005年至2007年期间，他还曾担任过该公司集团总裁。期间，在他的带领下，公司收入上涨了60%，达到4.88亿美元。作为一名科技初创企业投资人，他经常为初创企业的创始人提供咨询。他说：“我每天仍然在不断学习。”你的那位大无畏的领导是不是一位糟糕的老板呢？且看鲍格兹尔斯基总结出的“糟糕老板5症状”。

1. Discourage risk-taking. As an intern at a publishing company a couple of decades ago, Pogorzelski recalls, "they told me I wasn't management material because I wasn't cautious and conservative enough." His penchant for questioning the status quo was more welcome later on at Monster, where "I had a great boss who encouraged risk," he says. "The only rule was, if you're going to take a chance and make a mistake, do it fast -- so you can change direction fast." Much of Monster International's growth spurt came from acquisitions, especially in Asia: "Every one of them was a big risk, but they all worked out."
1. 禁止承担风险。回忆起几十年前，自己在一家出版公司实习时，鲍格兹尔斯基说：“他们说我不是当管理者的料，因为我不够谨慎和保守。”他喜欢质疑现状的嗜好后来在Monster公司更受欢迎。他说：“在Monster，我有一位很了不起的上司，他鼓励冒险。唯一的规则是，如果你要冒险一试，而且可能会犯错，那就一定要动作迅速——这样你还有余地，可以更快地调整方向。”Monster International的急剧扩张大部分都源于收购，尤其是在亚洲的收购：“每一笔收购都存在巨大的风险，结果全都成功带来了回报。”

Often, he says, bad bosses "squelch risk -- even small risks -- because they fear being shown up by someone who has a better idea. But great people under you push you up. They don't push you out."
他说，糟糕的老板经常“压制风险——即便是很小的风险，因为他们担心想法更好的人会超过他们。但实际上，优秀的下属会推动上司更进一步，而不是挤掉上司的位置。”

2. Manage by command-and-control. At that publishing company where he interned, Pogorzelski recalls, bosses' command-and-control style meant that "nobody did anything more than was absolutely required, because you'd be punished for showing any initiative."
2. 命令与控制式的管理。鲍格兹尔斯基回忆称，在那家出版公司实习时，老板命令与控制式的管理方式意味着，“除了遵守死命令之外，没有人会多干活，因为只要员工表现出一点积极性，便会受到惩罚。”

Crushing creativity may have worked all right back in the days when the pace of technological and economic change was glacial, and people expected to stay at one company for decades. "But now, employees are loyal to their own careers, not to any one company," he says. "If you fall back on command-and-control, your best people will leave. Anyone who performs well under that kind of boss is not an A player."
在科技与经济变革极其缓慢的时代，打压创造力的做法或许还能行得通，因为人们都希望能在一家公司呆上几十年。“可如今，员工只会忠于自己的职业，而不是哪一家公司，”他说。“如果老板采取命令与控制式的管理方式，最优秀的员工肯定会离开。在这种老板手下即便表现好的员工，也一定不会是最优秀的人才。”

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."
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。”