老板把好点子据为己有怎么办

Those performance bonuses and evaluations you mention are, after all, under your boss's control. "He's the one you're trying to impress, " Handal notes. "Making him look smart to higher-ups and having him depend on you for good suggestions is certainly not going to do you any harm."
毕竟，你前面提到的绩效奖金和评估都是你的顶头上司说了算。韩铎强调道：“他才是你应该努力打动的人。头儿在上司面前表现神勇，头儿倚重你提出好的建议，对你绝对没有任何坏处。”

Handal adds that, as a CEO himself, he sometimes lets people assume he thought up something that really came from someone else. "If the person who suggested it is not the most popular with the intended audience -- let's say, for example, that he or she is in a department that has been feuding with another department -- then I may pull my punches and pretend his or her idea is mine, simply because I know it will get a fairer hearing, " he explains.
韩铎补充道，作为CEO，他自己有时候会主动让别人以为某些电子是他想来出的，但实际上它们却是下属的功劳。他解释道：“如果提出建议的人在目标受众中不太受欢迎——比如说，他（她）所在的部门一直与另外一个部门明争暗斗——那我可能会假称他（她）的主意是我想出来的。因为，我知道，只有这么做才能使这个主意得到更公平的评判。”

"But of course, I still know whose it was, " he adds. "Your boss does, too."
他补充道：“当然了，我知道真正想出好点子的人是谁。你的老板肯定也知道。”

Another factor to consider, says Robert Herbold: "In most big companies, by the time any idea gets put into practice, it's been modified by so many different people that the idea of any one person getting credit for it is pretty unrealistic."
罗伯特•赫伯德表示，另外一个需要考虑的因素是：“在大部分大公司中，到一个点子被付诸实施的时候，已经经过许多人的完善，所以，把它归功于一个人头上并不太现实。”

Herbold runs the Herbold Group, an executive coaching firm whose clients include Pfizer (PFE), Dell (DELL), PepsiCo (PEP), and Hewlett-Packard (HPQ). A former chief operating officer at Microsoft (MSFT), Herbold wrote a book called The Fiefdom Syndrome: The Turf Battles that Undermine Careers and Companies -- and How to Overcome Them.
赫伯德目前在经营一家名为赫伯德（Herbold Group）的高管培训公司，公司客户包括辉瑞制药（Pfizer）、戴尔公司（Dell）、百事可乐公司（PepsiCo）和惠普公司（Hewlett-Packard）等。赫伯德曾在微软公司（Microsoft）担任过首席运营官，并出版了《职场领地综合症：地盘之争的危害与治理》（The Fiefdom Syndrome: The Turf Battles that Undermine Careers and Companies -- and How to Overcome Them）一书。

"The two things you want are, first, for your boss to think you're doing your job very, very well, " says Herbold. To make sure of that, he recommends asking for feedback as often as every three or four weeks.
赫伯德表示：“员工需要确保两点。第一，确保老板认为你的工作做得非常非常出色。”为了保证这一点，他建议，员工应该每隔三到四周便向上司征求一次反馈意见。

"And second, you want your performance evaluations to note that you come up with more than your fair share of ways to improve things, " he says. "If both of those are happening, you really have no worries. If you get too hung up on getting credit, it will eat you alive."
“第二，员工希望能在自己的绩效评估中看到，在改进工作方面，自己的贡献超出同事一筹。如果这两个目标都达到了，那就没有什么可以担心的。相反，如果一心只想着邀功，肯定会被折磨疯的。”

In other words, your friend has a point. "Don't forget that the goal is to move the company forward, not to get bogged down in politics and personalities, " says Handal.
换句话说，你的朋友说得很对。韩铎表示：“别忘了，最终的目标是要使公司向前发展，而不是因为无聊的办公室政治和个人纠纷而停滞不前。”

Or as a plaque on Ronald Reagan's desk used to say: "There is no limit to the amount of good you can do if you don't care who gets the credit."
或者正如罗纳德•里根办公桌上的座右铭，上面写道：“抛弃名利之心，你将无所不能。”。

Talkback: Have you ever had a coworker who stole your ideas? How did you handle it? Leave a comment below.
反馈： 你是否遇到过自己的点子被同事盗用？你如何处理？欢迎留言评论。