别灰心 遇到糟糕的老板会令你成为更好的管理者

Gail, a marketing executive based in Seattle, used to work for a company whose founder publicly criticized members of the team. He would say things like, “I can do your job better than you and I can do it with just PowerPoint” to the lead designer.
来自西雅图的市场营销总监盖尔曾供职的一家公司，其创始人会公开批评团队成员。他会对首席设计师说：“我做你的工作肯定比你做得好，我只用幻灯片就能把事情做好。”

Not only was the behavior humiliating and demoralizing, it discouraged the staff from bringing problems to his attention. “It creates a climate of fear, and a climate of fear is never a great way to run a business,” she says. “Real problems in your business will not be exposed when they’re still solvable and instead they’re going to fester and turn into big problems.”
这样的言论带有羞辱性，会让人丧失信心，而且会导致员工不敢提出问题。她说：“这在公司内形成了一种恐惧的氛围，而这绝对不是一种好的公司运营方式。公司真正的问题在还有可能解决的时候不会暴露出来，而是会继续恶化，直到变得严重。”

Now that she’s a manager, she encourages her team to bring any concerns or mistakes to her attention. Whenever they do point out a mistake, she goes out of her way to thank them. “As a result, my work is better,” she says. “If you’re going to make a mistake and your team catches it, that’s way better than if you send out an important marketing memo with a typo in it or create a landing page with a mistake.”
如今，盖尔也成为一名管理者，她会鼓励团队向她提出任何担忧或错误。只要有团队成员提出错误，她都会特地表示感谢。她说道：“结果是，我的工作更出色。你的下属在你犯错之前帮你消灭它，要远远好于你发出一份带有拼写错误的重要营销备忘录，或者创建了一个带有错误的登陆页面。”

The value of honest feedback
诚实反馈的价值

Courtney Johnston, a consultant based in Bethesda, Md., went to work for a long-time mentor but almost immediately ran into trouble. The mentor asked Johnston, to staff up a New Jersey office in addition to shouldering her full-time responsibilities. Her mentor kept rejecting the candidates that Johnston brought to her, who were difficult to find in the first place.
来自马里兰州贝塞斯达的咨询师考特尼o约翰斯顿，曾经的雇主是自己很长时间的导师，结果两人的关系突然之间便陷入困境。这位导师要求约翰斯顿在全职工作之外，为新泽西分公司招兵买马。她的导师一直不同意约翰斯顿推荐的候选人，尽管当时寻觅这些候选人费尽了周折。

“I went through six months of interviewing 30 to 40 people a week because I’m trying to find the diamond in the rough I could afford,” recalls Johnston, who eventually had to hire a consulting team because it was impossible to find full-time candidates who met all the requirements.
约翰斯顿回忆道：“我在六个月内，每周面试30到40个人，因为我一直在努力寻找符合公司经济条件的‘璞玉’。”但最终，她还是聘请了一支咨询团队，因为很难找到符合所有要求的全职员工。

Johnston returned to the office after finishing a large project, only to find that her boss had cancelled a meeting to plan the next project. She pulled Johnston aside. “She said, ‘You either quit or I’ll find a reason to fire you.’ “
在完成一个重大项目之后，约翰斯顿回到办公室，结果发现老板已经取消了下一个项目的规划会议。她把约翰斯顿拽到一边。“她说：‘要么你自己辞职，要么我找理由炒你鱿鱼。’”

Johnston felt doubly blindsided because she’d been given no warning and the woman had been her close mentor. “I will never do that to an employee,” she says. “I will never form that kind of friendship and not give them honest feedback.”
约翰斯顿感觉自己遭到了双重打击，因为一方面，她事先没有收到任何警告，另一方面，那个女人一直是她亲密的导师。她说道：“我绝对不会对员工做这种事。我从来不会与下属建立这种友谊，却不给他们提供诚实的反馈。”