職場英語：為什么你不想要一個親切的上司呢?

　　Just because a boss is nice, doesn’t mean he or she is any good. A tough, demanding manager will push you to do your best work.

　　因?yàn)槟愕睦习搴苡焉疲⒉灰馕吨蛘咚褪呛艹晒Φ?。一個嚴(yán)厲的、有要求的管理者會促使你把你的工作做到最好。

　　“Just because you have a nice boss, doesn’t mean you have a good boss”

　　因?yàn)槟阌幸粋€和善的老板并不意味著你有一個好的老板。

　　Everyone wants a nice boss. And if a nice boss is one who respects me and my work, challenges me to get better and wants to see me grow as both a professional and a leader, then I’m for it too.

　　每個人都想要一個友善而親切的老板。但是如果一個老板，可以尊重我個人和我的工作，激勵我變得更好并見證我成長為一個專業(yè)而有領(lǐng)導(dǎo)力的人，我也是完全沒有意見的。

　　But too many people look at a hard-charging boss and jump to the conclusion that he or she is a tyrant.

　　但是太多的人面對強(qiáng)硬的上司時，會直接的認(rèn)為他(或她)就是一個獨(dú)裁者。

　　Here’s what these people don’t get: just because you have a nice boss, doesn’t mean you have a good boss.

　　這就是很多人沒有意識到的一點(diǎn)：友善的老板并不絕對是一個好老板。

　　“These immensely successful bosses don’t care much about being liked.”

　　非常成功的老板根本不在乎是否受人愛戴。

　　I’ve seen plenty of bosses who might talk the talk about demanding exceptional performance but, all too often, they just want employees to like them. What’s more, they want people to speak well of them, to be “friends” with them. This type of boss is afraid that if they set high performance targets and challenge their staff to meet and surpass them, their esteem will slip. As a result, they ease up on their expectations, sometimes without realising it. Not surprisingly, performance falters.

　　我見過許多老板，他們可能會講到有關(guān)于卓越表現(xiàn)的要求的談話，但他們通常也希望能得到員工的愛戴。同時，他們希望員工可以說他們的好話，和他們成為“朋友”。這類型的老板害怕的是，如果他們設(shè)定高要求的目標(biāo)去挑戰(zhàn)他們的員工，員工會超越他們，那么他們的威嚴(yán)就會下降。因此，這類型的老板往往會放寬期待值，有時甚至根本沒有意識到這個問題。毫無疑問，員工們的表現(xiàn)是止步不前的。

　　Some of the best leaders I’ve seen, whether in research or coaching, come to work with a razor-sharp focus on results. These immensely successful bosses don’t care much about being liked. Their expectations are both staggering and non-negotiable — and their teams know it.

　　我見過的那些頂尖的領(lǐng)導(dǎo)者，不管是在研究還是指導(dǎo)上，都是非常尖銳的結(jié)果導(dǎo)向型。這些十分成功的老板根本不在乎是否被人愛戴。他們的要求和期望是十分驚人并不會退步的----他們的團(tuán)隊(duì)十分了解這一點(diǎn)。

　　Take, for example, US real estate guru Bill Sanders. “Everybody knew that Bill demanded results,” said Ronald Blankenship, former chairman and CEO of Verde Realty, a real estate investment trust and long-time associate of Sanders. “If you were going to work with him, you needed to be prepared to make that your primary focus.”

　　我們來看一個例子----有關(guān)美國房地產(chǎn)專家Bill Sanders。“所以人都知道Bill Sanders要求結(jié)果，”Ronald Blankenship這么說過，Ronald是豪園物業(yè)的前任主席和CEO，也是房地產(chǎn)投資信托基金和Sanders的長期助手，“如果你想和他(Sanders)一起工作，你需要集中好你全部的注意力。”

　　“How do you know if you’re falling prey to the Nice Boss Syndrome?”

　　你怎么知道你是否已經(jīng)淪為好老板綜合癥的患者了呢?

　　These great leaders are not afraid to lay down the law — they don’t hesitate for an instant. And paradoxically, their toughness, accompanied by their adherence to their unique and inspiring visions, often generates more esteem among their reports, not less.

　　一個偉大的領(lǐng)袖并不害怕制定規(guī)則----他們甚至都不帶任何猶豫的就這么做了。自相矛盾的是，他們的嚴(yán)厲，伴隨著他們所帶來的獨(dú)一無二并鼓舞人心的愿景，經(jīng)常通過他們的報(bào)告帶來更多而不是更少的尊重。

　　In fact, it generates something greater than mere esteem among most employees: A profound respect, loyalty, even love.

　　事實(shí)上，在員工中會產(chǎn)生一些比敬意更好的情感：深刻的尊重，忠誠，甚至是愛。

　　Of course, being tough doesn’t mean being offensive. How do you know if you’re falling prey to the Nice Boss Syndrome? Consider these questions — and keep track of your yesses.

　　當(dāng)然，嚴(yán)格不意味著有攻擊性。你怎么知道自己是否已經(jīng)患上好老板綜合癥了呢?考慮下面這幾個問題----并記錄下你有多少個回答是“是”。

　　During the past year, have you changed your expectations for someone more than once after he or she failed to perform or meet your standards?

　　在過去的一年，你有沒有因?yàn)橐粋€人沒有達(dá)到你的要求就降低你對他的期望值不止一次了呢?

　　During the last year, have you failed to follow up and punish bad behaviour?

　　在過去的一年，你是否并沒有跟蹤了解不良表現(xiàn)并作出懲罰呢?

　　Do you sometimes grant employees bonuses or other special compensation even after they have failed to meet their goals — just because they “tried hard”?

　　你是否在員工沒有達(dá)到他們的目標(biāo)的時候仍然給他們一些獎賞或者補(bǔ)償僅僅是因?yàn)樗麄?ldquo;努力過了”?

　　Do you fail to set clear, meaningful goals for your team members? Clear goals are specific, measurable, attainable, and come with a deadline; vague goals don’t.

　　你是否沒有為你團(tuán)隊(duì)成員設(shè)定清晰有意義的目標(biāo)呢?清晰的目標(biāo)就是指模糊的目標(biāo)不具有的，具體的，可衡量的，可達(dá)到的，并且有具體期限等特性的目標(biāo)。

　　Do you tend to withhold negative feedback for fear of upsetting or alienating someone?

　　你是否因?yàn)楹ε麓驍_或疏遠(yuǎn)別人就忍住沒有給出負(fù)面的反饋呢?

　　When you do deliver negative feedback, do you find yourself softening it?

　　當(dāng)你想要給出負(fù)面的評價(jià)時，你會讓自己變得委婉嗎?

　　Do your bosses or fellow managers perceive you as soft and overly accommodating?

　　你的老板和同事是否認(rèn)為你是一個過分寬松和溫和的人?

　　Do the people who work for you have a tendency to rest on their laurels when they do succeed (for instance, do they think that good work is enough, no striving for the next goal)?

　　你的員工是否在取得成績后就想要安于現(xiàn)狀?(比如，他們是否認(rèn)為現(xiàn)在的工作已經(jīng)足夠好，不用再為下一個目標(biāo)爭取了?)

　　If you find yourself answering “yes” to three or more of these questions, you might be suffering from Nice Boss Syndrome. In that case, it’s time to change your ways. If you want to be respected, not just liked:

　　如果你發(fā)現(xiàn)自己回答了三個，或者更多的“是”，你可能已經(jīng)患上了好老板綜合癥了。那么是時候改變你的方法了，如果你想受人尊敬，做到以下這樣：

　　Keep an “expectations logbook”, laying out performance expectations for each of your staff, your ongoing daily observations about their performance, and any actions you’ve taken to enforce your expectations.

　　記錄你的“期望日志”，為你的每位雇員設(shè)定期望值，記錄你日常對他們的觀察和執(zhí)行你期望的行為。

　　For each of your reports, revisit the goals you’ve set. Are they ambitious or aggressive enough? Are they clear and quantifiable? Don’t downgrade just because someone failed to meet a goal.

　　對于你的每份報(bào)告，都要回顧你設(shè)定的目標(biāo)。是否足夠積極遠(yuǎn)大呢?是否足夠清晰并可量化呢?不要因?yàn)橐恍┤诉_(dá)不到目標(biāo)就把目標(biāo)降級。

　　Is there a way to “gamify” performance expectations and make them public or transparent among your team? Doing so might foster healthy competition while making it harder for you to wiggle out if you need to hold people accountable.

　　在你的團(tuán)隊(duì)里是否有一種“游戲化”的方法去量化每個成員的表現(xiàn)并且使團(tuán)隊(duì)更公開透明?這樣做會促使一種良性競爭在你想追究責(zé)任的時候，很難有人輕易逃脫(懲罰)。

　　Practice delivering negative feedback: Avoid emotion and stick to the facts; flag that negative feedback is coming so it’s not a surprise; focus on how to do it better next time rather than just critiquing the past.

　　練習(xí)給出負(fù)面反饋：避免過度情緒化并堅(jiān)持事實(shí)，標(biāo)記負(fù)面評論的到來不是一個驚喜;注重怎么在下一次做得更好而不是一直批評過去。

　　“Nice” bosses may feel good about themselves, but they don’t get world-class results. Demanding bosses do. And if you work for a nice boss, don’t get too self-satisfied. If you aren’t getting better at whatever you do for a living, and learning and growing in the process, you’re not just standing still, you’re really falling behind.

　　“友好的”老板通常自我感覺良好，但他們往往做不出國際水平的成果。嚴(yán)厲的老板卻可以。因此如果你為一個友好的老板工作，不要讓自己過分自我滿足，如果你不能在工作中做得更好，或者從過程中得到學(xué)習(xí)和成長，你不是在原地踏步，你已經(jīng)在落后了。

　　In the modern business world – where competition can come from anyone and anywhere, anytime – just getting by is not a winning formula.

　　請記?。涸诂F(xiàn)代的商業(yè)世界----競爭隨時隨地隨處可見----得過且過絕不是成功的法則。