In leadership workshops, I run a two-part exercise that first has the group identify and capture all of the behaviors of managers and senior leaders they hold in high regard. The input is always thoughtful and includes the expected comments of:
在領(lǐng)導(dǎo)力課堂，我進行了兩個練習(xí)。第一個是讓團隊識別并獲取管理者行為以及高級領(lǐng)導(dǎo)者所具備的特質(zhì)。輸入總是深思熟慮，且得到如下期待的評論：
Treat people with respect
恭敬對待人
Back words with actions
言出必行
Offer constructive input and coaching
提供建設(shè)性意見并給予培訓(xùn)指導(dǎo)
Provide developmental opportunities
提供發(fā)展機會
Do not micromanage
不管得太細
…and many other positive behaviors.
……以及其他正面行為。
The exercise flows nicely, the flip-charts fill and then get taped to the wall and people exchange stories of great leaders who have helped them during their journeys.
練習(xí)進行得很好，紙板寫好并張貼在墻上，人們交流職業(yè)生涯中幫助他們成長的杰出領(lǐng)導(dǎo)。
After the discussion on effective leaders has run its course, I flip the question around and ask the teams to describe and capture the behaviors of managers and leaders they view as difficult to work for. After a few seconds, the energy level in the room rises along with the decibel level and you can practical feel the heat from the scribes and their red markers as they struggle to capture the group’s descriptions of the difficult managers and leaders they have encountered in their careers.
在主題圍繞領(lǐng)導(dǎo)的出色管理的討論結(jié)束后，我把問題反過來提問，讓他們說說比較難搞的管理者和領(lǐng)導(dǎo)者的管理行為。并且你能夠明顯地感受到，書記員以及他們用紅色標(biāo)記的字體所產(chǎn)生的熱量，伴隨著他們掙扎地抓取小組成員所描述的、在他們職業(yè)生涯過程中遇到的那些難搞的管理者和領(lǐng)導(dǎo)者的特點。

It turns out that most of us have worked for a difficult manager at some point in our careers. You know the one. He or she was the demanding force of nature-focused exclusively on results and numbers and not inclined to offer approval or show any signs of personal caring under any circumstances.
很顯然，我們中大部分在職業(yè)生涯的某個階段都曾經(jīng)為難相處的管理者工作過。你知道指的是誰。他或她只關(guān)注結(jié)果和數(shù)字，而不是傾向于批準(zhǔn)或在任何環(huán)境下顯示個人關(guān)心。

This difficult manager operates in a state of constant disapproval, and often practices micromanaging behaviors that exacerbate the stress in our working environment.
這個難相處的管理者總是處于不滿的狀態(tài)，并常有惡化我們工作環(huán)境的細節(jié)管理行為。

Note: I distinguish between a difficult manager and a bully boss. The latter is abusive, the former just a pain in our necks to navigate on a daily basis. Our focus here is on the difficult but not abusive manager.
注：我區(qū)分了一下難相處管理者和強勢老板。后者是濫用職權(quán)，前者僅僅是日常讓我們感到不舒服。我們關(guān)注難相處而不是濫用職權(quán)的管理者。

While it is absolutely not fun working for these individuals, we all encounter them, and in most instances, we are forced to figure out how to survive for a period of time. The question and focus for the remainder of this article is: How do we survive and even thrive while working for the difficult manager?
為這些人工作完全沒有樂趣，但我們都會遇到他們。大部分條件下，我們被迫搞清楚一定時期內(nèi)如何生存。問題和本文后續(xù)的關(guān)注點是：在為難相處管理者工作時，我們?nèi)绾紊娌l(fā)展？

9 Ideas to Help You Survive and Succeed With Your Difficult Manager:
9個建議幫你為難相處的管理者工作時生存下來并獲得成功

1. Your patience is a powerful ally.
1. 耐心是強有力的同伴。
The difficult manager’s behaviors bring out some of our own worst behaviors. While it is tempting to snap back or display anger or frustration with the manager’s approach or seeming lack of appreciation for your efforts in a given situation, a better tactic when you feel your emotions boiling over is to bite your tongue and count to 10, 100 or 1,000 depending upon the stress level. Difficult managers I encountered, view these outbursts of emotion as signs of immaturity or even incompetence. Do not pour fuel on a difficult situation by adding your own emotions.
難相處管理者的行為會引出我們最糟糕的行為。當(dāng)試圖壓制對該類管理者的憤怒，或在看起來不欣賞你的形勢下，一個較好的策略是當(dāng)感到情緒將要發(fā)作時咬一下你的舌頭并數(shù)到10，100或1000，數(shù)到多少取決于你的壓力等級。我遇到的難打交道的管理者，將這些情緒的爆發(fā)看做不成熟或者沒有能力的表現(xiàn)。不要徒增情緒而使困難情形火燒澆油。

2. Keep the excuses and problems to yourself.
2. 將借口和問題留給你自己。
Demanding managers often are monolingual. They only speak one language: the language of results. They don’t care about problems, excuses or obstacles. They expect their team members to run through problems toward results with the same attitude.
需求型管理者常常表達單一。他們只會說一門語言:那就是結(jié)果。他們不關(guān)心問題、借口和其他障礙。他們期望團隊成員有同樣的觀點，那就是解決問題得到結(jié)果。
While all of us understand that “stuff happens,” do not expect any sympathy for shortfalls due to extenuating circumstances. To them, it’s all about the scoreboard, not the effort.
我們都理解“事情發(fā)生”，不要期望其因情形惡化而對你有憐憫之心。對他們來說，都是關(guān)于分?jǐn)?shù)板而不是努力的過程。

3. Avoid joining the gossip thread.
3. 避免加入八卦線。
The proverbial watercooler gossip critiquing your difficult manager’s behaviors is a great place to avoid. There are no circumstances you will encounter when it is good to badmouth the boss. You should always assume that the gossip and identity of the gossip mongers will make it back to the boss.
批判難相處管理者的行為是最應(yīng)當(dāng)避免的。任何時候詆毀老板都不是好事。你應(yīng)對假設(shè)，流言及傳播者的身份遲早會讓老板知道。

4. Turn the tables and figure out what really drives your manager.
4. 看看老板真正的動機是什么。
Is she focused on getting to the next run on the corporate ladder? Is he a long-time employee who has dedicated his life to the firm? Is your area under the microscope by senior management and results are necessary for survival?
她是聚焦于公司上升通道？還是一名將一生獻給公司的長期雇員？你的領(lǐng)域暴露在高級管理者顯微鏡下是生存下來的必須么？
While many managers are not open about what drives them in general or at a moment in time, it is your job to crack this code. Once you understand your difficult manager’s true interests you can work to identify opportunities to support those interests.
通常許多管理者并不會坦露他們的驅(qū)動力，找出它們是你的工作。一旦理解難相處管理者的真正利益所在，就能找到支持它們的機會。

5. Volunteer for the dirty work.
5.自愿干臟活。
There are always lingering, vexing problems that exist somewhere in the gray zone between functions in an organization. To the extent that solving the gray zone issues supports your manager’s agenda, jump in and organize the resources needed to fix what’s broken. While the boss might not verbalize appreciation, you will most definitely be perceived as more valuable to the team.
公司的灰色地帶總會有長期未解決的讓人煩惱的問題。組織需要的資源來解決積重難返的問題，解決灰色地帶的問題在某種程度上就是支持你的管理者。當(dāng)老板沒有口頭欣賞時，你將會被認(rèn)為是對團隊最有價值的人。

6. Do not assume you are not appreciated.
6. 不要以為沒有人欣賞你的優(yōu)點。
The most difficult driving managers value people they can count on to get results. They might not show it or verbalize it but you should not assume your participation is not viewed as important. Don’t preoccupy on earning someone else’s approval—focus on doing everything you can to learn and develop while driving great results.
難相處的管理者認(rèn)為，他們能夠得到結(jié)果的人有價值。他們可能不表示或者不明說，但不要假設(shè)你的參與不重要。不要關(guān)注他人的批準(zhǔn)——在好結(jié)果產(chǎn)生前關(guān)注能學(xué)習(xí)和發(fā)展的事情。

7. Use reverse psychology on micromanaging behaviors.
7.?用逆反心理維管理。
If your manager insists on looking over your shoulder, use questions to learn more about how he/she developed expertise in this area? Ask: “You are clearly an expert on this process. How did you develop these skills? Why do you believe your approach is so effective? How can I learn more from you about other processes in our group?” Meet the behavior with your own unique behavior of asking questions that appeal to his/her expertise. Showcase your willingness to serve as the apprentice. It might be uncomfortable, however, it is better than boiling over from this constant shoulder gazing.
如果你老板時刻保持小心，那就通過問題了解他或她是如何成為這一領(lǐng)域的專家的。問：“你已是該工藝的專家了，如何學(xué)習(xí)這些技巧？為什么相信你的方法是有效的？我如何能從你這學(xué)到團隊工藝？”用自己獨特行為問他或她與專業(yè)有關(guān)的問題。展示你作為學(xué)徒的意愿。這可能會讓你不舒服，但是，總比激化持續(xù)的不信任要好。

8. Do not believe you need to become friends with your boss.
8. 不要以為自己要跟老板做朋友。
Many prefer to operate at a very safe distance from those they work with. Your unwelcome attempts at asserting friendship will just aggravate your boss and the situation. Find your friends elsewhere.
許多人喜歡與他們工作的人保持安全的操作距離。你維護友誼的企圖不受歡迎，甚至?xí)づ习?、惡化形勢。從其他地方找朋友?/div>

9. Share genuine appreciation for the lessons you are learning.
9.對正在學(xué)習(xí)的課程表達真摯的贊賞
It is disarming to laser-focused people to be told they are appreciated. If you are genuinely learning something in your role, offer a thank you for the opportunity. You might just see this emotional iceberg of a manager melt a bit.
告訴拿著武器的人他們被人欣賞就是解除他們的武裝。如果善于學(xué)習(xí)，那就對給予的機會說一句謝謝。你可能看到管理者情感冰山融化了一點。

The Bottom Line:
篇后語：

We all have to work for someone, and occasionally that someone is demanding and difficult. If you like your work and your coworkers, don’t let the difficult manager drive you away. Instead, adjust your attitude, redouble your patience and focus on the opportunity to contribute and grow in an environment where performance is the only thing that counts. It might seem sterile and it might not be your preferred approach, but it can be a powerful learning experience.
我們都不得不為他人工作。有時，其他人有需求且難以相處。如果喜歡你的工作和同事，不要讓難相處的管理者把你趕走。而是，在績效唯一可依賴的情形下，調(diào)整觀點，耐心翻倍并關(guān)注此環(huán)境下努力的機會。這看起來可能沒效果，且不是你喜歡的方式，但卻可能是有效的學(xué)習(xí)經(jīng)驗。

聲明：本雙語文章的中文翻譯系滬江英語原創(chuàng)內(nèi)容，轉(zhuǎn)載請注明出處。中文翻譯僅代表譯者個人觀點，僅供參考。如有不妥之處，歡迎指正。