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  • 5大沟通技巧让身在远方的老板看到你

       日期:2022-07-19     来源:恒星英语    浏览:3672    
    核心提示:“You don’t get what you deserve. You get what you negotiate.” “所得并非所值,有所求才能有所得。” “Communication works by repetition. Repeat, repeat, and repeat.” “重复才能实现沟通。重复、重复、再重复。” Recently Fortune China receiv

    “You don’t get what you deserve. You get what you negotiate.”

    “Communication works by repetition. Repeat, repeat, and repeat.”

    Recently Fortune China received the following email from a reader in China:

    "I‘m a marketing executive. My boss is not in the same office with me. I never received bad comments from her and I thought she’s satisfied with my work result. But when I asked for a raise recently, she refused and told me she didn't see many highlights in my work. Actually, I worked hard and finished many difficult tasks without any guidance because she was so busy. How can I let her know that? I don't want to argue." – Frustrated

    From this short note it is easy to sense that the writer is working very hard, is very committed to delivering results and also very frustrated that her work is not being recognized by her boss. Sound familiar? I hear this kind of thing quite frequently---Asia is a big region and its very common to report to a boss that lives and works in a another country, another city or even far across town. As such, it’s easy for an employee to be “out of sight, out of mind.”

    Here are five tips for managingcommunication with an Absentee Boss.(In fact, these tips will work find even if your boss sits right next to you in the same office!)

    No. 1. Negotiate Crystal Clear Performance Criteria with Your Boss.

    I am always surprised when I ask people that I coach about their agreed performance criteria for their job and they aren’t able to articulate the standards of success for me. Often no written document exists. Usually they will refer to their job description! In reality, your job description outlines the kind of work you will be doing, the competencies required, key job focuses, etc. It spells out your role in the organization.

    But a job description is not enough to clarify “What specific results is the boss expecting from me in the next 12 months and over the longer term?” To get that level of clarity requires a Goal Setting Conversation. Sometimes such a conversation happens as part of the company’s Performance Management process, if such a process is in use. Often, these conversations never happen at all. Without clearly defined performance expectations, written in black and white, how are you going to get a fair evaluation of your work? You won’t! You will have zero leverage to manage their perception of your performance. And its likely you will end up frustrated.

    If you don’t have such crystal clarity, I urge you to request a Goal Setting Meeting with your boss and insist on clarifying:

    o What specific results will you hold me accountable for delivering in the next 12 months
    o 今后12个月你要求我取得哪些具体成绩

    o What specific success criteria will be applied in order to evaluate if the results were delivered as expected?
    o 如果我的工作表现达到预期,对我进行评估时将采用哪些具体的绩效标准?

    o In other words, how will you know, beyond all doubt that I have met your expectations.
    o 换句话说,怎样才能彻彻底底地确定我已经达到了你的预期。

    Don’t accept vague answers and generalizations like “just do good work and everything will be fine.” Often bosses haven’t really asked themselves these questions and so they won’t have a ready answer. If that’s the case, ask them to come back to you in a week (or other agreed time-frame) with some answers.

    “But what if they never come back with the crystal clear success criteria?”I can hear people saying! In that case, sit down and draft your own success criteria for your work and send it to them for consideration. Talk to people who have more experience and ask them to review and comment on your draft. In any case, its up to you to ensure that clear performance benchmarks are in place if the boss or HR can’t provide them for you. Show your commitment by taking the lead instead of ‘suffering in silence.’ Are you a Leader? Then lead.

    Remember:you don’t get what you deserve, you get what you negotiate.

    2. Send Your Boss a Written Copy of Your Performance Goals and Success Criteria
    2. 给老板一份书面绩效目标和完成工作的标准

    Once you have agreed crystal clear performance goals and benchmarks with your boss, send them a copy via email and be sure to keep a copy posted in your workplace where you can see your goals every day. Let your boss know you are committed to achieve these, and more, and you will stay focused on the agreed goals. Refer to your goals several times a day and make sure you organize around priority work that will lead to achieving your goals. (See my previous Fortune China article onSwallowing 3 Frogs.)
    跟老板一清二楚地商定了绩效目标和标准后,用电子邮件给他们发一份,同时一定要在自己工作的地方贴一份,以便每天都能看到自己的目标。让老板知道你决心实现这些目标,而且一定要专注于这些你和老板商定的目标。每天多看几次,确保自己先做那些能让你实现这些目标的重要工作(参见此前我在财富中文网上发表的文章《时间管理是空话,集中精力吃青蛙》)。3. Advertise Your Progress.In the case of the frustrated reader, above, it seems clear that she was focused on doing great work and achieving her goals. But since her boss is far away in another location, its likely that her performance did not achieve a very high “Share of Mind.” The reality is, bosses are human and very busy and you cannot rely on them to simply remember your good work, especially when they don’t see you everyday and they have a thousand other things on their mind. So, as the saying goes “It pays to advertise.” Here are some ways to stay on your bosses radar:
    3. 为自己取得的进展打广告。拿上文中那位自称“失意之人”的读者来说,她的注意力显然都放在了出色完成工作和实现自己的目标上。然而,由于老板离她很远,她的表现在老板的心里可能没有占据太多的位置。实际上,老板也是人,而且非常忙。你们不能指望他们记住你在工作上的出色表现,特别是在他们不会每天都见到你而他们自己又“日理万机”的情况下。因此,就像人们常说的,“广告值得一做”。你们可以通过下面这些办法来引起老板的注意:

    o Send an email every time you achieve something significant, giving specifics and linking them to your agreed success criteria. Keep it short and sweet. Save a copy.
    o 每实现一个重大目标就给老板发一封电子邮件,说明详情,同时把它们跟你和老板商定的完成工作的标准联系起来。邮件要简短,措辞要亲切,还要把这些邮件备份。

    o Send a brief report every month with details of progress you have made towards your goals.Save a copy.
    o 每个月都向老板提交一份简报,具体说明你在向着目标迈进的过程中取得了哪些进展。简报同样也要备份。

    o When there is something tangible involved, make photographs and send them via email.Save a copy.
    o 涉及具体事务时,拍张照片,然后用邮件发出去,同时备份。

    o When your boss is not available and you need advice, proactively seek it out, get ideas and suggestions and feedback from people in your location. Type up some notes on what you are learning and doing and send to your boss. Save a copy.
    o 当你需要建议却找不到老板时,积极地去找建议,从身边的人那里收集思路、建议和反馈。把自己从中学到了什么,做了什么,都形成文字并打印出来,然后交给老板。自己留个备份。

    Over time you are steadily building a strong case file, full of evidence of your good work and your commitment, and of course, your achievements. Naturally you will bring this material to your boss’s attention when it is time for a review.

    4. Insist on Regular Reviews.In many organizations, once goals are set there may be only one formal review of their progress after 6 months, or, quite often there is a review only after 12 months. If the boss is far away, that is never going to work out well. Perhaps this is what happened to our Frustrated Reader!
    4. 坚持定期考评。许多企业在制定了目标后,可能只会在6个月以后对工作进展进行一次正式考评。如果老板身在他乡,这样的做法永远也不会有什么好的效果。也许那位“失意”读者就碰到了这样的情况。

    What Can You Do?Arrange a 30-minute phone call with your boss at least once a month to quickly review your performance and any issues you are having. Use the opportunity to flag any issues you are having and ask for coaching and feedback. I can’t stress enough the value and importance of explicitly asking your boss, on a regular basis “How do you feel I am doing based on our agreed success criteria.” If the feedback is vague, such as “Well Done!” ask them “what, specifically did you think I did well?” Write it down. Write up a report of the call, including any positive comments and areas for improvement, and send it to your boss. Save a copy.

    5. Plan for some ‘Quick Wins’ and Celebrate Your Successes.As soon as you have clarity about the results you need to deliver, sit down and brainstorm 2-3 ‘Quick Wins’ that fit the agreed performance criteria. Commit yourself to achieving these benchmark achievement that demonstrate tangible progress within the first four months of the year. They may be small, but they need to be real evidence of progress and they need to be unambiguous: anyone seeing these results would be convinced you are achieving momentum in the right direction. When you achieve a Quick Win, get a few people together over a cake and drinks and take a photo to commemorate your victory. Use this as part of your Advertising Campaign to say on your boss’s radar throughout the year.
    5. 准备好‘速胜’并为自己取得成功而庆祝。明确了自己要实现的目标后,立即坐下来,开动脑筋想出两、三个符合绩效标准的“速胜”点。专心致志地在每年的前四个月做出这些基准绩效,以便实实在在地展现工作进展。它们可以是一些小成就,但必须是反映工作进展的真凭实据,而且要一目了然:任何看到这些业绩的人都会相信你正在沿着正确的方向加速前进。取得一场速胜后,请几个人来吃个蛋糕,喝上几杯,再拍张照片来庆祝你的胜利。以此作为你“广告攻势”的一部分,以便让自己一年到头都受到老板的关注。

    From these 5 tips, its easy to see that creating awareness of your performance achievements is your responsibility and it isn’t going to happen by itself. Communication works by repetition. Let me repeat that: Communication Works By Repetition. Without becoming a nuisance, use every opportunity to maintain open communication channels with your boss and keep your good work on their radar screen throughout the year. Is this a lot of trouble? Perhaps. But successful people know that managing ongoing communication with the boss is the only way to be sure you will be fairly evaluated when its time to talk about a raise.

    Finally, to our Frustrated Reader:it may too late for this year but you could go back through the year and assemble a Case study that demonstrates your notable achievements and the many contributions you made even though you had an Absentee Boss. Put it all in a PowerPoint and send it to your boss and ask for the chance to present your case to them. Better still, organize yourself proactively around these 5 tips and you will be much more confident of getting the recognition you deserve next year.

    A Note to the Bosses:

    o If you are hoping to get better performance from your team and are trying to do so without setting crystal clear performance objectives with each and every member, please wake up and start acting like a real leader.
    o 如果你希望自己的团队有更好的表现,却又不给每一名团队成员设定一清二楚的绩效目标,请醒醒吧,从现在开始就要表现得像一位真正的团队负责人。

    o It is in your best interests as well as your team’s best interests to take the time to really think about what you want and how you are going to evaluate performance. People need clarity to perform and if they don’t perform its going to be your job on the line.
    o 花点儿时间来认真考虑一下你想要什么,你要怎样来考评他们的表现,这对你和你的团队来说都是最好的做法。人们需要清晰的绩效目标,如果他们表现不好,你就可能丢掉工作。

    o Fuzzy goals will get you fuzzy performance and the best people are going to take their skills elsewhere.

    o When your team members reach out to you and ask for clarity, give it to them and give them regular feedback and coaching throughout the year. That’s the very least to expect from a boss in the 21st Century.
    o 当你的团队成员向你寻求帮助,同时要求澄清绩效标准的时候,满足他们的要求,而且还要定期向他们提供反馈并且自始至终地予以指导。对21世纪的老板来说,这是最低的要求。