老板把好點(diǎn)子據(jù)為己有怎么辦
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????親愛(ài)的安妮：在我最近離職的公司，有幾位同事權(quán)傾朝野,，他們經(jīng)常剽竊我的點(diǎn)子和改進(jìn)建議,，竟然屢屢獲得嘉獎(jiǎng)。為此,，我炒了那家公司的魷魚(yú),?？晌椰F(xiàn)在感覺(jué),，自己是剛出油鍋，又進(jìn)火坑,。我最近剛?cè)⒓恿艘淮螘?huì)議,，會(huì)上，我的老板夸夸其談地講述“他”新想出來(lái)的成本削減戰(zhàn)略,，卻閉口不提這主意是我想出來(lái),。 ????在我們公司，員工想出的好點(diǎn)子的數(shù)量對(duì)其績(jī)效獎(jiǎng)金和總體績(jī)效評(píng)估影響很大,，所以,，我擔(dān)心在這家公司，我的付出可能又無(wú)法得到承認(rèn)了,。我的一位朋友認(rèn)為我不需要過(guò)于擔(dān)心,，因?yàn)橹灰夷茏尷习孱伱嬗泄猓蔷蜎](méi)有任何問(wèn)題,。他這種說(shuō)法對(duì)嗎,？——匿名者 ????親愛(ài)的匿名者：答案是肯定的。現(xiàn)在,，許多人都認(rèn)為打造個(gè)人品牌和自吹自擂是職場(chǎng)生存的秘笈,，所以，你才會(huì)對(duì)目前的情況感到不安,，這很容易理解,。而且,，“擁有創(chuàng)造性思維”這樣的口碑確實(shí)值得妥善維護(hù)。 ????但彼得?韓鐸認(rèn)為,，問(wèn)題在于你防范的對(duì)象是誰(shuí),？韓鐸目前擔(dān)任領(lǐng)導(dǎo)力培訓(xùn)咨詢機(jī)構(gòu)戴爾?卡耐基培訓(xùn)（Dale Carnegie Training）的CEO，他認(rèn)為,，點(diǎn)子被同事竊?。ㄕ缒阒暗哪欠莨ぷ鳎┡c老板聽(tīng)從你的建議、并照此開(kāi)展工作,，兩者之間存在很大差別,。 ????這是因?yàn)椋轮g是直接的競(jìng)爭(zhēng)對(duì)手關(guān)系,，而老板則不是,。韓鐸認(rèn)為：“員工需要避免自己的靈感被同事盜用，但這種事情,，必須采用友好,、低調(diào)的方式進(jìn)行處理?！?/p> ????其中一個(gè)方法就是：要學(xué)會(huì)韜光養(yǎng)晦,，并抓住時(shí)機(jī)，在面對(duì)整個(gè)團(tuán)隊(duì)的時(shí)候,，比如在集體會(huì)議上或者在群發(fā)的郵件中,，提出自己的想法，做到一鳴驚人,。他強(qiáng)調(diào)道：“通過(guò)這種方式能讓所有人明白,，好點(diǎn)子的主人到底是誰(shuí)?！?/p> ????但如果已經(jīng)為時(shí)過(guò)晚,，那就不要猶豫，可以在開(kāi)會(huì)的時(shí)候這么說(shuō)：“我最先把這個(gè)點(diǎn)子告訴霍華德的時(shí)候,，他提出了很好的建議……”韓鐸表示：“要用委婉的方式表明自己的功勞,。人們會(huì)明白的?！?/p> ????但如果是老板占用了員工的點(diǎn)子,，卻沒(méi)有說(shuō)明員工的功勞，這種情況下,，員工應(yīng)該如何面對(duì),？韓鐸認(rèn)為：“說(shuō)句‘謝謝’就足夠了?！?/p> ????畢竟,，你前面提到的績(jī)效獎(jiǎng)金和評(píng)估都是你的頂頭上司說(shuō)了算,。韓鐸強(qiáng)調(diào)道：“他才是你應(yīng)該努力打動(dòng)的人。頭兒在上司面前表現(xiàn)神勇,，頭兒倚重你提出好的建議,，對(duì)你絕對(duì)沒(méi)有任何壞處?！?/p> ????韓鐸補(bǔ)充道,，作為CEO，他自己有時(shí)候會(huì)主動(dòng)讓別人以為某些電子是他想來(lái)出的,，但實(shí)際上它們卻是下屬的功勞,。他解釋道：“如果提出建議的人在目標(biāo)受眾中不太受歡迎——比如說(shuō)，他（她）所在的部門(mén)一直與另外一個(gè)部門(mén)明爭(zhēng)暗斗——那我可能會(huì)假稱他（她）的主意是我想出來(lái)的,。因?yàn)?，我知道，只有這么做才能使這個(gè)主意得到更公平的評(píng)判,?！?/p> ????他補(bǔ)充道：“當(dāng)然了，我知道真正想出好點(diǎn)子的人是誰(shuí),。你的老板肯定也知道,。” ????羅伯特?赫伯德表示,，另外一個(gè)需要考慮的因素是：“在大部分大公司中,，到一個(gè)點(diǎn)子被付諸實(shí)施的時(shí)候,，已經(jīng)經(jīng)過(guò)許多人的完善,，所以，把它歸功于一個(gè)人頭上并不太現(xiàn)實(shí),?！?/p> ????赫伯德目前在經(jīng)營(yíng)一家名為赫伯德（Herbold Group）的高管培訓(xùn)公司，公司客戶包括輝瑞制藥（Pfizer）,、戴爾公司（Dell）,、百事可樂(lè)公司（PepsiCo）和惠普公司（Hewlett-Packard）等。赫伯德曾在微軟公司（Microsoft）擔(dān)任過(guò)首席運(yùn)營(yíng)官,，并出版了《職場(chǎng)領(lǐng)地綜合癥：地盤(pán)之爭(zhēng)的危害與治理》（The Fiefdom Syndrome: The Turf Battles that Undermine Careers and Companies -- and How to Overcome Them）一書(shū),。 ????赫伯德表示：“員工需要確保兩點(diǎn)。第一,，確保老板認(rèn)為你的工作做得非常非常出色,。”為了保證這一點(diǎn),，他建議,，員工應(yīng)該每隔三到四周便向上司征求一次反饋意見(jiàn),。 ????“第二，員工希望能在自己的績(jī)效評(píng)估中看到,，在改進(jìn)工作方面,，自己的貢獻(xiàn)超出同事一籌。如果這兩個(gè)目標(biāo)都達(dá)到了,，那就沒(méi)有什么可以擔(dān)心的,。相反，如果一心只想著邀功,，肯定會(huì)被折磨瘋的,。” ????換句話說(shuō),，你的朋友說(shuō)得很對(duì),。韓鐸表示：“別忘了，最終的目標(biāo)是要使公司向前發(fā)展,，而不是因?yàn)闊o(wú)聊的辦公室政治和個(gè)人糾紛而停滯不前,。” ????或者正如羅納德?里根辦公桌上的座右銘,，上面寫(xiě)道：“拋棄名利之心,，你將無(wú)所不能?！?。 ????反饋：你是否遇到過(guò)自己的點(diǎn)子被同事盜用？你如何處理,？歡迎留言評(píng)論,。 ????（翻譯 劉進(jìn)龍） |
????Dear Annie: At the company where I worked until recently, I had a couple of colleagues who were master manipulators and who frequently got rewarded for ideas and improvements I came up with. That was one reason why I left that job. But now, I seem to have gone from the frying pan into the fire. I just came from a meeting where my current boss talked about his clever new cost-cutting strategy without once mentioning that I thought of the whole thing and laid it out for him. ????A big part of our performance bonuses and overall evaluations here are based on how many good ideas we have, so it makes me nervous that, once again, I'm not being recognized for what I'm contributing. A friend tells me not to worry about it because as long as I keep making my boss look good, I'll be okay. Is he right? — Too Anonymous ????Dear T.A.: In a word, yes. With all the palaver these days about personal branding and blowing your own horn as essential career survival skills, it's easy to see why this situation would make you uneasy. Moreover, it's certainly true that a reputation as an innovative thinker is an asset worth protecting. ????According to Peter Handal, the question is, protecting from whom? Handal, CEO of leadership development consultants Dale Carnegie Training, sees a big difference between peers who appropriate your ideas, as at your old job, and a boss who takes your suggestion and runs with it. ????That's because your colleagues are direct competitors in ways that your boss is not. "You do need to avoid letting colleagues steal your thunder, but it has to be handled in a friendly, low-key way," Handal says. ????One approach: Keep your best stuff under your hat until you get a chance to mention it to your whole team at once, either in a meeting or in an email to the group. "That way, there's no doubt about where the idea came from," he notes. ????If it's already too late for that, don't hesitate to speak up in a meeting with something like, "When I first brought up this idea to Howard, he made a really good suggestion about it…" Says Handel, "Find a subtle way to claim credit. People will get the point." ????By contrast, if it's your boss who's latched on to your idea and neglected to attribute it to you, how should you respond? "Say 'thank you,'" Handal says. ????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." ????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. ????"But of course, I still know whose it was," he adds. "Your boss does, too." ????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." ????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. ????"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. ????"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." ????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. ????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." ????Talkback: Have you ever had a coworker who stole your ideas? How did you handle it? Leave a comment below. |
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