????他補(bǔ)充說，命令與控制式管理文化的另外一種癥狀則表現(xiàn)在“年度績(jī)效評(píng)估令員工大吃一驚的時(shí)候。本來這種事不應(yīng)該發(fā)生，因?yàn)槔习鍛?yīng)該不斷給員工提供指導(dǎo)與反饋。”按照他的經(jīng)驗(yàn)，最有效的教練從來都是毫不留情的：“如果大家知道，你真誠地批評(píng)完全是為了他們的最大利益，他們應(yīng)該都能夠接受，不論你采取哪種方式。沒有必要粉飾批評(píng)。”

????3. 功過不分，任人唯親。鮑格茲爾斯基稱：“許多我之前的老板會(huì)要求對(duì)個(gè)人的忠誠，對(duì)‘馬屁精’會(huì)加獎(jiǎng)賞，卻不管績(jī)效如何。而最優(yōu)秀的老板則相信，員工主要的忠誠應(yīng)該獻(xiàn)給客戶，他們會(huì)根據(jù)員工做過什么進(jìn)行獎(jiǎng)勵(lì)，而不是你認(rèn)識(shí)什么人。”

????而關(guān)于任期，他相信，長(zhǎng)期只為一個(gè)人打工，就像命令與控制式的管理模式一樣，早已經(jīng)過時(shí)了。“除非你得到了許多升職機(jī)會(huì)，或者面臨一系列全新的挑戰(zhàn)，否則長(zhǎng)時(shí)間待在一家公司，通常都不會(huì)有積極的效果。”他補(bǔ)充說，和在其他國家相比，這種觀點(diǎn)在美國更容易被接受。“在Monster International，我們發(fā)現(xiàn)，要想讓歐洲管理者相信，在這里工作幾年不一定能得到升職，是非常困難的，因?yàn)樗麄兞?xí)慣了一種截然不同的傳統(tǒng)。”

????4. 偏信傳聞，忽視分析。鮑格茲爾斯基說道：“我以前跟過的幾位糟糕老板，會(huì)根據(jù)道聽途說的信息制定決策，而不是實(shí)實(shí)在在的數(shù)據(jù)。考慮到當(dāng)下可用信息的數(shù)量和傳遞速度，他們更不應(yīng)該這樣做。能力不足的管理者之所以喜歡小道消息，是因?yàn)樗麄兛偰苷业揭粋€(gè)人，告訴他們自己想聽的話，而不是確鑿的事實(shí)。”

????要注意下面的情況，他提醒誰：“比如老板在開會(huì)時(shí)，開場(chǎng)白就是‘如果相信這些數(shù)據(jù)……’或者‘我知道這些數(shù)據(jù)代表著什么，但每個(gè)人都認(rèn)為……’對(duì)這個(gè)問題，我會(huì)這樣回答：‘把每個(gè)人都請(qǐng)來，讓我們看個(gè)究竟。’”他說，有一位史上最糟糕的老板，“聽到一點(diǎn)傳聞，稱某款產(chǎn)品表現(xiàn)不好，雖然分析結(jié)果與傳聞內(nèi)容截然相反，但他還是根據(jù)那條孤立的傳聞，做出了一項(xiàng)重大的產(chǎn)品決策。結(jié)果，他做出的改變讓公司落入萬劫不復(fù)的深淵。”

????5. 將管理視為一個(gè)項(xiàng)目或最終結(jié)果。鮑格茲爾斯基發(fā)現(xiàn)：“糟糕的老板會(huì)將人員管理視為結(jié)果，而不是過程。一年一次的績(jī)效評(píng)估是結(jié)果，但真正的管理應(yīng)該體現(xiàn)在日常工作當(dāng)中。管理者應(yīng)該不斷尋找機(jī)會(huì)給員工提供反饋。”

????傾聽也能有所幫助。鮑格茲爾斯基發(fā)現(xiàn)，許多優(yōu)秀員工之所以開始尋找新工作，通常是因?yàn)椤八麄儾淮_定未來在這家公司會(huì)有怎樣的發(fā)展。如果管理者能創(chuàng)造一種環(huán)境，讓員工感覺他們可以將自己所期望的條件提出來，比如國際經(jīng)歷等，優(yōu)秀員工離開的可能性便會(huì)大幅降低。”

????鮑格茲爾斯基稱，在自己提供咨詢建議的科技初創(chuàng)公司，“我會(huì)建議公司高層盡可能經(jīng)常指導(dǎo)下屬，因?yàn)閷?duì)員工來說，來自高層的指導(dǎo)就像是一件禮物。比如，如果管理者這樣說：‘我之所以告訴你這個(gè)，是因?yàn)槲以诤跄愕某晒Α！聦倬蜁?huì)以最佳表現(xiàn)來回報(bào)公司。”他補(bǔ)充道，理想情況下，指導(dǎo)應(yīng)該是雙向的。作為一名經(jīng)常面試新員工的CEO，“我喜歡那些會(huì)直言我做錯(cuò)了的人。我希望下屬敢于直言，不怕告訴我壞消息。”（財(cái)富中文網(wǎng)）

????譯者：劉進(jìn)龍/汪皓

????One symptom of a command-and-control culture, he adds, is when "people are surprised by their annual performance evaluations. That shouldn't happen, because a boss should be coaching and giving feedback constantly." In his experience, the most effective coaches pull no punches: "If people know you have their best interests at heart, they can take honest criticism no matter how it's given. There's no need to sugarcoat it."

????3. Reward tenure and personal loyalty over merit. "I've worked for some bosses who demanded personal loyalty and rewarded sycophants, not performance," Pogorzelski says. "But the best bosses believe everyone's main loyalty should be to the customer, and they reward you based on what you do, not who you know."

????As for tenure, a long stint with one employer is now just as outdated as command-and-control management, he believes. "Unless you've been promoted a lot or faced a series of new challenges, staying a long time in one place is almost a negative." That idea is more accepted in the U.S. than in some other cultures, he adds: "At Monster International, we found that it was hard to convince European managers, who are used to a whole different tradition, that just being there for a certain number of years didn't guarantee a promotion."

????4. Emphasize anecdotes over analytics. "I've worked with a few bad bosses who made decisions based on anecdotal information rather than hard data," says Pogorzelski. "But given the amount and the speed of data available now, there's no good reason to do that. Incompetent managers prefer to rely on anecdotes because they can always find someone to tell them what they want to hear, rather than what the facts are."

????Beware, he says, of "a boss who starts a meeting by saying, 'If the data are to be believed ... ' or 'I know what the data show, but everybody thinks ... ' My answer to that is, 'Bring me everybody, and we'll see.'" One of his all-time worst bosses, he adds, "made a major product decision based on an isolated anecdote he heard that suggested the product didn't work well, when the analytics showed that it did. The changes he made as a result were disastrous for the business."

????5. Consider management a project or an end result. "Bad bosses see managing people as an event, rather than a process," Pogorzelski notes. "A once-a-year performance evaluation is an event. But real management is something that goes on every day, where you're constantly finding occasions to give feedback."

????Listening helps, too. Pogorzelski observes that key people often start job hunting because "they're uncertain what's next for them in this company. If you create an environment where they feel they can tell you what they're hoping for -- international experience, for example -- you're less likely to lose them."

????In the tech startups he advises, Pogorzelski says, "I recommend to top management that theycoach the people under them as often as possible, because coaching is a gift. If you put it that way -- if you say, 'I'm telling you this because I care about your success' -- people will respond by giving you their best work."

????Ideally, he adds, the coaching goes both ways. As a CEO interviewing potential new hires, "I look for people who will tell me I'm wrong. I want subordinates who aren't afraid to bring me bad news."