????如果上司對你擔(dān)心的問題不屑一顧（“我們一直這么干”），甚至對你表示不滿（說聲再見，然后起身離開），那就把你發(fā)現(xiàn)的問題報(bào)告給更高層的管理者。

????格雷尼說：“在這種情況下，找你老板的老板是恰當(dāng)?shù)淖龇ā２贿^，這會(huì)讓你顯得不服從直接上司的指揮，所以建議你們?nèi)齻€(gè)人面對面地談一談。”

????如果問題似乎一直牽連到公司最高層，那該怎么辦？這種情況下，你最好另謀高就。

“我沒有得到完成工作所需要的支持”

????面對過時(shí)的設(shè)備、陳舊的軟件、缺乏條理的文件和不切實(shí)際的截止期限，或者一直缺乏技術(shù)熟練的支持性人員，高效地開展工作就會(huì)變得難得多。而且你可能會(huì)覺得老板不支持你，或者說完全不了解你的工作。

????但格雷尼認(rèn)為，就算已經(jīng)忍無可忍，也不要貿(mào)然闖進(jìn)老板的辦公室。相反，要安排一次會(huì)面。還要記住的一點(diǎn)是，幾乎可以肯定，老板本已上并不打算讓你陷入這種糟糕的境地。

????格雷尼建議：“要以疑問的態(tài)度開始這場對話，而不是憤怒。”這樣老板就不至于對你置之不理。還要避免責(zé)難，妄下斷言，也不要逞口舌之快。

????他說，相反，要冷靜地說明你所需要的支持和你得到的支持之間有什么樣的差距。

????格雷尼指出：“解釋一下你感到擔(dān)心的原因，要把重點(diǎn)放在你們共同的目標(biāo)上。接下來，主動(dòng)交流。你的老板可能從另一個(gè)角度來看待這個(gè)問題。如果你對別人的觀點(diǎn)持開放態(tài)度，他們也會(huì)更容易接受你的觀點(diǎn)。”

“你的策略很可笑”

????你是否有過這樣的想法：“要是由我來負(fù)責(zé)，我們就會(huì)朝著截然不同的方向努力……”當(dāng)然，最安全的做法是把這種想法完全留在心里。

????但格雷尼指出，如果你的公司文化鼓勵(lì)通過辯論達(dá)成共識(shí)，以尊重的態(tài)度提出不同意見會(huì)帶來回報(bào)。但一定要讓別人明白，你這樣做是出于善意。

????他說：“要充分表明，你提出的不同觀點(diǎn)可能有用，而絕不是要挖老板的墻角。”

????格雷尼認(rèn)為，怎么說比說什么更重要。所以態(tài)度要溫和，還要問許多問題。用事實(shí)來說明你為什么認(rèn)為某項(xiàng)計(jì)劃不會(huì)奏效，而且要向老板表明，你的目的是幫助整個(gè)團(tuán)隊(duì)取得成功。

????他指出，得體地就現(xiàn)狀提出不同意見能體現(xiàn)出你的關(guān)切之情。這樣，“你的開誠布公就可能讓老板的態(tài)度變得更加坦誠。”希望是這樣。（財(cái)富中文網(wǎng)）

????譯者：Charlie??

????If your boss pooh-poohs your worries ("This is how we've always done it"), or even retaliates against you (goodbye, raise), take your concerns upstairs.

????"At that point, it's appropriate to approach your boss's boss," Grenny says. "But, so you don't seem to be going behind your boss's back, suggest that the three of you meet together."

????What if the rot seems to go all the way up the organization chart? In that case, start looking for a new job.

'I'm not getting what I need to do the job'

????If you're coping with outdated equipment, vintage software, pointless paperwork, unrealistic deadlines, or a perennial shortage of skilled support staff, it's much harder to work efficiently. And you may blame your boss for being unsupportive or just clueless.

????Don't charge into your boss's office when you're completely fed up with the situation, though, says Grenny. Instead, schedule a meeting, and keep in mind that your boss is almost certainly not trying to make you miserable.

????"Start the conversation with curiosity rather than anger," Grenny suggests. So the boss isn't tempted to tune you out, avoid accusatory, judgmental, or inflammatory language.

????Instead, calmly describe the gap between the support you need and the support you're getting, Grenny advises.

????"Explain why you're concerned, with emphasis on your common goals," he says. "Next, invite dialogue. Your boss may see the problem differently. If you're open to others' points of view, they'll be more open to yours."

'Your strategy is ridiculous'

????Ever think, "If I were in charge around here, we'd go in a whole different direction..."? The safest option, of course, is to keep that opinion entirely to yourself.

????But if your corporate culture encourages debate and consensus, respectfully disagreeing can pay off. Just make sure it's clear you have the best intentions for doing so, Grenny says.

????"You want to establish up front that, far from trying to undermine your boss, you're offering a different viewpoint that might help," he says.

????It's not so much what you say as how you say it, Grenny notes. So tread softly and ask lots of questions. Lay out facts supporting your view that a given plan won't work, then keep reassuring your boss that your goal is to help the whole team succeed.

????Tactfully taking issue with the status quo shows you care, Grenny points out, so "the result of your openness could be a greater openness on your boss's part as well." Here's hoping.