2. Use reassurance, not recrimination.Take the time before a project begins to get a clear and concrete outline of what your boss wants, when he wants it, and how he wants it done. "Take copious notes," Bernstein says. "There are two reasons for doing this. First, if you look as if you're taking his instructions seriously, he'll worry less about you making 'mistakes.' " And second, if you establish - in writing - a specific, measurable result to be delivered at a specific time, it will come in handy later on when your boss tries to control the process - which of course he will.

2. 让他安心，而不是揭他短。在一个项目开始前，一定要花时间弄清楚你的老板具体想要什么、希望它什么时候完成，以及希望它怎样完成。伯恩斯坦说：“要详细地做笔记。这样做有两个原因：首先，如果你看起来对待他的要求非常认真，他就不会那么担心你犯错”；其次，如果你能用书面形式制定出一个明确可预测的成果，并能在某个具体时刻得以实现，那么稍后如果你的老板试图控制整个进程时——当然他肯定会的，这些笔记就会派上用场。

3. Give progress reports before he asks for them."Nothing allays a control freak's fears like excess information," says Bernstein. "Remind him that you are taking the project as seriously as he does."

3. 在他未要求前主动给出进度报告。伯恩斯坦说：“最能缓解控制狂的担忧情绪的莫过于日常报告以外额外的信息。这可以提醒他，你和他一样认真地对待这个项目。”

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