关键是如何发起对话。达特纳建议,问一些具体的问题,比如你的上司为什么认为错误是别人造成的。跟他讨论出问题的细节,以此迫使他停止诬陷——当然要以平静、而不是责难的方式。这会让他意识到,你已经受够了继续做他的替罪羊,你希望在未来阻止这样的事情再次发生。你还可能了解到一些有用的东西,比如他如何看待你的角色和他的职责。
"Try to get to the bottom of what's really going on here," Dattner advises. Is it possible, for instance, that who was accountable for which parts of a given project wasn't clear at the outset, so your boss genuinely believes you or a teammate dropped the ball? "The biggest mistake I've seen people make is reacting to a situation, usually angrily, without really understanding it first."
达特纳说:“尽量弄清楚事情的真相。”比如,有没有可能是因为在最开始,大家并没有明确谁应该负责某个项目的哪个部分,所以你的上司真的以为是你和你的同事犯了错误?“我遇到过人们犯的最大的错误,是非常愤怒地对这种情况做出反应,而并没有首先了解事实的真相。”
Robert Hosking, executive director of staffing company OfficeTeam, agrees. "You need to know exactly how the blame for a problem got assigned to you," he says. "Then steer the discussion toward how to prevent the same thing from happening again."
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