職場五大終極難題的溝通技巧

1、職場五大終極難題的溝通技巧漲工資，改評估，打報告，要資源，提意見，這五個話題堪稱職場人士最難處理的問題，搞不好就會事與愿違。涉及到這類問題，怎么說往往比說什么還要重要。到底怎么談？專家在這里給出了有效的技術指導?！拔蚁爰有健?#160;   即使確實需要、而且也應該漲工資，要求加薪前人們仍很容易自我質疑：如果老板認為不值得給自己加薪怎么辦？如果老板有一陣子沒給人加薪了怎么辦？或者，讓老板覺得你總愛抱怨又該怎么辦？    暢銷書關鍵對話：高效溝通的技巧（Crucial Conversations: Tools for Talk

2、ing When Stakes Are High）一書的作者約瑟夫格雷尼指出，爭取更好的待遇或者津貼不應該威脅到一個人的工作，但前提是你要采用正確的方法特別是在得到賞識的時候。    那么得償所愿的關鍵是什么呢？格雷尼的建議是，忠于事實。    他說：“首先，上網(wǎng)研究一下薪酬情況，弄清楚本地區(qū)和自己從事類似工作的人拿多少工資。然后，準備有力的證據(jù)來說明為什么你的工作表現(xiàn)值得加薪?！?#160;   格雷尼還建議，不管做什么，都不要說自己出于個人原因而需要提高工資（無論有多么緊急）。&#

3、160;   他說，為了讓公司高層更容易接受你的觀點，“你要讓老板覺得這是他在了解情況后做出的商業(yè)決策，而不是在搞慈善捐款?！薄拔业臉I(yè)績考核不公正”    約瑟夫格雷尼是一位經(jīng)理人教練，他所在的領導力開發(fā)機構VitalSmarts設在猶他州普羅沃市。他說，如果年終考核沒有真正體現(xiàn)出你的出色之處，不要保持沉默。    即使最善意的領導在提交工作報告前也可能因為過度繁忙而忽略你的工作成績?；蛘撸麄兛赡芤驗槟硞€問題責怪你，但出現(xiàn)這個問題確有理由，而且這個問題可以得到補救。 

4、60;  格雷尼說：“沉默不語的風險可能比有話直說還大?！?#160;   他指出，如果人事檔案中的考評結果為一般（或者更差），那就可能不公正地妨礙你在今后的工作中得到更好的機會。因此，“你需要冷靜地說明”，你認為哪些評價或批評并不公允。    同時，你要請上司詳細說明他（她）對你有什么樣的要求。格雷尼說，要設法弄清楚上司如何定義出色地完成工作，還要準備好多聽少說。    他還建議：“你要請對方更頻繁地提供反饋，甚至可以每周一次。這樣你就可以在需要的時候作出調整，而

5、且這種調整要遠早于你的下次正式考核?！薄坝腥苏谧隹梢桑ɑ蛘叻欠ǎ┑氖隆?#160;   但愿你永遠不會碰上伯納德麥道夫這樣的上司。但如果你發(fā)現(xiàn)自己的公司里出現(xiàn)了不端行為，你能做些什么呢？對老板守口如瓶有可能讓你背上和壞人串通一氣的罪名，檢舉揭發(fā)則可能讓別人認為你“不可共事”，這個標簽同樣可怕。    格雷尼說，幸運的是，你可以在不影響自己工作的情況下發(fā)出警告，但你需要像外交官那樣行事。    格雷尼建議：“首先你要說明自己是出于善意，同時強調你考慮的是老板的最佳利益。然后解釋一下，你

6、認為如果這樣的行為繼續(xù)下去會產生什么樣的不利影響?！碑吘?，人們都知道蒙蔽客戶、欺騙投資者以及其他不誠信的行為能毀掉一家公司，進而造成數(shù)千人瞬間失業(yè)。大家應該還記得安然（Enron）事件吧？  'I want a raise'    Before asking for a raise - even if you need and deserve it - it's easy to let self-doubt take over: What if your boss doesn't think you&#

7、39;re worth the extra money? What if your boss hasn't had a pay bump for a while, either, and labels you a complainer?    Lobbying for a better salary or perks shouldn't jeopardize your career, though, if you do it the right way - especially if you're a valued employe

8、e, says Joseph Grenny, who wrote the bestselling Crucial Conversations: Tools for Talking When Stakes Are High.    The key to getting what you want? Stick to the facts, Grenny advises.    "First, research salary data online to find out what other people g

9、et paid for jobs like yours in your geographic area," he says. "Then, be ready to give solid evidence for why your performance merits more money."    Whatever you do, don't say you need more money for personal reasons (no matter how urgent), says Grenny. &

10、#160;  To make it easier to sell the idea to higher-ups, "you want your boss to see this as an informed business decision, not a charitable contribution," he says.'My performance review was unfair'    If your annual review didn't reflect your true

11、wonderfulness, don't stew in silence, says Joseph Grenny, an executive coach at VitalSmarts, a leadership development firm in Provo, Utah.    Even the best-intentioned leaders are so overworked in these lean times that your achievements may sometimes slip past them. Or they m

12、ay blame you for a problem when there are other, fixable reasons why it's occurring.    "Saying nothing may be a bigger risk than speaking up," says Grenny.    Since a so-so (or worse) appraisal in your HR file could unfairly block you from bigge

13、r career opportunities down the road, "you need to calmly set the record straight" about specific comments or complaints you believe are inaccurate, says Grenny.    Also ask your boss to go into detail about what he or she needs from you. Try to get insights into how th

14、is manager defines a job well done, says Grenny, and be prepared to do more listening than talking.    Grenny also advises: "Ask for more frequent feedback - maybe even once a week - so you can make course corrections if needed, long before your next formal evaluation."

15、'Something shady (or illegal) is going on'    Let's hope you never work for a Bernie Madoff type. But if you discover bad deeds are happening in your company, what can you do? Say nothing to your boss, and you risk seeming complicit in the wrongdoing. Speak up and you

16、 could earn that dreaded label, "not a team player."    Luckily, you can be a whistleblower without blowing your career, says Grenny. You'll need to be diplomatic, though.    "Start the conversation by sharing your good intentions and stress

17、ing that you have the boss's best interest in mind," Grenny suggests. "Explain the negative consequences you think will follow if the behavior continues." After all, bilking customers, deceiving investors, and other dodgy practices have been known to destroy companies, taking thou

18、sands of careers straight down the tubes. Remember Enron? 如果上司對你擔心的問題不屑一顧（“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?shù)淖龇?。不過，這會讓你顯得不服從直接上司的指揮，所以建議你們三個人面對面地談一談?！?#160;   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?！拔覜]有得到完成工作所需要的支持”&

19、#160;   面對過時的設備、陳舊的軟件、缺乏條理的文件和不切實際的截止期限，或者一直缺乏技術熟練的支持性人員，高效地開展工作就會變得難得多。而且你可能會覺得老板不支持你，或者說完全不了解你的工作。    但格雷尼認為，就算已經(jīng)忍無可忍，也不要貿然闖進老板的辦公室。相反，要安排一次會面。還要記住的一點是，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。還要避免責難，妄下斷言，也不要逞

20、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：“解釋一下你感到擔心的原因，要把重點放在你們共同的目標上。接下來，主動交流。你的老板可能從另一個角度來看待這個問題。如果你對別人的觀點持開放態(tài)度，他們也會更容易接受你的觀點?！薄澳愕牟呗院芸尚Α?#160;   你是否有過這樣的想法：“要是由我來負責，我們就會朝著截然不同的方向努力”當然，最安全的做法是把這種想法完全留在心里。    但格

21、雷尼指出，如果你的公司文化鼓勵通過辯論達成共識，以尊重的態(tài)度提出不同意見會帶來回報。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，你提出的不同觀點可能有用，而絕不是要挖老板的墻角?！?#160;   格雷尼認為，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。用事實來說明你為什么認為某項計劃不會奏效，而且要向老板表明，你的目的是幫助整個團隊取得成功。    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

22、誠?！毕Ｍ沁@樣。（財富中文網(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&

23、#39;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,

24、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 effici

25、ently. 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

26、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 ga

27、p 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 th