如何在管理層變動(dòng)中存活下來(lái)
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????親愛(ài)的安妮：去年晚些時(shí)候，我工作的公司宣布合并，事實(shí)證明這更像是一次收購(gòu)。如今，對(duì)方公司的高管團(tuán)隊(duì)掌管了一切，他們?cè)谘芯咳绾握蟽杉夜荆ń夤筒糠峙c對(duì)方公司管理職務(wù)重疊的人員。我的一些同事已經(jīng)開始謹(jǐn)慎地求職，因?yàn)樗麄冋J(rèn)為留在這家公司的時(shí)間已經(jīng)屈指可數(shù)。但我到這家公司僅有兩年時(shí)間，我喜歡我的工作，也非常愿意留在這里。我的問(wèn)題是，這樣的愿望現(xiàn)實(shí)嗎？我該如何保住自己的工作，同時(shí)又不會(huì)讓新老板認(rèn)為我愛(ài)耍政治手腕？您有什么建議嗎？——H.M.B. ????親愛(ài)的H.M.B.：去年，全球公布的并購(gòu)交易增加了47%（總價(jià)值：3.5萬(wàn)億美元），創(chuàng)下2007年以來(lái)的新高，而且鑒于許多交易要在今年才能實(shí)現(xiàn)，所以肯定有許多其他公司的員工正與你面臨同樣的困境。 ????然而，即使在未參與并購(gòu)的公司，人們遲早也要學(xué)會(huì)如何打動(dòng)新的管理團(tuán)隊(duì)。特麗莎?泰勒表示：“出于某些原因，平均來(lái)看，一個(gè)人在職業(yè)生涯中將遇到10位或更多新老板。你可以置身事外，做一位旁觀者，或者你可以對(duì)此施加影響?！碧├赵谝患译娦殴緭?dān)任高管，目前擔(dān)任十余家公司的董事。 ????她補(bǔ)充道：“不必?fù)?dān)心‘愛(ài)耍政治手腕’這個(gè)問(wèn)題。了解負(fù)責(zé)人，給他們留下好的印象，與政治無(wú)關(guān)。你的目的是確定如何融入到新公司當(dāng)中。如果邀請(qǐng)新上司共用午餐或小酌一杯的想法讓你困擾，你完全可以將其視為一種人際交往，兩者其實(shí)是一回事?！?/p> ????泰勒的觀點(diǎn)都來(lái)自親身經(jīng)歷。2000年，美國(guó)聯(lián)邦西部電信公司收購(gòu)奎斯特通訊時(shí)，泰勒是奎斯特眾多產(chǎn)品經(jīng)理之一。聯(lián)邦西部電信有自己的產(chǎn)品經(jīng)理，所以裁員似乎已成必然。泰勒努力讓新團(tuán)隊(duì)充分認(rèn)識(shí)到她的價(jià)值，最終被晉升到新設(shè)的執(zhí)行副總裁職位，負(fù)責(zé)管理兩家公司的所有產(chǎn)品經(jīng)理。 ????她是如何做到這一點(diǎn)的？泰勒提出了三條行之有效的建議： ????提出解決方案而非問(wèn)題。泰勒說(shuō)道：“對(duì)于新老板來(lái)說(shuō)，沒(méi)有什么比人們列隊(duì)到自己面前詳細(xì)訴說(shuō)問(wèn)題更糟糕的事了。有些人甚至采用一種頗具藝術(shù)感的方式來(lái)描述問(wèn)題?！辈灰蔀檫@樣的人。提出你認(rèn)為需要糾正的問(wèn)題可能對(duì)你有幫助，但你應(yīng)該準(zhǔn)備至少三個(gè)可行的解決方案。 ????預(yù)測(cè)未來(lái)。泰勒說(shuō)道：“努力明確新老板的需求。如果你處在她的位置，你想知道什么？公司目標(biāo)與文化無(wú)疑會(huì)發(fā)生變化，所以你需要觀察前后的差異，接受這種變化?！彼a(bǔ)充道，如果可能的話，“展示你的主動(dòng)性，完成一個(gè)沒(méi)有人要求的項(xiàng)目”，來(lái)證明你希望參與到這種改變當(dāng)中?！巴ǔＴ谑召?gòu)交易中，人們的第一反應(yīng)是躲避，但這是錯(cuò)誤的。你應(yīng)該投入到改變當(dāng)中，積極進(jìn)取。選擇你一直以來(lái)都很擅長(zhǎng)的事情，綻放自己的光彩。” ????保持靈活性。合并是更新簡(jiǎn)歷的好時(shí)機(jī)，即便你希望繼續(xù)留下來(lái)。泰勒指出：“公司合并之后一種常見的做法，是要求人們重新面試他們已經(jīng)從事的工作，或者公司重組之后新設(shè)立的崗位。明智的做法是證明自己做好了接受任何職位安排的準(zhǔn)備，因?yàn)楣竞湍阍诠镜穆殑?wù)將不斷發(fā)展變化，即使某項(xiàng)特定的職位變動(dòng)在當(dāng)時(shí)看來(lái)并非好的選擇?！?/p> ????這一點(diǎn)同樣來(lái)自泰勒自己的職業(yè)經(jīng)歷。擔(dān)任產(chǎn)品管理總監(jiān)三年之后，她被任命為人力資源總監(jiān)。她說(shuō)道：“我覺(jué)得這非?；闹嚒Ｎ医?jīng)常在暗地里嗤笑人力資源部。而現(xiàn)在，一直致力于銷售和市場(chǎng)營(yíng)銷的我，卻要去管理勞工合同、員工福利等?！钡€是接受了任命，兩年后，她被任命為首席運(yùn)營(yíng)官，這段經(jīng)歷則“成為一個(gè)重量級(jí)的砝碼”。 ????她建議說(shuō)：“改變從來(lái)都不容易。但即便你最終被調(diào)任到看起來(lái)不太理想的其他崗位，也要努力做到最好。你永遠(yuǎn)不知道它會(huì)給你帶來(lái)什么。”祝你好運(yùn)。 ????反饋：你是否曾在并購(gòu)中幸存下來(lái)，留住了自己的工作甚至得到了更好的職務(wù)？你是如何做到的？歡迎評(píng)論。（財(cái)富中文網(wǎng)） ????譯者：劉進(jìn)龍/汪皓 ????審校：任文科 |
????Dear Annie:Late last year, the company where I work announced a merger that is actually turning out to be more of an acquisition. The executive team from the other, somewhat bigger company is in charge now, and they’re looking at how to combine the two entities, including laying off some of us whose jobs overlap with their own managers’ positions. Some of my colleagues have started (discreetly) job hunting, on the assumption that their days here are numbered. But I just got here a couple of years ago, I like what I’m doing, and I’d really rather stay. My question is, how realistic is that? Any suggestions for improving the odds of holding on to my job, without coming across to the new bosses as too political? — Holding My Breath ????Dear H.M.B.:Considering that mergers and acquisitions announced worldwide shot up 47% last year (total value: $3.5 trillion), their highest level since 2007, and since many of those deals are just now coming to fruition, you can be sure that plenty of other employees are in the same boat. ????But even people whose employers haven’t merged will, sooner or later, have to learn the art of impressing a new management team. “For one reason or another, the average person will have 10 or more new bosses over the course of his or her career,” notes Teresa Taylor, a former telecommunications executive who now sits on a dozen boards of directors. “You can sit back and watch the change happen, or you can influence it. ????“Don’t worry about being ‘too political,’” she adds. “Getting to know the new people in charge, and making a good impression on them, isn’t about politics. It’s about figuring out how you fit in now. If the idea of asking your new boss out for lunch or drinks bugs you, think of it as networking, which is really the same thing.” ????Taylor speaks from experience. She was one of a large group of product managers at Qwest when US West bought the company in 2000. US West had its own product managers, so layoffs seemed inevitable. Taylor got busy making herself so valued by the new team that she got promoted to a newly created executive vice president position, overseeing all the product managers from both companies. ????How did she pull that off? Taylor says these three steps worked for her: ????Bring solutions, not problems.“There’s nothing worse for a new boss than to have a parade of people in her office who can describe in great detail what is wrong,” Taylor says. “Some people have truly made an art form out of defining the problem.” Don’t be one of them. It’s helpful to bring up things you believe need fixing, but only if you can identify at least three possible solutions. ????Read the tea leaves.“Try to identify the needs of the new boss. If you were in her shoes, what would you want to know?” says Taylor. “There’s no question that the goals and the culture are going to change, so embrace that by observing the differences.” If possible, demonstrate that you want to be part of the change by “showing initiative and completing a project no one asked you to do,” she adds. “Often, in an acquisition, people’s first impulse is to try to hide, but that’s a mistake. Jump in. Be engaged. Pick something that you’ve always been good at, and let it shine.” ????Be flexible.A merger is a good time to dust off your resume, even if you’re counting on staying. “A common practice is to have people re-interview for the jobs they’ve already got, or for other jobs that have opened up in other parts of the reorganized company,” Taylor points out. “It’s smart to be thought of as ready for any assignment, because the company and your role in it will continue to evolve, even if a particular move doesn’t seem like a great option at the time.” ????That idea, too, comes from Taylor’s own career. After three years as product management chief, she got appointed head of human resources. “It seemed ridiculous to me. I was one of those people who always snickered about HR,” she says. “Here I was, a sales and marketing person, suddenly in charge of union contracts, employee benefits, and so on.” Still, she took the assignment, which “turned out to be a big part of what qualified me” for a promotion to chief operating officer two years later. ????“Change is never easy. But even if you end up somewhere else in the company from where you are now and it doesn’t seem ideal, make the best of it,” she suggests. “You never know where it will lead.” Good luck. ????Talkback:If you’ve ever survived a merger or acquisition with your job intact, or you ended up with a better one, how did you do it? Leave a comment below. |
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