????下一次抱怨老板有多混蛋的時候，不妨這樣想：這個人可是一個非常寶貴的反面典型。在線營銷指標(biāo)評估網(wǎng)站ClickFuel的CEO史蒂夫?鮑格茲爾斯基說：“我曾為各種老板工作過，有的老板很糟糕，有的則是非常優(yōu)秀的管理者?！倍鴮τ谀切┰愀獾纳纤?，他也心懷感激，因?yàn)椤八麄冏屛抑牢磥響?yīng)該避免哪些問題?！?/p>

????加入ClickFuel之前，鮑格茲爾斯基曾在招聘網(wǎng)站Monster.com任職十年.2005年至2007年期間，他還曾擔(dān)任過該公司集團(tuán)總裁。期間，在他的帶領(lǐng)下，公司收入上漲了60%，達(dá)到4.88億美元。作為一名科技初創(chuàng)企業(yè)投資人，他經(jīng)常為初創(chuàng)企業(yè)的創(chuàng)始人提供咨詢。他說：“我每天仍然在不斷學(xué)習(xí)。”你的那位大無畏的領(lǐng)導(dǎo)是不是一位糟糕的老板呢？且看鮑格茲爾斯基總結(jié)出的“糟糕老板5癥狀”。

????1. 禁止承擔(dān)風(fēng)險?；貞浧饚资昵?，自己在一家出版公司實(shí)習(xí)時，鮑格茲爾斯基說：“他們說我不是當(dāng)管理者的料，因?yàn)槲也粔蛑?jǐn)慎和保守?！彼矚g質(zhì)疑現(xiàn)狀的嗜好后來在Monster公司更受歡迎。他說：“在Monster，我有一位很了不起的上司，他鼓勵冒險。唯一的規(guī)則是，如果你要冒險一試，而且可能會犯錯，那就一定要動作迅速——這樣你還有余地，可以更快地調(diào)整方向?！盡onster International的急劇擴(kuò)張大部分都源于收購，尤其是在亞洲的收購：“每一筆收購都存在巨大的風(fēng)險，結(jié)果全都成功帶來了回報(bào)。”

????他說，糟糕的老板經(jīng)?！皦褐骑L(fēng)險——即便是很小的風(fēng)險，因?yàn)樗麄儞?dān)心想法更好的人會超過他們。但實(shí)際上，優(yōu)秀的下屬會推動上司更進(jìn)一步，而不是擠掉上司的位置?！?/p>

????2. 命令與控制式的管理。鮑格茲爾斯基回憶稱，在那家出版公司實(shí)習(xí)時，老板命令與控制式的管理方式意味著，“除了遵守死命令之外，沒有人會多干活，因?yàn)橹灰獑T工表現(xiàn)出一點(diǎn)積極性，便會受到懲罰?！?/p>

????在科技與經(jīng)濟(jì)變革極其緩慢的時代，打壓創(chuàng)造力的做法或許還能行得通，因?yàn)槿藗兌枷Ｍ茉谝患夜敬羯蠋资??！翱扇缃?，員工只會忠于自己的職業(yè)，而不是哪一家公司，”他說?！叭绻习宀扇∶钆c控制式的管理方式，最優(yōu)秀的員工肯定會離開。在這種老板手下即便表現(xiàn)好的員工，也一定不會是最優(yōu)秀的人才?！?/p>

????Next time you find yourself grumbling about what a jerk your boss is, just think: This person could be giving you a valuable negative example. "I've worked for some horrible managers and some great ones," says Steve Pogorzelski, the CEO of online-marketing metrics powerhouse ClickFuel. He's grateful to the worst of them, he adds, "for showing me what to avoid."

????Before joining ClickFuel, Pogorzelski spent 10 years at Monster.com (MWW), including two years as group president of Monster International, from 2005 to 2007, during which he helped revenues jump by 60% to $488 million. As an investor in tech startups, whose founders he advises, "I'm still learning every day," he adds.

????Not sure whether your fearless leader qualifies as a bad boss? Pogorzelski has pinpointed five things bad bosses do.

????1. Discourage risk-taking. As an intern at a publishing company a couple of decades ago, Pogorzelski recalls, "they told me I wasn't management material because I wasn't cautious and conservative enough." His penchant for questioning the status quo was more welcome later on at Monster, where "I had a great boss who encouraged risk," he says. "The only rule was, if you're going to take a chance and make a mistake, do it fast -- so you can change direction fast." Much of Monster International's growth spurt came from acquisitions, especially in Asia: "Every one of them was a big risk, but they all worked out."

????Often, he says, bad bosses "squelch risk -- even small risks -- because they fear being shown up by someone who has a better idea. But great people under you push you up. They don't push you out."

????2. Manage by command-and-control. At that publishing company where he interned, Pogorzelski recalls, bosses' command-and-control style meant that "nobody did anything more than was absolutely required, because you'd be punished for showing any initiative."

????Crushing creativity may have worked all right back in the days when the pace of technological and economic change was glacial, and people expected to stay at one company for decades. "But now, employees are loyal to their own careers, not to any one company," he says. "If you fall back on command-and-control, your best people will leave. Anyone who performs well under that kind of boss is not an A player."