????無(wú)視別人

????糟糕的職場(chǎng)傾聽(tīng)者不在少數(shù),。許多人在開(kāi)會(huì)和打電話的時(shí)候喋喋不休，根本沒(méi)有考慮其他人的觀點(diǎn),，或者根本注意不到他們的信息被當(dāng)作了耳旁風(fēng),。不要做這樣的人。

????梅爾徹解釋說(shuō)：“之所以說(shuō)這種做法有問(wèn)題,，是因?yàn)檫@是一種失衡的對(duì)話,。別人會(huì)認(rèn)為你沒(méi)有自知之明?！?/p>

????此外,，你應(yīng)該認(rèn)清公司內(nèi)部的勢(shì)力范圍。不要對(duì)同事說(shuō)某個(gè)人的壞話,，因?yàn)槟阌肋h(yuǎn)不知道每個(gè)人幕后效忠于誰(shuí),。要清楚官方和非官方的組織結(jié)構(gòu)，這樣你才不會(huì)像哥們一樣對(duì)老板說(shuō)話,，也不會(huì)像對(duì)待上司一樣對(duì)待與自己同級(jí)的同事,。

????《初為領(lǐng)導(dǎo)者》（First-Time Leader）一書(shū)的作者喬治?布拉特認(rèn)為：“像對(duì)待同事一樣對(duì)待老板是一種失禮的行為。而像對(duì)待下屬一樣對(duì)待同事同樣如此,?！崩纾绻泐I(lǐng)導(dǎo)的團(tuán)隊(duì)中,，有人并不是你的直接下屬,，他們與你級(jí)別相同；你不能指望對(duì)他們指手畫(huà)腳,。相反,，你要通過(guò)設(shè)定共同的目標(biāo)，贏得他們的配合,。

????布拉特建議：“如果有人向你介紹團(tuán)隊(duì)中的成員情況,，要問(wèn)一下這些人的上司是誰(shuí)，也要問(wèn)一下他們暗中向誰(shuí)匯報(bào)工作,?！崩纾患夜镜男氯慰偛眉夹g(shù)上負(fù)責(zé)營(yíng)銷(xiāo)與業(yè)務(wù)開(kāi)發(fā),，可結(jié)果這家業(yè)務(wù)開(kāi)發(fā)部門(mén)的負(fù)責(zé)人卻是公司的聯(lián)合創(chuàng)始人之一,、同時(shí)也是另外一名創(chuàng)始人、公司首席執(zhí)行官的好朋友,。

????布拉特說(shuō)：“如果你的下屬中有一位是公司的創(chuàng)始人,，那他就是你的老板！”

????不要浪費(fèi)別人的時(shí)間,，即便是用很不起眼的方式,。如果你邀請(qǐng)別人進(jìn)行一次社交會(huì)面，之前一定要充分調(diào)查一下對(duì)方和他的公司,，針對(duì)會(huì)話內(nèi)容制定一個(gè)議程,，至少要打個(gè)腹稿。

????Being oblivious to others

????The workplace is filled with poor listeners. These people blather on during meetings and calls, failing to think of the other person's perspective or to pick up on cues that their messages are falling on deaf ears. Please don't be one of them.

????"The reason this is so problematic is that it's an imbalanced conversation," Melcher explains. "The other person is starting to conclude that you don't have any self-awareness."

????You should also be aware of the lines of power in your organization. Don't bad-mouth someone to a colleague because you never know who has behind-the-scenes loyalties. Be aware of the official -- and the unofficial -- organizational chart so you don't end up speaking to your boss like a buddy or to your peers like a supervisor.

????"Treating your boss like a peer is a faux pas. Treating a peer like a subordinate is a faux pas," says George Bradt, author of the forthcoming book First-Time Leader. For instance, if you're leading a team that includes people who aren't your direct reports, they are your peers; you can't expect to order them around. Rather, you need to win their cooperation by setting mutual goals.

????"When somebody tells you [the names of people on] your team, ask about who they report to, and ask about the shadow reporting," Bradt advises. For instance, one new company president was technically in charge of marketing and business development, but it turned out that the head of business development was a company founder and best friends with the chief executive, another founder.

????"You've got a guy working for you who started the company? He's your boss!" Bradt says.

????Don't waste people's time, even in small ways. If you ask for a networking meeting, arrive having researched the person and his organization. Have an agenda, even if it's just in your mind, to give the conversation structure.