爲什麼你不想要一個親切的上司呢？

Just because a boss is nice, doesn’t mean he or she is any good. A tough, demanding manager will push you to do your best work.
因爲你的老闆很友善，並不意味着他或者她就是很成功的。一個嚴厲的、有要求的管理者會促使你把你的工作做到最好。

“Just because you have a nice boss, doesn’t mean you have a good boss”
因爲你有一個和善的老闆並不意味着你有一個好的老闆。

Everyone wants a nice boss. And if a nice boss is one who respects me and my work, challenges me to get better and wants to see me grow as both a professional and a leader, then I’m for it too.
每個人都想要一個友善而親切的老闆。但是如果一個老闆，可以尊重我個人和我的工作，激勵我變得更好並見證我成長爲一個專業而有領導力的人，我也是完全沒有意見的。

But too many people look at a hard-charging boss and jump to the conclusion that he or she is a tyrant.
但是太多的人面對強硬的上司時，會直接的認爲他（或她）就是一個獨裁者。

Here’s what these people don’t get: just because you have a nice boss, doesn’t mean you have a good boss.
這就是很多人沒有意識到的一點：友善的老闆並不絕對是一個好老闆。

“These immensely successful bosses don’t care much about being liked.”
非常成功的老闆根本不在乎是否受人愛戴。

I’ve seen plenty of bosses who might talk the talk about demanding exceptional performance but, all too often, they just want employees to like them. What’s more, they want people to speak well of them, to be “friends” with them. This type of boss is afraid that if they set high performance targets and challenge their staff to meet and surpass them, their esteem will slip. As a result, they ease up on their expectations, sometimes without realising it. Not surprisingly, performance falters.
我見過許多老闆，他們可能會講到有關於卓越表現的要求的談話，但他們通常也希望能得到員工的愛戴。同時，他們希望員工可以說他們的好話，和他們成爲“朋友”。這類型的老闆害怕的是，如果他們設定高要求的目標去挑戰他們的員工，員工會超越他們，那麼他們的威嚴就會下降。因此，這類型的老闆往往會放寬期待值，有時甚至根本沒有意識到這個問題。毫無疑問，員工們的表現是止步不前的。

Some of the best leaders I’ve seen, whether in research or coaching, come to work with a razor-sharp focus on results. These immensely successful bosses don’t care much about being liked. Their expectations are both staggering and non-negotiable — and their teams know it.
我見過的那些頂尖的領導者，不管是在研究還是指導上，都是非常尖銳的結果導向型。這些十分成功的老闆根本不在乎是否被人愛戴。他們的要求和期望是十分驚人並不會退步的----他們的團隊十分了解這一點。

Take, for example, US real estate guru Bill Sanders. “Everybody knew that Bill demanded results,” said Ronald Blankenship, former chairman and CEO of Verde Realty, a real estate investment trust and long-time associate of Sanders. “If you were going to work with him, you needed to be prepared to make that your primary focus.”
我們來看一個例子----有關美國房地產專家Bill Sanders。“所以人都知道Bill Sanders要求結果，”Ronald Blankenship這麼說過，Ronald是豪園物業的前任主席和CEO，也是房地產投資信託基金和Sanders的長期助手，“如果你想和他（Sanders）一起工作，你需要集中好你全部的注意力。”

“How do you know if you’re falling prey to the Nice Boss Syndrome?”
你怎麼知道你是否已經淪爲好老闆綜合症的患者了呢？

These great leaders are not afraid to lay down the law — they don’t hesitate for an instant. And paradoxically, their toughness, accompanied by their adherence to their unique and inspiring visions, often generates more esteem among their reports, not less.
一個偉大的領袖並不害怕制定規則----他們甚至都不帶任何猶豫的就這麼做了。自相矛盾的是，他們的嚴厲，伴隨着他們所帶來的獨一無二並鼓舞人心的願景，經常通過他們的報告帶來更多而不是更少的尊重。

In fact, it generates something greater than mere esteem among most employees: A profound respect, loyalty, even love.
事實上，在員工中會產生一些比敬意更好的情感：深刻的尊重，忠誠，甚至是愛。

Of course, being tough doesn’t mean being offensive. How do you know if you’re falling prey to the Nice Boss Syndrome? Consider these questions — and keep track of your yesses.
當然，嚴格不意味着有攻擊性。你怎麼知道自己是否已經患上好老闆綜合症了呢？考慮下面這幾個問題----並記錄下你有多少個回答是“是”。

During the past year, have you changed your expectations for someone more than once after he or she failed to perform or meet your standards?
在過去的一年，你有沒有因爲一個人沒有達到你的要求就降低你對他的期望值不止一次了呢？

During the last year, have you failed to follow up and punish bad behaviour?
在過去的一年，你是否並沒有跟蹤瞭解不良表現並作出懲罰呢？

Do you sometimes grant employees bonuses or other special compensation even after they have failed to meet their goals — just because they “tried hard”?
你是否在員工沒有達到他們的目標的時候仍然給他們一些獎賞或者補償僅僅是因爲他們“努力過了”？

Do you fail to set clear, meaningful goals for your team members? Clear goals are specific, measurable, attainable, and come with a deadline; vague goals don’t.
你是否沒有爲你團隊成員設定清晰有意義的目標呢？清晰的目標就是指模糊的目標不具有的，具體的，可衡量的，可達到的，並且有具體期限等特性的目標。

Do you tend to withhold negative feedback for fear of upsetting or alienating someone?
你是否因爲害怕打擾或疏遠別人就忍住沒有給出負面的反饋呢？

When you do deliver negative feedback, do you find yourself softening it?
當你想要給出負面的評價時，你會讓自己變得委婉嗎？

Do your bosses or fellow managers perceive you as soft and overly accommodating?
你的老闆和同事是否認爲你是一個過分寬鬆和溫和的人？

Do the people who work for you have a tendency to rest on their laurels when they do succeed (for instance, do they think that good work is enough, no striving for the next goal)?
你的員工是否在取得成績後就想要安於現狀？（比如，他們是否認爲現在的工作已經足夠好，不用再爲下一個目標爭取了？）

If you find yourself answering “yes” to three or more of these questions, you might be suffering from Nice Boss Syndrome. In that case, it’s time to change your ways. If you want to be respected, not just liked:
如果你發現自己回答了三個，或者更多的“是”，你可能已經患上了好老闆綜合症了。那麼是時候改變你的方法了，如果你想受人尊敬，做到以下這樣：

Keep an “expectations logbook”, laying out performance expectations for each of your staff, your ongoing daily observations about their performance, and any actions you’ve taken to enforce your expectations.
記錄你的“期望日誌”，爲你的每位僱員設定期望值，記錄你日常對他們的觀察和執行你期望的行爲。

For each of your reports, revisit the goals you’ve set. Are they ambitious or aggressive enough? Are they clear and quantifiable? Don’t downgrade just because someone failed to meet a goal.
對於你的每份報告，都要回顧你設定的目標。是否足夠積極遠大呢？是否足夠清晰並可量化呢？不要因爲一些人達不到目標就把目標降級。

Is there a way to “gamify” performance expectations and make them public or transparent among your team? Doing so might foster healthy competition while making it harder for you to wiggle out if you need to hold people accountable.
在你的團隊裏是否有一種“遊戲化”的方法去量化每個成員的表現並且使團隊更公開透明？這樣做會促使一種良性競爭在你想追究責任的時候，很難有人輕易逃脫（懲罰）。

Practice delivering negative feedback: Avoid emotion and stick to the facts; flag that negative feedback is coming so it’s not a surprise; focus on how to do it better next time rather than just critiquing the past.
練習給出負面反饋：避免過度情緒化並堅持事實，標記負面評論的到來不是一個驚喜；注重怎麼在下一次做得更好而不是一直批評過去。

“Nice” bosses may feel good about themselves, but they don’t get world-class results. Demanding bosses do. And if you work for a nice boss, don’t get too self-satisfied. If you aren’t getting better at whatever you do for a living, and learning and growing in the process, you’re not just standing still, you’re really falling behind.
“友好的”老闆通常自我感覺良好，但他們往往做不出國際水平的成果。嚴厲的老闆卻可以。因此如果你爲一個友好的老闆工作，不要讓自己過分自我滿足，如果你不能在工作中做得更好，或者從過程中得到學習和成長，你不是在原地踏步，你已經在落後了。

In the modern business world – where competition can come from anyone and anywhere, anytime – just getting by is not a winning formula.
請記住：在現代的商業世界----競爭隨時隨地隨處可見----得過且過絕不是成功的法則。