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你的工作讓你很頭痛嗎？
Three Signs of a Miserable Job
讓人痛苦的工作的三個(gè)標(biāo)志
"Awful," "dreary," and "miserable" are adjectives that many people use to describe their jobs at one time or another. Dissatisfaction on the job is common and often temporary. But not many people take time to analyze what makes a job miserable, and how to fix it.
“糟糕的”“沉悶的”以及“痛苦的”是人們?cè)?jīng)一度用來描述自己工作的形容詞。對(duì)工作的不滿是很普遍的，而且經(jīng)常都是暫時(shí)性的。但是很多人都會(huì)花時(shí)間去分析是什么讓他們感覺工作痛苦，以及怎樣去修補(bǔ)。
Fortunately Patrick Lencioni has done much of that work in his book "The Three Signs of a Miserable Job."
幸運(yùn)的是Patrick Lencioni已經(jīng)在他的"The Three Signs of a Miserable Job." 一書中做了大量的分析工作。
Job Misery Is Universal
工作痛苦是普遍性的
The author notes that a "miserable" job differs from a "bad" job, as one person's dream job may not appeal to another worker. A miserable job, however, has some universal traits.
作者指出一份“讓人痛苦的”工作和一份“壞”工作是不同的，就好像一個(gè)人的夢(mèng)想中的工作對(duì)另一個(gè)人來說并沒有吸引力一樣。然而，一份令人痛苦的工作都有一些普遍的特征。
"A miserable job makes a person cynicaland frustrated and demoralized when they go home at night," Lencioni says. "It drains them of their energy, their enthusiasm, and self-esteem. Miserable jobs can be found in every industry and at every level."
Lencioni 說：“一份令人痛苦的工作讓人在晚上回家的時(shí)候感到憤世嫉俗、挫敗、失落。工作消耗了他們的能量，熱情和自信。令人痛苦的工作存在于每個(gè)行業(yè)、各個(gè)層次�！�
Lencioni blames much of the problem on managers, who are a key factor in the job satisfaction (or dissatisfaction) of their employees. A recent survey points to a similar conclusion: 43% of workers said discontentwith their boss was the main reason they planned to look for a new job in next year.
Lencioni認(rèn)為之所以這樣，大部分原因在于經(jīng)理，他們是員工獲得工作滿足感的關(guān)鍵因素。一份最近的調(diào)查指出了相同的結(jié)論：43%的職工都說他們打算在來年重新找一份工作的最主要原因也是因?yàn)樗麄兊纳纤尽?/P>
The Three Signs
三個(gè)標(biāo)志
Lencioni identifies the three signs of job misery as anonymity, irrelevance, and immeasurement.
Lencioni將令人痛苦的工作的三個(gè)特征定義為無名，無關(guān)，無法測(cè)評(píng)
Anonymity: Employees feel anonymous when their manager has little interest in them as people with unique lives, aspirations, and interests.
無名：當(dāng)員工認(rèn)為經(jīng)理對(duì)自己，自己的熱情和自己的愛好沒什么興趣的時(shí)候，會(huì)覺得自己是個(gè)無名氏。
Irrelevance: This condition occurs when workers cannot see how their job makes a difference. "Every employee needs to know that the work they do impacts someone's life -- a customer, a coworker, even a supervisor -- in one way or another."
無關(guān)：這種情況發(fā)生在員工看不到自己的工作和別人有任何區(qū)別時(shí)。即使是員工也需要知道他們的工作在某一方面或其他方面影響了一位顧客、同事或上司的工作生活。
Immeasurement: This term describes the inability of employees to assess for themselves their contributions or success. As a result they often rely on the opinions of others -- usually the manager -- to measure their success.
無法測(cè)評(píng)：這項(xiàng)描述了員工無法去評(píng)估自己的貢獻(xiàn)或成功。結(jié)果他們就經(jīng)常依賴其他人的意見(一般是經(jīng)理)來評(píng)估自己的成功。
Three Remedies for Job Misery
彌補(bǔ)痛苦工作的三個(gè)方法
For workers who may be experiencing the signs of job misery, Lencioni recommends three steps to improve the boss-employee dynamicand enhance job satisfaction.
對(duì)于那些可能正在經(jīng)歷以上痛苦的員工，Lencioni推薦了三個(gè)循序漸進(jìn)的方法來提高員工與老板之間的互動(dòng)，提高工作滿足感。
1. Assess your manager. Is the boss interested in and capable of addressing the three factors mentioned above? "Most managers really do want to improve, in spite of the fact that they may seem disinterestedor too busy," Lencioni says.
接近你的上司。你的上司是否有興趣，并且能夠解決上面提到的三個(gè)問題呢?Lencioni說：“盡管很多經(jīng)理看起來沒有私心或很忙，但是他們都想改善情況�！�
2. Help your manager understand what you need. This could mean reviewing with your manager what the key measurements for success are for your job. Lencioni also suggests asking your boss, "Can you help me understand why this work I'm doing makes a difference to someone?"
讓你的經(jīng)理懂得你的需求。這可能就意味著要和你的經(jīng)理一起協(xié)商什么是評(píng)估你的工作成功的關(guān)鍵標(biāo)準(zhǔn)。Lencioni也建議去詢問你的上司“是否可以請(qǐng)您幫我說明我現(xiàn)在做的工作和別人的有什么不同嗎?”
3. Act more like the manager you want. "Employees who take a greater interest in the lives of their managers are bound to infect them with the same kind of human interest they seek," the author says. Or find ways to let your manager know how his or her performance makes a positive difference for you.
讓自己的行為更加滿足經(jīng)理的期待�！澳切⿲�(duì)經(jīng)理的生活有極大興趣的員工，必定也會(huì)感染到經(jīng)理，讓他們對(duì)自己的生活同樣產(chǎn)生期待。” Lencioni如是說�；蛘哒业酵緩阶屇愕慕�(jīng)理明白他或她的行為會(huì)對(duì)你產(chǎn)生積極的影響。
Be Realistic
現(xiàn)實(shí)點(diǎn)
Richard Phillips, founder of Career Advantage Solutions, agrees that "managing up" is a good way to improve job satisfaction, but he cautions employees to be realistic in their expectations.
Richard Phillips是Career Advantage Solutions公司的創(chuàng)建者，他贊同“向上管理”是一種很好的提高工作滿足感的方式，但是他警告員工應(yīng)該要對(duì)自己的期待認(rèn)清現(xiàn)實(shí)。
"Managers are not mind readers," he says. "Take the responsibility to communicate upon yourself, and remember there has to be an ongoing dialogue, or change is unlikely to happen."
他說：“經(jīng)理不會(huì)讀心術(shù)。負(fù)起交流的責(zé)任，并且要做好長(zhǎng)期對(duì)話或沒有結(jié)果的努力的覺悟�！�
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