职场潜规则 被炒鱿鱼的六个征兆.

　　在职场中炒鱿鱼是不新鲜的一件事，很多被炒的普通员工甚至高管在这一天到来时都有点莫名其妙，其实此前多少会有一些征兆。职场潜规则是不成文的一些细节，但在平时的工作中还是要多了解一些职场法则，提高敏感度。下面我们聊一聊被炒鱿鱼的六个征兆，多了解一些细微之处以帮助自己不幸处于此种境地时能够采取积极的应对措施，转变这一厄运。

　　Steve Walker, a veteran executive for Safeway Co.,figured his long tenure offered protection from alayoff. He figured wrong.

　　在超市运营商Safeway Co.长期担任高管的史蒂夫・沃克尔(Steve Walker)曾经以为，自己为公司工作了这么长的时间，应该可以免遭被裁员的命运，但他想错了。

　　He lost his job as vice president of corporate retailservices last November amid cost cuts at thesupermarket operator. Mr. Walker now realizes therewere warnings. For instance, he says, his usuallyfriendly boss turned terse during his final months.

　　沃克尔去年11月丢掉了公司零售服务副总裁的职位，当时Safeway正在推出一轮成本削减措施。他现在意识到，曾经有种种迹象预示这一天的到来。他说，举个例子，平时一向友好的老板在他离职前的几个月突然变得有了距离感。

　　Mr. Walker&aposs surprise over his sudden dismissal is hardly unique. Many highly confidentexecutives miss subtle signs that they&aposre on the way out.

　　突然被解雇给沃克尔带来意外并非个案。许多信心满满的高管都不曾看到那些预示自己即将被炒的细微迹象。

　　Jill Abramson got abruptly fired in May as executive editor of the New York Times -- an ousterthat she didn&apost see coming, she said in a TV interview Wednesday. About 70% of unemployedexecutives now counselled by Shields Meneley Partners overlooked or ignored cumulative cluesabout the falling ax, estimates Gail Meneley, co-founder of the career-transition firm. Theimproved economy makes senior managers &aposless sensitive to reading the signs of trouble,&aposexplains Hugh Shields, its other founder.

　　时任《纽约时报》(New York Times)主编的吉尔・艾布拉姆森(Jill Abramson) 5月份突然遭解雇，她在上周三的一个电视采访节目中说，自己事先一点都没有预料到会发生这种事。提供职业转型咨询服务的ShieldsMeneley Partners的联合创始人盖尔・梅内利(Gail Meneley)估计，目前在该公司进行咨询的失业公司高管中，大约70%的人都忽视了或者根本没有理会预示自己将被解雇的种种迹象。该公司另外一名合伙人休・希尔兹(Hugh Shields)说，由于经济形势有所好转，高级经理人对于判断出现问题的迹象不再那么敏锐。

　　Increased time pressures further hamper executives&apos awareness about an imminent job loss.They frequently admit later that &apos&aposthe signs were there. I was too busy trying to get thingsdone,&apos&apos reports Dee Soder, managing partner of CEO Perspective Group, anexecutive-advisory concern.

　　时间压力的加重更加令高管无法意识到自己快要丢掉工作了。提供公司高管顾问服务的CEO PerspectiveGroup的执行合伙人迪・索德(Dee Soder)说，他们事后常常承认说，明明是有迹象的，可是我忙着完成工作却没有注意到。

　　This year&aposs takeover boom undoubtedly will spark a new wave of management suite shakeups.On Thursday, Microsoft Corp. announced plans for fewer management layers and theelimination of up to 18,000 jobs, a streamlining move following its recent acquisition of aNokia business. Lack of clarity about a post-merger role &aposcould be a sign that you&aposre on the listfor outplacement,&apos warns Sanjay Sathe, CEO of RiseSmart Inc., another provider ofoutplacement services.

　　今年的并购潮无疑将引发新一轮企业管理层调整。微软(Microsoft Corp.)周四宣布了减少管理层级数及裁员至多18,000人的计划，以此作为其最近收购诺基亚(Nokia)业务之后的一项精简措施。新职介绍服务商RiseSmart Inc.的首席执行长萨特(Sanjay Sathe)警告说，如果你在并购后公司中扮演的角色缺乏明确性，那么这可能意味着你上了离职名单。

　　Prompt recognition of shaky job security might help executives win richer exit packages andmount better employment searches, experts say. Here are six warning signs, gathered fromnearly 20 outplacement advisers, leadership coaches, executive recruiters and layoff victims.

　　专家们说，迅速意识到职位不稳定风险可能有助于高管获得更优厚的离职补偿并在寻找新工作时增添优势。下面是六个值得警惕的离职信号，收集自近20名新职介绍顾问、领导学教练、企业招聘人员和裁员受害者：

　　Your boss ruses to discuss your long-term projects

　　老板拒绝讨论你的长期项目

　　Last year, the marketing vice president of a small maker of consumer goods wanted to hire abooth designer for a trade show that was eight months away. His employer showcases newitems at the annual event.

　　去年，一家消费品小生产商的营销副总裁希望为八个月后的贸易展会聘用一名展位设计师。他的雇主会在这个一年一度的展会上展示新产品。

　　The chi executive balked at approving the show budget for at least 30 days, however. TheVP &aposdidn&apost connect the dots,&apos recalls Laurence J. Stybel, co-founder of Stybel PeabodyLincolnshire, a Boston leadership consultancy who advised the manufacturer. &aposThat should havebeen a warning sign.&apos

　　不过，首席执行长迟迟(至少30天)没有批准相关展览预算。Stybel Peabody Lincolnshire联合创始人Laurence J. Stybel在回忆时说，这位副总裁没有将点滴小事联系起来看，这原本会是一个值得警惕的迹象。Stybel Peabody Lincolnshire是一家总部位于波士顿的咨询公司，也是这家小生产商的顾问。

　　The man lost his job two months later. The lesson? Watch for significant shifts in yoursupervisor&aposs decision-making process.

　　两个月后，这位副总裁失去了他的工作。教训是什么?要注意上级决策程序的重要变化。

　　Rumors fly about a hunt for your successor

　　有传言说，公司正在寻找你的继任者

　　The leader of a technology consulting business secretly hired recruiters last year to find areplacement for his operational chi because he wasn&apost doing well. Hearing about the hunt,the man confronted the chi executive. &aposAre you looking to get rid of me?&apos he asked.

　　一家技术咨询公司的领导人去年秘密聘请了猎头公司为它们寻找新的首席运营长人选，原因是现任首席运营长干的不好。听到这个消息后，现任首席运营长直接找首席执行长(CEO)对峙。他质问，你准备赶走我吗?

　　The CEO replied, &apos&aposYou&aposre absolutely right, and you&aposre fired,&apos&apos recollects Richard Chaifetz, anacquaintance of the CEO. He runs ComPsych Corp., a provider of employee-assistanceprograms.

　　该公司CEO的熟人Richard Chaifetz回忆道，这位CEO直接说：“非常对，你被解雇了。”Chaifetz经营ComPsych Corp.，该公司提供雇员协助项目。

　　The head of a Wall Street firm once pretended to seek a successor for an underperformingdivision president, hoping to scare him into improving results. The executive caught wind ofthe rumored search, and &aposhe came around real quick,&apos says Windle Priem, a retired Korn/FerryInternational recruiter who rused the sham assignment.

　　一家华尔街公司的CEO曾想假装寻找某部门经理的继任者，希望藉此来吓唬一下这位表现不达标的经理改善业绩。Korn/Ferry International已经退休的猎头普里姆(Windle Priem)拒绝了这项假任务。普里姆称，这位经理听到了有关寻找继任者的风声，他很快就反应过来。

　　If you can&apost confirm such a search, you should at least &aposmake sure your network is active,&aposrecommends Les Csorba , a partner in the CEO and board practice for recruiters Heidrick& Struggles International Inc.

　　Heidrick & Struggles International Inc的CEO及董事会猎头业务合伙人乔尔建议说，如果你无法证实公司正在物色新人选，你至少应该确保你的关系网是可用的。

　　Colleagues shun you

　　同事开始回避你

　　It&aposs worrisome when associates shorten their eye contact or exclude you from key meetings,email and work trips. But this sort of warning sign can be less obvious.

　　如果你的同事缩短了和你目光接触的时间，或者在召开关键会议、发送关键电子邮件和出差时将你排除在外。不过这种预警迹象可能不那么明显。

　　An executive vice president bried by Mr. Walker last summer wanted a follow-up sessionbecause &aposthings we were doing were very important to him,&apos the former Safeway officialremembers.

　　去年夏天，沃克尔向其汇报工作的一名执行副总裁希望召开一次后续会议，因为他们当时正在进行的工作对他很重要。

　　Despite weeks of fort, &aposI could never get that second meeting scheduled,&apos Mr. Walkercontinues. &aposThat was a subtle message.&apos He believes the executive VP knew about the loominglayoff because he worked closely with Mr. Walker&aposs boss. Safeway declined to comment.

　　沃克尔回忆道，尽管经过了几周努力，仍一直无法安排这场后续会议。他称，这是一个微妙的信息。他认为这位执行副总裁知道即将把他解聘，因为他和沃克尔的老板关系密切。Safeway拒绝置评。

　　You&aposre assigned an executive coach to fix your flaws

　　上级派给你一名高管教练让你查缺补漏

　　A company-sponsored coach usually means the top brass cares about leadership skillsdevelopment. Not always.

　　公司雇佣高管教练，通常意味着老板很关心领导者的技能开发。不过也有例外情形。

　　An executive should inquire whether a coach got hired &aposto see if you can turn things around&apos- and in that case, request an improvement timeline, Dr. Soder proposes.

　　索德提议，高管们应当询问一下，派教练来的原因是不是来调查你能不能改变当前的面貌。如果是这样，那么就要求公司给出一个改进的时间表。

　　In early 2012, a major insurer brought in a coach for a senior compliance officer after heclashed with a peer. Six colleagues previously assigned coaches had lt soon afterward. Theinsurer forced him to retire last year. &aposThe coaching was all perfunctory,&apos he adds.

　　2012年初，一家大型保险公司为某个曾与同侪不合的高级合规专员聘请了高管教练;而此前，有六个被指派教练的同事都很快被炒鱿鱼了。2013年，保险公司要求合规专员离职。此人补充说，请教练不过是官样文章罢了。

　　You must justify your job

　　你不得不证明自己职位的存在合理性

　　A senior executive at a producer of food ingredients switched roles 18 months ago. During aperformance review six months later, his boss appeared clueless about his altered duties oraccomplishments.

　　18个月前，某家食品配料生产商的一名高级主管变换了职务。六个月之后，在一次工作表现评估会议上，他的老板似乎对他的新职务、业绩一无所知。

　　&aposI went home and started thinking, &aposHow can he not know what I am doing?&apos&apos the executiverecalls. &aposIt was a subtle thing.&apos

　　他回忆道：“当时我回到家里就开始想，老板怎么可能不知道我在干什么呢?其实这正是一个微妙的信号。”

　　In March, his boss decided that &aposthis role is not for you,&apos and asked him to retire this summer.

　　今年3月，老板通知他“这个职位不适合你”，并要求他今夏辞职。

　　Your supervisor suddenly interferes with your employees

　　你的上级突然开始干涉你手下的员工

　　A communications executive at a major bank was surprised when his out-of-town bossinexplicably showed up three times in a few months and helped lead his staff meetings. &aposSheasked everyone&aposs opinion but mine&apos during those meetings, he observes.

　　一家大型银行的某位通讯高管非常吃惊，因为短短数月里，他那工作地点在外地的老板莫名其妙地到他管辖的部门现身了三次，帮他主持员工会议。这位高管说：“在那几次会议上，她询问了每个人的意见，除了我。”

　　Soon after her third visit, she eliminated his job -- and offered a less powerful post. He quit.

　　老板的第三次视察过后不久，她就解除了这名通讯高管的职务，下放到一个权力没那么大的岗位。这名高管随后辞职走人。