????2.讓他安心，而不是揭他短。在一個(gè)項(xiàng)目開始前，一定要花時(shí)間弄清楚你的老板具體想要什么、希望它什么時(shí)候完成，以及希望它怎樣完成。伯恩斯坦說：“要詳細(xì)地做筆記。這樣做有兩個(gè)原因：首先，如果你看起來對(duì)待他的要求非常認(rèn)真，他就不會(huì)那么擔(dān)心你犯錯(cuò)”；其次，如果你能用書面形式制定出一個(gè)明確可預(yù)測(cè)的成果，并能在某個(gè)具體時(shí)刻得以實(shí)現(xiàn)，那么稍后如果你的老板試圖控制整個(gè)進(jìn)程時(shí)——當(dāng)然他肯定會(huì)的，這些筆記就會(huì)派上用場(chǎng)。

????3. 在他未要求前主動(dòng)給出進(jìn)度報(bào)告。伯恩斯坦說：“最能緩解控制狂的擔(dān)憂情緒的莫過于日常報(bào)告以外額外的信息。這可以提醒他，你和他一樣認(rèn)真地對(duì)待這個(gè)項(xiàng)目。”

????4. 當(dāng)你老板試圖控制你的工作時(shí)，問他是否意味著最終目標(biāo)已經(jīng)修改。這時(shí)你就可以突然拿出在項(xiàng)目啟動(dòng)會(huì)議上做的記錄了。伯恩斯坦說：“你可以把控制項(xiàng)目進(jìn)程的試圖當(dāng)作是修改最終目標(biāo)的要求。如果終極目標(biāo)沒有受到影響的話，為什么要改變進(jìn)程呢？”

????他還說：“毫無疑問，這個(gè)策略要想有效，你必須有成功完成過項(xiàng)目的經(jīng)驗(yàn)。”你和你的同事肯定有這樣的經(jīng)驗(yàn)，對(duì)吧？

????5.再接再厲。伯恩斯坦認(rèn)為，如果你反復(fù)運(yùn)用這些措施——只用一次是不夠的，并能夠真正地說什么就做到什么，你的老板就不會(huì)對(duì)你的表現(xiàn)那么擔(dān)心了，并且會(huì)轉(zhuǎn)而開始煩其他不那么負(fù)責(zé)的人了。

????與此同時(shí)，伯恩斯坦也警告說，不要對(duì)行為乖癖的老板反應(yīng)過度。他說：“人們通常會(huì)比較感性地回應(yīng)控制欲過強(qiáng)的老板，這是由于他們內(nèi)心有一股叛逆精神——你知道的，就是面對(duì)專橫的權(quán)威人士時(shí)，內(nèi)心會(huì)發(fā)出一種反叛聲音：你又不是我的老板！這是人們對(duì)蠻橫無理管制的一種條件反射。”他還指出：“有些人內(nèi)心的叛逆聲音要比其他人強(qiáng)烈，但我常常忠告人們，不能讓內(nèi)心的叛逆精神左右自己的職業(yè)發(fā)展。”（財(cái)富中文網(wǎng)）

????2. Use reassurance, not recrimination.Take the time before a project begins to get a clear and concrete outline of what your boss wants, when he wants it, and how he wants it done. "Take copious notes," Bernstein says. "There are two reasons for doing this. First, if you look as if you're taking his instructions seriously, he'll worry less about you making 'mistakes.' " And second, if you establish - in writing - a specific, measurable result to be delivered at a specific time, it will come in handy later on when your boss tries to control the process - which of course he will.

????3. Give progress reports before he asks for them."Nothing allays a control freak's fears like excess information," says Bernstein. "Remind him that you are taking the project as seriously as he does."

????4. When your boss tries to control your work, ask if this means the end product has changed.This is where you whip out your notes from that initial meeting. "Treat attempts to control the process as requests to change the end product," says Bernstein. "If the ultimate goal isn't affected, why change the process?"

????"Needless to say, for this strategy to be effective, you need some history of delivering the goods," he adds. You and your teammates have such a history, right?

????5. Keep up the good work.According to Bernstein, if you follow these steps several times - once is not enough - and actually do what you say you're going to do when you say you will do it, your boss will become less worried about your performance and go off to fuss over somebody less responsible.

????Meantime, try not to overreact to your wacky boss, Bernstein cautions. "People often respond so viscerally to an over-controlling boss because of their own inner teenager - you know, that voice inside that reacts to overbearing authority with, 'You're not the boss of me,' " he observes. "It's a sort of knee-jerk resistance to arbitrary or unreasonable control." That voice is louder in some folks than in others, he notes, but "I always counsel people not to let their inner teenager make career decisions for them." Noted.