????抱怨上司乃是歷史悠久的傳統，可管理專家和分析人士開始聲稱社交媒體加劇了員工的不滿情緒（至少是讓人更容易注意到此種情緒），而這一點正在對某些經理人的領導方式產生影響。

????韋克菲爾德研究中心（Wakefield Research）最近對1,013位美國上班族進行了調研，結果顯示經理人的兩種特質最讓員工痛恨：37%的受訪者稱，竊取員工創意的上司最讓人沮喪；另外33%則聲稱自認為無所不知的上司更討厭。

????韋克菲爾德研究中心這份調研的首席測驗專家內森?里奇特表示，在這個幾乎什么事情都要拿到網上分享的時代，“如果我們與上司分享創意，還是希望能有一份功勞?！蹦敲?，在這個社交網絡化的時代，經理人們到底應當如何調整行事方式？

????《快樂工作：優秀老板必須知道的事》（Work Happy: What Great Bosses Know）一書的作者吉爾?蓋斯勒解釋道，有了社交網絡，許多員工如今仿佛有了自己的廣播平臺。因為許多雇員正在網絡上建立個人品牌，他們需要證明自己的成就。她說：“如果上司把功勞都占為己有，你就沒證據了。”

????蓋斯勒說，經理人必須成為“團隊發言人”，通過社交媒體，經理人應當為團隊搖旗吶喊、做好公關，宣揚團隊成員的成就，不厭其煩地詳解他們的個人功績。

????《社交國度》（Social Nation）作者、馬薩諸塞州波士頓市社交媒體咨詢公司Open Matters的首席執行官巴里?利波特指出，事實上，最新潮的經理人們已經在工作描述中加入了“關注者”這一項。這些極具洞察力的經理人通過在Facebook和Twitter上“關注”員工，從而了解顧客和一線員工的想法。

????“經理人必須意識到，與員工之間一對一的關系可以通過社交網絡傳播開來，”西北大學（Northwestern University）凱洛格管理學院（Kellogg School of Management）領導學教授布萊恩?伍茲表示。行為不當可能損害經理人本身乃至公司的聲譽。

????伍茲還指出，經理人們也可以將社交媒體視為一種資源。員工們可以與好友探討創意，甚至將他們也招募進公司。員工們還應該拓展社交人脈，與那些想法新穎、別具創意的人士多多接觸，而不是只局限于志同道合的小團體。

????市場研究公司Altimeter Group的創始人兼分析師查爾林?李指出，社交網絡還有助于打破企業內部不同部門之前的藩籬。他表示，許多經理人覺得“社交媒體的透明度相當可怕”。擔心失去控制的經理人們必須弄清楚他們與員工之間能坦誠相待到什么程度，同時還要認識到，無論如何，他們對員工在社交網絡上交流什么事情幾乎沒有控制權。過去，員工幾乎不會考慮走進高管辦公室與首席執行官探討問題，如今他們卻會給首席執行官的Facebook賬戶留言，回復他們的Twitter消息。

????社交媒體還可以加強員工對企業的認同感。Sonicbids是一家波士頓企業，致力于樂隊與音樂推廣人、消費品牌和音樂迷之間的溝通工作，公司擁有40名全職員工和6位經理人。公司首席執行官帕諾思?帕奈把每個員工都變成了“品牌大使”。他說：“想了解人們對一支在本市演奏的樂隊有什么反饋，宣傳一個工作機會或者調查音樂迷的意見，無論如何，我們都可以利用這個廣泛的網絡?！边@一理念的關鍵在于，賦予員工們更公開的角色，有助于使他們的工作獲得更多人的認可。

????帕奈說，通過社交網絡，每個員工都可以對企業發展作出重要貢獻。“我們都是企業的眼睛、耳朵和嘴巴，我們對所見、所聽和所說之事的探討有助于使企業消息更加靈通?！?/p>

????私營食品服務公司Aramark年營收達130億美元，公司消費者戰略副總裁達娜?維特介紹說，該公司制訂社交媒體戰略時，并未急于求成、倉促推出。她說：“我們先退后一步，創造了一種基礎架構，幫助員工們學習如何更好地利用社交媒體?！痹摴竟灿?2.5萬名員工，其中許多都在大學或企業餐廳工作，非常分散。對經理人的社交媒體專項訓練始于2012年1月，公司還將任命社區經理——他們可能身兼廚師或收銀員——代表公司形象。除了最流行的幾家社交網站之外，Aramark還測試了企業社交網絡Yammer（微軟6月份宣布將收購該公司），因為該網站可為員工提供私家聊天室。

????利波特指出，放眼未來，許多經理人們都需要調整管理風格，適應社交時代的需要，因為頂級高管們對公司形象的控制力已經大不如前。員工——以及顧客決定著一家品牌的網絡形象，其影響力并不遜色于企業高管，經理人們再也無法獨攬大權了。

????譯者：小宇

????Complaining about the boss is a time-honored tradition. But management experts and analysts are beginning to argue that social media is intensifying this dissatisfaction (or at least shining a brighter light on it), which is affecting how some managers lead.

????A recent survey of 1,013 American office workers by Wakefield Research revealed the two qualities that vex employees the most about their managers: 37% said that bosses who steal employees ideas are the most frustrating, while 33% said the bosses who think they know it all took the prize.

????Nathan Richter, lead pollster on the Wakefield Research study, said that in a world where most everything these days is shared online, "We want the credit when we share ideas with our boss." So, in a socially networked world, what exactly must bosses do differently?

????Many employees now have the equivalent of their very own broadcasting platform through social networks, explains Jill Geisler, author of Work Happy: What Great Bosses Know. Because many employees are building their brand online, they require proof of their accomplishments. "If your boss is taking credit, you have no proof," she said.

????The manager needs to become "the spokesperson for the team," Geisler says. Through social, the manager has to become a cheerleader and PR agent for the team, touting their accomplishments and detailing their individual achievements.

????In fact, the cutting edge manager has already added "follower" to their job description by now, argues Barry Libert, author of Social Nation and CEO of Open Matters, a Boston, MA-based social media consulting firm. The most perceptive managers "follow" their staff on Facebook and Twitter to understand the concerns of customers and employees on the front line.

????"Managers must think about how their one-on-one employee relations can spread through networks," explains Brian Uzzi, a leadership professor at Northwestern University's Kellogg School of Management. Missteps can damage a manager's and a company's reputation.

????Managers can also use social media as a resource, Uzzi suggests. Employees can bounce ideas off of friends and even recruit them too. Employees should also extend their networks beyond their friends who think like them and reach out to people who are creative in different ways.

????Social networks can also help to break barriers between different departments at firms, says Charlene Li, founder and analyst at the Altimeter Group, a market research firm. Li says many managers find the "transparency of social media terrifying." Managers threatened by the prospect of relinquishing control will need to determine how open they can be with employees and recognize that they have little control over what is communicated via social networks anyway. In the old days, an employee would never consider entering the executive suite to talk with the CEO; now employees send CEOs Facebook (FB) messages and respond to their Tweets.

????Social networks can also help in the employee-recognition department. At Sonicbids, a Boston-based company with 40 full-time employees and six managers that connects bands to music promoters, consumer brands and fans, CEO Panos Panay has turned every employee into a "brand ambassador. Whether we're looking to get the word about a band playing in town, promote a job opening, or looking to survey music lovers, we leverage this extended network," he says. The idea is that giving employees a more public role will offer additional chances to receive credit for their work.

????Every employee can play a critical role in boosting business via their social network, Panay says. "We're all the eyes, ears and mouthpieces for the company, and we have conversations about what we're seeing, hearing and talking about to better inform our business."

????When Aramark, a private $13 billion food services company, was developing a social media strategy, it preferred not to rush in and launch it too quickly, explains Danna Vetter, its vice president for consumer strategies. "We took a step back, created an infrastructure, enabling employees to learn how to leverage social media," she said. The company has 225,000 employees, many of whom work at universities or company cafeterias and are extremely dispersed. Social media training for managers started in January 2012, and community managers, which could be chefs or cashiers, will be named to represent the company. Besides the most popular sites, Aramark is testing Yammer (In June, Microsoft (MSFT) announced it would acquire the company.), which creates private rooms for employees to communicate.

????Going forward, more executives will need to adapt their management style to accommodate social as the C-suite controls their company's brand even less than they did before, Libert says. Employees -- and customers -- determine a brand's reputation online just as much as the top brass. No longer does the manager wield all the power.