Reorganizations grab fewer headlines than job losses, but they are common in a recession, and often precede or follow layoffs. And they can be as just as disheartening. It can be difficult to figure out where you fit in as management changes are made, new work groups are formed, and you find yourself working for a new boss. To survive, you'll need to adapt, while also assessing the future of your job.
-- Make the most of the first team meeting. 'Be bold,' advises Jay Gaines, an executive recruiter in New York. Ask for details about your new manager's priorities, what he or she plans to keep or change in the department, his or her preferred style of working and communicating, and whether cost cuts are part of the changes. The more you ask, the more forthcoming others will be with their own questions -- and the more information the team will have.
-- Do a self-assessment. Think about what you have to offer to the new team and its leader, advises Licia Hahn, an executive coach in New York. What skills have you been using that will continue to be valuable? And what new skills or expertise do you need in order to be more valuable? 'You need to be flexible and nimble in this economy,' Ms. Hahn says. 'If the thing your boss needs most isn't your favorite thing to do,' adjust your attitude and do it -- and well -- for now.
-- Schedule one-on-one time. Sit down with your new boss as soon as possible 'and treat that first meeting like a job interview,' Ms. Hahn advises. 'Show them everything you've done in your career so far' and point out what you have to offer in support of the new agenda. Ask the boss about his or her priorities for you. Offer to be available should the new boss have questions about the group or projects, and if you've already been through a few reorganizations, what has and hasn't worked in the past. 'Being the boss's right hand in this way earns huge brownie points,' Ms. Hahn says. Just be careful not to alienate your peers, say, by talking down their pet projects.
-- Ask the tough questions. If your gut instinct -- or the water cooler talk -- tells you that layoffs are coming, both Ms. Hahn and Mr. Gaines advise summoning up the nerve to ask whether you will have a job in the new organization and whether your role will be vital or marginal. While an unwelcome answer might be stressful, knowing what's coming will give you time to plan, negotiate severance and seek out other opportunities.
-- Accept the new reality. 'There's often what I call the Dilbert effect after a restructuring,' says career coach and author Marshall Goldsmith. 'People sit in their cubes and complain about how stupid the people in charge are.' But adapting to the new way of doing things 'is the best way to keep your job these days,' Mr. Goldsmith says. He suggests thinking of your new boss, his boss, and so on, as your customers. 'You learn to make peace with your external customers' quirks and you need to do the same with your internal customers.'
重组不像裁员那样会引来媒体争相报导，但在衰退时期，重组也很常见，而且通常重组前后都会伴随着裁员。重组也一样会影响士气。随着公司管理层调整、组成新的工作团队，你发现自己的老板也换了人，这个时候往往难以找准自己的位置。要想幸存下来，你就得适应，同时还得对自己的工作前景进行评估。
－－充分利用第一次团队会议的机会。在纽约从事招聘业务的基恩斯(Jay Gaines)说，一定要大胆。向新经理详细询问优先任务，他或她想在部门中保留或变革哪些东西，他们喜欢什么样的工作及沟通方式，以及他们的变革计划是否包括削减成本。你问得越多，其他人也就会提出更多的问题，这样整个团队就能获得更多信息。
－－进行自我评估。在纽约从事管理培训的哈恩(Licia Hahn)建议说，想想你能为新团队及其领导者提供什么。你有哪些依然会有价值的技能？要让自己更有价值，你还需要些什么新技能或知识？哈恩说，在当前的经济环境下，你得灵活机智。如果你的老板最需要的东西不是你最喜欢做的，那么，眼下就调整自己的态度去做，并且做好。
－－找个时间单独跟老板谈谈。哈恩建议说，要尽快跟新老板坐下来谈谈，而且将这第一次会面当成求职面试来对待。向他们展示你迄今为止的职业成就，并指出你还能为新的工作计划做出什么贡献。问问老板对你有什么安排。让老板知道，如果他／她对团队或项目有任何疑问，你都愿意帮忙，如果你已经经历过重组，不妨向老板提供有关过去重组得失的建言。哈恩说，通过这种方式成为老板的得力助手会为自己大大加分。不过要注意不要影响与同事的关系，比如说贬低他们锺爱的项目。
－－问一些尖锐的问题。哈恩和基恩斯都建议，如果本能或是小道消息让你得知即将裁员的消息，你就得鼓起勇气问老板，重组后公司里还能不能有你的位置，或是你的职位会很重要还是无足轻重。虽然不愉快的答案可能让人产生压力，但知道将会出现什么情况能让你有时间计划、跟老板谈遣散费并寻找别的机会。
－－接受新的现实。职业培训专家、作家戈德史密斯(Harris Goldsmith)说，重组后常常会出现我称之为迪尔伯特(Dilbert)效应的现象，人们坐在自己的格子间里，抱怨主管有多蠢。但在当前形势下，适应新的工作方式才是保住饭碗的最好办法。他建议将新老板、老板的老板等等都想成是你的客户。你学过迁就外部客户的怪癖，对于公司内部的"客户"，你也应该报以同样态度。
关键字:职场英语
生词表:
-- Make the most of the first team meeting. 'Be bold,' advises Jay Gaines, an executive recruiter in New York. Ask for details about your new manager's priorities, what he or she plans to keep or change in the department, his or her preferred style of working and communicating, and whether cost cuts are part of the changes. The more you ask, the more forthcoming others will be with their own questions -- and the more information the team will have.
-- Do a self-assessment. Think about what you have to offer to the new team and its leader, advises Licia Hahn, an executive coach in New York. What skills have you been using that will continue to be valuable? And what new skills or expertise do you need in order to be more valuable? 'You need to be flexible and nimble in this economy,' Ms. Hahn says. 'If the thing your boss needs most isn't your favorite thing to do,' adjust your attitude and do it -- and well -- for now.
-- Schedule one-on-one time. Sit down with your new boss as soon as possible 'and treat that first meeting like a job interview,' Ms. Hahn advises. 'Show them everything you've done in your career so far' and point out what you have to offer in support of the new agenda. Ask the boss about his or her priorities for you. Offer to be available should the new boss have questions about the group or projects, and if you've already been through a few reorganizations, what has and hasn't worked in the past. 'Being the boss's right hand in this way earns huge brownie points,' Ms. Hahn says. Just be careful not to alienate your peers, say, by talking down their pet projects.
-- Ask the tough questions. If your gut instinct -- or the water cooler talk -- tells you that layoffs are coming, both Ms. Hahn and Mr. Gaines advise summoning up the nerve to ask whether you will have a job in the new organization and whether your role will be vital or marginal. While an unwelcome answer might be stressful, knowing what's coming will give you time to plan, negotiate severance and seek out other opportunities.
-- Accept the new reality. 'There's often what I call the Dilbert effect after a restructuring,' says career coach and author Marshall Goldsmith. 'People sit in their cubes and complain about how stupid the people in charge are.' But adapting to the new way of doing things 'is the best way to keep your job these days,' Mr. Goldsmith says. He suggests thinking of your new boss, his boss, and so on, as your customers. 'You learn to make peace with your external customers' quirks and you need to do the same with your internal customers.'
重组不像裁员那样会引来媒体争相报导，但在衰退时期，重组也很常见，而且通常重组前后都会伴随着裁员。重组也一样会影响士气。随着公司管理层调整、组成新的工作团队，你发现自己的老板也换了人，这个时候往往难以找准自己的位置。要想幸存下来，你就得适应，同时还得对自己的工作前景进行评估。
－－充分利用第一次团队会议的机会。在纽约从事招聘业务的基恩斯(Jay Gaines)说，一定要大胆。向新经理详细询问优先任务，他或她想在部门中保留或变革哪些东西，他们喜欢什么样的工作及沟通方式，以及他们的变革计划是否包括削减成本。你问得越多，其他人也就会提出更多的问题，这样整个团队就能获得更多信息。
－－进行自我评估。在纽约从事管理培训的哈恩(Licia Hahn)建议说，想想你能为新团队及其领导者提供什么。你有哪些依然会有价值的技能？要让自己更有价值，你还需要些什么新技能或知识？哈恩说，在当前的经济环境下，你得灵活机智。如果你的老板最需要的东西不是你最喜欢做的，那么，眼下就调整自己的态度去做，并且做好。
－－找个时间单独跟老板谈谈。哈恩建议说，要尽快跟新老板坐下来谈谈，而且将这第一次会面当成求职面试来对待。向他们展示你迄今为止的职业成就，并指出你还能为新的工作计划做出什么贡献。问问老板对你有什么安排。让老板知道，如果他／她对团队或项目有任何疑问，你都愿意帮忙，如果你已经经历过重组，不妨向老板提供有关过去重组得失的建言。哈恩说，通过这种方式成为老板的得力助手会为自己大大加分。不过要注意不要影响与同事的关系，比如说贬低他们锺爱的项目。
－－问一些尖锐的问题。哈恩和基恩斯都建议，如果本能或是小道消息让你得知即将裁员的消息，你就得鼓起勇气问老板，重组后公司里还能不能有你的位置，或是你的职位会很重要还是无足轻重。虽然不愉快的答案可能让人产生压力，但知道将会出现什么情况能让你有时间计划、跟老板谈遣散费并寻找别的机会。
－－接受新的现实。职业培训专家、作家戈德史密斯(Harris Goldsmith)说，重组后常常会出现我称之为迪尔伯特(Dilbert)效应的现象，人们坐在自己的格子间里，抱怨主管有多蠢。但在当前形势下，适应新的工作方式才是保住饭碗的最好办法。他建议将新老板、老板的老板等等都想成是你的客户。你学过迁就外部客户的怪癖，对于公司内部的"客户"，你也应该报以同样态度。
关键字:职场英语
生词表:
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