當沒有人強調你的貢獻，你自己做

你以沒有樂趣，辛辛苦苦地在工作，你覺得這是理所當然的。但不要坐著等待別人來注意你或你的團隊的工作。自己去找出可以突出你的貢獻的作法。

例如，要求你的老闆，讓你能在一個全體員工會議上談你的團隊的工作。告訴其他部門是您的團隊的目標是什麼，以及它是如何努力做的更好。你也可以把你的小會議中告訴你的老闆的你的團隊的成就。

而你應該慷慨的讚美你的團隊成員，並且要對你的個人成就誠實：“我完成了X和Y，我很感謝支持我了。”當你欣賞和認可你的同事的工作，他們通常會返回的青睞。

When No One Highlights Your Contributions, Do It Yourself

It’s no fun to toil away at a job where you feel taken for granted. But don’t sit around waiting for people to notice your or your team’s good work. Find ways to highlight your contributions.

For example, ask your boss if you can talk about your team’s responsibilities in an all-staff meeting. Tell the other departments what your team does, what its goals are, and how it’s striving to do better. You can also tout your accomplishments in smaller meetings or in one-on-ones with your boss.

While you should be generous with praise for your team members, it’s OK to be honest about your personal achievements: “I accomplished X and Y, and I am grateful for the support that I had.” When you appreciate and acknowledge your colleagues’ work, they’ll usually return the favor. 

Freelancer，停止低估你的工作價格

過高的價格，你的工作的危險是顯而易見的：你可能會失去工作機會，嚇跑客戶了。但是，收取低價格可能意味著低質量，使客戶不願與你合作。

要確保你沒有拋售自己，建立一個可信任的人買網，彼此可以提供誠信的價格資訊。

一旦你意識到你應該得到什麼代價，就大聲地說出來。向客戶報價可能會讓你傷腦筋，尤其是如果價格提高了，但是多練習排練會讓你更有信心。

然後測試你的新價格的市場需求，並相應調整。穩步提高你的價格，直到你覺得你賺的是你應得的。

如果客戶開始抵制你的價格，考慮凍結或降低價格，直到你獲得了其他收入來源或新增了你的聲譽。

要求你應得的東西不僅會給你更多的收入，而且會給你更多的尊重。

Freelancers, Stop Underpricing Your Work

The dangers of overpricing your work are obvious: You can lose the deal and scare clients away. But charging low prices can signal low quality, making clients hesitant to work with you.

To be sure you aren’t underselling yourself, develop a network of trusted peers who can provide honest information about going rates.

Once you have a sense of what your price should be, practice saying it out loud. Quoting a fee to a client can be nerve-racking, especially if it’s a rate increase, but rehearsing it will make you more confident.

Then test the market demand for your new rate and adjust accordingly. Increase your price steadily and incrementally until you feel you’re earning what you deserve.

If you start asking for a rate that clients resist, consider freezing or reducing your rate until you’ve built up other income streams or increased your reputation.

Asking for what you deserve gets you not only more money but also more respect.

當你的老闆是消極的而咄咄逼人時，以恭敬面對他

有一個消極的而咄咄逼人的老闆是令人沮喪的。無論他們是在限制你獲取所需資訊，還是在你讓他失望時對你冷淡，你很難在不引起反響的情況下解決這些負面行為。

以尊敬的態度接近你的老闆，並壓抑你想抵制的衝動。以不帶偏見、實事求是的方式提出你的擔憂。

例如，你可能會說，“我注意到在我們最近的幾次會議上，你對我的工作做了諷刺性的評論。我不知道你是在開玩笑，還是真的擔心我的工作品質。我很想聽聽你對我如何改進的看法。“。給你的老闆好處的懷疑，不要使談話的傷害你的感情。

當你不得不管理一個年長的人不成熟的行為時，你可能會覺得不公平，但是改善你們的關係可能是值得的。

When Your Boss Is Being Passive-Aggressive, Confront Them Respectfully

Having a passive-aggressive boss can be frustrating. Whether they’re limiting access to information you need or giving you the cold shoulder when you disappoint them, it’s hard to address the negative behavior without triggering repercussions.

Approach your manager from a place of respect, and resist the urge to be passive-aggressive in return. Raise your concerns in a nonjudgmental, matter-of-fact way.

For example, you might say, “I’ve noticed in our last several meetings that you’ve made sarcastic comments about my work. I can’t tell if you’re just being funny, or if you actually have concerns about the quality of my work. I’d love to hear any ideas you have on how I could improve.” Give your manager the benefit of the doubt, and don’t make the conversation about your hurt feelings.

It may feel unjust that you have to manage a senior person’s immature behavior, but the improvement in your relationship just might be worth it.

如果你的資歷過高於你想要的工作，請解釋你為什麼想要這份工作

找一份你完全有資格勝任的工作似乎很容易，但許多經理不願聘用那些看上去太適合這個職位的人。

因此，儘量反駁招聘經理的任何假設。例如，他們可能認為你太貴了，所以你可以提前說，“我願意談薪水，並且願意在這個職位的工資範圍內工作。”經理也會擔心你不會在這個位置上待很長時間。解決這個問題的辦法是表達你對公司的興奮，並指出你以前的長期經驗，作為你的承諾和忠誠的例子。一些招聘經理可能會擔心你有一個不明顯的缺陷(否則你為什麼要接受一份低於你的工作？)。通過詢問推薦人--比如前任老闆或已經在公司工作的人--來為你和你的資歷做擔保，來減輕他們的恐懼。

If You’re Overqualified for a Job You Want, Explain Why You Want It

It might seem easy to get a job for which you have all the right credentials, but many managers hesitate to hire someone who seems too good for the role.

So go out of your way to counter any assumptions the hiring manager may have. For example, they might think that you’ll be too expensive, so you could say up front, “I’m open to talking about salary and willing to work within the pay range for this position.” The manager could also be worried that you won’t stay in the position long. Address this concern by expressing your excitement about the company and pointing out your previous long-term experiences as examples of your commitment and loyalty. And some hiring managers may worry that you have a flaw that isn’t obvious (why else would you take a job beneath you?). Assuage their fear by asking a reference — such as a former boss or someone already in the company — to vouch for you and your qualifications.

說服“百事通”考慮其他觀點

當“百事通”確信他是對的，要說服他是很困難的。

為了幫助他考慮另一個觀點，使用兩個對話訣竅。

第一個問題是：如果百事通只是片面支持某件事的一面，你可以說：“你是否見過相反的情况？“試著讓他重新考慮他的假設，並以不同的管道看待情况。

如果這個問題不起作用，就用第二種方法：拖延時間。例如，你可以推遲對話來收集支持你的主張的資料。你可以說，“在我們做出决定之前，我想收集一些關於人們如何看待他們的服務質量的數據。我們可以在下周再討論這個問題嗎？” 然後利用這個時間考慮其他的選擇，或者尋求同事們關於如何改變百事通的想法的建議。”

Persuade a Know-It-All to Consider Other Points of View

When someone is 100% sure that they’re right, convincing them otherwise can be tricky.

To help the person consider another point of view, use two conversation cues.

The first is to ask questions: If the know-it-all is clinging to one side of an issue, you can say something like, “Have you ever seen a situation where the opposite was true?” Try to get them to rethink their assumptions and look at the situation differently.

If questions don’t work, use the second approach: stall for time. For example, you might delay the conversation to gather data that supports your argument. You can say, “Before we make a decision, I’d like to collect some data on how our people view their service quality. We can meet again next week to discuss it.” Then use that time to consider other options or seek colleagues’ advice on how to change the know-it-all’s mind.