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[ENGLISH] 成功路上不容忽视的5种重要技能 [复制链接]

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发表于 2013-10-29 11:53:11 |显示全部楼层
成功路上不容忽视的5种重要技能:
Communication
沟通
You may have the greatest ideas in the company, but no one will know that if you can't communicate them.
你或许有公司里最了不起的想法,但如果你不不能很好地把自己的想法表达出来,别人怎会知道?
It's important to be clear and professional in your communications, whether that's over email, in meetings, or one-on-one. Observe colleagues and superiors whom you admire to see if you can learn and adopt their most effective communications techniques. Take care in composing emails to your boss, colleagues and clients; don't get lazy simply because of the communications medium.
不论是电子邮件往来、现场会议,还是一对一交流,简洁且专业的沟通都至关重要。可以观察你敬佩的同事和上级,看看能否学习和采用他们最有效的沟通技巧。在给上司、同事和客户写电子邮件时要多花些心思;不要因为沟通媒介的不同而心生懒惰。
"The ability to effectively communicate really is the bedrock to developing critical relationships within the organization itself and sets the tone for development and movement," says Michael Steinerd, director of recruiting for Indeed.
专门负责招聘事务的迈克尔-斯特因奈德说:“有效沟通的能力是在机构内部培养关键关系的基础,能奠定个人发展、进步的基调。”
To be an effective communicator, it's just as important to listen and ask questions as it is to put forth your own ideas. Listening carefully to your audience will help you determine whether your ideas are being understood, and gauge how well your goals jibe with the interests of the people you're addressing.
要成为高效的沟通者,最重要的是在表达自己观点的时候学会倾听和提出问题。仔细倾听听众的反应可以帮助你确定他们是否理解了你的想法,同时还可以估量你的目标是否与听众的兴趣相一致。
Prepare in advance, and practice what you're going to say. "When you get on the phone with a client, when you go into an internal meeting, when you are talking to your boss in a performance review, preparation is really key to getting your point across," says Peggy Klaus, an executive coach and author of The Hard Truth About Soft Skills. You want to develop "the ability to speak with both warmth and strength, using both parts of your personality to be dynamic and impactful.
"提前进行准备,不断练习要讲的内容。高管教练、《软技能,硬道理》(The Hard Truth About Soft Skills)一书的作者佩吉-克劳斯说:“在与客户电话沟通的时候,参加内部会议的时候,或者在绩效评估时与上司交流的时候,提前准备是清楚表达自己观点的关键。”你要培养自己“在说话的时候充满热情与力量,利用自己个性中的这两个方面,让自己的话铿锵有力,触动人心。”
Don't shy away from difficult conversations: They're an important part of effective communication and are better tackled directly rather than avoided.
不要被高难度的谈话吓倒:它们是高效沟通的重要部分,最好直接予以解决,而不是敬而远之。

人脉拓展
Networking
人脉拓展
Another much-neglected workplace skill is networking, both inside and outside of your organization. Many people assume they can stop developing their networks once they've landed a job. But continuous networking is key to success within your workplace -- and to finding another role if and when you're ready to change jobs.
另外一种常被忽视的职场技能是在公司内部和外部的人脉拓展。许多人认为,找到工作之后就不再需要拓展人脉。而实际上,持续拓展人脉是在职场上获得成功的关键——尤其当你准备换工作的时候,它可以帮你找到其他机会。
"People think that if they show up on time and do a good job that they will be rewarded," Klaus says. "You've got to let people know what it is that you're doing, not only so that you can advance your career, but so that people can use your expertise and services."
克劳斯说:“人们认为,只要按时上下班,把工作做好,就能得到回报。实际上,你需要让人们知道你做过什么,这样不仅可以让自己的职业有更好的发展,而且人们还可以利用你的专业知识与服务。”
With more organizations relying on cross-functional teams and projects that reach across divisions, you need to network internally. You also will open yourself, and your team, to more opportunities if you have a strong internal network.
如今,越来越多的公司依赖跨职能团队和跨部门项目。所以,你需要在内部拓展人脉。如果你在公司内部有强大的人脉网络,那就可以为你自己和你的团队带来更多机会。
Identify people you admire inside and outside your company, whether for their technical or soft skills, and make an effort to cultivate them. Continually look for ways you can help these individuals rather than focusing on what you can get out of it.
找出公司内和公司外在技术方面或者软技能方面令你敬佩的人,努力与他们结交。不要过于关心你能从这种关系中得到什么,而要不断寻找帮助对方的途径。
"The people that are more successful aren't thinking about networking, they're thinking about connecting: How do I connect this need with this resource?" says George Bradt, author of the forthcoming book First-Time Leader. "They fundamentally believe by helping everybody they're helping themselves."
即将出版的新书《新官上任》(First-Time Leader)一书的作者乔治-布拉特说:“更成功的人考虑的不是人脉,而是对接:我该如何把这种需求与这种资源进行对接?他们相信帮助他人就是在帮助自己。”
换位思考
Perspective
换位思考
Taking into consideration another person's goals, interests, and beliefs is central to any relationship. It's not enough to be named team leader if you want to get the cooperation of others -- especially when the people on your team aren't your direct reports.
考虑对方的目标、兴趣和信念是一切关系的核心。如果希望得到其他人的配合,仅仅被任命为团队领导人是不够的——如果团队成员并非你的直接下属,那就更是如此。
"Anybody at any level in any organization has to influence people who influence other people," Bradt says. "You have to co-create a shared purpose and drive toward the cause, and they don't teach you that in school."
布拉特说:“任何机构内任何级别的人都必须对别人施加,而被影响的人也会施加影响给其他人。你们必须一起创造出一个共同的目标,并为了共同的事业而努力,这是在学校里学不到的东西。”
The simplest way to learn someone else's perspective is to ask, and then listen carefully to the answer. You can also read body language and consult with colleagues.
要了解对方的观点,最简单的方式是提问,然后仔细倾听对方的回答。你还可以阅读身体语言,也可以咨询同事。
Perspective taking is particularly useful when it comes to your boss. These days, supervisors and managers have more responsibilities and stress than ever -- typically with fewer resources. They're often doing the same job that two people would've filled a decade ago.
面对上司的时候,换位思考尤其有效。如今,主管和经理们要承担更多的责任和压力——尤其是在资源更少的情况下。他们所做的相当于十年前两个人的工作。
"You are there to help them and to make them look good. Any way you can do that, do it," says Klaus. "Look at the personal side of that boss rather than as a figurehead. Think about him or her as a person. The compassion, empathy, is really important."
克劳斯说:“你要主动帮助他们,让他们面上有光。你要想方设法帮助他们。要看到上司人性的一面,而不是只是一个概念化的老板。把他或她当成一个人来看待。同情、移情非常重要。”
时间管理
Time management
时间管理
Look at your to-do list. To get to the bottom, would you need to work solidly for a day? A week? A month? A quarter? You're not alone. We all have more tasks and responsibilities than hours in the day it would take to complete them. The answer is to prioritize rigorously and manage your own energy.
看看自己的任务清单。直截了当地说,要全部完成清单上的任务,你需要不停地工作一整天?一周?一个月?一个季度?你并不孤单。我们的任务和责任总是太多,时间却总是不够。答案在于严格排列优先顺序,管理自己的精力。
"The whole secret to time management comes down to saying, 'No, thank you. If I take on that project, I won't do the other ones well,' " Bradt says. If your supervisor or teammates demand that you shoulder more tasks, insist that they provide additional resources, give a later deadline, or help you decide which of your other responsibilities to off-load.
布拉特说:“时间管理的秘密在于,敢于说:‘不,谢谢。如果我接受这个项目,我就没办法干好其他项目。’”如果你的上司或队友要求你承担更多任务,一定要坚决要求他们提供额外的资源,延长截止日期,或者帮你决定可以摆脱其他哪些责任。
It doesn't benefit anyone to keep saying yes, whether that's to new projects, conference calls at inconvenient times, or other additional work. You'll end up burnt out with a mediocre track record.
总是说“是”对任何人都没有好处,不论是面对新项目,在不方便的时间召开电话会议,或者其他额外的工作时。最终你自己可能心力交瘁,而你的业绩记录却始终平平。
Instead of letting other people's problems and urgent requests dictate the shape of your day, decide for yourself which tasks you need to complete personally and do well, and make those your first priority. List them on a sticky note on your wall if you need to be reminded of them when emails or calls distract you.
不要让其他人的问题和紧急请求打乱自己一天的安排,自己决定个人需要完成和做好哪项任务,同时把它作为你的第一要务。把它们列在便条贴上,粘在墙上。一旦有电子邮件或电话让你分心,这些便条贴就可以提醒你。
放权
Delegation
放权
Along with prioritization comes the need to delegate well. If a task doesn't need to be completed by you, find someone else to delegate to, and manage the project indirectly. (The items at the very bottom of your to-do list may never get done -- and that may be OK.)
与确定优先顺序密不可分的就是有效的放权。如果一项任务不是必须由你完成,可以把它委托给其他人,实行间接管理。(工作清单最后的项目往往都无法完成——这些任务便可以委托给其他人。)
"At any level you are always delegating. You are always relying on others," Bradt says. "If you don't have too much to do, the organization is in trouble."
布拉特说:“无论处在什么级别,你总是在委托其他人。你始终都在依靠他人开展工作。如果你没有太多工作去做,那就是公司除了问题。”
To effectively delegate, you must first believe the person who's taking over the task can complete it well, even if the path or the solution itself differs from what you would've done. Give clear direction, lay out parameters, make needed resources available, and provide any needed training. Then, step out of the way.
要有效地放权,首先必须相信,接管任务的人能够很好完成工作,即便他所采取的方式或解决方案与你有所不同。给出明确的方向,提出参数,提供必要的资源,提供必要的培训。之后,尽管放手。
To develop any one of these skills, the most important piece is practice. Start small and persist. Ask for feedback from colleagues and mentors. And don't give up!
要培养上面这五项技能,最重要的是练习。从小做起,坚持不懈。要求同事和导师提供反馈。永不放弃!

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