評論
打印
Another way I try to foster authentic communication is to speak openly about my own weaknesses.
我嘗試進行真誠交流的另一種方式，便是公開地談論自己的缺點。
To highlight just one, I have a tendency to get impatient about unresolved situations.
舉個例子，我常常在問題沒得到解決時就已經失去耐心，
My reaction is to push for people to resolve them quickly, in some cases before they realistically can.
并且急切地催促其他人迅速解決問題，但現實情況是他們有時根本沒辦法做到。
David Fischer and I have worked closely together for fifteen years at Treasury, Google, and Facebook.
從美國財政部到谷歌再到臉譜網，戴維·費希爾已和我共事了15年。
He jokes that he can tell from my tone of voice whether he should bother to complete a task or if I'm about to just do it myself.
他開玩笑說僅從我的語氣他就能判斷出，他應該自己費心去完成一件事還是我已經準備親自動手去做。
I acknowledge my impatience openly and ask my colleagues to let me know when I need to chill out.
我會很坦率地承認自己缺乏耐心，而且會請同事們在我需要冷靜時提醒我。
By mentioning this myself, I give others permission to bring up my impatience—and joke about it too.
這樣一來，就讓別人知道是可以提及我這個缺點的——甚至還可以拿它開開玩笑。
My colleagues will say to me, "Sheryl, you asked us to tell you when you get nervous and push the teams too hard. I think you're doing that now."
他們會對我說：“謝麗爾，你要我們告訴你，你什么時候會情緒緊張并且還會給大家過分施壓。我想，就是現在。”
But if I never said anything, would anyone at Facebook walk up to me and announce, "Hey, Sheryl, calm down! You're driving everyone nuts!"
但如果我什么也不說，難道會有人到我面前說“嗨，謝麗爾，冷靜點！你都快把大伙兒逼瘋了”？
Somehow I doubt it. They would think it. They might even say it to one another. But they wouldn't say it to me.
我估計不會。他們只會在心里想想，或是會私下里議論，但絕不會當面對我說。
When people are open and honest, thanking them publicly encourages them to continue while sending a powerful signal to others.
當一個人的態度保持開放、坦誠時，公開對此表示贊揚與感謝也會讓他們受到鼓舞，同時還能對其他人產生有效的示范作用。
At a meeting with about sixty Facebook engineers,
一次與60位臉譜網工程師開會時，
I mentioned that I was interested in opening more Facebook offices around the world, especially in one particular region.
我提到我想在其他國家再多開幾家臉譜網分公司。
