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This skew matters if managers blindly project their own ideas of purpose onto others.
如果管理者們盲目地將自己的目標理念投射到他人身上，這種偏差就會產生重大影響。
Having a purpose does not necessarily mean a desire to found a startup, head up the career ladder or log into virtual Davos.
有目標并不一定意味著想要創立一家新公司，登上職業階梯或者參加達沃斯論壇。
Some people are fired up by the prospect of learning new skills or of deepening their expertise.
有些人會因為期待學習新技能或加強專業知識而興奮不已。
Others derive purpose from specific kinds of responsibility.
另一些人則從特定的責任中獲得目標。
Research by a couple of academics at NEOMA Business School and Boston University looked at the experience of employees of the Parisian metro system who had been newly promoted into managerial roles.
諾歐商學院和波士頓大學的幾位學者進行了一項研究，考察了巴黎地鐵系統中新晉升為管理職位的員工的經歷。
People who had been working as station agents before their elevation were generally satisfied by their new roles.
那些在晉升之前一直擔任車站工作人員的人通常對他們的新職位感到滿意。
But supervisors who had previously worked as train drivers were noticeably less content: they felt their roles had less meaning when they no longer had direct responsibility for the well-being of passengers.
但以前當過火車司機的主管顯然不那么滿意：他們覺得，當他們不再對乘客的福祉直接負責時，他們的角色就沒有了意義。
Firms need to think more creatively about career progression than promoting people into management jobs.
公司需要更有創造性地思考職業發展，而不只是提拔員工擔任管理崗位。
IBM, for example, has a fellowship programme designed to give a handful of its most gifted technical employees their own form of recognition each year.
例如，IBM有一個獎學金項目，旨在每年以他們特有的方式表彰少數最具天賦的技術員工。
Another mistake is to conflate an employee's commitment with good performance.
另一個錯誤是將員工的承諾與良好的表現混為一談。
A recent paper from Yuna Cho of the University of Hong Kong and Winnie Jiang of INSEAD, a business school, describes an experiment in which groups of people with managerial experience listened to two actors playing the part of colleagues.
香港大學的Yuna Cho和歐洲工商管理學院的Winnie Jiang最近發表的一篇論文描述了一項實驗，在實驗中，一組有管理經驗的人聽兩名演員扮演彼此的工作伙伴。
One group heard an "employee" saying that he was looking forward to retirement; another group heard the employee saying that he did not want to retire at all.
一組聽到一名“員工”說他期待退休；另一組則聽到這名員工說他根本不想退休。
In all other respects the conversations were the same.
談話的其它方面都是一樣的。
The observers assigned a bigger bonus and a higher raise to the employee who appeared to have more passion.
觀察者給那些看起來更有激情的員工分配了更高的獎金和更大幅度的加薪。
There is some logic here.
這其中存在一定的邏輯。
Employees with a calling could well be more dedicated.
有使命感的員工可能會更加敬業。
But that doesn't necessarily make them better at the job.
但這并不一定會使他們更能夠勝任這份工作。
And teams are likelier to perform well if they blend types of employees: visionaries to inspire, specialists to deliver and all those people who want to do a job well but not think about it at weekends.
如果一個團隊融合了不同類型的員工，那么這個團隊更有可能運作良好：激發靈感的遠見者，負責兌現的專家，以及那些想要把工作做好，但在周末不去想工作的人。
Like mayonnaise, the secret is in the mixture.
就像蛋黃醬一樣，秘訣在于混合。
譯文由可可原創，僅供學習交流使用，未經許可請勿轉載。
