評論
打印
Perspective
換位思考
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.
考慮對方的目標、興趣和信念是一切關系的核心。如果希望得到其他人的配合，僅僅被任命為團隊領導人是不夠的——如果團隊成員并非你的直接下屬，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."
布拉特說：“任何機構內任何級別的人都必須對別人施加，而被影響的人也會施加影響給其他人。你們必須一起創造出一個共同的目標，并為了共同的事業而努力，這是在學校里學不到的東西。”
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.
要了解對方的觀點，最簡單的方式是提問，然后仔細傾聽對方的回答。你還可以閱讀身體語言，也可以咨詢同事。
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.
面對上司的時候，換位思考尤其有效。如今，主管和經理們要承擔更多的責任和壓力——尤其是在資源更少的情況下。他們所做的相當于十年前兩個人的工作。
"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."
克勞斯說：“你要主動幫助他們，讓他們面上有光。你要想方設法幫助他們。要看到上司人性的一面，而不是只是一個概念化的老板。把他或她當成一個人來看待。同情、移情非常重要?！?/div>
Time management
時間管理
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.
看看自己的任務清單。直截了當地說，要全部完成清單上的任務，你需要不停地工作一整天？一周？一個月？一個季度？你并不孤單。我們的任務和責任總是太多，時間卻總是不夠。答案在于嚴格排列優先順序，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.
布拉特說：“時間管理的秘密在于，敢于說：‘不，謝謝。如果我接受這個項目，我就沒辦法干好其他項目?！比绻愕纳纤净蜿犛岩竽愠袚嗳蝿?，一定要堅決要求他們提供額外的資源，延長截止日期，或者幫你決定可以擺脫其他哪些責任。
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.
總是說“是”對任何人都沒有好處，不論是面對新項目，在不方便的時間召開電話會議，或者其他額外的工作時。最終你自己可能心力交瘁，而你的業績記錄卻始終平平。
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.
不要讓其他人的問題和緊急請求打亂自己一天的安排，自己決定個人需要完成和做好哪項任務，同時把它作為你的第一要務。把它們列在便條貼上，粘在墻上。一旦有電子郵件或電話讓你分心，這些便條貼就可以提醒你。
Delegation
放權
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.)
與確定優先順序密不可分的就是有效的放權。如果一項任務不是必須由你完成，可以把它委托給其他人，實行間接管理。（工作清單最后的項目往往都無法完成——這些任務便可以委托給其他人。）
"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."
布拉特說：“無論處在什么級別，你總是在委托其他人。你始終都在依靠他人開展工作。如果你沒有太多工作去做，那就是公司除了問題。”
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.
要有效地放權，首先必須相信，接管任務的人能夠很好完成工作，即便他所采取的方式或解決方案與你有所不同。給出明確的方向，提出參數，提供必要的資源，提供必要的培訓。之后，盡管放手。
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!
要培養上面這五項技能，最重要的是練習。從小做起，堅持不懈。要求同事和導師提供反饋。永不放棄！
