MPW内幕网络是美国的一个在线社区，美国商界内外的一

些大咖经常会在这里及时回答与职业和领导力有关的问题。今天为大家分享的是美国西北大学凯洛格管理学院院长萨利·布朗特在“你是怎样保持激情的?”这一问题下的答案。

关于这个问题，不管是学术研究还是应用研究，结果都是一致的。简单说来，保持工作激情，关键在于以下五个因素。前四个都是环境因素，分别是正确的目标、正确的岗位、正确的老板和正确的团队。最后一个因素是关于你自己的：正确的态度。这些就是保持工作积极性的基本因素——就这么简单。

正确的目标

你选择的这家公司必须具备令你衷心认同的目标，或者光靠它的薪资待遇和成长机会就足以让你充满斗志。

正确的岗位

即便目标是正确的，如果你没有在正确的岗位上，你也很难一直保持斗志。所以你要寻找契合你的才能和能力的岗位，以及那些能让你健康成长、展示真实的自我的岗位（即能让你做真实的自己，而不是你希望别人对你产生的某种印象。）

正确的老板

由人力资源经理协会（Society of Human Resource Managers）、盖洛普（Gallup）和麦肯锡（McKinsey）等职业调查机构进行的研究都表明，如果你的老板不信任你或是不尊重你，你在工作中就不会生产满足感或投入感。所以你的直接上司必须是一个你尊敬的人或是你愿意为之效力的人，反之亦然。

正确的团队

在努力工作时，谁能站在你身边支持你，这是非常重要的，这也是决定你的工作热情和投入程度的另一个决定因素——即你与你的同事相处得有多和谐。所以你一定要有坚强的队友，也就是值得你学习的人，和能够激发你做到最好的人。这并不是说你周末一定要和他们出去吃喝玩乐，而是说他们的人品、工作责任心和工作表现应该与你一致。

一旦上述四个因素都已具备，你需要做的就是将集力集中在工作上，并且随着时间的推移，依旧保持你的工作积极性。当你升迁到高等职位后，这一点更是尤为重要。因为一旦你已经成功了，你的工作职责可能就不会经常变化了。

正确的态度

这是一个你自身可控的变量。你对工作究竟是感到热情还是厌倦，全然取决于你自己。没人喜欢整天怨天尤人的人，也没人喜欢一个对工作锱铢必较的经理。大家也不喜欢整天看起来压力山大、人浮于事或是骄傲自满的领导。所以一旦你当成了高层领导，你能不能重新调整自己的工作重心和精力水平，就完全取决于你自己了。

作为一个已经在商学院里当了12年院长的人——这个时间甚至比我当全职教授的时间都长——通过我自身的经验，以及通过与那些至少当了五年以上CEO的人谈话，我发现对于这些长期担任领导职位的人来说，他们一般有两种比较重要的“充电”方式。

第一种是我所称的“微充电”，也就是每隔三个月左右，就要有三四天彻底休息的时间。每当我到了“微充电”的日子，我很少收发电子邮件，基本上也不怎么接打电话。在那几天里，我会花很长时间散步（同时在做些其他形式的运动），并且从头到尾仔仔细细地读完一本书（而不是跳着看）。我会享受与家人和朋友一起吃的每一顿饭——而且是真正坐下来去吃每一顿饭。

第二种是所谓的“任务型充电”，是指每过两三年，去远方进行一趟“心灵之旅”，给自己减减压，确保你真正了解你的市场，并且确保你能真正挑战你的团队，好让他们高效地工作和产出。这种“充电”至少需要一个星期，两个星期则更好。我喜欢去一个能让我静静地待着的地方，那个地方要有绝佳的景色和美食，同时要有很多可以散步的地方，让我能够安静地思考。如果有很好的甜点就更完美了。“任务型充电”的目的是要能令人深思——分析你本人以及企业的绩效，问自己一些艰难的问题，并且从内心深处进行思考。你必须确保自己真正了解自己内心的想法和感受。

在我的工作中，我发现最出色的CEO们都有着很强的自我评估和自我充电的能力。这两种“充电”方式对于培养长期的领导能力是十分重要的，能够确保你始终以较高的激情，投入到你的企业、你的团队和你自己的工作实绩当中。（财富中文网）

译者：朴成奎

The MPW Insiders Network is an online community where the biggest names in business and beyond answer timely career and leadership questions. Today’s answer for: “How do you stay motivated?” is written by Sally Blount, dean of Northwestern University’s Kellogg School of Management.

The research, both academic and applied, is consistent and can be summed up simply: Staying motivated at work is about five things. The first four are all about context and how you set yourself up for success: the right mission, the right job, the right boss, and the right team. The last one is all about you: the right attitude. These are the fundamentals—it’s that simple.

Right mission

You need to pick an organization with a mission you believe in, or one with a salary or developmental opportunity that’s significant enough to motivate you all by itself.

Right job

Even when the mission is right, if you’re in the wrong job, it’s hard to stay focused. So look for roles that match your talents and capabilities—roles where you can thrive and contribute who you really are (not the image you wish others had of you, but your true self).

Right boss

Whether produced by the Society of Human Resource Managers, Gallup, or McKinsey, the research consistently finds that if your boss doesn’t trust or respect you, you won’t be satisfied or stay engaged at work. So be sure your immediate supervisor is someone you respect and want to work for—and vice versa.

Right team

When you’re working hard, it matters who’s standing beside you. That’s another major determinant of motivation and engagement—how well you synch with your co-workers. So look for strong teammates—people you can learn from and who will challenge you to perform at your best. That doesn’t mean you have to hang out with your teammates on weekends. It’s about working with people whose integrity, work commitment, and performance match yours.

Once these four factors are in place, the task shifts to keeping your focus and staying motivated over time. This becomes even more important when you move into a top job, because if you’re successful, you likely won’t be switching roles very often.

Right attitude

It’s in your control. Whether you’re burned out, bored, or passionate about work is up to you. No one likes a martyr or a micro-manager. They also don’t like leaders who look/act stressed out, self-indulgent, or self-satisfied. So it’s up to you to make sure that you reset, renew, and/or refresh your focus and energy level when you sit in the top job.

As someone who has now been “deaning” over 12 years—longer than I was a full-time professor—I have learned from both my own experience and from talking with CEOs who have performed in their jobs for five-plus years. For these true distance performers, there are two important types of recharge.

The first I’ll call the micro-charge—making sure that every three months, you get three to four days where you are really away. When I do a micro-charge, I do very little email and no phone calls, if possible. Instead, I take long walks (in addition to other forms of exercise) and try to read a full book from cover to cover (no jumping around to absorb only the key facts). I relish my meals with family and friends and actually sit down to eat each one.

The second, the mission-charge, is about going the distance—the soul-searching work you need to do every two to three years to make sure that things aren’t getting rote, to make sure that you really understand your marketplace and are challenging your team to perform and deliver. This recharge requires at least a week, but two is better. I like to go to one place where I stay put—with great views, good food, and a lot of walking trails for thinking. The desert is perfect for me. The mission-charge is all about deep reflection—analyzing your performance and your organization’s, asking yourself the hard questions, and plumbing the depths of your own mind. You have to make sure that you really know what you’re thinking and feeling.

In my job, I’ve observed that the best CEOs are really disciplined about self-assessment and renewal. Together, these two types of recharge are critical to “long-distance” leadership—assuring that you’re committed to the true performance of your organization, your team, and yourself.