你如何判断当前的工作该不该辞

    要评估学习速率，首先需要明确工作中不同类型的学习：

    与工作职责有关的专业技术。例如，对于软件工程师而言，这样的技术可能包括学习一门新编程语言、熟悉新工具、提高设计新系统的能力等。这些技能的不断提高，将使你成为一名更加出色的个人贡献者。

    优先级技能。很多时候，你手头上可能有数十个甚至数百个任务需要处理，而每一个任务都可能产生价值。那些杠杆作用最大的活动，能够以最少的工作实现最大的价值，然而在指定时间内确定这样的活动，难度很大。但这可能是你在职业生涯中所能学到的最宝贵的技能。

    执行力。学会如何打造和交付一款优秀的产品或服务，以及如何坚持不懈地按时完成，这需要不断磨练。

    指导/管理技能。一家组织的发展速度越快，你便会越早成为团队的资深成员。而资历会让你有机会指导或管理其他团队成员，参与塑造不断成长的公司文化与价值观，并影响团队的发展方向。

    团队领导技能。使团队有效运转所需要的技能，与使自己高效工作所需要的技能截然不同。如何管理团队的阶段性目标？如何有效协调，如何减少沟通成本？如何保持团队的凝聚力？

    在职业生涯的不同阶段，你对这些能力的侧重程度也要有所不同，你需要寻找机会发展自己重视的能力。这些能力大部分都可以从你当前的工作中提炼总结出来。你可以将这些能力和经验带到下一份工作当中。

    有一种学习对职业成功非常重要，但却不容易带到其他公司。这便是制度性学习，即在公司规定的特定流程内保持良好的工作状态：如何得到关键决策把关人员的批准，如何使你支持的项目得到更高的优先级，在公司资源分配程序中，如何为自己的团队争取更多资源等。你需要做好其中的一部分，而谈判和说服技能会对你的未来有所帮助。然而，由于该类学习仅针对特定的官僚作风或你需要处理的流程，因此其价值要低得多。

    刚加入一家公司时，学习曲线通常都非常陡峭（前提是你做出了好的选择）。你会沉浸在新技术、新产品和新团队当中，各个方面都有好的学习机会。大学毕业后加入谷歌的时候，我在前六个月学到了很多。谷歌制作了出色的谷歌教育（GoogleEDU）培训材料。我沉浸在那些讨论为什么会存在核心抽象及其工作模式的代码实验室中。我研究程序设计风格指南，引领我学习最佳行业实践。我阅读关于搜索索引和内部创建的其他可扩展工程系统的设计资料。我学会如何创建并在谷歌网站上发布能被上亿网民看到的内容。

    而由于组织结构问题（比如流程太过官僚化，限制了你迅速迭代和发布产品的能力）或维护问题（团队的发展速度赶不上产品的复杂程度），你的学习速率可能会下降。第二种情况令你很难转换到新的项目和尝试新事物。

    Assessing your learning rate first requires identifying the many different types of learning at a job:

    Technical learning specific to your job function. For a software engineering position, for example, this might include things like learning a new language, getting familiar with new tools, improving your ability to design new systems, etc. Getting better at these skills makes you more proficient as an individual contributor.

    Prioritization skills.Oftentimes, there are tens or hundreds of things that you could be working on that might generate value. Figuring out the highest leverage activity that generates the most value for the least amount of work at any given point is hard, but it’s probably the single most valuable lesson you can learn professionally.

    Execution.Learning how build and deliver a great product or service and how to do it consistently and on time takes practice.

    Mentorship/management skills.The faster an organization grows, the sooner you become a more senior member of the team. Seniority provides opportunities to mentor or manage other teammates, to shape the company culture and values that develop, and to influence the direction of the team.

    Team leadership skills.The skills needed to make a team function effectively differ from those needed to be productively as an individual. How should milestones be organized? How do you coordinate effectively and minimize communication overhead? How do you make sure a team gels?

    At various points in your career, you’ll value these skills differently and should seek out opportunities that develop the skills you value. All of these skills are mostly generalizable beyond your job at your current company. You take those skills and experiences with you to your next job.

    There’s also a type of learning that’s important for career success but that is less transferable to other companies. And that’s institutional learning on how to function well within the specific processes defined at the company: how to get the approval of key gatekeepers for decisions, how to get projects you believe in prioritized on the roadmap, how to negotiate for more resources for your team given the company’s resource allocation process, etc. Some amount of this is necessary to do well, and some of the negotiation and persuasion skills will help in the future, but to the extent that much of this learning deals with the particular bureacracy or process that you need to deal with, it’s significantly less valuable than other types of learning.

    When you first join a company, the learning curve usually starts really steep (hopefully, if you’ve made a good choice). You’re immersed in new technologies, in a new product, and on a new team, and there are opportunities to learn along multiple dimensions. When I first joined Google right out of college, I learned a lot in my first six months there. Google’s done a great job with their GoogleEDU training materials. I soaked in all the codelabs that discussed why core abstractions existed and how they worked. I studied programming style guides to learn best industry practices. I read design docs about search indexing and other scalable engineering systems being built internally. I learned to build and ship something seen by tens to hundreds of millions of people per day on google.com.

    Your learning rate might decrease due to organizational issues (maybe processes have become too bureaucratic and limit your ability to iterate and launch quickly) or due to maintenance issues where the team doesn’t grow quickly enough to scale with the complexity of the product. The second makes it hard for you to switch projects and work on new things.