“最伟大的经理人”韦尔奇说：做这两件事能让你加薪升职

    在LinkedIn上，通用电气传奇CEO杰克·韦尔奇，为渴望进步的上班族们提出了一些忠告。简单来说，他认为每一位想要升职的员工，都应该做两件事：超乎预期地完成工作，并让你的上司看得更远。

    在通用电气，韦尔奇从底层做起，一路擢升，最终在1981年成为该公司第八任董事长兼CEO。2000年，他被《财富》杂志评为“世纪经理人”。这位传奇CEO的职业建议来自他在企业界摸爬滚打近55年的经验，他把这些经验记录在与妻子苏西·韦尔奇合著的一本书中。为了证明自己的观点，韦尔奇回忆了在职业生涯中为他带来重要升职机会的一个例子。

    “当时我还年轻，正担任一种新型塑料的工艺工程师，负责管理一家小型的10 x 10化学实验厂，我的上司对我说：‘老板要从纽约来视察。我们想给他看看你在新试验厂中部署的管道。’”

    “老板从纽约来我们的工厂考察时，我向他介绍了塑料技术的最新发展，还有我的小项目。此外，我还从更宏观地角度，向他讲述了我们的塑料在整个塑料行业中所处的位置，以及这个行业未来的发展方向。”

    “我在那里工作才一年时间，而且我也不算天才人物。但我做过大量的研究，证明我们的产品有非常广泛的应用前景。这足以让老板清楚他的投资对象，我们的研究进展，以及我们的塑料与业内三家主要竞争对手的产品的对比情况——对方有哪些优势，而我们又有哪些优势？”

    一年以后，这位老板想起了韦尔奇，并给了他一次升职的机会。韦尔奇认为，成功的关键在于：“不论体现在数字上还是行动上，你交付的结果都要比别人预期的更好一点。此外，寻求站在更高的角度看问题。”（财富中文网）

    译者：刘进龙/汪皓

    审校：任文科

    Legendary General Electric CEO Jack Welch has taken to LinkedIn to offer a few words of wisdom to those office dwellers looking to get ahead. In short, there are two things that every worker should do to snag that promotion: over deliver, and make your boss smarter.

    Welch worked his way up at GE , eventually becoming the company’s eighth chairman and CEO in 1981. He even snagged Fortune’s “Manager of the Century” title in 2000. His career advice has been well-honed over his nearly 55 years of experience in the corporate world — and it has been chronicled in a book he co-wrote with his wife Suzy Welch.

    To prove his point, Welch recalled an example from early in his career that paid off in a big promotion.

    One time, when I was a young process engineer on a new plastic, running a small 10×10 chemical pilot plant, my boss said to me, “Oh, the boss from New York is coming up. We want to show him the pipes you put in place in the new pilot plant you’ve got.”

    When the New York boss came up to see us, I gave him the requisite update on the plastic and my little project. But I also painted him a bigger picture of how the plastic we had fit into the entire plastics industry and where the industry was headed.

    Now, I had only been there a year and I was not a genius by any means. But I had done a hell of a lot of research to show how our product fit into the larger scheme of things. It was enough to give a clear view of what he was investing in, where we were in it, and how our plastic compared to our top three competitors — what our strengths were, compared to what their strengths were.

    A year later that same boss remembered Welch, granting him a big promotion. That’s the key to success, according to Welch: “Over-deliver on the numbers and behaviors, but also gunning for the bigger perspective.”