成功路上容易被忽视的5种重要技能
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找出公司内和公司外在技术方面或者软技能方面令你敬佩的人，努力与他们结交。不要过于关心你能从这种关系中得到什么，而要不断寻找帮助对方的途径。 即将出版的新书《新官上任》（First-Time Leader）一书的作者乔治•布拉特说：“更成功的人考虑的不是人脉，而是对接：我该如何把这种需求与这种资源进行对接？他们相信帮助他人就是在帮助自己。” 换位思考 考虑对方的目标、兴趣和信念是一切关系的核心。如果希望得到其他人的配合，仅仅被任命为团队领导人是不够的——如果团队成员并非你的直接下属，那就更是如此。 布拉特说：“任何机构内任何级别的人都必须对别人施加，而被影响的人也会施加影响给其他人。你们必须一起创造出一个共同的目标，并为了共同的事业而努力，这是在学校里学不到的东西。” 要了解对方的观点，最简单的方式是提问，然后仔细倾听对方的回答。你还可以阅读身体语言，也可以咨询同事。 面对上司的时候，换位思考尤其有效。如今，主管和经理们要承担更多的责任和压力——尤其是在资源更少的情况下。他们所做的相当于十年前两个人的工作。 克劳斯说：“你要主动帮助他们，让他们面上有光。你要想方设法帮助他们。要看到上司人性的一面，而不是只是一个概念化的老板。把他或她当成一个人来看待。同情、移情非常重要。” 时间管理 看看自己的任务清单。直截了当地说，要全部完成清单上的任务，你需要不停地工作一整天？一周？一个月？一个季度？你并不孤单。我们的任务和责任总是太多，时间却总是不够。答案在于严格排列优先顺序，管理自己的精力。 布拉特说：“时间管理的秘密在于，敢于说：‘不，谢谢。如果我接受这个项目，我就没办法干好其他项目。’”如果你的上司或队友要求你承担更多任务，一定要坚决要求他们提供额外的资源，延长截止日期，或者帮你决定可以摆脱其他哪些责任。 总是说“是”对任何人都没有好处，不论是面对新项目，在不方便的时间召开电话会议，或者其他额外的工作时。最终你自己可能心力交瘁，而你的业绩记录却始终平平。 不要让其他人的问题和紧急请求打乱自己一天的安排，自己决定个人需要完成和做好哪项任务，同时把它作为你的第一要务。把它们列在便条贴上，粘在墙上。一旦有电子邮件或电话让你分心，这些便条贴就可以提醒你。 |
Identify people you admire inside and outside your company, whether for their technical or soft skills, and make an effort to cultivate them. Continually look for ways you can help these individuals rather than focusing on what you can get out of it. "The people that are more successful aren't thinking about networking, they're thinking about connecting: How do I connect this need with this resource?" says George Bradt, author of the forthcoming book First-Time Leader. "They fundamentally believe by helping everybody they're helping themselves." Perspective 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. "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." 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. 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. "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." Time management 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. "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. 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. 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. |
