為什么你那么靠譜卻得不到提拔
|
????再來探討一下另一個熟悉的商業(yè)術(shù)語：“以結(jié)果為導(dǎo)向”。里德曾經(jīng)目睹過這種導(dǎo)向是如何傾覆了中層管理者的職業(yè)生涯?！斑@是一個程度的問題，”他說。“顯然，你必須干出成績。但如果你過分癡迷于短期內(nèi)將會發(fā)生的事情，往往就會忽略更長期的競賽，錯過擴(kuò)展自身技能的良機(jī)?！?/p> ????對于那些傾向于深鉆某個狹窄專業(yè)領(lǐng)域的人來說，這種導(dǎo)向尤其危險。里德指出：“領(lǐng)導(dǎo)層最終會依據(jù)你掌握了多少種不同技能，你是否能夠顧全大局，來對你進(jìn)行評估，決定是否提拔你。如果你過分專注于某一件事情，上級就不會認(rèn)為你具有領(lǐng)導(dǎo)才能?！?/p> ????里德說，還有一個概念經(jīng)常對勤勉一族的晉升之路造成致命影響：“問責(zé)制”。他指出，在許多公司，這個詞匯現(xiàn)已成為“管理者嚴(yán)苛要求同事的一個借口，遭受苛責(zé)的人群甚至還包括并非這些管理者屬下的同僚，這些人現(xiàn)在也不想跟他們合作了?！?/p> ????里德指出，更有可能贏得晉升機(jī)會的工作方式是，“幫助別人獲得成功。如果你經(jīng)常耐心指導(dǎo)下屬的工作，通過這種方式讓他們承擔(dān)起責(zé)任，你就會被看成一位領(lǐng)導(dǎo)者，而不是一位工頭。”這是里德經(jīng)過一番慘痛經(jīng)歷才獲得的經(jīng)驗(yàn)教訓(xùn)?！拔以诼殬I(yè)生涯早期犯了許多年輕管理者經(jīng)常犯的錯誤。我當(dāng)時覺得，為了樹立起權(quán)威，我必須擺出一副強(qiáng)硬且咄咄逼人的姿態(tài)，”他回憶說。“但這樣做并不管用。事實(shí)上，這樣做恰恰塑造了一個錯誤的形象。” ????當(dāng)然，每一家公司和每一位管理者都不一樣。因此，里德破除的這些觀念可能根本解釋不了你為什么總是錯過晉升機(jī)會。然而，鑒于你對這種境遇“憤憤不平”，為什么不嘗試一下里德的做法，更認(rèn)真地觀察一下那些受到重用的同事呢？他們或許正在做一些（或者沒有做）同樣有助于你獲得晉升的事情。 ????反饋：你認(rèn)為還有哪些流行的商業(yè)術(shù)語其實(shí)跟現(xiàn)實(shí)世界的職業(yè)前景毫不相關(guān)？請留言評論。（財(cái)富中文網(wǎng)） ????譯者：葉寒 |
????Or take the familiar phrase "results oriented," another business cliché that Reid has seen trip up, or stall out, middle managers' careers. "It's a matter of degree," he says. "Obviously you have to deliver results. But if you're too obsessed with what's happening in the short term, you tend to overlook the longer game and pass up opportunities to broaden your skills." ????This is a particular hazard for people who are inclined to work very hard on a narrow area of expertise, Reid notes: "Ultimately you'll be evaluated, and promoted or not, on the basis of how many different skills you have, and whether you can see the big picture. If you go too deep in the weeds on any one thing, higher-ups won't be able to see you as a leader." ????One more notion Reid says is often fatal to the advancement of the diligent and hardworking: "Accountability." In many companies now, he notes, this word has become "an excuse for managers to be harsh and demanding with coworkers, including peers who don't even work for them, and now don't want to collaborate with them, either." ????What's far more likely to lead to a promotion, he says, is "helping other people succeed. If you hold people accountable by mentoring them and coaching them, you come across as a leader, not a taskmaster." It's another lesson Reid says he learned the hard way. "Early in my career I made the same mistake many young managers make, which is feeling that, in order to be taken seriously, I had to be tough and aggressive," he recalls. "But that doesn't work. In fact, it creates the exact wrong image." ????Of course, every company and every manager is different, so it's impossible to say whether any of the notions Reid debunks explain why you keep getting passed over for bigger jobs. But, since you're "steamed" about it, why not try what Reid did and take a closer look at the people who are getting those promotions? They might be doing (or not doing) something that would work for you as well. ????Talkback:What business clichés have you noticed are least relevant to people's real-world career prospects where you work? Leave a comment below. |
最新文章