我們能否在職場(chǎng)上取得成功并不完全依賴(lài)于我們在學(xué)校學(xué)到的東西，很多時(shí)候，決定人們差距的是我們在學(xué)校以外的地方學(xué)到的技能。其中，溝通技巧、拓展人脈的技巧、換位思考的能力、時(shí)間管理的技巧和放權的技巧是5項非常重要、但卻經(jīng)常被人們忽視的技巧，好在通過(guò)反復練習，我們都能掌握這些技能。
溝通
你或許有公司里最了不起的想法，但如果你不不能很好地把自己的想法表達出來(lái)，別人怎會(huì )知道？
不論是電子郵件往來(lái)、現場(chǎng)會(huì )議，還是一對一交流，簡(jiǎn)潔且專(zhuān)業(yè)的溝通都至關(guān)重要�？梢杂^(guān)察你敬佩的同事和上級，看看能否學(xué)習和采用他們最有效的溝通技巧。在給上司、同事和客戶(hù)寫(xiě)電子郵件時(shí)要多花些心思；不要因為溝通媒介的不同而心生懶惰。
專(zhuān)門(mén)負責招聘事務(wù)的邁克爾•斯特因奈德說(shuō)：“有效溝通的能力是在機構內部培養關(guān)鍵關(guān)系的基礎，能奠定個(gè)人發(fā)展、進(jìn)步的基調�！�
要成為高效的溝通者，最重要的是在表達自己觀(guān)點(diǎn)的時(shí)候學(xué)會(huì )傾聽(tīng)和提出問(wèn)題。仔細傾聽(tīng)聽(tīng)眾的反應可以幫助你確定他們是否理解了你的想法，同時(shí)還可以估量你的目標是否與聽(tīng)眾的興趣相一致。
提前進(jìn)行準備，不斷練習要講的內容。高管教練、《軟技能，硬道理》（The Hard Truth About Soft Skills）一書(shū)的作者佩吉•克勞斯說(shuō)：“在與客戶(hù)電話(huà)溝通的時(shí)候，參加內部會(huì )議的時(shí)候，或者在績(jì)效評估時(shí)與上司交流的時(shí)候，提前準備是清楚表達自己觀(guān)點(diǎn)的關(guān)鍵�！蹦阋囵B自己“在說(shuō)話(huà)的時(shí)候充滿(mǎn)熱情與力量，利用自己個(gè)性中的這兩個(gè)方面，讓自己的話(huà)鏗鏘有力，觸動(dòng)人心�！�
不要被高難度的談話(huà)嚇倒：它們是高效溝通的重要部分，最好直接予以解決，而不是敬而遠之。
人脈拓展
另外一種常被忽視的職場(chǎng)技能是在公司內部和外部的人脈拓展。許多人認為，找到工作之后就不再需要拓展人脈。而實(shí)際上，持續拓展人脈是在職場(chǎng)上獲得成功的關(guān)鍵——尤其當你準備換工作的時(shí)候，它可以幫你找到其他機會(huì )。
克勞斯說(shuō)：“人們認為，只要按時(shí)上下班，把工作做好，就能得到回報。實(shí)際上，你需要讓人們知道你做過(guò)什么，這樣不僅可以讓自己的職業(yè)有更好的發(fā)展，而且人們還可以利用你的專(zhuān)業(yè)知識與服務(wù)�！�
如今，越來(lái)越多的公司依賴(lài)跨職能團隊和跨部門(mén)項目。所以，你需要在內部拓展人脈。如果你在公司內部有強大的人脈網(wǎng)絡(luò )，那就可以為你自己和你的團隊帶來(lái)更多機會(huì )。
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| Communication
You may have the greatest ideas in the company, but no one will know that if you can't communicate them.
It's important to be clear and professional in your communications, whether that's over email, in meetings, or one-on-one. Observe colleagues and superiors whom you admire to see if you can learn and adopt their most effective communications techniques. Take care in composing emails to your boss, colleagues and clients; don't get lazy simply because of the communications medium.
"The ability to effectively communicate really is the bedrock to developing critical relationships within the organization itself and sets the tone for development and movement," says Michael Steinerd, director of recruiting for Indeed.
To be an effective communicator, it's just as important to listen and ask questions as it is to put forth your own ideas. Listening carefully to your audience will help you determine whether your ideas are being understood, and gauge how well your goals jibe with the interests of the people you're addressing.
Prepare in advance, and practice what you're going to say. "When you get on the phone with a client, when you go into an internal meeting, when you are talking to your boss in a performance review, preparation is really key to getting your point across," says Peggy Klaus, an executive coach and author of The Hard Truth About Soft Skills. You want to develop "the ability to speak with both warmth and strength, using both parts of your personality to be dynamic and impactful."
Don't shy away from difficult conversations: They're an important part of effective communication and are better tackled directly rather than avoided.
Networking
Another much-neglected workplace skill is networking, both inside and outside of your organization. Many people assume they can stop developing their networks once they've landed a job. But continuous networking is key to success within your workplace -- and to finding another role if and when you're ready to change jobs.
"People think that if they show up on time and do a good job that they will be rewarded," Klaus says. "You've got to let people know what it is that you're doing, not only so that you can advance your career, but so that people can use your expertise and services."
With more organizations relying on cross-functional teams and projects that reach across divisions, you need to network internally. You also will open yourself, and your team, to more opportunities if you have a strong internal network.
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找出公司內和公司外在技術(shù)方面或者軟技能方面令你敬佩的人，努力與他們結交。不要過(guò)于關(guān)心你能從這種關(guān)系中得到什么，而要不斷尋找幫助對方的途徑。
即將出版的新書(shū)《新官上任》（First-Time Leader）一書(shū)的作者喬治•布拉特說(shuō)：“更成功的人考慮的不是人脈，而是對接：我該如何把這種需求與這種資源進(jìn)行對接？他們相信幫助他人就是在幫助自己�！�
換位思考
考慮對方的目標、興趣和信念是一切關(guān)系的核心。如果希望得到其他人的配合，僅僅被任命為團隊領(lǐng)導人是不夠的——如果團隊成員并非你的直接下屬，那就更是如此。
布拉特說(shuō)：“任何機構內任何級別的人都必須對別人施加，而被影響的人也會(huì )施加影響給其他人。你們必須一起創(chuàng )造出一個(gè)共同的目標，并為了共同的事業(yè)而努力，這是在學(xué)校里學(xué)不到的東西�！�
要了解對方的觀(guān)點(diǎn)，最簡(jiǎn)單的方式是提問(wèn)，然后仔細傾聽(tīng)對方的回答。你還可以閱讀身體語(yǔ)言，也可以咨詢(xún)同事。
面對上司的時(shí)候，換位思考尤其有效。如今，主管和經(jīng)理們要承擔更多的責任和壓力——尤其是在資源更少的情況下。他們所做的相當于十年前兩個(gè)人的工作。
克勞斯說(shuō)：“你要主動(dòng)幫助他們，讓他們面上有光。你要想方設法幫助他們。要看到上司人性的一面，而不是只是一個(gè)概念化的老板。把他或她當成一個(gè)人來(lái)看待。同情、移情非常重要�！�
時(shí)間管理
看看自己的任務(wù)清單。直截了當地說(shuō)，要全部完成清單上的任務(wù)，你需要不停地工作一整天？一周？一個(gè)月？一個(gè)季度？你并不孤單。我們的任務(wù)和責任總是太多，時(shí)間卻總是不夠。答案在于嚴格排列優(yōu)先順序，管理自己的精力。
布拉特說(shuō)：“時(shí)間管理的秘密在于，敢于說(shuō)：‘不，謝謝。如果我接受這個(gè)項目，我就沒(méi)辦法干好其他項目�！比绻愕纳纤净蜿犛岩竽愠袚嗳蝿�(wù)，一定要堅決要求他們提供額外的資源，延長(cháng)截止日期，或者幫你決定可以擺脫其他哪些責任。
總是說(shuō)“是”對任何人都沒(méi)有好處，不論是面對新項目，在不方便的時(shí)間召開(kāi)電話(huà)會(huì )議，或者其他額外的工作時(shí)。最終你自己可能心力交瘁，而你的業(yè)績(jì)記錄卻始終平平。
不要讓其他人的問(wèn)題和緊急請求打亂自己一天的安排，自己決定個(gè)人需要完成和做好哪項任務(wù)，同時(shí)把它作為你的第一要務(wù)。把它們列在便條貼上，粘在墻上。一旦有電子郵件或電話(huà)讓你分心，這些便條貼就可以提醒你。
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| 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.
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放權
與確定優(yōu)先順序密不可分的就是有效的放權。如果一項任務(wù)不是必須由你完成，可以把它委托給其他人，實(shí)行間接管理。（工作清單最后的項目往往都無(wú)法完成——這些任務(wù)便可以委托給其他人。）
布拉特說(shuō)：“無(wú)論處在什么級別，你總是在委托其他人。你始終都在依靠他人開(kāi)展工作。如果你沒(méi)有太多工作去做，那就是公司除了問(wèn)題�！�
要有效地放權，首先必須相信，接管任務(wù)的人能夠很好完成工作，即便他所采取的方式或解決方案與你有所不同。給出明確的方向，提出參數，提供必要的資源，提供必要的培訓。之后，盡管放手。
要培養上面這五項技能，最重要的是練習。從小做起，堅持不懈。要求同事和導師提供反饋。永不放棄�。ㄘ敻恢形木W(wǎng)）
譯者：劉進(jìn)龍/汪皓
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| Delegation
Along with prioritization comes the need to delegate well. If a task doesn't need to be completed by you, find someone else to delegate to, and manage the project indirectly. (The items at the very bottom of your to-do list may never get done -- and that may be OK.)
"At any level you are always delegating. You are always relying on others," Bradt says. "If you don't have too much to do, the organization is in trouble."
To effectively delegate, you must first believe the person who's taking over the task can complete it well, even if the path or the solution itself differs from what you would've done. Give clear direction, lay out parameters, make needed resources available, and provide any needed training. Then, step out of the way.
To develop any one of these skills, the most important piece is practice. Start small and persist. Ask for feedback from colleagues and mentors. And don't give up!
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大老板看好這樣的創(chuàng )業(yè)者 如何靠白手起家賺第一桶金.pdf
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