TED演講：你可能沒有得到的職場建議

工作中的每項任務都做對、每個正確的建議都聽，但升遷都沒你的份!為什麼?Susan分享了一個簡單又驚人的潛規則，一個從來沒人跟你明說的事實。這場演講看似針對女性聽眾，卻能讓男性、女性、新鮮人、職場老鳥都受益良多。下面是小編為大家收集關於TED演講：你可能沒有得到的職場建議，歡迎借鑑參考。

演說題目：你可能沒有得到的職場建議!

演說者：Susan Colantuono

中英對照演講稿

Women represent 50 percent of middle management and professional positions, but the percentages of women at the top of organizations represent not even a third of that number. So some people hear that statistic and they ask, why do we have so few women leaders?

女性佔據50%的中層管理和專業職位，但在企業高層職務中女人所佔的百分比，甚至還不到上述數字的三分之一。因此一些人聽到這個統計資料後就會問，為什麼女性領導者如此之少?

But I look at that statistic and, if you, like me, believe that leadership manifests at every level, you would see that there's a tremendous, awesome resource of leaders who are leading in middle management, which raises a different question: Why are there so many women mired in the middle and what has to happen to take them to the top?

但是我看著這個統計資料，並且，如果你跟我一樣，相信那上面顯示的各級別領導人數，你會看到中管管理有著數量驚人的傑出女性領導者，由此你會提出另一個問題：為什麼有這麼多女性卡在中層?她們怎樣才能升到高層?

So some of you might be some of those women who are in middle management and seeking to move up in your organization. Well, Tonya is a great example of one of these women. I met her two years ago. She was a vice president in a Fortune 50 company, and she said to me with a sense of deep frustration, "I've worked really hard to improve my confidence and my assertiveness and develop a great brand,

你們中的一些人可能正是那些正在尋求升職的女性中層管理者。嗯，湯婭是這些女性中一個典型例子。我兩年前認識她。那時她是一家財富50強企業的副總裁，她懷著一種深深的挫敗感對我說：“我很努力去提升我的自信和魄力，並且將自己打造成一個很棒的品牌，

I get terrific performance evals from my boss, my 360s in the organization let me know that my teams love working for me, I've taken every management course that I can here, I am working with a terrific mentor, and yet I've been passed over twice for advancement opportunities, even when my manager knows that I'm committed to moving up and even interested in an international assignment. I don't understand why I'm being passed over."

我從上司那裡得到了很好的評價，公司的360度測評讓我知道，我的團隊很喜歡為我工作，我參加了公司所有管理課程，我跟一個很優秀的導師一起工作，但是我已經錯失了兩次升職機會，儘管我的經理知道我一直致力於升職並且願意接受海外派遣。我不明白為什麼我會錯失晉升的機會。”

In order to move up in organizations, you have to be known for your leadership skills, and this would apply to any of you, women or men. It means that you have to be recognized for using the greatness in you to achieve and sustain extraordinary outcomes by engaging the greatness in others.

為了在組織中獲得晉升，你必須要顯現你的領導才能，這也適用於你們中的所有人，不管是女性還是男性。這意味著你必須運用你的長處去獲得認可，並讓別人發揮優勢去獲得和維持非凡的成果。

Put in other language, it means you have to use your skills and talents and abilities to help the organization achieve its strategic financial goals and do that by working effectively with others inside of the organization and outside. And although all three of these elements of leadership are important, when it comes to moving up in organizations, they aren't equally important. So pay attention to the green box as I move forward.

換句話說，它意味著你必須使用你的技巧、天賦和才能，幫助企業實現 戰略財務目標，並且通過與企業內外的人有效地合作，以達到上述目標。雖然領導能力中的這三個要素都很重要，但當涉及到在組織中獲得晉升時，它們的重要性是不一樣的。接下來請注意綠色柱條。

In seeking and identifying employees with high potential, the potential to go to the top of organizations, the skills and competencies that relate to that green box are rated twice as heavily as those in the other two elements of leadership. These skills and competencies can be summarized as business, strategic, and financial acumen.

在尋找和確定擁有高潛能——那種能做到企業高層的潛能——的員工時，技巧和能力，也就是圖中的綠色柱條，它們的重要性是領導能力中其它兩個要素的兩倍。這些技巧和能力 可以總結為商業、戰略和財務智慧。

In other words, this skill set has to do with understanding where the organization is going, what its strategy is, what financial targets it has in place, and understanding your role in moving the organization forward. This is that missing 33 percent of the career success equation for women, not because it's missing in our capabilities or abilities, but because it's missing in the advice that we're given.

換句話說，這套技能必須要與理解企業發展方向、發展戰略、財務目標相結合，並且要理解你在企業發展過程中所扮演的角色。這就是女性的事業成功方程式中那迷失的33%，不是因為我們的才能不足，而是因為沒能得到合理的建議。

They said, "We look for employees who are great with our customers, who empower their teams, who negotiate effectively, who are able to manage conflict well, and are overall great communicators." Which element of leadership does that equate to? Engaging the greatness in others.

他們說，“我們尋找那些能夠與客戶融洽相處，能夠增強團隊力量，能夠有效談判，能夠妥善處理衝突的員工，總的來說就是非常善於溝通的人。“ 這又是哪個領導力要素呢?幫助他人發揮優勢。

And then they pretty much stopped. So I asked, "Well, what about people who understand your business, where it's going, and their role in taking it there? And what about people who are able to scan the external environment, identify risks and opportunities, make strategy or make strategic recommendations? And what about people who are able to look at the financials of your business, understand the story that the financials tell, and either take appropriate action or make appropriate recommendations?"

這時他們默不作聲。因此我就問，“嗯，那你們怎麼看待那些瞭解公司業務，知道公司走向，並且知道自己在其中扮演什麼角色的人呢?你們怎麼看待那些能夠審視外部環境，識別危險和機遇，制定策略或者提出戰略性建議的人呢?以及如何看待那些面對公司財務報表能理解它所透露出來的訊息，然後採取適當行動或者提出適當建議的人呢?

So this is obvious, right? But how can it be? Well, there are primarily three reasons that there's this missing 33 percent in the career success advice given to women? When organizations direct women toward resources that focus on the conventional advice that we've been hearing for over 40 years, there's a notable absence of advice that relates to business, strategic and financial acumen.

這很明顯，對吧?但是為什麼會這樣呢?嗯，主要有三個原因可以解釋為什麼給女性關於成功職業的建議中有一個失蹤的33%。當企業給女性提供指導時，一般都集中在傳統的建議，我們已經聽了超過40年的那種建議，而對於那些跟商業、戰略和財務目標有關的建議則很少提到。

Much of the advice is emphasizing personal actions that we need to take, like become more assertive, become more confident, develop your personal brand, things that Tonya's been working on, and advice about working with other people, things like learn to self-promote, get a mentor, enhance your network, and virtually nothing said about the importance of business, strategic and financial acumen.

大多數建議都是強調那些我們需要採取的個人行動，比如說變得更加堅定、更加自信，打造自己的個人品牌，也就是湯婭一直在努力實現的那些目標，以及一些關於如何與其他人共事的建議，比如說學會自我推銷、找一個導師、增強你的人際網路。事實上沒人說過商業、策略和財務智慧的重要性。

This doesn't mean that this advice is unimportant. What it means is that this is advice that's absolutely essential for breaking through from career start to middle management, but it's not the advice that gets women to break through from the middle, where we're 50 percent, to senior and executive positions. And this is why conventional advice to women in 40 years hasn't closed the gender gap at the top and won't close it.

但這並不意味著這個建議不重要。而是意味著這個建議是從職業生涯開端向中層管理突破所必需的建議，但它不是那種能讓女性從中層管理——這個女性佔據50%份額的位置——向高管職位突破的建議。這就是為什麼這些給女性的傳統建議在這40年間並沒有縮小高層職位上的性別差異，而且將來也不會縮小。

Now, the second reason relates to Tonya's comments about having had excellent performance evals, great feedback from her teams, and having taken every management training program she can lay her hands on. So you would think that she's getting messages from her organization through the talent development systems and performance management systems that let her know how important it is to develop business, strategic and financial acumen, but here again, that green square is quite small.

接下來，第二個原因跟為什麼湯婭在上級那裡得到很好的評價、從團隊裡得到不錯的反饋、並且參加了所有能參加的管理課程，卻得不到晉升有關。你可能會認為她通過人才發展系統和績效管理系統從公司獲得了資訊，讓她知道發展商業、策略和財務智慧是多麼重要，但是你看，綠色柱條還是非常小。

On average, talent and performance management systems in the organizations that I've worked with focus three to one on the other two elements of leadership compared to the importance of business, strategic and financial acumen, which is why typical talent and performance systems haven't closed and won't close the gender gap at the top.

平均來說，在我工作過的那些組織裡的人才和績效管理系統對於另外兩項領導能力要素的重視是商業、策略和財務智慧的三倍，這就是為什麼傳統的人才和績效管理系統過去並沒有，而且將來也不會縮小高層管理中的性別差異。

Now, Tonya also talked about working with a mentor, and this is really important to talk about, because if organizations, talent and performance systems aren't giving people in general information about the importance of business, strategic and financial acumen, how are men getting to the top? Well, there are primarily two ways. One is because of the positions they're guided into, and the other is because of informal mentoring and sponsorship.

湯婭也談到過跟導師一起工作，這個真的很重要，因為如果組織的人才和績效管理系統沒有給大家提供關於商業、策略和財務智慧 重要性的資訊，那麼男性又是如何獲得提升的呢?主要來說有兩種方式。一個是因為他們會被引導進入這些職位，另一個是私下的指導 和支援。

So what this illustrates is that as managers, whether we're women or men, we have mindsets about women and men, about careers in leadership, and these unexamined mindsets won't close the gender gap at the top. So how do we take this idea of the missing 33 percent and turn it into action? Well, for women, the answer is obvious: we have to begin to focus more on developing and demonstrating the skills we have that show that we're people who understand our businesses, where they're headed, and our role in taking it there.

所以這說明作為主管，不管我們是女是男，我們都對於女性和男性、 對於他們的領導能力有不同的心態，而這些未經檢驗的心態不可能縮小高層管理中的性別差距。那我們要如何看待 失蹤的33% 並採取措施呢?對於女性來說，答案很明顯：我們必須開始集中更多精力 發展和展現那些我們已有的、能顯示出我們是那種理解企業業務和發展走向以及自己定位的技能。

That's what enables that breakthrough from middle management to leadership at the top. But you don't have to be a middle manager to do this. One young scientist that works in a biotech firm used her insight about the missing 33 percent to weave financial impact data into a project update she did and got tremendous positive feedback from the managers in the room.

這樣，我們才能從中層管理向高層突破。我們不用等到中層管理才這樣做。有一個生物技術公司的青年科學家利用她對失蹤的33%的瞭解將財務影響資料編進了她做的一個專案更新報告裡，然後獲得了管理層 極大的正面反饋。

So we don't want to put 100 percent of the responsibility on women's shoulders, nor would it be wise to do so, and here's why: In order for companies to achieve their strategic financial goals, executives understand that they have to have everyone pulling in the same direction. In other words, the term we use in business is, we have to have strategic alignment. And executives know this very well, and yet only 37 percent, according to a recent Conference Board report, believe that they have that strategic alignment in place.

我們不想將責任100%的壓在女性肩膀上，這樣做也不理智，原因如下：為了讓公司達到 戰略性財務目標，主管們明白他們必須讓所有人向同一個方向使勁。換句話說，用商業術語來說就是，我們必須要有戰略一致性。主管們很清楚這一點，但是根據世界大型企業聯合會的最新報告，只有37%的主管相信他們擁有戰略一致性。

So for 63 percent of organizations, achieving their strategic financial goals is questionable. And if you think about what I've just shared, that you have situations where at least 50 percent of your middle managers haven't received clear messaging that they have to become focused on the business, where it's headed, and their role in taking it there, it's not surprising that that percentage of executives who are confident about alignment is so low, which is why there are other people who have a role to play in this.

所以有63%的組織，對於能不能達到他們的戰略財務目標還存有疑問。想一下我剛才所說的，如果你有至少50%的中層管理沒有收到明確的資訊，不知道他們必須專注於業務和它的走向以及他們在其中扮演的角色，那麼也就不必驚訝為什麼對於戰略一致性有信心的主管的比例會如此的低，這也是為什麼他們需要別人的幫忙。

It's important for directors on boards to expect from their executives proportional pools of women when they sit down once a year for their succession discussions. Why? Because if they aren't seeing that, it could be a red flag that their organization isn't as aligned as it could potentially be. It's important for CEOs to also expect these proportional pools, and if they hear comments like, "Well, she doesn't have enough business experience," ask the question, "What are we going to do about that?"

對於董事會來說很期待在每年的會議上看到一定比例的女性主管。為什麼呢?因為如果不是這樣的話，那可能就是一個危險訊號，說明他們組織的一致性不如預期理想。對於執行長來說，這一比例也很重要，如果他們聽到類似於“她沒有足夠的商業經驗”這樣的評論，那麼就要問“我們要怎樣去解決這個問題?”

It's important for H.R. executives to make sure that the missing 33 percent is appropriately emphasized, and it's important for women and men who are in management positions to examine the mindsets we hold about women and men, about careers and success, to make sure we are creating a level playing field for everybody.

對於人事主管們來說確保失蹤的33% 被適當地強調很重要，對於處在管理職位上的女性和男性來說審視我們對於女性和男性、事業和成功所持有的不同心態也很重要，確保我們是在為所有人創造一個平等的競爭環境。

So let me close with the latest chapter in Tonya's story. Tonya emailed me two months ago, and she said that she had been interviewed for a new position, and during the interview, they probed about her business acumen and her strategic insights into the industry, and she said that she was so happy to report that now she has a new position reporting directly to the chief information officer at her company.

讓我用湯婭故事的最新章節來結束今天的演講。2個月前，湯婭給我發了郵件，她說她當時面試了一個新職位，面試中，他們考察了她的商業才智和她對於行業的戰略觀點，她說她很高興地向我報告現在她有了一個新職位，直接向公司資訊長報告。

So for some of you, the missing 33 percent is an idea for you to put into action, and I hope that for all of you, you will see it as an idea worth spreading in order to help organizations be more effective, to help women create careers that soar, and to help close the gender gap at the k you。

所以對你們中的一些人來說，失蹤的33%是一個讓你付諸行動的想法，並希望對你們所有人都有所幫助，你會看到它是一個值得傳播的想法，它可以幫助組織提高效率，幫助女性獲得升遷，以及幫助縮小高層管理中的性別差距。謝謝。