source: https://hbr.org/2005/01/managing-oneself
Notes
全文背诵
Origin
History’s great achievers—a Napoléon, a da Vinci, a Mozart—have always managed themselves. That, in large measure, is what makes them great achievers. But they are rare exceptions, so unusual both in their talents and their accomplishments as to be considered outside the boundaries of ordinary human existence. Now, most of us, even those of us with modest endowments, will have to learn to manage ourselves. We will have to learn to develop ourselves. We will have to place ourselves where we can make the greatest contribution. And we will have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do.
历史上的伟大成就者——拿破仑、达芬奇、莫扎特——总是自我管理。这在很大程度上使他们成为了伟大的成就者。但他们是罕见的例外，他们的才能和成就都如此不同寻常，以至于被认为超出了普通人类存在的范围。现在，我们大多数人，即使是那些天赋微薄的人，也必须学会管理自己。我们必须学会发展自己。我们必须把自己放在能够做出最大贡献的位置。在 50 年的工作生涯中，我们必须保持精神警觉和投入，这意味着知道如何以及何时改变我们所做的工作。
What Are My Strengths?
我的优势是什么？
Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.
大多数人认为他们知道自己擅长什么。他们通常是错的。更多时候，人们知道自己不擅长什么，即便如此，错误的人还是比正确的人多。然而，一个人只能依靠力量来表现。一个人不能把绩效建立在弱点之上，更不用说建立在一个人根本做不到的事情上。
Throughout history, people had little need to know their strengths. A person was born into a position and a line of work: The peasant’s son would also be a peasant; the artisan’s daughter, an artisan’s wife; and so on. But now people have choices. We need to know our strengths in order to know where we belong.
纵观历史，人们几乎不需要知道自己的优势。一个人生来就有一个职位、一个职业：农民的儿子也是农民；农民的儿子也是农民；农民的儿子也是农民。工匠的女儿，工匠的妻子；等等。但现在人们有选择。我们需要了解自己的优势，才能知道自己属于哪里。
The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations. I have been practicing this method for 15 to 20 years now, and every time I do it, I am surprised. The feedback analysis showed me, for instance—and to my great surprise—that I have an intuitive understanding of technical people, whether they are engineers or accountants or market researchers. It also showed me that I don’t really resonate with generalists.
发现自己优势的唯一方法是通过反馈分析。每当你做出关键决定或采取关键行动时，写下你期望会发生什么。九个月或十二个月后，将实际结果与您的期望进行比较。我已经练习这个方法15到20年了，每次我这样做都让我感到惊讶。例如，反馈分析让我惊讶地发现，我对技术人员有直观的了解，无论他们是工程师、会计师还是市场研究人员。这也表明我并没有真正与通才产生共鸣。
Feedback analysis is by no means new. It was invented sometime in the 14th century by an otherwise totally obscure German theologian and picked up quite independently, some 150 years later, by John Calvin and Ignatius of Loyola, each of who incorporated it into the practice of his followers. In fact, the steadfast focus on performance and results that this habit produces explains why the institutions these two men founded, the Calvinist church and the Jesuit order, came to dominate Europe within 30 years.
反馈分析绝不是新鲜事。它是由一位完全默默无闻的德国神学家在 14 世纪的某个时候发明的，并在大约 150 年后由约翰·加尔文 (John Calvin) 和伊格纳修斯·洛约拉 (Ignatius of Loyola) 独立地采用，他们每个人都将其纳入其追随者的实践中。事实上，这种习惯所产生的对表现和结果的坚定关注解释了为什么这两个人创立的机构——加尔文主义教会和耶稣会——在 30 年内统治了欧洲。
Practiced consistently, this simple method will show you within a fairly short period of time, maybe two or three years, where your strengths lie—and this is the most important thing to know. The method will show you what you are doing or failing to do that deprives you of the full benefits of your strengths. It will show you where you are not particularly competent. And finally, it will show you where you have no strengths and cannot perform.
如果坚持不懈地练习，这种简单的方法将在相当短的时间内（也许是两三年）向你展示你的优势所在——这是需要了解的最重要的事情。该方法将向您展示您正在做什么或没有做什么，这些行为会剥夺您充分发挥自己优势的优势。它会告诉你你在哪些方面不是特别有能力。最后，它会告诉你哪些地方是你没有优势和无法发挥的。
Several implications for action follow from feedback analysis. First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results.
反馈分析对行动产生了一些影响。首先，也是最重要的一点，专注于你的优势。把自己放在可以发挥自己优势的地方。
Second, work on improving your strengths. Analysis will rapidly show where you need to improve skills or acquire new ones. It will also show the gaps in your knowledge—and those can usually be filled. Mathematicians are born, but everyone can learn trigonometry.
其次，努力提升自己的优势。分析将快速显示您需要在哪些方面提高技能或获得新技能。它还会显示你的知识差距——而这些差距通常是可以弥补的。数学家是天生的，但三角函数人人都可以学。
Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it. Far too many people—especially people with great expertise in one area—are contemptuous of knowledge in other areas or believe that being bright is a substitute for knowledge. First-rate engineers, for instance, tend to take pride in not knowing anything about people. Human beings, they believe, are much too disorderly for the good engineering mind. Human resources professionals, by contrast, often pride themselves on their ignorance of elementary accounting or of quantitative methods altogether. But taking pride in such ignorance is self-defeating. Go to work on acquiring the skills and knowledge you need to fully realize your strengths.
第三，找出你的知识傲慢在哪里导致了无知，并克服它。太多的人——尤其是在某一领域拥有丰富专业知识的人——蔑视其他领域的知识，或者认为聪明可以替代知识。例如，一流的工程师往往会因为对人一无所知而感到自豪。他们认为，对于优秀的工程思维来说，人类太无序了。相比之下，人力资源专业人士常常为自己对基本会计或定量方法的无知而感到自豪。但以这种无知为荣是弄巧成拙的。努力获取充分发挥自己优势所需的技能和知识。
It takes far more energy to improve from incompetence to mediocrity than to improve from first-rate performance to excellence.
It is equally essential to remedy your bad habits—the things you do or fail to do that inhibit your effectiveness and performance. Such habits will quickly show up in the feedback. For example, a planner may find that his beautiful plans fail because he does not follow through on them. Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work. This planner will have to learn that the work does not stop when the plan is completed. He must find people to carry out the plan and explain it to them. He must adapt and change it as he puts it into action. And finally, he must decide when to stop pushing the plan.
At the same time, feedback will also reveal when the problem is a lack of manners. Manners are the lubricating oil of an organization. It is a law of nature that two moving bodies in contact with each other create friction. This is as true for human beings as it is for inanimate objects. Manners—simple things like saying “please” and “thank you” and knowing a person’s name or asking after her family—enable two people to work together whether they like each other or not. Bright people, especially bright young people, often do not understand this. If analysis shows that someone’s brilliant work fails again and again as soon as cooperation from others is required, it probably indicates a lack of courtesy—that is, a lack of manners.
Comparing your expectations with your results also indicates what not to do. We all have a vast number of areas in which we have no talent or skill and little chance of becoming even mediocre. In those areas a person—and especially a knowledge worker—should not take on work, jobs, and assignments. One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence. And yet most people—especially most teachers and most organizations—concentrate on making incompetent performers into mediocre ones. Energy, resources, and time should go instead to making a competent person into a star performer.
将您的期望与结果进行比较也可以表明不应该做什么。我们都有很多领域没有天赋或技能，甚至没有机会变得平庸。在这些领域，一个人，尤其是知识工作者，不应该承担工作、工作和任务。人们应该尽可能少地浪费精力来改进能力不足的领域。从无能到平庸，比从一流到卓越需要更多的精力和工作。然而大多数人，尤其是大多数教师和大多数组织，都致力于将无能的表现者变成平庸的人。精力、资源和时间应该用来让一个有能力的人成为一个明星。
How Do I Perform?
我该如何表现？
Amazingly few people know how they get things done. Indeed, most of us do not even know that different people work and perform differently. Too many people work in ways that are not their ways, and that almost guarantees nonperformance. For knowledge workers, How do I perform? may be an even more important question than What are my strengths?
令人惊讶的是，很少有人知道他们是如何完成任务的。事实上，我们大多数人甚至不知道不同的人工作和表现不同。太多人的工作方式与他们的方式不同，这几乎肯定会导致绩效不佳。对于知识型员工来说，我的表现如何？可能是一个比“我的优势是什么？”更重要的问题。
Like one’s strengths, how one performs is unique. It is a matter of personality. Whether personality be a matter of nature or nurture, it surely is formed long before a person goes to work. And how a person performs is a given, just as what a person is good at or not good at is a given. A person’s way of performing can be slightly modified, but it is unlikely to be completely changed—and certainly not easily. Just as people achieve results by doing what they are good at, they also achieve results by working in ways that they best perform. A few common personality traits usually determine how a person performs.
就像一个人的优势一样，一个人的表现也是独一无二的。这是个性问题。无论性格是先天的还是后天的，它肯定是在一个人参加工作之前很久就形成的。一个人的表现是既定的，就像一个人擅长或不擅长什么是既定的一样。一个人的表现方式可以稍微改变，但不可能完全改变——而且当然不容易。正如人们通过做自己擅长的事情来取得成果一样，他们也通过以自己最擅长的方式工作来取得成果。一些常见的性格特征通常决定一个人的表现。
Am I a reader or a listener?
The first thing to know is whether you are a reader or a listener. Far too few people even know that there are readers and listeners and that people are rarely both. Even fewer know which of the two they themselves are. But some examples will show how damaging such ignorance can be.
我是一个读者还是一个倾听者？首先要知道你是读者还是听众。很少有人知道有读者和听众，而很少有人两者兼而有之。更少人知道他们自己是两者中的哪一个。但一些例子将表明这种无知的破坏力有多大。
When Dwight Eisenhower was Supreme Commander of the Allied forces in Europe, he was the darling of the press. His press conferences were famous for their style—General Eisenhower showed total command of whatever question he was asked, and he was able to describe a situation and explain a policy in two or three beautifully polished and elegant sentences. Ten years later, the same journalists who had been his admirers held President Eisenhower in open contempt. He never addressed the questions, they complained, but rambled on endlessly about something else. And they constantly ridiculed him for butchering the King’s English in incoherent and ungrammatical answers.
当德怀特·艾森豪威尔担任欧洲盟军最高指挥官时，他是媒体的宠儿。他的新闻发布会以其风格而闻名——艾森豪威尔将军对任何被问到的问题都表现出了完全的掌控能力，他能够用两三个优美而优雅的句子描述情况并解释政策。十年后，这些曾是艾森豪威尔总统崇拜者的记者公开蔑视艾森豪威尔总统。他们抱怨说，他从来没有回答过这些问题，而是没完没了地闲聊着别的事情。他们不断地嘲笑他用语无伦次、不合语法的答案来蹂躏国王英语。
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Eisenhower apparently did not know that he was a reader, not a listener. When he was Supreme Commander in Europe, his aides made sure that every question from the press was presented in writing at least half an hour before a conference was to begin. And then Eisenhower was in total command. When he became president, he succeeded two listeners, Franklin D. Roosevelt and Harry Truman. Both men knew themselves to be listeners and both enjoyed free-for-all press conferences. Eisenhower may have felt that he had to do what his two predecessors had done. As a result, he never even heard the questions journalists asked. And Eisenhower is not even an extreme case of a nonlistener.
艾森豪威尔显然不知道他是一个读者，而不是一个倾听者。当他担任欧洲最高指挥官时，他的助手确保媒体提出的每个问题至少在会议开始前半小时以书面形式提出。然后艾森豪威尔全面指挥。当他成为总统时，他接替了两位听众：富兰克林·罗斯福和哈里·杜鲁门。两人都知道自己是倾听者，并且都喜欢参加自由的新闻发布会。艾森豪威尔可能觉得他必须做他的两位前任所做的事情。结果，他根本就没有听到记者提出的问题。艾森豪威尔甚至不是一个不倾听的极端例子。
A few years later, Lyndon Johnson destroyed his presidency, in large measure, by not knowing that he was a listener. His predecessor, John Kennedy, was a reader who had assembled a brilliant group of writers as his assistants, making sure that they wrote to him before discussing their memos in person. Johnson kept these people on his staff—and they kept on writing. He never, apparently, understood one word of what they wrote. Yet as a senator, Johnson had been superb; for parliamentarians have to be, above all, listeners.
几年后，林登·约翰逊毁掉了自己的总统职位，很大程度上是因为他不知道自己是一个倾听者。他的前任约翰·肯尼迪是一位读者，他召集了一群才华横溢的作家作为他的助手，确保他们在亲自讨论备忘录之前给他写信。约翰逊让这些人留在他的手下——他们继续写作。显然，他们写的内容他一个字也听不懂。然而，作为一名参议员，约翰逊表现出色。因为议员首先必须是倾听者。
Few listeners can be made, or can make themselves, into competent readers—and vice versa. The listener who tries to be a reader will, therefore, suffer the fate of Lyndon Johnson, whereas the reader who tries to be a listener will suffer the fate of Dwight Eisenhower. They will not perform or achieve.
很少有听众能够成为有能力的读者，或者能够使自己成为有能力的读者，反之亦然。因此，试图成为读者的倾听者将遭受林登·约翰逊的命运，而试图成为倾听者的读者将遭受德怀特·艾森豪威尔的命运。他们不会表现或取得成就。
How do I learn?
The second thing to know about how one performs is to know how one learns. Many first-class writers—Winston Churchill is but one example—do poorly in school. They tend to remember their schooling as pure torture. Yet few of their classmates remember it the same way. They may not have enjoyed the school very much, but the worst they suffered was boredom. The explanation is that writers do not, as a rule, learn by listening and reading. They learn by writing. Because schools do not allow them to learn this way, they get poor grades.
我如何学习？了解一个人如何表现的第二件事是了解一个人如何学习。许多一流作家——温斯顿·丘吉尔只是一个例子——在学校的表现很差。他们往往记得上学纯粹是一种折磨。然而，他们的同学中很少有人以同样的方式记得这件事。他们可能不太喜欢学校，但最糟糕的是无聊。解释是，作家通常不会通过听和读来学习。他们通过写作来学习。因为学校不允许他们以这种方式学习，所以他们的成绩很差。
Schools everywhere are organized on the assumption that there is only one right way to learn and that it is the same way for everybody. But to be forced to learn the way a school teaches is sheer hell for students who learn differently. Indeed, there are probably half a dozen different ways to learn.
世界各地的学校都基于这样的假设：只有一种正确的学习方式，而且这种方式对每个人来说都是一样的。但被迫按照学校的教学方式学习，对于学习方式不同的学生来说简直就是地狱。事实上，可能有六种不同的学习方法。
There are people, like Churchill, who learn by writing. Some people learn by taking copious notes. Beethoven, for example, left behind an enormous number of sketchbooks, yet he said he never actually looked at them when he composed. Asked why he kept them, he is reported to have replied, “If I don’t write it down immediately, I forget it right away. If I put it into a sketchbook, I never forget it and I never have to look it up again.” Some people learn by doing. Others learn by hearing themselves talk.
有些人，比如丘吉尔，通过写作来学习。有些人通过做大量笔记来学习。例如，贝多芬留下了大量的素描本，但他说他在创作时从未真正看过它们。当被问及为什么保留它们时，据报道他回答说：“如果我不立即写下来，我马上就会忘记。如果我把它写进速写本，我就永远不会忘记它，也永远不需要再次查找它。”有些人通过实践来学习。其他人通过听自己说话来学习。
Further Reading 进一步阅读
A chief executive I know who converted a small and mediocre family business into the leading company in its industry was one of those people who learn by talking. He was in the habit of calling his entire senior staff into his office once a week and then talking at them for two or three hours. He would raise policy issues and argue three different positions on each one. He rarely asked his associates for comments or questions; he simply needed an audience to hear himself talk. That’s how he learned. And although he is a fairly extreme case, learning through talking is by no means an unusual method. Successful trial lawyers learn the same way, as do many medical diagnosticians (and so do I).
我认识的一位首席执行官将一家小型平庸的家族企业转变为行业内的领先公司，他就是那些通过谈话学习的人之一。他习惯于每周一次将所有高级员工叫到办公室，然后与他们交谈两三个小时。他会提出政策问题，并就每个问题提出三种不同的立场。他很少向同事征求意见或提出问题；他只是需要一个听众来听他自己讲话。他就是这样学习的。虽然他是一个相当极端的例子，但通过谈话来学习绝不是一个不寻常的方法。成功的出庭律师也以同样的方式学习，许多医学诊断医生也是如此（我也是如此）。
Of all the important pieces of self-knowledge, understanding how you learn is the easiest to acquire. When I ask people, “How do you learn?” most of them know the answer. But when I ask, “Do you act on this knowledge?” few answer yes. And yet, acting on this knowledge is the key to performance; or rather, not acting on this knowledge condemns one to nonperformance.
在所有重要的自我认识中，了解自己的学习方式是最容易获得的。当我问人们“你是如何学习的？”他们中的大多数人都知道答案。但当我问：“你会根据这些知识采取行动吗？”很少有人回答是。然而，根据这些知识采取行动是绩效的关键。或者更确切地说，不根据这一知识采取行动就会导致不履行职责。
Am I a reader or a listener? and How do I learn? are the first questions to ask. But they are by no means the only ones. To manage yourself effectively, you also have to ask, Do I work well with people, or am I a loner? And if you do work well with people, you then must ask, In what relationship?
我是一个读者还是一个倾听者？以及我如何学习？是首先要问的问题。但他们绝不是唯一的。为了有效地管理自己，你还必须问自己：我与人合作得好吗，还是一个孤独的人？如果你确实与人合作得很好，那么你必须问，在什么关系中？
Some people work best as subordinates. General George Patton, the great American military hero of World War II, is a prime example. Patton was America’s top troop commander. Yet when he was proposed for an independent command, General George Marshall, the U.S. chief of staff—and probably the most successful picker of men in U.S. history—said, “Patton is the best subordinate the American army has ever produced, but he would be the worst commander.”
有些人作为下属工作得最好。二战时期美国伟大的军事英雄乔治·巴顿将军就是一个典型的例子。巴顿是美国最高部队指挥官。然而，当巴顿被提议担任独立指挥时，美国参谋长乔治·马歇尔将军——可能是美国历史上最成功的选兵人——说：“巴顿是美国军队有史以来最优秀的下属，但他不会成为最差的指挥官。”
Some people work best as team members. Others work best alone. Some are exceptionally talented as coaches and mentors; others are simply incompetent as mentors.
有些人作为团队成员工作得最好。其他人单独工作效果最好。有些人是非常有才华的教练和导师；有些人则非常有才华。其他人根本不称职，无法担任导师。
Do not try to change yourself—you are unlikely to succeed. Work to improve the way you perform.
不要试图改变自己——你不太可能成功。努力改善你的表现方式。
Another crucial question is, Do I produce results as a decision-maker or as an adviser? A great many people perform best as advisers but cannot take the burden and pressure of making the decision. A good many other people, by contrast, need an adviser to force themselves to think; then they can make decisions and act on them with speed, self-confidence, and courage.
另一个关键问题是，我是作为决策者还是作为顾问产生成果？很多人作为顾问表现得最好，但无法承受做出决定的负担和压力。相比之下，还有很多人需要一个顾问来强迫自己思考。然后他们就可以快速、自信和勇敢地做出决定并采取行动。
This is a reason, by the way, that the number two person in an organization often fails when promoted to the number one position. The top spot requires a decision-maker. Strong decision-makers often put somebody they trust into the number two spot as their adviser—and in that position the person is outstanding. But in the number one spot, the same person fails. He or she knows what the decision should be but cannot accept the responsibility of actually making it.This is a reason, by the way, that the number two person in an organization often fails when promoted to the number one position. The top spot requires a decision-maker. Strong decision-makers often put somebody they trust into the number two spot as their adviser—and in that position the person is outstanding. But in the number one spot, the same person fails. He or she knows what the decision should be but cannot accept the responsibility of actually making it.
顺便说一句，这就是组织中的二号人物在晋升到一号职位时经常失败的原因。最高位置需要一个决策者。强有力的决策者经常将他们信任的人放在第二位作为他们的顾问，而在这个位置上，这个人是杰出的。但在第一名的位置上，同一个人却失败了。他或她知道应该做什么决定，但无法承担实际做出决定的责任。顺便说一下，这就是组织中的二号人物在晋升到一号职位时经常失败的原因。最高位置需要一个决策者。强有力的决策者经常将他们信任的人放在第二位作为他们的顾问，而在这个位置上，这个人是杰出的。但在第一名的位置上，同一个人却失败了。他或她知道应该做什么决定，但无法承担实际做出决定的责任。
Other important questions to ask include, Do I perform well under stress, or do I need a highly structured and predictable environment? Do I work best in a big organization or a small one? Few people work well in all kinds of environments. Again and again, I have seen people who were very successful in large organizations flounder miserably when they moved into smaller ones. And the reverse is equally true.
其他要问的重要问题包括：我在压力下表现良好吗？或者我是否需要一个高度结构化和可预测的环境？我在大组织还是小组织中工作效果最好？很少有人能在各种环境下都能很好地工作。我一次又一次地看到那些在大型组织中非常成功的人在进入较小的组织时却陷入了悲惨的境地。反之亦然。
The conclusion bears repeating: Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly.The conclusion bears repeating: Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly.
结论值得重复：不要试图改变自己——你不太可能成功。但要努力改善你的表现方式。尽量不要承担你无法完成或只会表现不佳的工作。结论值得重复：不要试图改变自己——你不太可能成功。但要努力改善你的表现方式。尽量不要承担你无法完成或只会表现不佳的工作。
What Are My Values?
我的价值观是什么？
To be able to manage yourself, you finally have to ask, What are my values? This is not a question of ethics. With respect to ethics, the rules are the same for everybody, and the test is a simple one. I call it the “mirror test.” To be able to manage yourself, you finally have to ask, What are my values? This is not a question of ethics. With respect to ethics, the rules are the same for everybody, and the test is a simple one. I call it the “mirror test.”
为了能够管理自己，你最后必须问：我的价值观是什么？这不是道德问题。在道德方面，规则对每个人都是一样的，而且测试也很简单。我称之为“镜子测试”。为了能够管理自己，你最后必须问：我的价值观是什么？这不是道德问题。在道德方面，规则对每个人都是一样的，而且测试也很简单。我称之为“镜子测试”。
In the early years of this century, the most highly respected diplomat of all the great powers was the German ambassador in London. He was clearly destined for great things—to become his country’s foreign minister, at least, if not its federal chancellor. Yet in 1906 he abruptly resigned rather than preside over a dinner given by the diplomatic corps for Edward VII. The king was a notorious womanizer and made it clear what kind of dinner he wanted. The ambassador is reported to have said, “I refuse to see a pimp in the mirror in the morning when I shave.”In the early years of this century, the most highly respected diplomat of all the great powers was the German ambassador in London. He was clearly destined for great things—to become his country’s foreign minister, at least, if not its federal chancellor. Yet in 1906 he abruptly resigned rather than preside over a dinner given by the diplomatic corps for Edward VII. The king was a notorious womanizer and made it clear what kind of dinner he wanted. The ambassador is reported to have said, “I refuse to see a pimp in the mirror in the morning when I shave.”
本世纪初，所有大国中最受尊敬的外交官是德国驻伦敦大使。显然，他注定会成就伟大的事业——即使不是联邦总理，至少也将成为该国的外交部长。然而1906年，他没有主持外交使团为爱德华七世举办的晚宴，而是突然辞职。国王是个臭名昭著的好色之徒，他明确表示自己想要什么样的晚餐。据报道，这位大使曾说过：“我拒绝早上刮胡子时在镜子里看到皮条客。”本世纪初，所有大国中最受尊敬的外交官是德国驻伦敦大使。显然，他注定会成就伟大的事业——即使不是联邦总理，至少也将成为该国的外交部长。然而1906年，他没有主持外交使团为爱德华七世举办的晚宴，而是突然辞职。国王是个臭名昭著的好色之徒，他明确表示自己想要什么样的晚餐。据报道，这位大使曾说过：“我拒绝早上刮胡子时在镜子里看到皮条客。”
That is the mirror test. Ethics requires that you ask yourself, What kind of person do I want to see in the mirror in the morning? What is ethical behavior in one kind of organization or situation is ethical behavior in another. But ethics is only part of a value system—especially of an organization’s value system.
这就是镜子测试。道德要求你问自己，我希望早上在镜子里看到什么样的人？在一种组织或情况下的道德行为在另一种组织或情况下也是道德行为。但道德只是价值体系的一部分——尤其是组织价值体系的一部分。
To work in an organization whose value system is unacceptable or incompatible with one’s own condemns a person both to frustration and to nonperformance.To work in an organization whose value system is unacceptable or incompatible with one’s own condemns a person both to frustration and to nonperformance.
在一个价值体系与自己的价值体系不可接受或不相容的组织中工作，会使一个人感到沮丧和表现不佳。
Consider the experience of a highly successful human resources executive whose company was acquired by a bigger organization. After the acquisition, she was promoted to do the kind of work she did best, which included selecting people for important positions. The executive deeply believed that a company should hire people for such positions from the outside only after exhausting all the inside possibilities. But her new company believed in first looking outside “to bring in fresh blood.” There is something to be said for both approaches—in my experience, the proper one is to do some of both. They are, however, fundamentally incompatible—not as policies but as values. They bespeak different views of the relationship between organizations and people; different views of the responsibility of an organization to its people and their development; and different views of a person’s most important contribution to an enterprise. After several years of frustration, the executive quit—at considerable financial loss. Her values and the values of the organization simply were not compatible.Consider the experience of a highly successful human resources executive whose company was acquired by a bigger organization. After the acquisition, she was promoted to do the kind of work she did best, which included selecting people for important positions. The executive deeply believed that a company should hire people for such positions from the outside only after exhausting all the inside possibilities. But her new company believed in first looking outside “to bring in fresh blood.” There is something to be said for both approaches—in my experience, the proper one is to do some of both. They are, however, fundamentally incompatible—not as policies but as values. They bespeak different views of the relationship between organizations and people; different views of the responsibility of an organization to its people and their development; and different views of a person’s most important contribution to an enterprise. After several years of frustration, the executive quit—at considerable financial loss. Her values and the values of the organization simply were not compatible.
考虑一下一位非常成功的人力资源主管的经历，他的公司被一家更大的组织收购了。收购后，她被提升去做她最擅长的工作，其中包括选拔重要职位的人员。这位高管深信，公司只有在穷尽了所有内部可能性后，才应该从外部聘请此类职位的人员。但她的新公司相信首先要向外寻找“引进新鲜血液”。这两种方法都有话可说——根据我的经验，正确的方法是两者都做一些。然而，它们从根本上是不相容的——不是作为政策，而是作为价值观。他们对组织与人之间的关系表达了不同的看法；对组织对其员工及其发展的责任有不同的看法；以及对一个人对企业最重要贡献的不同看法。经过几年的挫折后，这位高管辞职了，并蒙受了相当大的经济损失。她的价值观和组织的价值观根本不兼容。想想一位非常成功的人力资源主管的经历，他的公司被一家更大的组织收购了。收购后，她被提升去做她最擅长的工作，其中包括选拔重要职位的人员。这位高管深信，公司只有在穷尽了所有内部可能性后，才应该从外部聘请此类职位的人员。但她的新公司相信首先要向外寻找“引进新鲜血液”。这两种方法都有话可说——根据我的经验，正确的方法是两者都做一些。然而，它们从根本上是不相容的——不是作为政策，而是作为价值观。 他们对组织与人之间的关系表达了不同的看法；对组织对其员工及其发展的责任有不同的看法；以及对一个人对企业最重要贡献的不同看法。经过几年的挫折后，这位高管辞职了，并蒙受了相当大的经济损失。她的价值观和组织的价值观根本不兼容。
Similarly, whether a pharmaceutical company tries to obtain results by making constant, small improvements or by achieving occasional, highly expensive, and risky “breakthroughs” is not primarily an economic question. The results of either strategy may be pretty much the same. At bottom, there is a conflict between a value system that sees the company’s contribution in terms of helping physicians do better what they already do and a value system that is oriented toward making scientific discoveries.Similarly, whether a pharmaceutical company tries to obtain results by making constant, small improvements or by achieving occasional, highly expensive, and risky “breakthroughs” is not primarily an economic question. The results of either strategy may be pretty much the same. At bottom, there is a conflict between a value system that sees the company’s contribution in terms of helping physicians do better what they already do and a value system that is oriented toward making scientific discoveries.
同样，一家制药公司是否试图通过不断的、微小的改进或通过偶尔实现、昂贵且有风险的“突破”来获得成果，这主要不是一个经济问题。任一策略的结果可能几乎相同。从根本上来说，认为公司在帮助医生做得更好方面做出贡献的价值体系与以科学发现为导向的价值体系之间存在冲突。同样，制药公司是否试图通过以下方式获得成果：不断地进行微小的改进，或者偶尔实现成本高昂且风险很大的“突破”，这主要并不是一个经济问题。任一策略的结果可能几乎相同。从本质上讲，一种价值体系认为公司在帮助医生做得更好方面做出了贡献，而另一种价值体系则以科学发现为导向。
Whether a business should be run for short-term results or with a focus on the long term is likewise a question of values. Financial analysts believe that businesses can be run for both simultaneously. Successful businesspeople know better. To be sure, every company has to produce short-term results. But in any conflict between short-term results and long-term growth, each company will determine its own priority. This is not primarily a disagreement about economics. It is fundamentally a value conflict regarding the function of a business and the responsibility of management.Whether a business should be run for short-term results or with a focus on the long term is likewise a question of values. Financial analysts believe that businesses can be run for both simultaneously. Successful businesspeople know better. To be sure, every company has to produce short-term results. But in any conflict between short-term results and long-term growth, each company will determine its own priority. This is not primarily a disagreement about economics. It is fundamentally a value conflict regarding the function of a business and the responsibility of management.
企业经营是应该追求短期结果还是着眼于长期，这同样是一个价值观问题。金融分析师认为，企业可以同时经营两者。成功的商人更了解这一点。可以肯定的是，每家公司都必须产生短期成果。但在短期业绩与长期增长之间的任何冲突中，每家公司都会确定自己的优先事项。这主要不是关于经济学的分歧。从根本上来说，这是企业职能和管理责任的价值冲突。企业经营是追求短期结果，还是着眼长远，同样是一个价值观问题。金融分析师认为，企业可以同时经营两者。成功的商人更了解这一点。可以肯定的是，每家公司都必须产生短期成果。但在短期业绩与长期增长之间的任何冲突中，每家公司都会确定自己的优先事项。这主要不是关于经济学的分歧。从根本上来说，这是关于企业职能和管理责任的价值冲突。
Value conflicts are not limited to business organizations. One of the fastest-growing pastoral churches in the United States measures success by the number of new parishioners. Its leadership believes that what matters is how many newcomers join the congregation. The Good Lord will then minister to their spiritual needs or at least to the needs of a sufficient percentage. Another pastoral, evangelical church believes that what matters is people’s spiritual growth. The church eases out newcomers who join but do not enter into its spiritual life.
价值冲突不仅限于商业组织。美国增长最快的田园教堂之一通过新教区居民的数量来衡量成功。其领导层认为，重要的是有多少新人加入会众。然后，仁慈的主将满足他们的精神需求，或者至少满足足够比例的人的需求。另一个牧师福音派教会认为，重要的是人们的精神成长。教会会淘汰那些加入但未进入其灵修生活的新人。
Again, this is not a matter of numbers. At first glance, it appears that the second church grows more slowly. But it retains a far larger proportion of newcomers than the first one does. Its growth, in other words, is more solid. This is also not a theological problem, or only secondarily so. It is a problem about values. In a public debate, one pastor argued, “Unless you first come to church, you will never find the gate to the Kingdom of Heaven.”Again, this is not a matter of numbers. At first glance, it appears that the second church grows more slowly. But it retains a far larger proportion of newcomers than the first one does. Its growth, in other words, is more solid. This is also not a theological problem, or only secondarily so. It is a problem about values. In a public debate, one pastor argued, “Unless you first come to church, you will never find the gate to the Kingdom of Heaven.”
再说一次，这不是数字问题。乍一看，第二个教会的成长速度似乎更慢。但它保留的新人比例比第一个要大得多。换句话说，它的增长更加稳健。这也不是神学问题，或者说只是次要问题。这是价值观的问题。在一次公开辩论中，一位牧师辩称：“除非你第一次来教会，否则你永远找不到通往天国的大门。”再说一遍，这不是数字问题。乍一看，第二个教会的成长速度似乎更慢。但它保留的新人比例比第一个要大得多。换句话说，它的增长更加稳健。这也不是神学问题，或者说只是次要问题。这是价值观的问题。在一次公开辩论中，一位牧师辩称：“除非你第一次来教会，否则你永远找不到通往天国的大门。”
“No,” answered the other. “Until you first look for the gate to the Kingdom of Heaven, you don’t belong in church.”
“不，”另一个回答道。 “除非你首先寻找通往天国的大门，否则你不属于教会。”
Organizations, like people, have values. To be effective in an organization, a person’s values must be compatible with the organization’s values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results.Organizations, like people, have values. To be effective in an organization, a person’s values must be compatible with the organization’s values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results.
组织和人一样，也有价值观。为了在组织中发挥作用，个人的价值观必须与组织的价值观相一致。它们不需要相同，但必须足够接近才能共存。否则，人不但会受挫，而且出不出成果。组织和人一样，也有价值观。为了在组织中发挥作用，个人的价值观必须与组织的价值观相一致。它们不需要相同，但必须足够接近才能共存。否则，人不仅会受挫，而且不会有成果。
A person’s strengths and the way that person performs rarely conflict; the two are complementary. But there is sometimes a conflict between a person’s values and his or her strengths. What one does well—even very well and successfully—may not fit with one’s value system. In that case, the work may not appear to be worth devoting one’s life to (or even a substantial portion thereof).A person’s strengths and the way that person performs rarely conflict; the two are complementary. But there is sometimes a conflict between a person’s values and his or her strengths. What one does well—even very well and successfully—may not fit with one’s value system. In that case, the work may not appear to be worth devoting one’s life to (or even a substantial portion thereof).
一个人的优势和他的表现方式很少会发生冲突；两者是互补的。但有时一个人的价值观和他或她的优势之间会发生冲突。一个人做得好的事情——即使是非常好和成功的事情——可能不符合一个人的价值体系。在这种情况下，这项工作可能看起来不值得一个人投入一生（甚至不值得投入其中的很大一部分）。一个人的优势和他的表现方式很少会发生冲突；两者是互补的。但有时一个人的价值观和他或她的优势之间会发生冲突。一个人做得好的事情——即使是非常好和成功的事情——可能不符合一个人的价值体系。在这种情况下，这项工作可能看起来不值得一个人投入一生（甚至不值得投入其中的很大一部分）。
If I may, allow me to interject a personal note. Many years ago, I too had to decide between my values and what I was doing successfully. I was doing very well as a young investment banker in London in the mid-1930s, and the work clearly fit my strengths. Yet I did not see myself making a contribution as an asset manager. People, I realized, were what I valued, and I saw no point in being the richest man in the cemetery. I had no money and no other job prospects. Despite the continuing Depression, I quit—and it was the right thing to do. Values, in other words, are and should be the ultimate test.If I may, allow me to interject a personal note. Many years ago, I too had to decide between my values and what I was doing successfully. I was doing very well as a young investment banker in London in the mid-1930s, and the work clearly fit my strengths. Yet I did not see myself making a contribution as an asset manager. People, I realized, were what I valued, and I saw no point in being the richest man in the cemetery. I had no money and no other job prospects. Despite the continuing Depression, I quit—and it was the right thing to do. Values, in other words, are and should be the ultimate test.
如果可以的话，请允许我插一句个人的话。许多年前，我也必须在我的价值观和我正在成功做的事情之间做出决定。 20 世纪 30 年代中期，我作为一名年轻的投资银行家在伦敦干得非常好，这份工作显然符合我的优势。然而，我并没有看到自己作为一名资产管理者做出贡献。我意识到，我所看重的是人，我认为成为墓地里最富有的人没有任何意义。我没有钱，也没有其他工作前景。尽管大萧条仍在持续，我还是辞职了——这是正确的做法。换句话说，价值观是而且应该是最终的考验。如果可以的话，请允许我插一句个人的话。许多年前，我也必须在我的价值观和我正在成功做的事情之间做出决定。 20 世纪 30 年代中期，我作为一名年轻的投资银行家在伦敦干得非常好，这份工作显然符合我的优势。然而，我并没有看到自己作为一名资产管理者做出贡献。我意识到，我所看重的是人，我认为成为墓地里最富有的人没有任何意义。我没有钱，也没有其他工作前景。尽管大萧条仍在持续，我还是辞职了——这是正确的做法。换句话说，价值观是而且应该是最终的考验。
Where Do I Belong?
我属于哪里？
A small number of people know very early where they belong. Mathematicians, musicians, and cooks, for instance, are usually mathematicians, musicians, and cooks by the time they are four or five years old. Physicians usually decide on their careers in their teens, if not earlier. But most people, especially highly gifted people, do not really know where they belong until they are well past their mid-twenties. By that time, however, they should know the answers to the three questions: What are my strengths? How do I perform? and, What are my values? And then they can and should decide where they belong.A small number of people know very early where they belong. Mathematicians, musicians, and cooks, for instance, are usually mathematicians, musicians, and cooks by the time they are four or five years old. Physicians usually decide on their careers in their teens, if not earlier. But most people, especially highly gifted people, do not really know where they belong until they are well past their mid-twenties. By that time, however, they should know the answers to the three questions: What are my strengths? How do I perform? and, What are my values? And then they can and should decide where they belong.
少数人很早就知道自己属于哪里。例如，数学家、音乐家和厨师通常在四五岁的时候就已经是数学家、音乐家和厨师了。医生通常在十几岁甚至更早的时候就决定自己的职业生涯。但大多数人，尤其是才华横溢的人，直到二十多岁才真正知道自己属于哪里。然而，到那时，他们应该知道三个问题的答案：我的优势是什么？我该如何表现？以及，我的价值观是什么？然后他们可以而且应该决定他们属于哪里。少数人很早就知道他们属于哪里。例如，数学家、音乐家和厨师通常在四五岁的时候就已经是数学家、音乐家和厨师了。医生通常在十几岁甚至更早的时候就决定自己的职业生涯。但大多数人，尤其是才华横溢的人，直到二十多岁才真正知道自己属于哪里。然而，到那时，他们应该知道三个问题的答案：我的优势是什么？我该如何表现？以及，我的价值观是什么？然后他们可以而且应该决定自己属于哪里。
Or rather, they should be able to decide where they do not belong. The person who has learned that he or she does not perform well in a big organization should have learned to say no to a position in one. The person who has learned that he or she is not a decision-maker should have learned to say no to a decision-making assignment. A General Patton (who probably never learned this himself) should have learned to say no to an independent command.
或者更确切地说，他们应该能够决定自己不属于哪里。发现自己在大组织中表现不佳的人应该学会对大组织中的职位说不。知道自己不是决策者的人应该学会对决策任务说不。巴顿将军（他自己可能从未了解过这一点）应该学会对独立指挥说不。
Equally important, knowing the answer to these questions enables a person to say to an opportunity, an offer, or an assignment, “Yes, I will do that. But this is the way I should be doing it. This is the way it should be structured. This is the way the relationships should be. These are the kind of results you should expect from me, and in this time frame, because this is who I am.”Equally important, knowing the answer to these questions enables a person to say to an opportunity, an offer, or an assignment, “Yes, I will do that. But this is the way I should be doing it. This is the way it should be structured. This is the way the relationships should be. These are the kind of results you should expect from me, and in this time frame, because this is who I am.”
同样重要的是，知道这些问题的答案使人能够对机会、工作机会或任务说：“是的，我会这么做。但这就是我应该这样做的方式。这就是它应该构建的方式。这才是人际关系应该有的样子。这些是你应该在这个时间范围内从我那里得到的结果，因为这就是我。”同样重要的是，知道这些问题的答案可以让一个人对机会、工作机会或任务说，“是的，我会这么做。但这就是我应该这样做的方式。这就是它应该构建的方式。这才是人际关系应该有的样子。这些是你应该在这个时间范围内从我身上期待的结果，因为这就是我。”
Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person—hardworking and competent but otherwise mediocre—into an outstanding performer.Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person—hardworking and competent but otherwise mediocre—into an outstanding performer.
成功的职业生涯不是计划好的。当人们因为了解自己的优势、工作方法和价值观而为机会做好准备时，他们就会发展。了解自己的归属可以将一个勤奋、有能力但在其他方面平庸的普通人转变为一名杰出的表演者。成功的职业生涯不是计划好的。当人们因为了解自己的优势、工作方法和价值观而为机会做好准备时，他们就会发展。了解自己的归属可以将一个勤奋、有能力但在其他方面表现平庸的普通人转变为一名杰出的表演者。
What Should I Contribute?
我应该贡献什么？
Throughout history, the great majority of people never had to ask the question, What should I contribute? They were told what to contribute, and their tasks were dictated either by the work itself—as it was for the peasant or artisan—or by a master or a mistress—as it was for domestic servants. And until very recently, it was taken for granted that most people were subordinates who did as they were told. Even in the 1950s and 1960s, the new knowledge workers (the so-called organization men) looked to their company’s personnel department to plan their careers.
纵观历史，绝大多数人从未问过这样的问题：我应该贡献什么？他们被告知要贡献什么，他们的任务要么由工作本身决定（对于农民或工匠来说），要么由主人或情妇决定（对于家庭仆人来说）。直到最近，人们还理所当然地认为大多数人都是听话的下属。即使在 20 世纪 50 年代和 1960 年代，新知识型员工（所谓的组织人）也指望公司的人事部门来规划他们的职业生涯。
Then in the late 1960s, no one wanted to be told what to do any longer. Young men and women began to ask, What do I want to do? And what they heard was that the way to contribute was to “do your own thing.” But this solution was as wrong as the organization men’s had been. Very few of the people who believed that doing one’s own thing would lead to contribution, self-fulfillment, and success achieved any of the three.
然后到了 20 世纪 60 年代末，没有人愿意再被告知该做什么。年轻男女开始问，我想做什么？他们听到的是，贡献的方式就是“做你自己的事情”。但这个解决方案和男性组织的解决方案一样是错误的。相信做自己的事情会带来贡献、自我实现和成功的人很少能实现这三者中的任何一个。
But still, there is no return to the old answer of doing what you are told or assigned to do. Knowledge workers in particular have to learn to ask a question that has not been asked before: What should my contribution be? To answer it, they must address three distinct elements: What does the situation require? Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done? And finally, What results have to be achieved to make a difference?
但是，仍然无法回到旧的答案，即按照指示或指派去做。知识工作者尤其必须学会提出一个以前从未提出过的问题：我应该做出什么贡献？为了回答这个问题，他们必须解决三个不同的要素：情况需要什么？鉴于我的优势、我的表现方式和我的价值观，我怎样才能为需要做的事情做出最大的贡献？最后，必须取得什么成果才能产生影响？
Consider the experience of a newly appointed hospital administrator. The hospital was big and prestigious, but it had been coasting on its reputation for 30 years. The new administrator decided that his contribution should be to establish a standard of excellence in one important area within two years. He chose to focus on the emergency room, which was big, visible, and sloppy. He decided that every patient who came into the ER had to be seen by a qualified nurse within 60 seconds. Within 12 months, the hospital’s emergency room had become a model for all hospitals in the United States, and within another two years, the whole hospital had been transformed.Consider the experience of a newly appointed hospital administrator. The hospital was big and prestigious, but it had been coasting on its reputation for 30 years. The new administrator decided that his contribution should be to establish a standard of excellence in one important area within two years. He chose to focus on the emergency room, which was big, visible, and sloppy. He decided that every patient who came into the ER had to be seen by a qualified nurse within 60 seconds. Within 12 months, the hospital’s emergency room had become a model for all hospitals in the United States, and within another two years, the whole hospital had been transformed.
考虑一下新任命的医院管理者的经历。这家医院很大，也很有声望，但它的声誉已经持续了 30 年。新任行政长官决定，他的贡献应该是在两年内在一个重要领域建立卓越标准。他选择把注意力集中在急诊室，那里很大，很显眼，而且很杂乱。他决定每位进入急诊室的病人都必须在 60 秒内接受合格护士的检查。 12个月内，该医院的急诊室成为美国所有医院的典范，又过了两年，整个医院发生了翻天覆地的变化。考虑一下新任命的医院管理者的经历。这家医院很大，也很有声望，但它的声誉已经持续了 30 年。新任行政长官决定，他的贡献应该是在两年内在一个重要领域建立卓越标准。他选择把注意力集中在急诊室，那里很大，很显眼，而且很杂乱。他决定每位进入急诊室的病人都必须在 60 秒内接受合格护士的检查。 12个月内，该医院的急诊室成为美国所有医院的典范，又过了两年，整个医院发生了翻天覆地的变化。
As this example suggests, it is rarely possible—or even particularly fruitful—to look too far ahead. A plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question in most cases should be, Where and how can I achieve results that will make a difference within the next year and a half? The answer must balance several things. First, the results should be hard to achieve—they should require “stretching,” to use the current buzzword. But also, they should be within reach. To aim at results that cannot be achieved—or that can be only under the most unlikely circumstances—is not being ambitious; it is being foolish. Second, the results should be meaningful. They should make a difference. Finally, results should be visible and, if at all possible, measurable. From this will come a course of action: what to do, where and how to start, and what goals and deadlines to set.
正如这个例子所表明的那样，眼光太远是不可能的，甚至不会特别有效。计划通常不会超过 18 个月，但仍然相当清晰和具体。因此，在大多数情况下，问题应该是：我在哪里以及如何取得能够在未来一年半内产生影响的成果？答案必须平衡几件事。首先，结果应该很难实现——用当前的流行语来说，它们应该需要“伸展”。而且，它们应该触手可及。以无法实现的结果为目标，或者只有在最不可能的情况下才能实现的结果，并不是雄心勃勃；而是野心勃勃。这是愚蠢的。其次，结果应该是有意义的。他们应该有所作为。最后，结果应该是可见的，并且如果可能的话，应该是可衡量的。由此将得出一个行动方案：做什么、从哪里开始、如何开始，以及设定什么目标和期限。
Responsibility for Relationships
对关系的责任
Very few people work by themselves and achieve results by themselves—a few great artists, a few great scientists, a few great athletes. Most people work with others and are effective with other people. That is true whether they are members of an organization or independently employed. Managing yourself requires taking responsibility for relationships. This has two parts.
很少有人靠自己工作、靠自己取得成果——一些伟大的艺术家、一些伟大的科学家、一些伟大的运动员。大多数人与他人合作并且与他人合作高效。无论他们是组织成员还是独立受雇者，情况都是如此。管理自己需要对人际关系负责。这有两个部分。
The first is to accept the fact that other people are as much individuals as you yourself are. They perversely insist on behaving like human beings. This means that they too have their strengths; they too have their ways of getting things done; they too have their values. To be effective, therefore, you have to know the strengths, the performance modes, and the values of your coworkers.The first is to accept the fact that other people are as much individuals as you yourself are. They perversely insist on behaving like human beings. This means that they too have their strengths; they too have their ways of getting things done; they too have their values. To be effective, therefore, you have to know the strengths, the performance modes, and the values of your coworkers.
首先是接受这样一个事实：其他人和你自己一样都是独立的个体。他们固执地坚持要像人类一样行事。这意味着他们也有自己的优势；他们也有自己的做事方式；他们也有自己的价值观。因此，为了提高效率，你必须了解同事的优势、绩效模式和价值观。首先是接受这样一个事实：其他人和你一样都是独立的个体。他们固执地坚持要像人类一样行事。这意味着他们也有自己的优势；他们也有自己的做事方式；他们也有自己的价值观。因此，为了保持高效，你必须了解同事的优势、绩效模式和价值观。
That sounds obvious, but few people pay attention to it. Typical is the person who was trained to write reports in his or her first assignment because that boss was a reader. Even if the next boss is a listener, the person goes on writing reports that, invariably, produce no results. Invariably the boss will think the employee is stupid, incompetent, and lazy, and he or she will fail. But that could have been avoided if the employee had only looked at the new boss and analyzed how this boss performs.
这听起来很明显，但很少有人关注。典型的是那些在他或她的第一份任务中接受过写报告培训的人，因为老板是一位读者。即使下一个老板是一个倾听者，这个人也会继续写报告，但总是不会产生任何结果。老板总是会认为员工愚蠢、无能、懒惰，他或她就会失败。但如果员工只关注新老板并分析这位老板的表现，这种情况本来是可以避免的。
Leadership 领导
The qualities of the most effective leaders are always changing. Read our latest.
最有效的领导者的品质总是在变化。阅读我们的最新报道。
Bosses are neither a title on the organization chart nor a “function.” They are individuals and are entitled to do their work in the way they do it best. It is incumbent on the people who work with them to observe them, to find out how they work, and to adapt themselves to what makes their bosses most effective. This, in fact, is the secret of “managing” the boss.Bosses are neither a title on the organization chart nor a “function.” They are individuals and are entitled to do their work in the way they do it best. It is incumbent on the people who work with them to observe them, to find out how they work, and to adapt themselves to what makes their bosses most effective. This, in fact, is the secret of “managing” the boss.
老板既不是组织结构图上的头衔，也不是“职能”。他们是独立的个体，有权以自己最擅长的方式开展工作。与他们一起工作的人有责任观察他们，了解他们的工作方式，并调整自己以适应老板最有效的方式。这其实就是“管理”老板的秘诀。老板既不是组织结构图上的一个头衔，也不是一个“职能”。他们是独立的个体，有权以自己最擅长的方式开展工作。与他们一起工作的人有责任观察他们，了解他们的工作方式，并调整自己以适应老板最有效的方式。这其实就是“管理”老板的秘诀。
The same holds true for all your coworkers. Each works his or her way, not your way. And each is entitled to work in his or her way. What matters is whether they perform and what their values are. As for how they perform—each is likely to do it differently. The first secret of effectiveness is to understand the people you work with and depend on so that you can make use of their strengths, their ways of working, and their values. Working relationships are as much based on the people as they are on the work.The same holds true for all your coworkers. Each works his or her way, not your way. And each is entitled to work in his or her way. What matters is whether they perform and what their values are. As for how they perform—each is likely to do it differently. The first secret of effectiveness is to understand the people you work with and depend on so that you can make use of their strengths, their ways of working, and their values. Working relationships are as much based on the people as they are on the work.
这同样适用于您所有的同事。每个人都按照自己的方式工作，而不是按照你的方式工作。每个人都有权以自己的方式工作。重要的是他们是否表现出色以及他们的价值观是什么。至于他们的表现——每个人的做法可能有所不同。高效的第一个秘诀是了解与你一起工作和依赖的人，这样你就可以利用他们的优势、工作方式和价值观。工作关系既取决于工作，也取决于人。这同样适用于您的所有同事。每个人都按照自己的方式工作，而不是按照你的方式工作。每个人都有权以自己的方式工作。重要的是他们是否表现出色以及他们的价值观是什么。至于他们的表现——每个人的做法可能有所不同。高效的第一个秘诀是了解与你一起工作和依赖的人，这样你就可以利用他们的优势、工作方式和价值观。工作关系既基于人，也基于工作。
The second part of relationship responsibility is taking responsibility for communication. Whenever I, or any other consultant, start to work with an organization, the first thing I hear about are all the personality conflicts. Most of these arise from the fact that people do not know what other people are doing and how they do their work, or what contribution the other people are concentrating on and what results they expect. And the reason they do not know is that they have not asked and therefore have not been told.
关系责任的第二部分是承担沟通的责任。每当我或任何其他顾问开始与一个组织合作时，我首先听到的都是人格冲突。其中大部分源于这样的事实：人们不知道其他人在做什么以及他们如何做他们的工作，或者其他人正在专注于什么贡献以及他们期望什么结果。他们不知道的原因是他们没有询问，因此也没有被告知。
This failure to ask reflects human stupidity less than it reflects human history. Until recently, it was unnecessary to tell any of these things to anybody. In the medieval city, everyone in a district plied the same trade. In the countryside, everyone in a valley planted the same crop as soon as the frost was out of the ground. Even those few people who did things that were not “common” worked alone, so they did not have to tell anyone what they were doing.This failure to ask reflects human stupidity less than it reflects human history. Until recently, it was unnecessary to tell any of these things to anybody. In the medieval city, everyone in a district plied the same trade. In the countryside, everyone in a valley planted the same crop as soon as the frost was out of the ground. Even those few people who did things that were not “common” worked alone, so they did not have to tell anyone what they were doing.
这种不问的现象与其说反映了人类的愚蠢，不如说反映了人类的历史。直到最近，还没有必要将这些事情告诉任何人。在中世纪的城市里，一个地区的每个人都从事同样的行业。在乡村，霜一出来，山谷里的每个人都种同样的庄稼。即使是那些做不“常见”事情的少数人也单独工作，因此他们不必告诉任何人他们在做什么。这种不去询问的现象与其说反映了人类的愚蠢，不如说反映了人类的历史。直到最近，还没有必要将这些事情告诉任何人。在中世纪的城市里，一个地区的每个人都从事同样的行业。在乡村，霜一出来，山谷里的每个人都种同样的庄稼。即使是那些做不“常见”事情的少数人也单独工作，因此他们不必告诉任何人他们在做什么。
Today the great majority of people work with others who have different tasks and responsibilities. The marketing vice president may have come out of sales and know everything about sales, but she knows nothing about the things she has never done—pricing, advertising, packaging, and the like. So the people who do these things must make sure that the marketing vice president understands what they are trying to do, why they are trying to do it, how they are going to do it, and what results to expect.
如今，绝大多数人与承担不同任务和责任的其他人一起工作。营销副总可能是从销售出来的，对销售的一切了如指掌，但对于她从未做过的事情——定价、广告、包装之类的，她却一无所知。因此，做这些事情的人必须确保营销副总裁了解他们想要做什么、为什么想要这样做、他们将如何做以及期望什么结果。
If the marketing vice president does not understand what these high-grade knowledge specialists are doing, it is primarily their fault, not hers. They have not educated her. Conversely, it is the marketing vice president’s responsibility to make sure that all of her coworkers understand how she looks at marketing: what her goals are, how she works, and what she expects of herself and of each one of them.
如果营销副总裁不明白这些高级知识专家在做什么，那主要是他们的错，而不是她的错。他们没有教育过她。相反，营销副总裁有责任确保她所有的同事都了解她如何看待营销：她的目标是什么，她如何工作，以及她对自己和每个人的期望。
The first secret of effectiveness is to understand the people you work with so that you can make use of their strengths.The first secret of effectiveness is to understand the people you work with so that you can make use of their strengths.
有效性的第一个秘诀是了解与你一起工作的人，以便你能够利用他们的优势。有效性的第一个秘诀是了解与你一起工作的人，以便你能够利用他们的优势。
Even people who understand the importance of taking responsibility for relationships often do not communicate sufficiently with their associates. They are afraid of being thought presumptuous or inquisitive or stupid. They are wrong. Whenever someone goes to his or her associates and says, “This is what I am good at. This is how I work. These are my values. This is the contribution I plan to concentrate on and the results I should be expected to deliver,” the response is always, “This is most helpful. But why didn’t you tell me earlier?”
即使人们了解对人际关系承担责任的重要性，也常常无法与同事进行充分的沟通。他们害怕被认为是自以为是、好奇或愚蠢。他们错了。每当有人去找他或她的同事说：“这就是我所擅长的。这就是我的工作方式。这些是我的价值观。这是我计划集中精力的贡献，也是我应该交付的结果，”回应总是，“这是最有帮助的。不过你为什么不早点告诉我呢？”
And one gets the same reaction—without exception, in my experience—if one continues by asking, “And what do I need to know about your strengths, how you perform, your values, and your proposed contribution?” In fact, knowledge workers should request this of everyone with whom they work, whether as subordinate, superior, colleague, or team member. And again, whenever this is done, the reaction is always, “Thanks for asking me. But why didn’t you ask me earlier?”
如果有人继续问：“关于你的优势、你的表现、你的价值观和你提出的贡献，我需要了解什么？”，人们会得到同样的反应——根据我的经验，无一例外。事实上，知识工作者应该向与他们一起工作的每个人提出这一要求，无论是下属、上级、同事还是团队成员。再说一遍，每当这样做时，反应总是：“谢谢你问我。不过你为什么不早点问我呢？”
Organizations are no longer built on force but on trust. The existence of trust between people does not necessarily mean that they like one another. It means that they understand one another. Taking responsibility for relationships is therefore an absolute necessity. It is a duty. Whether one is a member of the organization, a consultant to it, a supplier, or a distributor, one owes that responsibility to all one’s coworkers: those whose work one depends on as well as those who depend on one’s own work.
组织不再建立在武力之上，而是建立在信任之上。人与人之间存在信任并不一定意味着他们彼此喜欢。这意味着他们互相理解。因此，对人际关系承担责任是绝对必要的。这是一种义务。无论一个人是组织的成员、顾问、供应商还是分销商，一个人都对自己的所有同事负有这一责任：那些依赖其工作的人以及那些依赖自己工作的人。
The Second Half of Your Life
你的后半生
When work for most people meant manual labor, there was no need to worry about the second half of your life. You simply kept on doing what you had always done. And if you were lucky enough to survive 40 years of hard work in the mill or on the railroad, you were quite happy to spend the rest of your life doing nothing. Today, however, most work is knowledge work, and knowledge workers are not “finished” after 40 years on the job, they are merely bored.
当工作对于大多数人来说意味着体力劳动时，就没有必要担心你的后半生了。你只是继续做你一直在做的事情。如果你足够幸运，能够在工厂或铁路上辛苦工作 40 年，那么你会很高兴余生无所事事。然而，如今，大多数工作都是知识型工作，知识型员工在工作 40 年后并没有“完成”，他们只是感到无聊。
We hear a great deal of talk about the midlife crisis of the executive. It is mostly boredom. At 45, most executives have reached the peak of their business careers, and they know it. After 20 years of doing very much the same kind of work, they are very good at their jobs. But they are not learning or contributing or deriving challenge and satisfaction from the job. And yet they are still likely to face another 20 if not 25 years of work. That is why managing oneself increasingly leads one to begin a second career.
我们听到很多关于高管中年危机的讨论。这主要是无聊。大多数高管在 45 岁时已经达到了职业生涯的顶峰，他们也知道这一点。在从事几乎相同类型的工作 20 年后，他们非常擅长自己的工作。但他们并没有从工作中学习、贡献或获得挑战和满足感。然而，他们仍然可能面临另外 20 年（如果不是 25 年）的工作。这就是为什么自我管理越来越多地导致人们开始第二职业。
There are three ways to develop a second career. The first is actually to start one. Often this takes nothing more than moving from one kind of organization to another: the divisional controller in a large corporation, for instance, becomes the controller of a medium-sized hospital. But there are also growing numbers of people who move into different lines of work altogether: the business executive or government official who enters the ministry at 45, for instance; or the midlevel manager who leaves corporate life after 20 years to attend law school and become a small-town attorney.
发展第二职业有三种方法。第一个实际上是开始一个。通常，这只需从一种组织转移到另一种组织即可：例如，一家大公司的部门控制员成为一家中型医院的控制员。但也有越来越多的人完全进入不同的工作领域：例如，45 岁进入部门的企业高管或政府官员；或者是20年后离开公司去上法学院并成为小镇律师的中层管理人员。
We will see many more second careers undertaken by people who have achieved modest success in their first jobs. Such people have substantial skills, and they know how to work. They need a community—the house is empty with the children gone—and they need income as well. But above all, they need challenge.
我们将看到更多在第一份工作中取得一定成功的人开始从事第二职业。这些人拥有丰富的技能，并且知道如何工作。他们需要一个社区——孩子们走了，房子空了——他们也需要收入。但最重要的是，他们需要挑战。
The second way to prepare for the second half of your life is to develop a parallel career. Many people who are very successful in their first careers stay in the work they have been doing, either on a full-time or part-time or consulting basis. But in addition, they create a parallel job, usually in a nonprofit organization, that takes another 10 hours of work a week. They might take over the administration of their church, for instance, or the presidency of the local Girl Scouts council. They might run the battered women’s shelter, work as a children’s librarian for the local public library, sit on the school board, and so on.
为后半生做准备的第二种方法是发展并行的职业。许多在第一份职业中非常成功的人会继续从事他们一直在做的工作，无论是全职、兼职还是咨询。但除此之外，他们还创建了一项并行工作，通常是在非营利组织中，每周需要额外工作 10 个小时。例如，他们可能会接管教堂的管理工作，或者当地女童子军理事会的主席职务。她们可能会管理受虐妇女收容所、在当地公共图书馆担任儿童图书管理员、在学校董事会任职等等。
Finally, there are the social entrepreneurs. These are usually people who have been very successful in their first careers. They love their work, but it no longer challenges them. In many cases they keep on doing what they have been doing all along but spend less and less of their time on it. They also start another activity, usually a nonprofit. My friend Bob Buford, for example, built a very successful television company that he still runs. But he has also founded and built a successful nonprofit organization that works with Protestant churches, and he is building another to teach social entrepreneurs how to manage their own nonprofit ventures while still running their original businesses.
最后是社会企业家。这些人通常是在第一份职业中非常成功的人。他们热爱自己的工作，但工作不再对他们构成挑战。在许多情况下，他们继续做他们一直在做的事情，但花在上面的时间越来越少。他们还开展另一项活动，通常是非营利组织。例如，我的朋友鲍勃·布福德（Bob Buford）建立了一家非常成功的电视公司，他至今仍在经营该公司。但他还创立并建立了一个与新教教会合作的成功的非营利组织，并且他正在建立另一个组织来教导社会企业家如何在经营其原有业务的同时管理自己的非营利企业。
People who manage the second half of their lives may always be a minority. The majority may “retire on the job” and count the years until their actual retirement. But it is this minority, the men and women who see a long working-life expectancy as an opportunity both for themselves and for society, who will become leaders and models.
能经营好后半生的人可能永远是少数。大多数人可能会“在工作中退休”，并计算着实际退休的时间。但正是这少数人，即那些将较长的工作寿命视为对自己和社会来说都是一个机会的男人和女人，将成为领导者和榜样。
There is one prerequisite for managing the second half of your life: You must begin long before you enter it. When it first became clear 30 years ago that working-life expectancies were lengthening very fast, many observers (including myself) believed that retired people would increasingly become volunteers for nonprofit institutions. That has not happened. If one does not begin to volunteer before one is 40 or so, one will not volunteer once past 60.
经营好你的后半生有一个先决条件：你必须在进入后半生之前就开始。 30 年前，当人们第一次清楚地看到工作寿命正在迅速延长时，许多观察家（包括我自己）相信，退休人员将越来越多地成为非营利机构的志愿者。但那并没有发生。如果一个人在 40 岁左右之前没有开始做志愿者，那么过了 60 岁就不会做志愿者了。
Similarly, all the social entrepreneurs I know began to work in their chosen second enterprise long before they reached their peak in their original business. Consider the example of a successful lawyer, the legal counsel to a large corporation, who has started a venture to establish model schools in his state. He began to do volunteer legal work for the schools when he was around 35. He was elected to the school board at age 40. At age 50, when he had amassed a fortune, he started his own enterprise to build and to run model schools. He is, however, still working nearly full-time as the lead counsel in the company he helped found as a young lawyer.
同样，我认识的所有社会企业家早在他们在原来的业务中达到顶峰之前就开始在他们选择的第二家企业工作。考虑一个成功的律师的例子，他是一家大公司的法律顾问，他开始在他的州建立模范学校。 35岁左右，他开始为学校做志愿者法律工作。40岁时，他被选为学校董事会成员。50岁时，他积累了一笔财富，创办了自己的企业，建设和运营示范学校。然而，他仍然几乎全职工作，担任他年轻时帮助创建的公司的首席法律顾问。
There is one prerequisite for managing the second half of your life: You must begin doing so long before you enter it.
管理你的后半生有一个先决条件：你必须在进入后半生之前就开始做这件事。
There is another reason to develop a second major interest, and to develop it early. No one can expect to live very long without experiencing a serious setback in his or her life or work. There is the competent engineer who is passed over for promotion at age 45. There is the competent college professor who realizes at age 42 that she will never get a professorship at a big university, even though she may be fully qualified for it. There are tragedies in one’s family life: the breakup of one’s marriage or the loss of a child. At such times, a second major interest—not just a hobby—may make all the difference. The engineer, for example, now knows that he has not been very successful in his job. But in his outside activity—as church treasurer, for example—he is a success. One’s family may break up, but in that outside activity there is still a community.
发展第二个主要兴趣并尽早发展还有另一个原因。没有人能够在生活或工作中不经历严重挫折的情况下期望活得很长。有一位称职的工程师在 45 岁时未能晋升。有一位称职的大学教授在 42 岁时意识到她永远无法获得一所大大学的教授职位，尽管她可能完全有资格担任这一职位。家庭生活中总会有悲剧：婚姻破裂或失去孩子。在这种时候，第二个主要兴趣——而不仅仅是爱好——可能会带来很大的不同。例如，工程师现在知道他的工作不太成功。但在他的外部活动中——例如作为教会财务主管——他是成功的。一个人的家庭可能会破裂，但在外面的活动中仍然存在一个社区。
In a society in which success has become so terribly important, having options will become increasingly vital. Historically, there was no such thing as “success.” The overwhelming majority of people did not expect anything but to stay in their “proper station,” as an old English prayer has it. The only mobility was downward mobility.
在一个成功变得如此重要的社会中，拥有选择将变得越来越重要。从历史上看，不存在“成功”这样的东西。正如一句古老的英国祈祷词所说，绝大多数人除了留在自己的“适当位置”之外没有任何期望。唯一的流动性是向下流动。
In a knowledge society, however, we expect everyone to be a success. This is clearly an impossibility. For a great many people, there is at best an absence of failure. Wherever there is success, there has to be failure. And then it is vitally important for the individual, and equally for the individual’s family, to have an area in which he or she can contribute, make a difference, and be somebody. That means finding a second area—whether in a second career, a parallel career, or a social venture—that offers an opportunity for being a leader, for being respected, for being a success.
然而，在知识社会中，我们期望每个人都能取得成功。这显然是不可能的。对于很多人来说，最多没有失败。凡是有成功的地方，就必然有失败。然后，对于个人及其家庭来说，拥有一个可以做出贡献、有所作为并成为重要人物的领域是至关重要的。这意味着找到第二个领域——无论是第二职业、平行职业还是社会事业——为成为领导者、受尊重和成功提供机会。
The challenges of managing oneself may seem obvious, if not elementary. And the answers may seem self-evident to the point of appearing naive. But managing oneself requires new and unprecedented things from the individual, and especially from the knowledge worker. In effect, managing oneself demands that each knowledge worker think and behave like a chief executive officer. Further, the shift from manual workers who do as they are told to knowledge workers who have to manage themselves profoundly challenges social structure. Every existing society, even the most individualistic one, takes two things for granted, if only subconsciously: that organizations outlive workers, and that most people stay put.
自我管理的挑战即使不是初级的，也是显而易见的。答案似乎是不言而喻的，甚至显得天真。但自我管理需要个人，尤其是知识工作者做出新的、前所未有的事情。实际上，自我管理要求每个知识工作者像首席执行官一样思考和行事。此外，从按要求行事的体力劳动者向必须自我管理的知识劳动者的转变深刻地挑战了社会结构。每一个现有的社会，即使是最个人主义的社会，都认为有两件事是理所当然的，哪怕只是潜意识里的：组织比工人更长寿，而且大多数人都留在原地。
But today the opposite is true. Knowledge workers outlive organizations, and they are mobile. The need to manage oneself is therefore creating a revolution in human affairs.
但今天的情况恰恰相反。知识工作者比组织更长寿，而且他们是流动的。因此，自我管理的需要正在人类事务中引发一场革命。
This article is also included in the book HBR at 100: The Most Influential and Innovative Articles from Harvard Business Review’s First Century (Harvard Business Review Press, 2022).
本文还收录在《HBR at 100：哈佛商业评论第一世纪最有影响力和创新的文章》一书中（哈佛商业评论出版社，2022 年）。
A version of this article appeared in the January 2005 issue of Harvard Business Review.
本文的一个版本出现在 2005 年 1 月号的《哈佛商业评论》上。