演講MP3+雙語文稿:如何找到能幫助你在工作中出人頭地的人

聽力課堂TED音頻欄目主要包括TED演講的音頻MP3及中英雙語文稿，供各位英語愛好者學習使用。本文主要內(nèi)容為演講MP3+雙語文稿:如何找到能幫助你在工作中出人頭地的人，希望你會喜歡！

【演講者及介紹】Carla Harris

商業(yè)主管、作家卡拉-哈里斯（Carla Harris）在摩根士丹利，負責改善女性和多元文化創(chuàng)始人獲得資金的機會，并增加客戶的連接性，以提高創(chuàng)收。

【演講主題】如何找到能幫助你在工作中出人頭地的人？

How to find the person who can help you get ahead at work

【中英文字幕】

翻譯者Yanyan Hong 校對者psjmz mz

00:13

It was the spring of 1988 when I had the aha moment. I was at my first roundtable, and for those of you who don't know, the roundtable was a very commonly used phrase on Wall Street to describe the year-end evaluative process for analysts, associates, vice presidents, all the way up to managing directors. That was the process where they were discussed behind closed doors around a table, i.e. the round table, and everyone was put into a category -- the top bucket, the middle bucket, the lower bucket -- and then that was translated into a bonus range that would be assigned to each professional. This was my first time there, and as I observed, I saw that there was one person that was responsible for recording the outcome of a conversation. There were other people in the room that had the responsibility of presenting the cases of all the candidates. And there were other invited guests who were supposed to comment as a candidate's position was presented. It was interesting to me that those other people were folks who were more senior than the folks that were being discussed and they theoretically had had some interaction with those candidates.

那是1988年春天， 就在那時，我忽然有了頓悟。 那是我第一次參加圓桌會議， 對不太了解這種會議的人來說， 在華爾街， 圓桌會議是個很常見的詞匯， 用來描述年終評估過程， 評估分析師、合伙人、副主管， 一直到執(zhí)行總經(jīng)理。 那是一個與外界隔絕的閉門會議， 顧名思義就是圍著桌子， 例如圓桌， 所有人都會被分門別類—— 高檔、中檔，以及低檔—— 然后這會被轉(zhuǎn)化為分配給每個人 的獎金標準。 這是我第一次參加，據(jù)我所觀察， 我看到只有一位負責人 記錄每一次談話的結(jié)果。 房間里有其他人則在負責 展示所有參會者的案例。 并且有一些受邀來賓， 當候選人所在職位被展示后 給予相應的評估。 讓我覺得有趣的是，那些外來的來賓 都是些職位資歷比 被討論者更高的人， 理論上來說，他們都曾與 這些候選人多少有過互動。

01:30

Now, I was really excited to be at this roundtable for the first time, because I knew that my own process would go through this same way, and that my bonus would be decided in the same way, so I wanted to know how it worked, but more importantly, I wanted to understand how this concept of a meritocracy that every company that I talked to walking out of business school was selling. Every time I talked to a company, they would say, "Our culture, our process, is a meritocracy. The way you get ahead in this organization is that you're smart, you put your head down and you work really hard, and you'll go right to the top. So here was my opportunity to see exactly how that worked.

我真的對于第一次 參加圓桌會議很是激動， 因為我知道我自己 被評估的流程也是如此， 而且我的獎金也會 以同樣的方式被決定， 所以我想要知道它是怎么運作的， 但更重要的是， 我想要明白精英體制 這個概念真正的含義， 它又是怎樣令每一個 從商學院走來的公司 如此推崇的。 每次當我走進一家公司， 他們都會說，“我們的企業(yè)文化， 我們的流程，都是最精英的。 你要想在這樣的公司出類拔萃， 那你就必須是聰明的， 你得埋頭苦干， 你得勤勤懇懇， 然后你就能登峰造極?！?因此，這是我看到它 如何運作的機會。

02:09

So as the process began, I heard the recorder call the first person's name. "Joe Smith." The person responsible for presenting Joe's case did just that. Three quarters of the way through, someone interrupted and said, "This is a great candidate, outstanding, has great analytical and quantitative skills. This is a superstar." The recorder then said, "Sounds like Joe should go in the top bucket." Second person, Mary Smith. Halfway through that presentation, someone said, "Solid candidate. Nothing really special, but a good pair of hands." The recorder said, "Sounds like Mary should go in the middle bucket." And then someone said, "Arnold Smith." Before the person could present Arnold's case, somebody said, "Disaster. Disaster. This kid doesn't have a clue. Can't do a model." And before the case was presented, the recorder said, "Sounds like Arnold should go in the bottom bucket."

所以隨著流程開始， 我聽到記錄員喊了第一個人的名字。 “喬·史密斯。” 負責展示的人就展示了喬的案例。 當3/4的流程快走完時， 有個人打斷并說道， “這是個很好的候選人，非常出色， 有著很強的分析和統(tǒng)計能力。 他就是個超級巨星?！?記錄員接著說， “聽起來喬應該被分到高檔。” 下面第二個人，瑪麗·史密斯。 當展示做到一半的時候， 有人說，“可靠的候選人。 沒有什么特別之處， 但是做得不錯?！?記錄員說， “聽起來瑪麗應該分到中檔?！?接著另一個人說， “阿諾德·史密斯。” 在展示阿諾德的案例之前， 有人說道，“簡直就是災難。噩夢。 這個孩子毫無頭緒可言。 模型都不會做。” 在這個案例還沒被展示前， 這個記錄員就說， “聽起來阿諾德應該分到低檔去?！?/p>

03:07

It was at that moment that I clutched my pearls --

就在那一刻，我震驚地 抓了抓我的珍珠項鏈——

03:10

(Laughter)

（笑聲）

03:14

and said, "Who is going to speak for me?" Who is going to speak for me? It was that moment that I realized that this idea of a meritocracy that every organizations sells is really just a myth. You cannot have a 100 percent meritocratic environment when there is a human element involved in the evaluative equation, because by definition, that makes it subjective. I knew at that moment that somebody would have to be behind closed doors arguing on my behalf, presenting content in such a way that other decision makers around that table would answer in my best favor.

然后說了句，“到底誰會為我發(fā)言？” 誰會為我發(fā)言？ 在那一刻我才意識到 精英體制的含義， 這個被所有企業(yè)推崇的， 不過是一個虛構(gòu)的想法。 當人為因素參與評估過程時， 你就無法擁有百分百完美的 精英環(huán)境。 因為根據(jù)定義， 人為讓它有了主觀的因素。 在那一刻我意識到 有人得在閉門會議中 代表我，為我發(fā)言， 以這樣的方式展示內(nèi)容， 也讓那些圍著桌子的其他決策者 會對我作出有利的評判。

04:01

That was a really interesting lesson, and then I said to myself, "Well, who is that person? What do you call this person?" And as I thought about the popular business terms at the time, I said, wow, this person can't be a mentor, because a mentor's job is to give you tailored advice, tailored specifically to you and to your career aspirations. They're the ones who give you the good, the bad and the ugly in a no-holds-barred way. OK. Person can't be a champion or an advocate, because you don't necessarily have to spend any currency to be someone's champion. You don't necessarily get invited to the room behind closed doors if you're an advocate.

那是非常有趣的一課， 然后我對我自己說， “好吧，那誰是那個人呢？ 我又該如何稱呼這個人？” 就在我思考當時熱門的 一些商業(yè)術(shù)語時， 我說，哇哦，這個人不能是位導師， 因為導師的工作是為你 提供指導性的意見， 為你和你的職業(yè)抱負量身打造。 他們是給予你那些好的、壞的、 丑陋的各類指導性意見的人， 以毫無保留的方式。 好吧。那個人不能是 擁護者或是支持者， 因為你不必花任何金錢， 去成為某人的冠軍。 如果你是個擁護者，你不一定 會被邀請進那個密室中去。

04:46

It was almost two years later when I realized what this person should be called. I was speaking at the University of Michigan to the MBA candidates, talking about the lessons that I had learned after my three short years on Wall Street, and then it came to me. I said, "Oh, this person that is carrying your interest, or as I like to say, carrying your paper into the room, this person who is spending their valuable political and social capital on you, this person who is going to pound the table on your behalf, this is a sponsor. This is a sponsor."

大約在兩年以后， 我才意識到我該如何稱呼那個人。 我當時在密歇根大學 向攻讀工商管理碩士 的學生們做演講， 談?wù)撝覐亩虝旱?三年華爾街經(jīng)歷中學到的教訓。 就在那時，我靈光一閃， 我說，“這個承載著你利益的人， 或者按我的說法，那個帶著 你的文件走進那房間的人， 這個花費這他們寶貴的 政治和社會資源在你身上。 這個將要在圓桌會上 代表你推銷你的人， 就是一個舉薦人。 這就是舉薦人?！?/p>

05:25

And then I said to myself, "Well, how do you get a sponsor? And frankly, why do you need one?" Well, you need a sponsor, frankly, because as you can see, there's not one evaluative process that I can think of, whether it's in academia, health care, financial services, not one that does not have a human element. So that means it has that measure of subjectivity. There is a measure of subjectivity in who is presenting your case. There is a measure of subjectivity in what they say and how they interpret any objective data that you might have. There is a measure of subjectivity in how they say what they're going to say to influence the outcome. So therefore, you need to make sure that that person who is speaking, that sponsor, has your best interests at heart and has the power to get it, whatever it is for you, to get it done behind closed doors.

然后我對我自己說， “好吧，那你怎樣才能得到 一個舉薦人呢？ 坦率地說， 為什么你需要舉薦人呢？” 好吧，你需要個舉薦人，坦白說， 因為你知道， 我想不出有哪個評估過程， 不論是在學術(shù)界，醫(yī)療界， 還是金融服務(wù)界， 不會涉及任何人為因素。 所以這意味著一切都有主觀因素。 這主觀的衡量標準在于 誰在展示你的案例。 這主觀的衡量標準體現(xiàn)在 他們說什么， 以及他們以什么方式去 解釋你提供的客觀數(shù)據(jù)。 這主觀的衡量更 體現(xiàn)在他們會怎么說 來影響結(jié)果。 因此，你要確保那個說話的人， 那位舉薦人， 打心底為你爭取最大的利益， 并且有力量去爭取， 不管是不是為了你， 在那閉門會議中搞定它。

06:25

Now, I'm asked all the time, "How do you get one?" Well, frankly, nirvana is when someone sees you in an environment and decides, "I'm going to make it happen for you. I'm going to make sure that you are successful." But for many of us in this room, we know it doesn't really happen that way.

現(xiàn)在，我常被問道， “你如何才能找到那位舉薦人？” 坦白說，在涅槃極樂的情況下 有個人會在某個環(huán)境下看到你， 就做了決定， “我要幫助你你實現(xiàn)夢想。 我要讓你獲得成功?！?但對于這個房間里的大多數(shù)人， 我們知道它不會真的 以那樣的方式發(fā)生。

06:46

So let me introduce this concept of currency and talk to you about how it impacts your ability to get a sponsor. There are two types of currency in any environment: performance currency and relationship currency. And performance currency is the currency that is generated by your delivering that which was asked of you and a little bit extra. Every time you deliver upon an assignment above people's expectations, you generate performance currency. It works exactly like the stock market. Any time a company says to the street that they will deliver 25 cents a share and that company delivers 40 cents a share, that stock goes up, and so will yours. Performance currency is valuable for three reasons. Number one, it will get you noticed. It will create a reputation for you. Number two, it will also get you paid and promoted very early on in your career and very early on in any environment. And number three, it may attract a sponsor. Why? Because strong performance currency raises your level of visibility in the environment, as I said earlier, such that a sponsor may be attracted to you. Why? Because everybody loves a star. But if you find yourself in a situation where you don't have a sponsor, here's the good news. Remember that you can exercise your power and ask for one.

所以讓我介紹下貨幣的概念， 以及它是如何影響 你找到舉薦人的能力的。 任何情況下都有兩種貨幣： 績效貨幣和關(guān)系貨幣。 績效貨幣是產(chǎn)生于 你如何完成你被要求的工作， 以及一些額外的。 每次你高于人們的期待 完成一項任務(wù)的時候， 你就收獲了績效貨幣。 它正如股票市場一般運作。 在任何時候， 一家公司向華爾街宣布， 他們會發(fā)售的股票每股25美分， 而那家公司最后提供了 每股40分的股票時， 股票就會上漲，你的情況也是。 績效貨幣是非常重要的， 這有三個原因。 第一，它會令你被注意到， 它會提高你的聲譽。 第二，它會讓你得到 相應的報酬和晉升， 在你職業(yè)生涯的起步階段， 并在任何情況下的早期階段。 以及第三， 它也許會吸引到一位舉薦人。 為什么？因為有優(yōu)勢的績效貨幣 提高了在環(huán)境中，你的被關(guān)注度， 就像我之前說的， 這樣舉薦人自然而然會被你吸引。 為什么？因為人人都愛明星。 但假如當你發(fā)現(xiàn)你處于 沒有舉薦人的境況時， 我這有些好消息給你。 記住你可以運用你的能力 去尋求一位。

08:21

But here's where the other currency is now most important. That is the relationship currency, and relationship currency is the currency that is generated by the investments that you make in the people in your environment, the investments that you make in the people in your environment. You cannot ask someone to use their hard-earned personal influential currency on your behalf if you've never had any interaction with them. It is not going to happen. So it is important that you invest the time to connect, to engage and to get to know the people that are in your environment, and more importantly to give them the opportunity to know you. Because once they know you, there's a higher probability that when you approach them to ask them to be your sponsor, they will in fact answer in the affirmative.

但在這里，另一種貨幣 就顯得尤為重要。 那就是關(guān)系貨幣， 并且關(guān)系貨幣產(chǎn)生于 你在工作環(huán)境中做的人際投資， 你在工作環(huán)境中做的人際投資。 你不能要求別人 把他們辛苦賺來的 個人影響力貨幣白白浪費在你身上， 如果你從來沒和他們有任何互動， 這一定不會發(fā)生。 所以更重要的是，你需要花時間 與他們建立聯(lián)系，去互動 并去了解在你環(huán)境中的那些人， 更重要的是， 給予他們了解你的機會。 因為一旦他們認識你， 當你接近他們時， 你會有更大的機會 請求他們成為你的舉薦人。 事實上，他們會給予你肯定。

09:19

Now, if you're with me and you agree that you have to have a sponsor, let's talk about how you identify a sponsor. Well, if you're looking for a sponsor, they need to have three primary characteristics. Number one, they need to have a seat at the decision-making table, they need to have exposure to your work in order to have credibility behind closed doors, and they need to have some juice, or let me say it differently, they'd better have some power. It's really important that they have those three things.

現(xiàn)在，如果你贊同我的話， 也覺得你需要一位舉薦人， 那么讓我們來談?wù)?如何識別一個舉薦人。 好吧，如果你在尋找一位舉薦人， 他們需要擁有三個基礎(chǔ)特征。 第一，他們需要在決策桌上 占有一席之地， 他們需要了解你的工作成果， 從而在閉門會議中有可信度， 并且他們需要帶些“果汁”， 或者換句話說， 他們最好有些權(quán)勢。 擁有這三個特征非常重要。

09:52

And then once you have identified the person, how do you ask for one? The script goes like this. "Jim, I'm really interested in getting promoted this year. I've had an amazing year and I cannot show this organization anything else to prove my worthiness or my readiness for this promotion, but I am aware that somebody has to be behind closed doors arguing on my behalf and pounding the table. You know me, you know my work and you are aware of the client feedback, and I hope that you will feel comfortable arguing on my behalf." If Jim knows you and you have any kind of a relationship, there's a very high probability that he will answer yes, and if he says yes, he will endeavor to get it done for you.

然后一旦你已經(jīng)鎖定這個人， 你又該怎樣去請求他呢？ 劇本是這樣寫的。 “杰姆，今年我真的超級 想得到晉升的機會。 我有著如此非凡的一年， 我已經(jīng)盡我所有， 向這個公司證明我的價值， 我已為晉升做足了準備， 但我了解到我需要 有人在閉門會議中， 代表我，辯護我，推銷我。 你知道我的，我的工作 以及客戶積極的反饋， 所以我真心希望 你愿意代表我去爭辯。” 如果杰姆了解你的話， 你和他之間有任何關(guān)系， 他答應你的可能性就很大， 如果他答應了， 他就會盡力去幫助你爭取。

10:41

But there's also a shot that Jim might say no, and if he says no, in my opinion, there's only three reasons that he would tell you no. The first is he doesn't think that he has enough exposure to your work to have real credibility behind closed doors to be impactful and effective on your behalf. The second reason he may tell you no is that you think he has the juice to get it done, but he knows that he does not have the power to do it and he is not going to admit that in that conversation with you.

但也有可能杰姆拒絕了你， 在我看來，如果他說了不。 無非三種情況，他會拒絕你。 第一，他不認為自己對你的工作 有足夠的了解， 因此在閉門會議時， 他沒有足夠的可信度 來代表你和有效地影響你的利益。 第二個他可能拒絕你的原因， 是你以為他有權(quán)勢去幫助你， 但是他明白 其實他沒有這么大權(quán)力， 并且他也不想承認這點。

11:12

(Laughter)

（笑聲）

11:13

And the third reason that he would tell you no, he doesn't like you. He doesn't like you.

另外，他拒絕你的第三個原因， 就是他不喜歡你。 他不喜歡你。

11:18

(Laughter)

（笑聲）

11:19

And that's something that could happen. But even that will be valuable information for you that will help to inform your next conversation with a sponsor that might make it a little bit more impactful.

那是極有可能發(fā)生的事。 但即便如此, 這也是對你很有價值的信息， 那會幫助你建立 與下一個舉薦人的談話， 可能會讓它變得更有效果。

11:34

I cannot tell you how important it is to have a sponsor. It is the critical relationship in your career. A mentor, frankly, is a nice to have, but you can survive a long time in your career without a mentor, but you are not going to ascend in any organization without a sponsor. It is so critical that you should ask yourself regularly, "Who's carrying my paper into the room? Who is carrying my paper into the room?" And if you can't answer who is carrying your paper into the room, then I will tell you to divert some of your hardworking energies into investing in a sponsor relationship, because it will be critical to your success.

我無法形容擁有一位 舉薦人是多么的重要， 在你的職業(yè)生涯中， 這是至關(guān)重要的關(guān)系。 坦白說，如果你可以擁有 一位導師，那很好， 但是沒有導師，你照樣可以 在你的職業(yè)生涯中生存， 可是沒有舉薦人， 你就很難在任何企業(yè)中得到晉升。 這重要到你需要時時提醒自己， “誰是那個帶著我的文件 走進房間的人？ 誰是那個帶著我的文件 走進房間的人？ 如果你回答不上來誰是那個帶著 你的文件走進房間的人， 那么我會告訴你轉(zhuǎn)移一些 你埋頭苦干的精力 去投資一段舉薦人的關(guān)系吧， 因為它對你的成功至關(guān)重要。

12:18

And as I close, let me give a word to the would-be sponsors that are in the room. If you have been invited into the room, know that you have a seat at that table, and if you have a seat at the table, you have a responsibility to speak. Don't waste your power worrying about what people are going to say and whether or not they think you might be supporting someone just because they look like you. If somebody is worthy of your currency, spend it. One thing I have learned after several decades on Wall Street is the way to grow your power is to give it away, and your voice is at the heart.

讓我用一些話來結(jié)束這個演說， 致這個房間里的未來舉薦人們。 如果你有幸被邀請進那個房間， 這證明你擁有了一席之地， 如果你擁有了這一席之地， 你就有發(fā)言的責任。 別浪費你的精力 去擔心人們會說什么， 不管他們是否會認為 你在支持某人， 只是因為他們與你相似。 如果有人值得你的貨幣， 那么就花在他身上吧。 在華爾街的幾十年里， 我學到了一件事， 想要增長你勢力的唯一方式， 就是去給予它， 并且你的聲音就是核心。

13:01

(Applause)

（掌聲）

13:07

And your voice is at the heart of your power. Use it.

你的聲音就是你力量的核心。 別辜負了它。

13:13

Thank you very much.

非常感謝大家。

13:15

(Applause)

（掌聲）