(校稿任务) 第八十七篇 The Seasoned Employee Skill Set
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本文翻译：xy_persist
The Seasoned Employee Skill Set
经验丰富的员工技能Twelve things experienced employees know经验丰富的员工知道的十二件事In work, as in life, we learn from trial and error: I was having Problem A, so I implemented Solution A, and it didn’t work. Then I tried Solution B and it did. Next time I’ll know to use Solution B first thing.
就像从生活中的失败和教训中能够学到知识一样，在工作中也是如此：我遇到了问题A，所以我试图用A方案去解决，但是并不起作用。于是我试着采用B方案，这次问题解决了。那么下次，我知道解决问题的时候我要使用方案B。
And that’s how it goes, over and over again, throughout your career. Forty years or so go by and, finally, you’ve got it all figured out. You retire with the proverbial gold watch and a head full of valuable knowledge.
这就是你职业生涯中的进行方式，周而复始并贯穿始终。四十年或者更长时间过去了，最后，你领会了所有的方式，然后你拿着可以开启智慧之门的金钥匙和满腹智慧退休了。
Wouldn’t it have been nice to have that information at the beginning of your career instead?
如果在你职业生涯的初始阶段你就能获得这些信息，难道不好吗？
I’ve worked with thousands of employees at every level during my career. But my work with CEOs, in particular, made it clear that high-level leaders value certain skills in the people who work for them—and those skills may not be what you’d expect.在我的职业生涯中，我和每一层级的员工都共过事，尤其是我在跟那些CEO们共事的时候，弄清楚了那些高级别的领导更看重为他工作的员工的一些特殊技巧——这些技巧是可能是你所不会预料到的。
The issues most people struggle with have little to do with their ability to do the work. It’s all the things that happen around the work. It’s how good we are at keeping projects moving. It’s whether we make life easier for our co-workers or more difficult. It’s how well we can read and respond to customers’ unspoken needs.
大多数人努力想去解决的问题是他们在提高自己工作能力的方面所做的事情很有限，这是工作中经常发生的事情。这可能是说我们能够多好的推动项目进行，我们会把同事的生活变得更简单还是变得更复杂，我们能读懂多少顾客未曾说出的需求并给予很好的答复。
In my book The Great Employee Handbook: Making Work and Life Better (Fire Starter Publishing, 2012) I provide how-to advice aimed at helping readers become more productive and successful on the job. I’ve divided the book into three sections aimed at the three “worlds” employees inhabit: the worlds of the boss, co-workers, and customers. When we’re able to master these skills, everything in our life goes more smoothly—not just from 8 to 5 but after hours, too.
在我的《杰出员工手册：让工作和生活变得更好》一书中（2012年第一版印刷），我证明怎样帮助读者树立目标从而在职场中变得更有效率也更成功。我把全书分为三个章节，分别关注怎样对待三个“阶层”的员工习惯：对待老板，对待同事以及对待顾客。当我们能够熟练的掌握这些技巧，我们生活中的任何事情都会变的更为平和——不仅仅是在朝八晚五的工作时间，其它时间也会如此。
When we’re more effective at work, everything changes. Leaders value us and set us up for success. Co-workers like us and want to help us. Customers like us and keep doing business with us. All of these conditions work together to make us happy on the job—and when we’re happy on the job, we’re happy at home.
当我们的工作效率变得越来越高，一切都会变得不同。老板会认同我们的价值并让我们有更多成功的机会，同事会更乐于帮助我们。顾客也会跟我们保持持续的业务往来。所有的这些情景都会增加我们工作的满意度——那么当我们能够愉快工作的时候，家庭生活也会幸福。
Here are 12 secrets seasoned employees know—secrets that anyone of any experience level can use to their advantage.
这有12种经验丰富员工所必备的秘诀——秘密就在于每个级别的任何一个人都能使用这些经验来发挥自己的优势。
In the boss’s mind, the ball is always in your court. Once the boss gives you an assignment, she may mentally mark it off her to-do list. She may even forget about it. It’s up to you to do what you need to do to move it forward quickly. Never let yourself be the hold-up. Check in with the boss regularly on the project so that she doesn’t have to bring it up. If you hit a roadblock and can’t proceed until you get more information, let her know—just be sure you’re not procrastinating.
在老板的心里，球总在你的球场上。一旦老板给你一项任务，她可能只是在心理上从她的工作列表中简单的勾出，她可能已经忘了这件事。因此这就由你决定怎么能让这项任务迅速进行。不要让你自己成为任务的绊脚石。要定期跟你的老板确认项目的进度，这样她就不会把这件事彻底忘记。如果你遇到了问题并且不能解决，收集足够的信息之后让她知道——让她确信你并没有耽搁工作。
Sometimes people let a few missing details hold an entire project hostage. I find it’s always better to complete chunks of work and fill in the missing details later. This is good for your workflow, but it also reassures the boss that you’re doing the best you can to keep the project moving. It relieves a lot of anxiety for her.
有时，人们会因为一点被错过的细节而制约整个项目的实施。我发现，更好的做法是先完成工作的大部分而后才去弥补错过的细节。这对你的工作流程是有利的，同时还能让你的老板确信你在尽一切努力推动项目进行。这能在很大程度上减轻她的焦虑。
Park-ranger leadership is exhausting and ineffective.When you bring the boss a problem, always bring a solution. Leaders are like the rest of us: overloaded and overwhelmed. Yet, despite the boss’s already massive to-do list, employees habitually add their problems to his pile. I call this the-boss-will-figure-it-all-out mentality, or park-ranger leadership, and it’s the least effective way to get things done.
护林员型领导会令人筋疲力尽并效率低下的。向你的领导提出问题求助的时候，尽量说出你的解决办法。领导跟我们大多数人一样：承受过多压力并且不堪一击。然而，不考虑领导已经排好序的待办事项清单，员工更习惯于把所有的问题堆在一起。我把这个称作是“领导更愿意全部指出心态”或护林员领导力，这是做事情效率最低的方法。
Think about it this way: If every time you got lost in the woods, a park ranger showed up to lead you out, you’d never learn to find the way out yourself. That’s what many leaders do, and it creates a situation where employees stop trying to solve problems. They think: Someone up there has always figured it out before, so they will this time, too. But that’s hard on the leaders, and it’s limiting for the company.
从这个角度来考虑这件事：任何时候你在森林里迷路的时候，护林员会带你走出困境，你永远不会自己找到出路。这就是很多领导做的，这会开启这样一种状态——雇员不会尽自己的最大可能去解决问题。他们想：以前总会有上面的领导来指出该怎么做，所以这次也一样。但是这对领导是很困难的事情，并且会使公司的发展受到限制。
When you bring a problem to the boss, also bring a solution. The boss will appreciate your initiative and creativity. Also, you’re closer to the problem than he is so you can probably come up with a better solution. If all employees did this, the whole company would be stronger, more innovative, and more resilient.
当你向你的老板提问时，带着解决方案。老板会很赞赏你的积极性和创造力。所以，你会更接近要解决的问题，这要比你的领导告诉你解决方案更能让你好到更好的解决方法。如果员工都能这么做，整个公司会变得更强大，更有创造性，更有弹性。
There is one thing the boss cares about more than anything else. Figure it out and act on it. When you know what matters most to the boss—what her what is—then you can laser-focus on meeting her needs in this area. Let’s say you’ve noticed negativity drives her crazy. She just can’t stand griping and complaining. It puts her in a bad mood and makes her want to hide out in her office. Once you realize this, you can make an effort to frame your communications with her in a positive way.
有一件事是老板比其他任何事情都更为关注的：指出问题并主动实施解决。当你知道领导面临的最大问题是什么——无论她在干什么——你可以直接去解决她所面临的难题。我们说这时你已经注意到把她逼疯的负效应：她不能够忍受牢骚和抱怨。这会令她变得情绪很糟糕，并且只想躲在办公室里。一旦你意识到这种情况，你可以努力试着跟她建立积极的正面沟通。
This is not sucking up, and it’s not a self-serving exercise. It’s just being aware of your own behavior and tweaking it to create a productive working relationship with the boss. It’s good for her, it’s good for you, it’s good for everybody.这并不是在巴结领导，也不是自私。这只是在关注你自己的行为并和领导建立更高效的沟通途径，这对你，对领导，对每个人都有好处。
Knowing the why makes all the difference. If you’re not sure what it is, ask. Let’s say your company implements a major change in the way you capture and process customer feedback. No one likes the new system. It’s harder and more time-consuming than the old way, and you’ve noticed your co-workers seem resentful. The problem is that no one told them why the system changed.
知道原因后一切都会变得不同。如果你确认问题是什么，那就去问。比如说，你的公司实现了一个重大的变化改变了你收集客户信息和处理顾客反馈意见的方式。没有人喜欢新的系统，这比用老方法会遇到更大的困难，也耗费更多时间，你已经注意到你的同事看起来好像很不满。问题是，没有人告诉他们为什么系统发生变更。
When companies implement change, there’s almost always a reason why. But leaders may not always explain that reason, and people almost always assume the worst. Instead of getting behind what seems like an arbitrary new rule, they resist it.
当公司发生变更时，通常只有一个原因。但是领导并不会经常解释这个原因，因此人们通常总会假设最坏的情形。他们不去考虑在新政背后会带来什么变化，取而代之的是排斥。
If this happens at your company, ask about the why. You can tell others what you find out. Not every company understands the value of transparency, but sometimes one employee taking the initiative to ask why can change that.
如果你的公司发生了这种情况，一定要问问原因。你可以告诉其他人你发现了什么。并不是每个公司都能理解透明度的价值，但是有时一个员工的主动提问会改变这种情形。
There’s no substitute for being liked. Do you greet people with a smile each morning? Do you bring breakfast for everyone once in a while? Do you say happy birthday? Do you offer to take their trash when you’re taking yours out? Do you congratulate co-workers when they have a big win? There are a million little ways to contribute to the “emotional bank account” at work. These deposits have a big, big impact—and they reduce the pain of the inevitable withdrawals.没有什么能够替代被人们喜欢。你每天早晨都会跟你碰见的人微笑打招呼吗？你会在一段时间内每天给每个人带早饭吗？你会说生日快乐吗？你下班时带走自己的垃圾袋时会想着帮同事带走他们的吗？当你的同事取得巨大成功时你会祝贺他们吗？在工作中，会有成全上万种方法来充实你的“情感银行账户”，这些存款会有很大很大的影响力——这些能够减轻必在不可避免取款时的痛苦。
Go out of your way to make people happy when you can, and they’ll forgive you when you make a mistake. These things are not that hard to do; it’s just that we don’t always think to do them. When you start looking for ways to be a positive force in your co-workers’ lives, you’ll be amazed by how many there are—and what a difference they make.在你有能力的时候从你自己的方式中走出来去令别人高兴，他们会在你犯错误的时候原谅你。这种事情并不难做；只是我们总是想不起来去做。一旦你开始寻找在你同事的生活中提供正能量的方法时，你会吃惊地发现居然会有那么多方法——每一种方法都会带来不同的效果。
Last-minute requests can derail your day. Retrain chronic offenders. Being a great employee means executing well, meeting deadlines, and, in general, protecting your own “brand.” Yet, it also means stepping in and helping others when they need your expertise. It’s not always easy to walk the tightrope between these two realities—especially when co-workers are constantly asking you for “five minutes of your time” (which really means 30 minutes or even longer) .最后一分钟请求能够打乱你一天的日程。慢性子员工的重新培训。要成为杰出的员工意味着好的执行力，不会错过截止时间，并且在通常情况下能够保护好自己的“品牌”。当然这也意味着当别人需要你的专业技术时要及时给与帮助。但是在这两个现实中走钢丝并不容易——尤其当你的同事不断的向你请求“就五分钟”（实际上可能三十分钟都不止）。
When you’re good at what you do, everyone wants a piece of you. That’s good, but it can also lead others to take advantage of you, even if they don’t mean to. If you don’t stop last-minute requesters, your own work will eventually suffer.当你很擅长你的工作时，每个人都想成为你的一部分，这非常好，但是这也会导致别人利用了你的优势，即使他们的初衷并非如此。如果你不停止他们的最后一分钟请求，你自己工作最终会受到影响。
Hold up the mirror and recognize your role in the problem. What we permit we promote. Usually, people find they need to be more open with co-workers about how long a task takes and how much notice is needed to get it done. When you educate others, you not only relieve your own burden, you also help them do their work better.拿起镜子认清你在问题中的角色。我们允许自己不断进步。通常，人们发现他们需要在任务需要多长时间完成，完成该项任务需要多少关注方面与同事有更为开放的沟通。在培训他们的时候，你不仅要减轻你自己的负担，你还要帮助他们把工作做得更好。
It’s best to resolve co-worker issues one-on-one. (Just like in kindergarten, no one respects a tattletale.) This is a tough one for many employees because we tend to avoid confrontation. Yet taking a conflict to the boss, who then must discuss it with her boss, who may then have to get a human resources rep involved, is time-=consuming and unproductive.解决同事之间问题的最好方法是一对一。（就像在幼儿园里，没人喜欢告密者）这对于很多员工来说是很困难的，因为我们试图避免对峙。然而当跟老板有冲突的时候就必须跟老板进行当面讨论，进而老板会请人力资源的人参与讨论，对于老板而言，时间就等于是浪费和徒劳的。
I’m not saying there aren’t times when it’s best to go through official channels and involve HR. Certainly, there are. Yet many times an issue with a co-worker can be solved with a face-to-face adult conversation. Confronting others may not always be easy, but it’s a necessary part of clear and productive communication. It builds healthy work relationships and shows a true sense of ownership.
我并不是说每一次通过官方渠道和HR的介入的沟通都是最好的方法。当然，这也是一种方法。然后很多时候，员工问题可以通过面对面的成人之间的对话来进行解决。面对别人并不总是那么容易，但是这是全面有效沟通的重要组成部分。这能够建立健康的员工关系并展示真正的所有权观念。
“I’m sorry” are two of the most powerful words in the English language. We all make mistakes. It’s what we do afterward—after we’ve dropped the ball or missed a deadline or got caught in the act of gossiping about a co-worker—that truly determines our character as employees and co-workers. And it’s what ultimately determines whether the people we work with want to help us out, or want to help us out the door.
“对不起”是英语中最有效的两个词之一。我们都会犯错，这是我们做的弥补工作——当我们掉了球，或者错过了截止时间，或者被发现在散布同事的谣言——这真的决定了我们作为员工和同事的素质。这也最终决定了跟我们一起工作的人是否想帮助我们或者把我们扫地出门。
Apologizing shows one’s vulnerability, and vulnerability is a powerful trait. People fear they’ll be rejected if they show weakness or admit that they failed. The opposite is true. It actually makes people like us. It shows we’re human, just like them.道歉显示了一个人的弱点，弱点也是一个强大的特点。人们害怕一旦显示出弱点或者显示出可能出错时被拒绝，但事实并非如此。这只能让人们更喜欢我们，接受我们，这表明我们只是跟大家一样的普通人。
Blaming, finger-pointing, and bad-mouthing are deeply destructive to your company’s image. It’s harder than ever to win customers and keep them happy. These days, everyone needs to be engaged in building the organization’s brand. That means it’s critical to “manage up” your company, its products, and your co-workers with every customer interaction—even when you’re off the clock as well.
指责，指点批评，苛刻的批评极大的破坏了公司形象。这比赢得顾客并保持顾客满意更难。最近，每个人都在树立组织的品牌，也就是说必须要对公司进行严格管理：这包括公司的产品，同事，以及和每个客户的互动——即使在工作之余。
You may think you’re building rapport with an irritated customer if you say, “Yeah, such-and-such department is really disorganized, but don’t worry, I’ll take care of your problem.” Instead, you’re actually hurting the company. Even if the customer likes you personally, he may never do business with your company again.
如果你这样说的话，你可能认为你正在跟愤怒的顾客建立融洽的关系：“是的，某某部门确实有点无组织，但是不要担心，我会很好的答复您的问题”，但实际上，你是在伤害公司。即便顾客喜欢你的答复，他可能不会再跟你的公司有业务往来了。
Negative comments, even subtle ones, make people uncomfortable. On the other hand, they’re drawn to positivity. They like positive people, and they like hearing positive things about what they’re spending their money on. Great employees instinctively realize this. They are ambassadors of positivity.
即便很微小的负面评论也会令人觉得不舒服。另一方面，他们还是会被积极的评论吸引。他们喜欢积极的人，他们喜欢从他们花钱的地方听到正面的答复。杰出的员工会很清晰的认识到这一点。他们代表积极的一面。
Anxiety keeps customers from buying. Do everything you can to alleviate it, and you’ll see amazing results. When people are purchasing a product or service—especially if they’re spending a good bit of money—they worry that they’re making a mistake. They want reassurance. Great employees realize this and provide it at every turn. That reassurance may mean “narrating” the process the customer will go through via a communication framework called AIDET (acknowledge, introduce, duration, explanation, and thank you) . It may mean practicing good handovers. It may just mean saying something like, “I have one customer who bought this jacket and called me back just to rave about it. She said it was the most versatile jacket she’s ever had. She wears it with everything!”焦虑会使顾客不去购买，尽你所能消除顾客的焦虑，你会发现令人震惊的结果。人们购买商品或服务——尤其他们多花了一点钱的时候——他们会考虑是否出了错，花错钱了。他们需要保障。杰出的员工会意识到这一点并且能够及时的回馈证明他们能够得到保障。这个保障可能会是对顾客所要经历购买过程的“描述”，通过以下过程跟顾客建立一个称作AIDET的沟通框架（即：承诺、介绍、保质期、解释以及致谢）。这也就意味着要实践良好的信息传递，其实可能就是说些这样的话：“有个顾客买了这件夹克后，给我打电话表达她的喜悦，她说这是她买到的最好搭衣服的夹克衫，她什么时候都能穿这件衣服，跟什么衣服搭配都行。”Anything you can say or do to help the customer feel good about his decision will have a big impact. Put yourself in the customer’s shoes and think, What would I want to hear in this situation? Then say it.你所说的任何一句话，或者做的任何一件让顾客觉得是好建议的事情都会对顾客产生巨大的影响。站在顾客的角度考虑问题，站在这个角度我想听到什么呢？然后说出来就好。
“A little bit extra” goes a long way with customers. Often, it’s the little things that keep us coming back to our favorite stores, restaurants, physicians, or other businesses. It’s the server who knows exactly how you take your coffee or the plant nursery owner who calls you to let you know a shipment of your favorite flowering shrubs just arrived.你做的“多一点点”能陪顾客走很远——给顾客来一点额外的小礼物。通常，小礼物会让我们持续光顾我们感兴趣的店铺、饭店、健身房或者其他商务场所。就比如服务生知道你喜欢点什么样的咖啡，花店的老板打电话通知你喜欢的灌木刚刚到货。
The best employees know that doing a little bit extra for customers gets powerful results. They take it upon themselves to go the extra mile, without being asked to do so or without worrying that it’s not in their job description.
最好的员工知道为顾客多做那么一点点就能获得很有效的结果。他们会在本职工作之外多做那么一点点，他们不会被要求这么做，也不会考虑这一点是否在本职工作之内。
I used to work at a hospital where the cafeteria cashier, a woman named Sig Jones, would actually take emergency-room patients’ clothes home with her and wash them and return them the next day. She got real joy and fulfillment from serving others. Patients loved her, and they associated her kindness with the hospital she worked for.
我曾经在一家医院工作， 在收款台有一名女士名叫 Sig Jones，她真的吧急诊换着的衣服带回家，洗干净之后第二天在带回医院。她从全职护理别人并服务别人这项工作中获得了很多快乐。患者都很喜欢她，同样也都因她的友善对她工作的医院感到很满意。
Complaints are gifts. Handle them right, and customer loyalty will skyrocket. Great employees don’t get defensive when customers complain. They know they’re hearing valuable feedback that can help the organization improve its service. They listen, they sincerely apologize, and they take action to make things right. Most customers are quite forgiving in the face of such a response—and they’re usually so impressed that they not only return to the company, they also recommend it to others.
顾客抱怨是礼物。能正确处理的话，顾客的忠诚度会猛增。杰出的员工不会抵触顾客抱怨的。他们知道他们在倾听有价值的回馈，这样能够帮助组织提高他们的服务。他们认真聆听，真诚道歉，然后他们采取行动来改正错误。大多数顾客在面对这样的回应时都会很快谅解——他们通常会被感动，不仅自己会成为公司的回头客，而且还会推荐更多的人来。
It’s a mark of maturity and professionalism to be able to respond selflessly to customer complaints. It’s a rare skill. And in a time when customers have so many options that they don’t have to give you a second chance, it’s a truly valuable one.
能够忘我的处理顾客投诉是成熟、专业的标志，这是很特殊的技巧。在一次顾客投诉的处理过程中，当你给顾客提供了这么多的选择，他们不必再给你一次机会，这才是真正有价值的员工。
I’ve worked with all kinds of employees at all levels of leadership over the years, and I’ve realized most people sincerely want to do a great job. That’s even truer with the economy the way it is. People do realize they need to show value quickly; they are aware that they need to get better faster. It’s just that they don’t know how.
多年来，我曾经跟所有层级的领导以及各种各样的员工一起工作过，我认识到大多数人真的很想做一件伟大的工作。这甚至是更经济实惠的方式。人们确实很快的实现了他们需要显示出的价值；他们都意识到他们需要变得更快更好，但是他们并不知道该怎么才能边等更快更好。
If companies say to people, “Here’s how you can do the best job possible and be a lot happier in the workplace,” they’ll see amazing progress. I think people already have the will. Once they have the skill also, they’ll be unstoppable.
如果每个公司都这样跟员工说：“这里告诉你怎么尽可能的去最好的工作，并且你能在工作中更快乐。”你会看到令你震惊的进展。我想人们都会想这样做的。一旦他们具备了这样的技能，他们前途不可限量。
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本文翻译：xy_persist
The Seasoned Employee Skill Set
经验丰富的员工技能Twelve things experienced employees know经验丰富的员工知道的十二件事In work, as in life, we learn from trial and error: I was having Problem A, so I implemented Solution A, and it didn’t work. Then I tried Solution B and it did. Next time I’ll know to use Solution B first thing.
就像从生活中的失败和教训中能够学到知识一样，在工作中也是如此：我遇到了问题A，所以我试图用A方案去解决，但是并不起作用。于是我试着采用B方案，这次问题解决了。那么下次，我知道解决问题的时候我要使用方案B。
And that’s how it goes, over and over again, throughout your career. Forty years or so go by and, finally, you’ve got it all figured out. You retire with the proverbial gold watch and a head full of valuable knowledge.
这就是你职业生涯中的进行方式，周而复始并贯穿始终。四十年或者更长时间过去了，最后，你领会了所有的方式，然后你拿着可以开启智慧之门的金钥匙和满腹智慧退休了。
Wouldn’t it have been nice to have that information at the beginning of your career instead?
如果在你职业生涯的初始阶段你就能获得这些信息，难道不好吗？
I’ve worked with thousands of employees at every level during my career. But my work with CEOs, in particular, made it clear that high-level leaders value certain skills in the people who work for them—and those skills may not be what you’d expect.在我的职业生涯中，我和每一层级的员工都共过事，尤其是我在跟那些CEO们共事的时候，弄清楚了那些高级别的领导更看重为他工作的员工的一些特殊技巧——这些技巧是可能是你所不会预料到的。
The issues most people struggle with have little to do with their ability to do the work. It’s all the things that happen around the work. It’s how good we are at keeping projects moving. It’s whether we make life easier for our co-workers or more difficult. It’s how well we can read and respond to customers’ unspoken needs.
大多数人努力想去解决的问题是他们在提高自己工作能力的方面所做的事情很有限，这是工作中经常发生的事情。这可能是说我们能够多好的推动项目进行，我们会把同事的生活变得更简单还是变得更复杂，我们能读懂多少顾客未曾说出的需求并给予很好的答复。
In my book The Great Employee Handbook: Making Work and Life Better (Fire Starter Publishing, 2012) I provide how-to advice aimed at helping readers become more productive and successful on the job. I’ve divided the book into three sections aimed at the three “worlds” employees inhabit: the worlds of the boss, co-workers, and customers. When we’re able to master these skills, everything in our life goes more smoothly—not just from 8 to 5 but after hours, too.
在我的《杰出员工手册：让工作和生活变得更好》一书中（2012年第一版印刷），我证明怎样帮助读者树立目标从而在职场中变得更有效率也更成功。我把全书分为三个章节，分别关注怎样对待三个“阶层”的员工习惯：对待老板，对待同事以及对待顾客。当我们能够熟练的掌握这些技巧，我们生活中的任何事情都会变的更为平和——不仅仅是在朝八晚五的工作时间，其它时间也会如此。
When we’re more effective at work, everything changes. Leaders value us and set us up for success. Co-workers like us and want to help us. Customers like us and keep doing business with us. All of these conditions work together to make us happy on the job—and when we’re happy on the job, we’re happy at home.
当我们的工作效率变得越来越高，一切都会变得不同。老板会认同我们的价值并让我们有更多成功的机会，同事会更乐于帮助我们。顾客也会跟我们保持持续的业务往来。所有的这些情景都会增加我们工作的满意度——那么当我们能够愉快工作的时候，家庭生活也会幸福。
Here are 12 secrets seasoned employees know—secrets that anyone of any experience level can use to their advantage.
这有12种经验丰富员工所必备的秘诀——秘密就在于每个级别的任何一个人都能使用这些经验来发挥自己的优势。
In the boss’s mind, the ball is always in your court. Once the boss gives you an assignment, she may mentally mark it off her to-do list. She may even forget about it. It’s up to you to do what you need to do to move it forward quickly. Never let yourself be the hold-up. Check in with the boss regularly on the project so that she doesn’t have to bring it up. If you hit a roadblock and can’t proceed until you get more information, let her know—just be sure you’re not procrastinating.
在老板的心里，球总在你的球场上。一旦老板给你一项任务，她可能只是在心理上从她的工作列表中简单的勾出，她可能已经忘了这件事。因此这就由你决定怎么能让这项任务迅速进行。不要让你自己成为任务的绊脚石。要定期跟你的老板确认项目的进度，这样她就不会把这件事彻底忘记。如果你遇到了问题并且不能解决，收集足够的信息之后让她知道——让她确信你并没有耽搁工作。
Sometimes people let a few missing details hold an entire project hostage. I find it’s always better to complete chunks of work and fill in the missing details later. This is good for your workflow, but it also reassures the boss that you’re doing the best you can to keep the project moving. It relieves a lot of anxiety for her.
有时，人们会因为一点被错过的细节而制约整个项目的实施。我发现，更好的做法是先完成工作的大部分而后才去弥补错过的细节。这对你的工作流程是有利的，同时还能让你的老板确信你在尽一切努力推动项目进行。这能在很大程度上减轻她的焦虑。
Park-ranger leadership is exhausting and ineffective.When you bring the boss a problem, always bring a solution. Leaders are like the rest of us: overloaded and overwhelmed. Yet, despite the boss’s already massive to-do list, employees habitually add their problems to his pile. I call this the-boss-will-figure-it-all-out mentality, or park-ranger leadership, and it’s the least effective way to get things done.
护林员型领导会令人筋疲力尽并效率低下的。向你的领导提出问题求助的时候，尽量说出你的解决办法。领导跟我们大多数人一样：承受过多压力并且不堪一击。然而，不考虑领导已经排好序的待办事项清单，员工更习惯于把所有的问题堆在一起。我把这个称作是“领导更愿意全部指出心态”或护林员领导力，这是做事情效率最低的方法。
Think about it this way: If every time you got lost in the woods, a park ranger showed up to lead you out, you’d never learn to find the way out yourself. That’s what many leaders do, and it creates a situation where employees stop trying to solve problems. They think: Someone up there has always figured it out before, so they will this time, too. But that’s hard on the leaders, and it’s limiting for the company.
从这个角度来考虑这件事：任何时候你在森林里迷路的时候，护林员会带你走出困境，你永远不会自己找到出路。这就是很多领导做的，这会开启这样一种状态——雇员不会尽自己的最大可能去解决问题。他们想：以前总会有上面的领导来指出该怎么做，所以这次也一样。但是这对领导是很困难的事情，并且会使公司的发展受到限制。
When you bring a problem to the boss, also bring a solution. The boss will appreciate your initiative and creativity. Also, you’re closer to the problem than he is so you can probably come up with a better solution. If all employees did this, the whole company would be stronger, more innovative, and more resilient.
当你向你的老板提问时，带着解决方案。老板会很赞赏你的积极性和创造力。所以，你会更接近要解决的问题，这要比你的领导告诉你解决方案更能让你好到更好的解决方法。如果员工都能这么做，整个公司会变得更强大，更有创造性，更有弹性。
There is one thing the boss cares about more than anything else. Figure it out and act on it. When you know what matters most to the boss—what her what is—then you can laser-focus on meeting her needs in this area. Let’s say you’ve noticed negativity drives her crazy. She just can’t stand griping and complaining. It puts her in a bad mood and makes her want to hide out in her office. Once you realize this, you can make an effort to frame your communications with her in a positive way.
有一件事是老板比其他任何事情都更为关注的：指出问题并主动实施解决。当你知道领导面临的最大问题是什么——无论她在干什么——你可以直接去解决她所面临的难题。我们说这时你已经注意到把她逼疯的负效应：她不能够忍受牢骚和抱怨。这会令她变得情绪很糟糕，并且只想躲在办公室里。一旦你意识到这种情况，你可以努力试着跟她建立积极的正面沟通。
This is not sucking up, and it’s not a self-serving exercise. It’s just being aware of your own behavior and tweaking it to create a productive working relationship with the boss. It’s good for her, it’s good for you, it’s good for everybody.这并不是在巴结领导，也不是自私。这只是在关注你自己的行为并和领导建立更高效的沟通途径，这对你，对领导，对每个人都有好处。
Knowing the why makes all the difference. If you’re not sure what it is, ask. Let’s say your company implements a major change in the way you capture and process customer feedback. No one likes the new system. It’s harder and more time-consuming than the old way, and you’ve noticed your co-workers seem resentful. The problem is that no one told them why the system changed.
知道原因后一切都会变得不同。如果你确认问题是什么，那就去问。比如说，你的公司实现了一个重大的变化改变了你收集客户信息和处理顾客反馈意见的方式。没有人喜欢新的系统，这比用老方法会遇到更大的困难，也耗费更多时间，你已经注意到你的同事看起来好像很不满。问题是，没有人告诉他们为什么系统发生变更。
When companies implement change, there’s almost always a reason why. But leaders may not always explain that reason, and people almost always assume the worst. Instead of getting behind what seems like an arbitrary new rule, they resist it.
当公司发生变更时，通常只有一个原因。但是领导并不会经常解释这个原因，因此人们通常总会假设最坏的情形。他们不去考虑在新政背后会带来什么变化，取而代之的是排斥。
If this happens at your company, ask about the why. You can tell others what you find out. Not every company understands the value of transparency, but sometimes one employee taking the initiative to ask why can change that.
如果你的公司发生了这种情况，一定要问问原因。你可以告诉其他人你发现了什么。并不是每个公司都能理解透明度的价值，但是有时一个员工的主动提问会改变这种情形。
There’s no substitute for being liked. Do you greet people with a smile each morning? Do you bring breakfast for everyone once in a while? Do you say happy birthday? Do you offer to take their trash when you’re taking yours out? Do you congratulate co-workers when they have a big win? There are a million little ways to contribute to the “emotional bank account” at work. These deposits have a big, big impact—and they reduce the pain of the inevitable withdrawals.没有什么能够替代被人们喜欢。你每天早晨都会跟你碰见的人微笑打招呼吗？你会在一段时间内每天给每个人带早饭吗？你会说生日快乐吗？你下班时带走自己的垃圾袋时会想着帮同事带走他们的吗？当你的同事取得巨大成功时你会祝贺他们吗？在工作中，会有成全上万种方法来充实你的“情感银行账户”，这些存款会有很大很大的影响力——这些能够减轻必在不可避免取款时的痛苦。
Go out of your way to make people happy when you can, and they’ll forgive you when you make a mistake. These things are not that hard to do; it’s just that we don’t always think to do them. When you start looking for ways to be a positive force in your co-workers’ lives, you’ll be amazed by how many there are—and what a difference they make.在你有能力的时候从你自己的方式中走出来去令别人高兴，他们会在你犯错误的时候原谅你。这种事情并不难做；只是我们总是想不起来去做。一旦你开始寻找在你同事的生活中提供正能量的方法时，你会吃惊地发现居然会有那么多方法——每一种方法都会带来不同的效果。
Last-minute requests can derail your day. Retrain chronic offenders. Being a great employee means executing well, meeting deadlines, and, in general, protecting your own “brand.” Yet, it also means stepping in and helping others when they need your expertise. It’s not always easy to walk the tightrope between these two realities—especially when co-workers are constantly asking you for “five minutes of your time” (which really means 30 minutes or even longer) .最后一分钟请求能够打乱你一天的日程。慢性子员工的重新培训。要成为杰出的员工意味着好的执行力，不会错过截止时间，并且在通常情况下能够保护好自己的“品牌”。当然这也意味着当别人需要你的专业技术时要及时给与帮助。但是在这两个现实中走钢丝并不容易——尤其当你的同事不断的向你请求“就五分钟”（实际上可能三十分钟都不止）。
When you’re good at what you do, everyone wants a piece of you. That’s good, but it can also lead others to take advantage of you, even if they don’t mean to. If you don’t stop last-minute requesters, your own work will eventually suffer.当你很擅长你的工作时，每个人都想成为你的一部分，这非常好，但是这也会导致别人利用了你的优势，即使他们的初衷并非如此。如果你不停止他们的最后一分钟请求，你自己工作最终会受到影响。
Hold up the mirror and recognize your role in the problem. What we permit we promote. Usually, people find they need to be more open with co-workers about how long a task takes and how much notice is needed to get it done. When you educate others, you not only relieve your own burden, you also help them do their work better.拿起镜子认清你在问题中的角色。我们允许自己不断进步。通常，人们发现他们需要在任务需要多长时间完成，完成该项任务需要多少关注方面与同事有更为开放的沟通。在培训他们的时候，你不仅要减轻你自己的负担，你还要帮助他们把工作做得更好。
It’s best to resolve co-worker issues one-on-one. (Just like in kindergarten, no one respects a tattletale.) This is a tough one for many employees because we tend to avoid confrontation. Yet taking a conflict to the boss, who then must discuss it with her boss, who may then have to get a human resources rep involved, is time-=consuming and unproductive.解决同事之间问题的最好方法是一对一。（就像在幼儿园里，没人喜欢告密者）这对于很多员工来说是很困难的，因为我们试图避免对峙。然而当跟老板有冲突的时候就必须跟老板进行当面讨论，进而老板会请人力资源的人参与讨论，对于老板而言，时间就等于是浪费和徒劳的。
I’m not saying there aren’t times when it’s best to go through official channels and involve HR. Certainly, there are. Yet many times an issue with a co-worker can be solved with a face-to-face adult conversation. Confronting others may not always be easy, but it’s a necessary part of clear and productive communication. It builds healthy work relationships and shows a true sense of ownership.
我并不是说每一次通过官方渠道和HR的介入的沟通都是最好的方法。当然，这也是一种方法。然后很多时候，员工问题可以通过面对面的成人之间的对话来进行解决。面对别人并不总是那么容易，但是这是全面有效沟通的重要组成部分。这能够建立健康的员工关系并展示真正的所有权观念。
“I’m sorry” are two of the most powerful words in the English language. We all make mistakes. It’s what we do afterward—after we’ve dropped the ball or missed a deadline or got caught in the act of gossiping about a co-worker—that truly determines our character as employees and co-workers. And it’s what ultimately determines whether the people we work with want to help us out, or want to help us out the door.
“对不起”是英语中最有效的两个词之一。我们都会犯错，这是我们做的弥补工作——当我们掉了球，或者错过了截止时间，或者被发现在散布同事的谣言——这真的决定了我们作为员工和同事的素质。这也最终决定了跟我们一起工作的人是否想帮助我们或者把我们扫地出门。
Apologizing shows one’s vulnerability, and vulnerability is a powerful trait. People fear they’ll be rejected if they show weakness or admit that they failed. The opposite is true. It actually makes people like us. It shows we’re human, just like them.道歉显示了一个人的弱点，弱点也是一个强大的特点。人们害怕一旦显示出弱点或者显示出可能出错时被拒绝，但事实并非如此。这只能让人们更喜欢我们，接受我们，这表明我们只是跟大家一样的普通人。
Blaming, finger-pointing, and bad-mouthing are deeply destructive to your company’s image. It’s harder than ever to win customers and keep them happy. These days, everyone needs to be engaged in building the organization’s brand. That means it’s critical to “manage up” your company, its products, and your co-workers with every customer interaction—even when you’re off the clock as well.
指责，指点批评，苛刻的批评极大的破坏了公司形象。这比赢得顾客并保持顾客满意更难。最近，每个人都在树立组织的品牌，也就是说必须要对公司进行严格管理：这包括公司的产品，同事，以及和每个客户的互动——即使在工作之余。
You may think you’re building rapport with an irritated customer if you say, “Yeah, such-and-such department is really disorganized, but don’t worry, I’ll take care of your problem.” Instead, you’re actually hurting the company. Even if the customer likes you personally, he may never do business with your company again.
如果你这样说的话，你可能认为你正在跟愤怒的顾客建立融洽的关系：“是的，某某部门确实有点无组织，但是不要担心，我会很好的答复您的问题”，但实际上，你是在伤害公司。即便顾客喜欢你的答复，他可能不会再跟你的公司有业务往来了。
Negative comments, even subtle ones, make people uncomfortable. On the other hand, they’re drawn to positivity. They like positive people, and they like hearing positive things about what they’re spending their money on. Great employees instinctively realize this. They are ambassadors of positivity.
即便很微小的负面评论也会令人觉得不舒服。另一方面，他们还是会被积极的评论吸引。他们喜欢积极的人，他们喜欢从他们花钱的地方听到正面的答复。杰出的员工会很清晰的认识到这一点。他们代表积极的一面。
Anxiety keeps customers from buying. Do everything you can to alleviate it, and you’ll see amazing results. When people are purchasing a product or service—especially if they’re spending a good bit of money—they worry that they’re making a mistake. They want reassurance. Great employees realize this and provide it at every turn. That reassurance may mean “narrating” the process the customer will go through via a communication framework called AIDET (acknowledge, introduce, duration, explanation, and thank you) . It may mean practicing good handovers. It may just mean saying something like, “I have one customer who bought this jacket and called me back just to rave about it. She said it was the most versatile jacket she’s ever had. She wears it with everything!”焦虑会使顾客不去购买，尽你所能消除顾客的焦虑，你会发现令人震惊的结果。人们购买商品或服务——尤其他们多花了一点钱的时候——他们会考虑是否出了错，花错钱了。他们需要保障。杰出的员工会意识到这一点并且能够及时的回馈证明他们能够得到保障。这个保障可能会是对顾客所要经历购买过程的“描述”，通过以下过程跟顾客建立一个称作AIDET的沟通框架（即：承诺、介绍、保质期、解释以及致谢）。这也就意味着要实践良好的信息传递，其实可能就是说些这样的话：“有个顾客买了这件夹克后，给我打电话表达她的喜悦，她说这是她买到的最好搭衣服的夹克衫，她什么时候都能穿这件衣服，跟什么衣服搭配都行。”Anything you can say or do to help the customer feel good about his decision will have a big impact. Put yourself in the customer’s shoes and think, What would I want to hear in this situation? Then say it.你所说的任何一句话，或者做的任何一件让顾客觉得是好建议的事情都会对顾客产生巨大的影响。站在顾客的角度考虑问题，站在这个角度我想听到什么呢？然后说出来就好。
“A little bit extra” goes a long way with customers. Often, it’s the little things that keep us coming back to our favorite stores, restaurants, physicians, or other businesses. It’s the server who knows exactly how you take your coffee or the plant nursery owner who calls you to let you know a shipment of your favorite flowering shrubs just arrived.你做的“多一点点”能陪顾客走很远——给顾客来一点额外的小礼物。通常，小礼物会让我们持续光顾我们感兴趣的店铺、饭店、健身房或者其他商务场所。就比如服务生知道你喜欢点什么样的咖啡，花店的老板打电话通知你喜欢的灌木刚刚到货。
The best employees know that doing a little bit extra for customers gets powerful results. They take it upon themselves to go the extra mile, without being asked to do so or without worrying that it’s not in their job description.
最好的员工知道为顾客多做那么一点点就能获得很有效的结果。他们会在本职工作之外多做那么一点点，他们不会被要求这么做，也不会考虑这一点是否在本职工作之内。
I used to work at a hospital where the cafeteria cashier, a woman named Sig Jones, would actually take emergency-room patients’ clothes home with her and wash them and return them the next day. She got real joy and fulfillment from serving others. Patients loved her, and they associated her kindness with the hospital she worked for.
我曾经在一家医院工作， 在收款台有一名女士名叫 Sig Jones，她真的吧急诊换着的衣服带回家，洗干净之后第二天在带回医院。她从全职护理别人并服务别人这项工作中获得了很多快乐。患者都很喜欢她，同样也都因她的友善对她工作的医院感到很满意。
Complaints are gifts. Handle them right, and customer loyalty will skyrocket. Great employees don’t get defensive when customers complain. They know they’re hearing valuable feedback that can help the organization improve its service. They listen, they sincerely apologize, and they take action to make things right. Most customers are quite forgiving in the face of such a response—and they’re usually so impressed that they not only return to the company, they also recommend it to others.
顾客抱怨是礼物。能正确处理的话，顾客的忠诚度会猛增。杰出的员工不会抵触顾客抱怨的。他们知道他们在倾听有价值的回馈，这样能够帮助组织提高他们的服务。他们认真聆听，真诚道歉，然后他们采取行动来改正错误。大多数顾客在面对这样的回应时都会很快谅解——他们通常会被感动，不仅自己会成为公司的回头客，而且还会推荐更多的人来。
It’s a mark of maturity and professionalism to be able to respond selflessly to customer complaints. It’s a rare skill. And in a time when customers have so many options that they don’t have to give you a second chance, it’s a truly valuable one.
能够忘我的处理顾客投诉是成熟、专业的标志，这是很特殊的技巧。在一次顾客投诉的处理过程中，当你给顾客提供了这么多的选择，他们不必再给你一次机会，这才是真正有价值的员工。
I’ve worked with all kinds of employees at all levels of leadership over the years, and I’ve realized most people sincerely want to do a great job. That’s even truer with the economy the way it is. People do realize they need to show value quickly; they are aware that they need to get better faster. It’s just that they don’t know how.
多年来，我曾经跟所有层级的领导以及各种各样的员工一起工作过，我认识到大多数人真的很想做一件伟大的工作。这甚至是更经济实惠的方式。人们确实很快的实现了他们需要显示出的价值；他们都意识到他们需要变得更快更好，但是他们并不知道该怎么才能边等更快更好。
If companies say to people, “Here’s how you can do the best job possible and be a lot happier in the workplace,” they’ll see amazing progress. I think people already have the will. Once they have the skill also, they’ll be unstoppable.
如果每个公司都这样跟员工说：“这里告诉你怎么尽可能的去最好的工作，并且你能在工作中更快乐。”你会看到令你震惊的进展。我想人们都会想这样做的。一旦他们具备了这样的技能，他们前途不可限量。
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小编D (威望:9) (广东 广州) 互联网 员工 - 记住该记住的，忘记改忘记的。改变能改变的，接受不...
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好长啊，辛苦了