如何走出職業(yè)發(fā)展的死胡同

　　Build relationships

　　我們都知道建立人脈和尋找一位導(dǎo)師或擔(dān)保人有多么重要。但最成功的做法則是通過自身的努力建立起多元化的關(guān)系網(wǎng)，并依靠這些人提供誠懇的反饋、建議、見解和信息。

　　We’ve all heard it’s important to network and find a mentor and sponsor. But the most successful do-it-yourselfers build a diversity of relationships and rely on those individuals for honest feedback, advice, insight, and information throughout the course of their careers.

　　如果每個人都必須成為自身事業(yè)的CEO，那么你就應(yīng)該將這些人視為你的咨詢委員會。這個團(tuán)隊(duì)?wèi)?yīng)該包括公司內(nèi)部和外部的同事、你的直屬上司、其他部門的高層、公司人力資源部職員、同行和行業(yè)領(lǐng)袖、家人，以及在大學(xué)和其他地方結(jié)交的值得信賴的好友。你將依靠他們對自己進(jìn)行評估，確定自己應(yīng)該提高和發(fā)展的方面，了解機(jī)會所在，理解自己的角色，以及公司和行業(yè)的現(xiàn)狀。

　　If each of us must be the CEO of our careers, think of these people as an advisory board. The group should include peers inside and outside the company, higher-ups in your chain of command and in other divisions, someone in your company’s human resources department, peers and leaders in your industry, family and trusted friends from college and elsewhere. You’ll rely on them to help you evaluate yourself and where you should develop and grow, as well as to learn where there are opportunities and to understand your role and how the company and industry work.

　　安永會計事務(wù)所(EY)美洲區(qū)招聘主管丹•布萊克表示：“這是一項(xiàng)畢生的追求，并且需要定期完成。一定要將自己的目標(biāo)放到所處環(huán)境中進(jìn)行衡量。”布萊克剛剛卸任全美大學(xué)與雇主協(xié)會(The National Association of Colleges and Employers)主席一職。

　　“You have to have those conversations early and often,” says Dan Black, immediate past president of the National Association of College and Employers and Americas director of recruiting for EY. “It’s a lifelong pursuit and an exercise to go through at regular intervals. Make sure you’re weighing your goals against the environment you’re in.”

　　加入行業(yè)組織、俱樂部和同行團(tuán)體，例如公司女性或少數(shù)族裔的網(wǎng)絡(luò)。懷著幫助對方同時也從對方那里得到幫助的心態(tài)，去接觸同事和同行。

　　Join industry associations, clubs and affinity groups, such as corporate women’s or minority networks. Reach out to colleagues and industry peers, with a goal to helping them as much as they help you.

　　塔爾干表示：“單純?yōu)榱私浑H而交際，對于忙碌的人而言只是在浪費(fèi)時間。認(rèn)識其他人的首要規(guī)則是要展示自我。第二條規(guī)則是：要有價值。”

　　“Networking for the sake of networking is wasting the time of very busy people,” Tulgan says. “The number one rule to getting to know people is show up. The number two rule is: be valuable.”

　　不要貿(mào)然地在休息時間給公司高層領(lǐng)導(dǎo)打電話尋求建議，你可以自愿支持公司內(nèi)的活動，例如全球性的內(nèi)部會議，你會在這里遇到許多高層領(lǐng)導(dǎo)。軟件公司SAP Global Customer Operations首席人力資源官布里蓋特•麥金尼斯-戴伊表示，充當(dāng)這種角色時，“你更容易引起人們的注意，并且有機(jī)會接觸許多職能部門。這樣的經(jīng)歷將幫你樹立名聲，證明你希望接觸更廣泛的層面，而不是一位只關(guān)心自己工作的工人。”

　　Instead of simply calling up a senior leader in your company for advice over coffee, you could volunteer to support a company-wide initiative, such as a global internal meeting that will include many senior leaders. In that kind of role, “you’re big and visible and touch lots of functional areas,” says Brigette McInnis-Day, chief human resources officer at software firm SAP Global Customer Operations. “Those help you get a name and show you’re broader than just to be a worker at your specific role.”

　　SAP與牛津經(jīng)濟(jì)研究院(Oxford Economics)最近聯(lián)合發(fā)布的勞動力報告顯示，僅有7%的千禧一代員工通過社交得到了職業(yè)發(fā)展，因?yàn)樗麄兏蕾囌?guī)的培訓(xùn)和指導(dǎo)，來提升自己的能力。此外，全球29%的千禧一代員工希望能夠得到更多反饋，39%的千禧一代會因?yàn)槿鄙倥嘤?xùn)和發(fā)展而考慮跳槽。

　　A recent SAP and Oxford Economics workforce report found that only 7% of Millennial workers received professional development through networking, as they rely more on formal training andmentoring for skill development. Also, 29% of Millennial workers globally expect more feedback than they get and 39% would consider leaving their jobs due to a lack of training and development.

　　33歲的克里斯蒂安•休斯是紐約一家保險公司的項(xiàng)目經(jīng)理，在自愿成為一名有關(guān)公司責(zé)任的主題專家時，她認(rèn)識了公司的一位高管，而公司責(zé)任恰好是這位高管的專業(yè)領(lǐng)域。不久，這位高管便為她推薦了公司內(nèi)部和外部的其他人，建議她與這些人接觸，看看是否有更好的機(jī)會。休斯說道：“他為我打開了一扇門……因?yàn)樗麕缀趺總€月都會與我談?wù)撐业穆殬I(yè)發(fā)展情況。”休斯最初也不相信，通過官方輔導(dǎo)計劃能建立如此牢固的關(guān)系。

　　Christian Hughes, 33, a project manager for an insurance company in New York, got to know a senior executive at her firm when she volunteered to become a subject matter expert for corporateresponsibility, his area of expertise. Before long, he was suggesting other people she should meet with internally and externally to talk about opportunities. “It’s really opened up a door … because every month or so he wants to talk to me about my career,” says Hughes, who doubts she would’ve developed such a strong relationship through an official mentoring program.