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

Translator: Zabikhulla Saipov Reviewer: Nazarbek Nazarov

It was the spring of 1988

1988-yilning bahor faslida

when I had the aha moment.

mening hayolimga ajoyib bir fikr keldi.

I was at my first roundtable,

Mening ilk davra suhbatim mobaynida,

and for those of you who don't know,

bu haqda bilmaganlar uchun izoh bersam,

the roundtable was a very commonly used phrase on Wall Street

davra suhbati Uol-Stritda ommabop bo'lgan

to describe the year-end evaluative process

yil yakuni sarhisob qilinadigan jarayon bo'lib,

for analysts, associates, vice presidents, all the way up to managing directors.

analitik, hamkor, vitse-prezidentdan tortib boshqaruvchilargacha qamrab oldi.

That was the process where they were discussed behind closed doors

Bu bahs-muhokamalar yopiq eshiklar ortida,

around a table, i.e. the round table,

davra suhbati, ya'ni stol atrofida kechgan

and everyone was put into a category --

hamda har bir shaxs tabaqalarga -

the top bucket, the middle bucket, the lower bucket --

oliy, o'rta toifa va quyi toifalarga bo'lib,

and then that was translated into a bonus range

so'ngra ular bonus sinflariga taqsimlandi.

that would be assigned to each professional.

Bu har bir professionallik darajasiga qarab belgilandi.

This was my first time there, and as I observed,

U yerda ilk bor bo'lib, kuzatar ekanman,

I saw that there was one person that was responsible

bir kishi suhbat natijasini tasmaga

for recording the outcome of a conversation.

yozishga mas'ul ekanligini ko'rdim.

There were other people in the room that had the responsibility

Xonada barcha nomzodlarning ishlarini taqdim

of presenting the cases of all the candidates.

etishga mas'ul bo'lgan boshqa kishilar ham bor edilar.

And there were other invited guests who were supposed to comment

Shuningdek, boshqa taklif etilgan mehmonlar ham bo'lib, ular

as a candidate's position was presented.

taqdim etilayotgan nomzodlarga sharh berishlari lozim edi.

It was interesting to me that those other people

Menga shunisi qiziq ediki, mazkur boshqa insonlar o'z

were folks who were more senior than the folks that were being discussed

martabalari jihatidan muhokama qilinayotganlardan ko'ra ancha salmoqli edi,

and they theoretically had had some interaction with those candidates.

va ular nazariy jihatdan zikr etilgan nomzodlar bilan muayyan aloqaga ega edilar.

Now, I was really excited to be at this roundtable for the first time,

Hozirda men ilk bora shu davra suhbatida bo'lganimdan nihoyatda mamnunman,

because I knew that my own process would go through this same way,

chunki o'zim ham shu jarayonni bosib o'tishimni

and that my bonus would be decided in the same way,

va mening imtiyozlarim aynan shu yo'l orqali hal etilishini bilar edim.

so I wanted to know how it worked,

Shuning uchun men bu uslubning mexanizmi,

but more importantly,

eng muhimi esa maqsadim

I wanted to understand how this concept of a meritocracy

meritokratiya, ya'ni munosiblarni saralash konsepsiyasining afzalliklariga

that every company that I talked to walking out of business school

bitirgan biznes universitetimdan tortib men suhbatlashgan har bir kompaniya tomonidan

was selling.

qay yo'sinda ishontirilayotganini anglab yetish edi.

Every time I talked to a company,

Har safar kompaniyalar bilan suhbatimda

they would say, "Our culture, our process, is a meritocracy.

ular menga: "Qadriyatlarimiz, jamiyki jarayonimiz meritokratiyadan iborat", deyishar edi.

The way you get ahead in this organization is that you're smart,

Bunday tashkilotda ilgarilash uchun siz aqlli bo'lsangiz,

you put your head down and you work really hard,

boshingizni ko'tarmasdan, chinakamiga qattiq ishlasangiz

and you'll go right to the top.

albatta eng cho'qqiga ko'tarilasiz.

So here was my opportunity to see exactly how that worked.

Demak, bu aynan qanday kechishiga shohid bo'lish uchun imkoniyat edi.

So as the process began,

Shunday qilib jarayon bo'shlanar ekan,

I heard the recorder call the first person's name.

men yig'ilish bayonnomachisi birinchi shaxs ismini chaqirganini eshitdim.

"Joe Smith."

"Jou Smit".

The person responsible for presenting Joe's case did just that.

Jouning ishini taqdim etishga mas'ul ham shunday qildi.

Three quarters of the way through, someone interrupted and said,

Taqdimotning so'nggi uchinchi qismida kimdir gapni bo'lib, dedi:

"This is a great candidate, outstanding,

"Bu ajoyib nomzod, nihoyatda,

has great analytical and quantitative skills.

u noyob tahliliy va miqdoriy malakalar sohibi.

This is a superstar."

Bir so'z bilan aytganda superyulduz".

The recorder then said,

Bosh bayonnomachi keyin dedi:

"Sounds like Joe should go in the top bucket."

"Demak, Jou oliy tabaqa toifasiga mansub".

Second person, Mary Smith.

Ikkinchi kishi, Meri Smit.

Halfway through that presentation, someone said, "Solid candidate.

O'sha taqdimot o'rtasida, kimdir dedi: "Pishiq nomzod.

Nothing really special, but a good pair of hands."

Ajralib turuvchi aytarlik fazilatlari bo'lmasada, dastyorlikka yaraydi".

The recorder said,

Bayonnomachi dedi:

"Sounds like Mary should go in the middle bucket."

"Meri o'rta toifaga mansub ekanda".

And then someone said, "Arnold Smith."

Keyin kimdir aytdi: "Arnold Smit".

Before the person could present Arnold's case,

Arnoldning ishini taqdim etuvchi kishi og'zini ochmasdan

somebody said, "Disaster. Disaster. This kid doesn't have a clue.

kimdir: "Falokat, ofat. Bu bolaning tuturig'i yo'q.

Can't do a model."

Standartlarimizga monand emas", dedi.

And before the case was presented,

Nomzod ishi taqdimotidan avval

the recorder said,

bayonnomachi aytdi:

"Sounds like Arnold should go in the bottom bucket."

"Demak, Arnold quyi toifaga boradi".

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

Aynan o'sha lahzalarda men ushladim ... marvaridlarimni

(Laughter)

(Kulgu)

and said, "Who is going to speak for me?"

o'zimga-o'zim "Mening nomimdan kim gapirar ekan-a?" dedim.

Who is going to speak for me?

Kim mening nomimdan gapiradi?

It was that moment that I realized that this idea of a meritocracy

O'sha onda men angladimki, meritokratiya g'oyasi

that every organizations sells is really just a myth.

o'sha har bir tashkilot so'ylaydigan fikr, shunchaki afsona ekan.

You cannot have a 100 percent meritocratic environment

Siz 100 foiz malaka va bilim asoslangan muhitga ega bo'la olmaysiz.

when there is a human element involved in the evaluative equation,

Gap shundaki, baholash mezonida inson omili mavjud,

because by definition,

chunki, o'z nomi va tavsifi bilan

that makes it subjective.

biri ikkinchisini noxolisga chiqaradi.

I knew at that moment that somebody would have to be behind closed doors

O'sha lahzada men anglayotgan edimki, yopiq eshiklar ortida

arguing on my behalf,

mening nomimdan mulohaza yuritayotgan inson

presenting content in such a way

meni shunday taqdim etayotganda,

that other decision makers around that table

qaror qabul qiluvchilar davra atrofida o'tirib

would answer in my best favor.

mening foydamga javob berayotgan edi.

That was a really interesting lesson,

Bu nihoyatda mushohada uchun saboq bo'ldi,

and then I said to myself, "Well, who is that person?

va o'zimga-o'zim "Xo'sh, o'sha inson kim?

What do you call this person?"

Bu insonni qanday nomlash mumkin?", dedim.

And as I thought about the popular business terms at the time,

O'sha vaqtda ommalashgan atama xususida o'ylab,

I said, wow, this person can't be a mentor,

dahshat, bu inson murabbiy bo'lishga noloyiq,

because a mentor's job is to give you tailored advice,

chunki, murabbiyning vazifasi aslida sizga mos maslahatni berish

tailored specifically to you and to your career aspirations.

aynan sizga va sizning istiqbolingizdagi orzu-umidlaringizga yo'naltirilgan bo'lishi kerak, dedim.

They're the ones who give you the good, the bad and the ugly

Yaxshining yaxshiligini, yomonning yomonligini

in a no-holds-barred way.

hech qanday cheklovlarsiz ayta oluvchilar bor.

OK. Person can't be a champion or an advocate,

Albatta, duch kelgan kishi himoyachi - advokat bo'la olmaydi,

because you don't necessarily have to spend any currency

chunki kimningdir himoyachisi bo'lish uchun

to be someone's champion.

pul sarflab o'tirish shart emas.

You don't necessarily get invited to the room

Albatta siz alohida xonaga chaqirtirilib, yopiq

behind closed doors if you're an advocate.

eshiklar ortida advokat bo'lishingizga hojat yo'q.

It was almost two years later

Deyarli ikki yil o'tib, bu kishi

when I realized what this person should be called.

qanday atalishi lozimligini tushunib yetdim.

I was speaking at the University of Michigan

Men Michigan universitetida so'zga chiqib,

to the MBA candidates,

bo'lg'usi biznes boshqaruvi magistrlariga

talking about the lessons that I had learned

chiqargan saboqlarim haqida gapirar ekanman,

after my three short years on Wall Street,

Uoll-Stritda o'tgan qisqa uch yillik faoliyatimdan keyin

and then it came to me.

menda bir fikr uyg'ondi.

I said, "Oh, this person that is carrying your interest,

Iye, bu inson axir sening manfaatlaringdan xabardor kishi-ku,

or as I like to say, carrying your paper into the room,

yoxud aytish mumkinki, hujjatlaringni xonaga ko'tarib kiruvchi

this person who is spending

bu inson shundayki, u sizga nisbatan o'zining

their valuable political and social capital on you,

qimmatli siyosiy va ijtimoiy vaznlarini sarflaydi,

this person who is going to pound the table on your behalf,

bu inson sizning nomingizdan stolni taqillatadi,

this is a sponsor.

bu - homiyku.

This is a sponsor."

Bu - homiy.

And then I said to myself,

Keyin esa o'zimga aytdim,

"Well, how do you get a sponsor?

"Xo'sh, qanday qilib homiyga ega bo'lasan?

And frankly, why do you need one?"

Va ochig'ini aytganda, sizga nega homiy kerak?".

Well, you need a sponsor, frankly,

O'zi siz homiyga muhtojsiz, rosti.

because as you can see,

Chunki, ma'lumki,

there's not one evaluative process that I can think of,

bilishimcha, baholash jarayoni bir bosqichdan iborat emas,

whether it's in academia, health care, financial services,

xoh akademik, xoh sog'liqni saqlash, xoh moliyaviy xizmatlar sohasi bo'lsin,

not one that does not have a human element.

bular inson omili mavjud bo'lmagan sohalar emas.

So that means it has that measure of subjectivity.

Demak bu noxolis yondashuv mezoni borligini anglatadi.

There is a measure of subjectivity in who is presenting your case.

Sizning ishingizni taqdim etuvchi shaxsda subyektivlik o'lchami bor.

There is a measure of subjectivity

Subyektivlik o'lchovi

in what they say

ular nimalar deyishlarida sizda mavjud

and how they interpret any objective data that you might have.

obyektiv ma'lumotni qanday talqin etishlarida namoyon bo'ladi.

There is a measure of subjectivity in how they say what they're going to say

Subyektivlik o'lchovi qanday bayon etishlari va nimani aytishlarida

to influence the outcome.

pirovard natijaga ta'sir etadi.

So therefore, you need to make sure that that person who is speaking,

Shu bois amin bo'lishingiz kerakki, so'zga chiqayotgan kishi

that sponsor,

sizning himoyachingiz

has your best interests at heart

qalbida sizning eng maqbul manfaatlaringiz bo'lsin

and has the power to get it, whatever it is for you,

va u ularga erishishga qodir bo'lsin, nima bo'lsa ham

to get it done behind closed doors.

yopiq eshiklar ortida uni uddalasin.

Now, I'm asked all the time,

Endilikda, mendan hamisha so'rashadi:

"How do you get one?"

"Siz bunga qanday erishasiz?"

Well, frankly, nirvana is when someone sees you in an environment

Ochig'i, nirvana shunday ideal muhitki unda odamlar

and decides, "I'm going to make it happen for you.

"men buni siz uchun amalga oshiraman, siz

I'm going to make sure that you are successful."

muvaffaqiyatli bo'lishingiz uchun ishonch hosil qilaman", deb qaror qiladi.

But for many of us in this room, we know it doesn't really happen that way.

Ammo shu yerdagilarning aksariyati bilamizki, bu aslida bunday ro'y bermaydi.

So let me introduce this concept of currency

Kelinglar, muomala tamoyilini tushintirib

and talk to you about how it impacts your ability to get a sponsor.

homiyingizni topish qobiliyatingizga qanday ta'sir etishi haqida gapirsam.

There are two types of currency in any environment:

Istagan holatda ikki xil masala vujudga keladi:

performance currency and relationship currency.

bu ijro masalasi va munosabatlar masalasi.

And performance currency is the currency that is generated

Ijro masalasi shunday holat bo'lib, unda

by your delivering that which was asked of you

sizdan so'ralgan narsa

and a little bit extra.

hamda bir oz undan ortiqrog'i boladi.

Every time you deliver upon an assignment above people's expectations,

Har safar vazifani odamlar kutganidan ko'prog'ini

you generate performance currency.

uddalasangiz ijro holatini yuzaga keltirasiz.

It works exactly like the stock market.

Bu xuddi birjadagi singari ro'y beradi.

Any time a company says to the street

Qachondir bir kompaniya jamoatchilikka

that they will deliver 25 cents a share

ulushning 25 sentini to'layman desa,

and that company delivers 40 cents a share,

ular ulushning 40 sentini to'laydilar, birjadagi

that stock goes up, and so will yours.

aksiyalar o'sar ekan, sizniki ham oshadi.

Performance currency is valuable for three reasons.

Ijro masalasi uch sababdan salmoqli.

Number one, it will get you noticed.

Birinchidan, u sizni nazarga tushirtiradi.

It will create a reputation for you.

U sizga nufuz keltiradi.

Number two, it will also get you paid and promoted

Ikkinchidan, u sizga daromad va lavozimni

very early on in your career

kasbiy tajribangizda barvaqt olib keladi.

and very early on in any environment.

Va istagan muhitda ham juda erta sodir bo'ladi.

And number three, it may attract a sponsor.

3-dan esa, bu homiyni jalb etishi mumkin.

Why? Because strong performance currency

Nega? Chunki, kuchli ijro

raises your level of visibility in the environment, as I said earlier,

jamoadagi obro' darajangizni oshiradi va

such that a sponsor may be attracted to you.

avval aytganimdek, homiyning o'zi kelishi mumkin.

Why? Because everybody loves a star.

Nega? Chunki, hamma yulduzlarni xush ko'radi.

But if you find yourself in a situation

Mabodo bir vaziyatda

where you don't have a sponsor,

homiyni topa olmasangiz,

here's the good news.

quyidagicha xushxabar bor.

Remember that you can exercise your power and ask for one.

Yodingizda bo'lsin, vakolatingizdan foydalanib, homiy so'rashingiz mumkin.

But here's where the other currency is now most important.

Mana endi, boshqa eng muhim fazilat haqida.

That is the relationship currency,

Bu munosabatlar masalasidir.

and relationship currency is the currency that is generated

Munosabatlar jihati tevarak-atrofingizdagi

by the investments that you make in the people in your environment,

kishilarga sarmoya kiritish orqali erishiladi,

the investments that you make in the people in your environment.

atrofingizdagi kishilarga ko'maklashish orqali erishiladi.

You cannot ask someone to use their hard-earned

Siz mutlaqo tanimagan odamingizdan

personal influential currency on your behalf

misqollab orttirilgan shaxsiy obro'larini sizning

if you've never had any interaction with them.

nomingizdan foydalanishni so'ray olmaysiz.

It is not going to happen.

Bu bunday kechmaydi.

So it is important that you invest the time to connect, to engage

Shuning uchun muhimi atrofingizdagi odamlar bilan

and to get to know the people that are in your environment,

bog'lanish, muloqot qilish va tanishishga vaqt sarflash,

and more importantly to give them the opportunity to know you.

va eng muhimi ularga sizni bilish imkonini taqdim eitshingiz kerak.

Because once they know you,

Chunki ular sizni bilishsa,

there's a higher probability that when you approach them

katta ehtimol bilan murojaat qilganingizda

to ask them to be your sponsor,

homiyim bo'ling deb,

they will in fact answer in the affirmative.

javoblari albatta ijobiy bo'ladi.

Now, if you're with me and you agree that you have to have a sponsor,

Endi homiyga ega bo'lish kerak degan fikrimga qo'shilsangiz,

let's talk about how you identify a sponsor.

homiyni qanday aniqlash haqida suhbatlashsak.

Well, if you're looking for a sponsor,

Agar homiyni axtarayotgan bo'lsangiz,

they need to have three primary characteristics.

ular 3 ta asosiy fazilatga ega bo'lishlari kerak.

Number one, they need to have a seat at the decision-making table,

1-dan ular qaror qabul qiluvchi davrada kursiga ega bo'lishlari,

they need to have exposure to your work

ish faoliyatingizdan xabardor bo'lishlari,

in order to have credibility behind closed doors,

zero yopiq eshiklar ortidan kuzata olsin,

and they need to have some juice,

ularda muayyan salohiyat bo'lishi kerak,

or let me say it differently, they'd better have some power.

boshqacha aytganda kuch bo'lishi kerak.

It's really important that they have those three things.

Ularda o'sha uch narsa bo'lishi juda muhim.

And then once you have identified the person,

Tegishli shaxsni aniqlab olganingizdan so'ng

how do you ask for one?

buni qanday qilib so'raysiz?

The script goes like this.

Ssenariy quyidagi tartibda bo'ladi:

"Jim, I'm really interested in getting promoted this year.

"Jim, shu yili lavozim pillapoyalaridan ko'tarilishdan nihoyatda manfaatdorman

I've had an amazing year

O'tgan yil men uchun samarali bo'ldi

and I cannot show this organization anything else to prove my worthiness

va ushbu tashkilotga o'z loyiqligim yoki tayyorligimni

or my readiness for this promotion,

isbotlash uchun hech narsani ko'rsata olmayman

but I am aware that somebody has to be behind closed doors

lekin kimdir yopiq eshiklar ortida hozir bo'lib

arguing on my behalf and pounding the table.

nomimdan davrada fikr yuritishidan voqifman.

You know me, you know my work and you are aware of the client feedback,

Siz meni taniysiz, ishlarimdan xabardorsiz va xaridorlarning taklif-mulohazalaridan voqifsiz,

and I hope that you will feel comfortable arguing on my behalf."

va umid qilamanki, mening nomimdan bahs yuritish sizga malol kelmaydi".

If Jim knows you

Mabodo Jim sizni bilsa

and you have any kind of a relationship,

va muayyan munosabatlarga ega bo'lsangiz

there's a very high probability that he will answer yes,

uning rozilik berish ehtimoli ancha yuqori bo'ladi.

and if he says yes,

Agar u inson xo'p desa,

he will endeavor to get it done for you.

u en uchun ham harakat qilib ko'radi.

But there's also a shot that Jim might say no,

Lekin, Jimning yo'q deyish ehtimoli bor

and if he says no, in my opinion,

va agar u yo'q desa, mening fikrimcha,

there's only three reasons that he would tell you no.

u sizga yo'q deyishiga uch sabab bor.

The first is he doesn't think that he has enough exposure to your work

1-dan, u faoliyatingizdan yetarli voqifman, deb hisoblamaydi.

to have real credibility behind closed doors

Yopiq eshiklar ortidan haqiqiy vakolatga ega bo'lish

to be impactful and effective on your behalf.

nomingizdan ta'sirli va samarali bo'lish uchun yetarli deb hisoblamaydi.

The second reason he may tell you no

Uning rozi bo'lmasligiga ikkinchi sabab,

is that you think he has the juice to get it done,

sizning u bunga qodir degan fikringizdir,

but he knows that he does not have the power to do it

ammo u bunga qurbi yetmasligini biladi

and he is not going to admit that in that conversation with you.

va buni u siz bilan suhbatda tan olmaydi.

(Laughter)

(Kulgu)

And the third reason that he would tell you no,

Va sizga monelik qiladigan 3-bahona -

he doesn't like you.

u sizni yoqtirmaydi.

He doesn't like you.

Siz unga yoqmaysiz.

(Laughter)

(Kulgu)

And that's something that could happen.

Va bu sodir bo'lishi mumkin.

But even that will be valuable information for you

Lekin hatto bu siz uchun muhim ma'lumot bo'lib,

that will help to inform your next conversation with a sponsor

homiy bilan navbatdagi suhbatga tayyorlanishda

that might make it a little bit more impactful.

oz bo'lsada salmoqliroq xizmat qiladi.

I cannot tell you how important it is to have a sponsor.

Homiyga ega bo'lishning ahamiyatini ta'riflarshga til ojiz.

It is the critical relationship in your career.

Bu sizning kasbiy o'sishingizdagi muhim munosabatdir.

A mentor, frankly, is a nice to have,

Murabbiyga ega bo'lish ochig'i zo'r ish,

but you can survive a long time in your career without a mentor,

lekin murabbiysiz ishingizda uzoq yashab ketishingiz mumkin,

but you are not going to ascend in any organization without a sponsor.

ammo hech qaysi tashkilotda homiysiz ko'tarila olmaysiz.

It is so critical that you should ask yourself regularly,

Shuning uchun muntazam ravishda o'zingizdan,

"Who's carrying my paper into the room?

"Hujjatlarimni tegishli xonaga kim olib kiryapti?

Who is carrying my paper into the room?"

Mening hujjatlarimni xonaga kim olib kirmoqda?",

And if you can't answer who is carrying your paper into the room,

deb so'rashingiz lozim. Agar bunga javobingiz

then I will tell you to divert some of your hardworking energies

bo'lmasa aytgan bo'lardimki sa'y-harakatingizni

into investing in a sponsor relationship,

homiy aloqalariga sarflashga yo'naltiring,

because it will be critical to your success.

chunki bu muvaffaqiyatingiz kalitidir.

And as I close, let me give a word

Fikrimni yakunlar ekanman, so'zlarimni shu yerda

to the would-be sponsors that are in the room.

jam bo'lgan bo'lg'usi homiylarga yo'naltirishga ijozat bersangiz.

If you have been invited into the room,

Bordiki sizlar mo'tabar dargohga taklif etilgan bo'lsangiz

know that you have a seat at that table,

bilingizkim, o'sha kursida joyingiz bo'ladi,

and if you have a seat at the table,

va agar kursi egasi bo'lganingizdan so'ng

you have a responsibility to speak.

sizda fikr bildirish mas'uliyati bo'ladi.

Don't waste your power worrying about what people are going to say

Odamlarning gap-so'ziga parvo qilib kuchingizni zoye ketgazmang,

and whether or not they think you might be supporting someone

shuningdek, ularning fikridan qat'iy nazar madad

just because they look like you.

berayotgan kimsa o'zingiz singari bo'lsa-da.

If somebody is worthy of your currency,

Agar shijoatingizga munosib bo'lsa,

spend it.

uni sarflang.

One thing I have learned after several decades on Wall Street

Uoll-stritdagi bir necha o'n yillik ishimdan olgan sabog'im,

is the way to grow your power is to give it away,

o'z qudratingizni oshirish yo'li - uni boshqalarga berish ekan,

and your voice is at the heart.

va yuragingizdagi sizning ovozingizdir.

(Applause)

(Qarsaklar)

And your voice is at the heart of your power.

Ovozingiz esa qudratingizning yuragidadir.

Use it.

Undan foydalaning.

Thank you very much.

Katta rahmat.

(Applause)

(Qarsaklar)