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

譯者: ZIJIE GAN 審譯者: Melody Tang

It was the spring of 1988

那是 1988 年的春天

when I had the aha moment.

我有了一次頓悟時刻。

I was at my first roundtable,

我當時在我的第一次圓桌會議，

and for those of you who don't know,

對於那些不知道這個詞的人，

the roundtable was a very commonly used phrase on Wall Street

在華爾街，圓桌會議是 一個非常常用的詞彙。

to describe the year-end evaluative process

這個詞形容年終評估

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

分析師、合夥人、 副總裁、經理董事們的過程。

That was the process where they were discussed behind closed doors

這是一個他們被評估者 在閉門狀態下討論的過程。

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

他們圍繞著一個桌子，比如圓桌，

and everyone was put into a category --

將所有人歸類到：

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

高表現組、中表現組，和低表現組。

and then that was translated into a bonus range

這三組分別對應

將會分配給該組成員的獎金範疇。

that would be assigned to each professional.

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

那是我第一次參與這種討論。 而當我觀察時，

I saw that there was one person that was responsible

我看到有一個人

負責記錄每次談話的結果。

for recording the outcome of a conversation.

There were other people in the room that had the responsibility

房間裡的有些人

負責展示所有候選人的案例。

of presenting the cases of all the candidates.

And there were other invited guests who were supposed to comment

那裡還有一些受邀的來賓，

在每一個候選人的職位 被展示時給予評價。

as a candidate's position was presented.

It was interesting to me that those other people

我覺得有趣的是，

那些人比正在 被討論的人的職位更高。

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

and they theoretically had had some interaction with those candidates.

理論上他們與被討論者 有過一些互動。

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

我對於第一次 參與圓桌會議非常興奮，

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

因為我知道我自己的評估 也會是同樣的流程。

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

我的獎金也會 以同樣的方式被決定，

so I wanted to know how it worked,

所以我想知道它是怎麽運作的。

but more importantly,

但更重要的是，

I wanted to understand how this concept of a meritocracy

我想理解這個精英體制的概念

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

是怎麽令與我談過話的 每一個從商學院出來的公司

was selling.

所大力推崇的。

Every time I talked to a company,

每當我跟一個公司談話時，

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

他們會說：「我們的文化、流程， 是精英體制。」

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

你能在這個組織大展宏圖的 途徑就是你很聰明、

you put your head down and you work really hard,

低調行事，並且非常努力工作，

and you'll go right to the top.

然後你便能爬上頂峰。

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

所以這是我能看到 它是如何運作的機會。

So as the process began,

所以當流程開始時，

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

我聽到記錄者 叫了第一個人的名字。

"Joe Smith."

「喬·史密斯。」

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

負責展示的人展示了喬的資料。

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

大約在四分之三的流程時， 有人打斷了，並說：

「這位是很好的員工，十分出色，

"This is a great candidate, outstanding,

has great analytical and quantitative skills.

有很強的分析以及定量技巧。

This is a superstar."

這是位超級明星。」

The recorder then said,

然後記錄者便說：

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

「聽起來喬應該被放在高表現組。」

Second person, Mary Smith.

第二個人， 「瑪麗·史密斯。」

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

當她的展示被做到一半時， 有人說：「紮實的員工。

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

沒有真正特殊的地方， 但中規中矩， 做得不錯。」

The recorder said,

記錄者說：

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

「聽起來瑪麗應該 被放在中表現組。」

And then someone said, "Arnold Smith."

然後有人說：「阿諾德·史密斯。」

Before the person could present Arnold's case,

在那個人展示阿諾德的資料之前，

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

有人說：「災難， 災難。 這個孩子沒有一點頭緒。

Can't do a model."

基本的工作都做不好。」

And before the case was presented,

在他的資料被展示前，

the recorder said,

記錄者說：

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

「聽起來阿諾德應該 被放在低表現組。」

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

那一刻我震驚地說不出話來──

(Laughter)

（笑聲）

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

然後我想，「到時誰會為我發言？」

Who is going to speak for me?

誰會為我發言？

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

這個時刻我才意識到 這個被所有組織推崇的

that every organizations sells is really just a myth.

精英體制的概念 其實真的只是一個迷思。

You cannot have a 100 percent meritocratic environment

你無法擁有一個百分之百的 精英體制的環境，

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

當有人為因素參與到評估的過程。

because by definition,

因為根據定義，

that makes it subjective.

那已經變成了主觀的評估。

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

在那時我知道某人 將會在閉門會議中

arguing on my behalf,

為我發言，

presenting content in such a way

以一種方式呈現有關我的內容，

that other decision makers around that table

使那些圍繞桌子的決策者

would answer in my best favor.

會對我做出有利的回應。

That was a really interesting lesson,

那真是一堂非常有趣的課，

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

然後我問自己： 「那麽，誰會是那個人呢？

What do you call this person?"

你如何稱呼這個人呢？」

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

然後當我思索著 當時熱門的商業術語，

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

我說， 哇 ， 這個人不能是一名職涯導師，

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

因為職涯導師的職責 是給予你量身定做的建議，

tailored specifically to you and to your career aspirations.

為你及你的職業抱負量身打造。

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

他們以一種直言不諱的形式

給予你好的、壞的、 以及醜陋的建議。

in a no-holds-barred way.

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

好。那個人也不能是你的擁護者，

because you don't necessarily have to spend any currency

因為你不必花任何的資金

to be someone's champion.

去成為某人的擁護者。

You don't necessarily get invited to the room

你通常不會被邀請到 一個與外界隔絕的房間

behind closed doors if you're an advocate.

如果你是一名擁護者的話。

It was almost two years later

在幾乎兩年後，

when I realized what this person should be called.

我才意識到該如何稱呼那個人。

I was speaking at the University of Michigan

當時我在密西根大學

to the MBA candidates,

對著工商管理學院的學生們演講，

talking about the lessons that I had learned

談論我在華爾街短暫的三年歷程裡

after my three short years on Wall Street,

所學習到的教訓。

and then it came to me.

那時我突然靈光一現。

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

我說：「喔， 這個與你的利益息息相關的人，

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

或者我應該說， 帶著你的資料進入那個房間的人，

this person who is spending

這個人將用

他寶貴的政治和社會資源在你身上。

their valuable political and social capital on you,

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

這個將要拍桌子推銷你的人，

this is a sponsor.

這是一個保薦人。

This is a sponsor."

這是一個保薦人。」

And then I said to myself,

然後我對自己說：

"Well, how do you get a sponsor?

「那你怎麽得到一個保薦人？

And frankly, why do you need one?"

坦白說， 你為什麽需要一個保薦人？」

Well, you need a sponsor, frankly,

你需要一個保薦人，坦白說，

because as you can see,

是因為你可以看到

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

沒有一個我能想到的評估過程，

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

不論是學術界、醫療界、商業服務，

not one that does not have a human element.

沒有一個不涉及人為因素。

So that means it has that measure of subjectivity.

所以那意味著它有著主觀性的衡量。

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

這個主觀性的衡量 體現在誰代表你展示你的資料。

There is a measure of subjectivity

這個主觀性的衡量

in what they say

體現在他們說的話，

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

以及他們如何解讀 有關你的任何客觀性的數據。

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

這個主觀性的衡量體現在 他們如何表達他們將要陳述的

to influence the outcome.

來影響結果。

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

所以，你需要確保 那個為你說話的人，

that sponsor,

那個保薦人

has your best interests at heart

在內心有為你的最大利益考量，

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

並且擁有力量去實現你的最大利益。

只要是為了你的利益， 他能在那閉門會議中為你爭取到。

to get it done behind closed doors.

Now, I'm asked all the time,

現在，我常被問到

"How do you get one?"

「你怎麽找到這個人？」

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

坦白說，涅槃是當某人 在那個環境中看到你時

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

並且決定， 「我要讓那在你身上實現，

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

我會確保你會成功。」

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

但對於這個房間裡的許多人來說， 我們知道這種情況不會發生。

So let me introduce this concept of currency

所以讓我介紹一個貨幣的概念，

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

並且告訴你它是如何影響 你找到一個保薦人的能力。

There are two types of currency in any environment:

任何環境下都有兩種貨幣：

performance currency and relationship currency.

表現貨幣以及關係貨幣。

And performance currency is the currency that is generated

表現貨幣是產生於

by your delivering that which was asked of you

你如何完成你被要求的工作，

and a little bit extra.

以及你的額外表現。

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

每次你高於人們的期待完成任務時，

you generate performance currency.

你產生了表現貨幣。

It works exactly like the stock market.

它正如股票市場一般運作。

Any time a company says to the street

在任何時間一個公司向華爾街宣布

that they will deliver 25 cents a share

他們預測每股會有 25 分的盈利，

and that company delivers 40 cents a share,

然後那個公司發布了 每股 40 分的盈利，

that stock goes up, and so will yours.

股票就會上漲，你的也會如此。

Performance currency is valuable for three reasons.

三個原因令表現貨幣成為有價值的。

Number one, it will get you noticed.

第一，它會令你被注意到。

It will create a reputation for you.

它會為你創造名聲。

Number two, it will also get you paid and promoted

第二，它也會讓你得到報酬和升遷，

very early on in your career

在你職業生涯的早期

and very early on in any environment.

以及在任何環境的早期。

And number three, it may attract a sponsor.

第三，它也許會吸引到保薦人。

Why? Because strong performance currency

為什麽，因為好的表現貨幣

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

提升了你在那個環境的可視度。

正如我之前說的， 保薦人也許會被你吸引。

such that a sponsor may be attracted to you.

Why? Because everybody loves a star.

為什麽？因為所有人都喜歡明星。

But if you find yourself in a situation

但當你發現你自己處於

一個沒有一個保薦人的狀態，

where you don't have a sponsor,

here's the good news.

這裡有一些好消息。

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

記住你可以行使你的權利

要求有一個保薦人。

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

但現在另外一個貨幣變得更重要了。

That is the relationship currency,

那就是關係貨幣。

and relationship currency is the currency that is generated

關係貨幣產生於 你在你的環境下對人所做的投資，

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

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

你在你的環境下對人所做的投資。

You cannot ask someone to use their hard-earned

你不能要求某人去用

他們努力賺來的 個人影響力貨幣在你身上，

personal influential currency on your behalf

if you've never had any interaction with them.

如果你和他們從未有過互動。

It is not going to happen.

這是不會發生的。

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

所以重要的是， 你要花時間去建立關係，去互動，

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

並且去了解那些處於你環境中的人。

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

更重要的是給予他們機會去了解你。

Because once they know you,

因為一旦他們認識你了，

there's a higher probability that when you approach them

就會有更高的可能性， 當你接觸他們

to ask them to be your sponsor,

請求他們成為你的保薦人時，

they will in fact answer in the affirmative.

他們事實上會給予肯定的答覆。

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

現在，如果你同意我的話 並認為你需要有一個保薦人，

let's talk about how you identify a sponsor.

讓我們談談如何識別保薦人吧。

Well, if you're looking for a sponsor,

如果你正在尋找一個保薦人

they need to have three primary characteristics.

他們需要擁有三個基礎的特徵。

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

第一，他們得在決策桌有一席之地，

they need to have exposure to your work

他們必須知道你的工作表現，

in order to have credibility behind closed doors,

才能在閉門會議中有公信度。

and they need to have some juice,

並且他們需要有 「果汁」，

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

或者換個說法，他們最好有些權力。

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

擁有這三個特徵是非常重要的。

And then once you have identified the person,

一旦你已經識別了這個人。

how do you ask for one?

你怎麽得到這位保薦人呢？

The script goes like this.

劇本是這樣子的。

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

「吉姆，我對於被今年 被升職非常有興趣。

I've had an amazing year

我今年的表現非凡，

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

我已竭盡所能證明我的能力，

or my readiness for this promotion,

以及我足夠擔當這個職位。

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

但我知道必須有個人在閉門會議裡

arguing on my behalf and pounding the table.

代表我爭辯以及推銷我。

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

你了解我，你知道我的表現， 你也知道客戶對我的的評價，

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

所以我希望你能有信心地 為我爭取。」

If Jim knows you

如果吉姆了解你，

and you have any kind of a relationship,

並且你和他有某種關係，

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

那他非常可能給你肯定的答覆。

and if he says yes,

並且如果他答應了，

he will endeavor to get it done for you.

他會盡力去幫你爭取。

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

但也有可能吉姆會說不，

and if he says no, in my opinion,

在我看來，如果他拒絕，

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

只有可能有三種理由。

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

第一，他不覺得 他充分了解你的工作表現，

to have real credibility behind closed doors

足以在閉門會議時， 有真正的公信度，

to be impactful and effective on your behalf.

能有效的，並且有力地為你說話。

The second reason he may tell you no

第二個他可能拒絕你的原因是

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

你覺得他有能力去幫你，

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

但他知道他沒有那種權力，

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

並且他不會在與你的談話中承認。

(Laughter)

（笑）

And the third reason that he would tell you no,

第三個他可能拒絕你的原因是

he doesn't like you.

他不喜歡你。

He doesn't like you.

他不喜歡你。

(Laughter)

（笑）

並且那是可能發生的。

And that's something that could happen.

But even that will be valuable information for you

但甚至那個對你來說 也是寶貴的信息。

that will help to inform your next conversation with a sponsor

那會幫助你在與 下一個保薦人的談話，

that might make it a little bit more impactful.

可能讓它變得更有效一點。

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

我無法更加強調 有一個保薦人有多麽重要。

It is the critical relationship in your career.

在你的職業生涯， 這是一個十分關鍵的關係。

A mentor, frankly, is a nice to have,

坦白說，擁有一個導師是不錯的，

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

沒有導師，你仍然能在職場中 生存很長的時間，

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

但如果你沒有保薦人， 你很難在公司中攀升。

It is so critical that you should ask yourself regularly,

這重要到你應該經常問你自己，

"Who's carrying my paper into the room?

「誰是那個帶著我的資料 走進房間的人？

Who is carrying my paper into the room?"

誰是那個帶著我的資料 走進房間的人？」

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

如果你回答不上來那個人是誰，

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

那麽我會告訴轉移 你一些勤勉的精力，

into investing in a sponsor relationship,

來投資一個與保薦人的關係，

because it will be critical to your success.

因為這對於你的成功是十分關鍵的。

And as I close, let me give a word

在結束這次演說前， 讓我以幾句話

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

給予這個房間裏的未來的保薦人。

If you have been invited into the room,

如果你被邀請到一個房間，

know that you have a seat at that table,

你知道你在那裏有一席之地，

and if you have a seat at the table,

如果你在那裏有一席之地，

you have a responsibility to speak.

那麽你就有責任去發言。

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

别浪費你的權力去 擔心人們將要說些什麽，

and whether or not they think you might be supporting someone

不管他們是否認為 你是否在支持某人，

just because they look like you.

只是因為他們與你相似。

If somebody is worthy of your currency,

如果有人值得你花你的貨幣，

spend it.

就花吧。

One thing I have learned after several decades on Wall Street

在華爾街的幾十年中 我學習到了一件事，

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

那就是送出力量 是增長你力量的方式，

and your voice is at the heart.

而且你的聲音就是核心。

(Applause)

（掌聲）

And your voice is at the heart of your power.

並且你的聲音就在 你的權力的中心。

Use it.

使用它吧。

Thank you very much.

非常感謝你們。

(Applause)

（掌聲）