Figure out how much you should be paid (and three cheers for transparent salaries)

算算你到底应拿多少钱?(为透明薪水制度欢呼)

Do you know the salary of every employee at your company? I think you should.

你知道你们公司每个员工的薪资水平么?我认为你应该知道。

I mean, who is being protected by secret salaries? Certainly not the employee—the more transparent salaries are, the more accurately an employee can assess his or her value to a company.

我的意思是说,薪酬保密到底保护了谁?显然不是员工,因为越是公开透明的薪酬制度才能够更加准确的让员工核定自己对公司的价值。

You’d think that companies benefit from secret salaries and that’s why they keep them secret, but really, if salaries were 100% accurate—perfectly pegged at the employee’s worth to the company—then the company would have no problem revealing all salaries.

你肯定已经想到是公司从薪酬保密制度中获利,这也是为什么他们一直要坚持薪酬保密制度的原因,但事实上,如果薪酬是百分之百的准确——完美的和员工对公司的价值相匹配——那么这个公司却可以公开薪酬制度。

The only people who benefit from secret salaries is the human resources department. If they make an error, they can hide it. No one will know. And then they can make ten errors. Because no one knows if the secret salaries are hiding one error or one hundred.

所以,唯一能够从公司保密薪酬制度中获利的只有人事部门。一旦他们犯了一个错误,他们可以利用保密制度而掩盖。没有人会知道。接下来,他们可能会犯数十个错误。因为,没有人会知道薪酬保密制度下会掩藏着一个还是一百个错误。

So large companies keep salaries under wraps in order to hide all the mistakes, making the cost of transparency high. But today smaller companies often make salaries totally transparent.

所以,大公司总是将薪水重重包裹起来以掩藏他们所犯的错误,使透明化的成本变的更高。

I haven’t done it quite yet with my own company, but I’m going to. I’ve been giving everyone some data just to get them ready for the big picture. Almost everyone is not happy, because even in my little start-up, I’ve made salary errors.

我也没有能够对我的公司完全实施薪水透明化,但是我正在进行中。我过去一直会告诉大家一些信息以便他们为自己更大的远景做准备。大多数人并不开心,因为即使在我的小小开始的时候,我就已经犯下了很多薪资考核的错误。

For example, the person who was underpaid was not so much jubilant about a potential raise, but upset about his current underpayment. The person who’s losing the housing allowance mostly for tax purposes does not seem to mind. The person who is making way more than everyone else minds a lot that I’m planning on revealing everyone’s salaries. But honestly, I think that person will work much harder if everyone knows the truth. And it should be that way.

举例来说,这样一个人他对可能的薪资增长并不是很开心,但却对现有的缴付不足而郁郁不欢。这个人摒弃自己的住房补贴却为了税收目的并不关心。有的人比其他任何人都更在乎我要公开薪水制度。不管怎样,坦诚的说,我认为人们一旦知道真相会更加努力工作。并且这本来就应该这样。

This experience has taught me that you should always try to get to a company that has out-in-the-open salaries, because that means you have more out-in-the-open managers—managers that have so much self-confidence in their ability to value accurately a business contribution that they can set airtight salaries and stand by them.

这个经验告诉我你应该让一个公司保持薪酬公开制,因为这意味着你也有着更多公开的职业经理人,而这些经理们则会对他们的准确核定一个业务贡献价值能力更加自信,以至于他们能够设定一个严密的薪酬制度并且遵守这些制度。

Of course, most companies are not there yet. Especially the larger ones. Fortunately a bunch of companies have arrived with tricked-out tools for figuring out what you should be getting paid. And what your co-workers should earn as well. Here’s a sampling of the top tier of those companies:

当然,大多数公司还没有实现。尤其是那些更大的公司。幸运的是,一些公司已经发现一些有效工具如何考评员工薪酬。以及你的同事该得到多少薪酬。下面是一些有效的工具对于那些公司的顶层人物:

Payscale.com is my favorite. In fact, I like them so much that I was mentioning them in all my speeches and then I asked them to do a sponsorship with me. (And they did.) So, anyway, the reason I like Payscale is that they systematically collect data in very specific categories so you can match your situation—years of experience, geography, education—to get your real value in the market. Bonus: These are the people who bring you statistics on the real cost of corporate meetings.

Salary.com is a good one if you are trying to get a raise. Salary.com is not as thorough as Payscale with its data collection. So employers generally favor Payscale. But Salary.com skews higher than Payscale, so if you have to bring a first number to the negotiating process, use Salary.com. Bonus: These are the people who bring you the statistics on how much a housewife is worth.

But really, if companies are smart, the conversation about salary will go quickly. You tell the company how much you’re worth. You bring very good data to back that up, and the company pays it. Then other factors like company culture become much more important.

That’s where Glassdoor comes in. It’s US magazine for the company you are considering—a little gossipy, with first-hand information about companies from the people who suffer in them. Bonus: Glassdoor is a new company and there are not a lot of competing perspectives on the site yet. So if you drop a bomb about the place you work, it’ll hit hard.

下面的这几段内容,我就不翻译了。其实,翻译这篇文章,主要是因为自己一直也从来没有注意到和思考过这个问题,到底应该是薪酬保密制度还是薪酬公开制度?

自始至终,在我们的印象中,外企都是薪资保密制的。并且,凡是有点和西方社会挂上钩的所谓个人隐私问题,也一直影响着现在中国薪资市场。

众所周知,直接询问对方赚多少钱,在国外是一种非常不礼貌的行为。而在国内,大多数朋友也还是会忍不住问周围身边朋友的薪水,一方面可能由于好奇心,而另一方面,可能是因为自己对自己在公司的这个位置上到底应该拿多少钱,仍有些糊涂。

后来也陆续跟在国内的几个自己开公司的朋友聊天,从他们的观点中,我看到大多数人还是希望薪酬保密的。

之前在我看来,如果是同一个职位,不同的人应该拿到相同的薪资水平。然后后来才意识到:

1. 同一位置的不同时期招收的员工薪酬未必一样。因为这与公司对这个职位的定义和薪酬预算,更与经济环境以及社会上的走势有关。好比,经济危机时的员工薪酬的划定可能就会比繁荣时薪酬的预算要少。

2. 不同的职位工作内容、性质等等不一。但是貌似每个人都觉得自己是世界上最忙的人,如果用这个感觉去衡量,那么每个人都希望自己能拿到比别人高的工资水平。

但是,在国内的环境中,唯一的一个不足点就是:很难做到真正的薪酬保密!

很多人依然习惯性的追问他人的薪水,按照中国的人情逻辑,若是不告知有些不妥,若是告知则又与自身有些矛盾,但是很多人往往选择了告知。那么,消息总归是一传十,十传百,然后就会让公司里员工的薪资水平貌似是保密实则大家心里已经有数,于是就进行着明争暗斗或者勾心斗角。

所以,我不是不赞同薪酬保密,也不是非常赞同薪酬公开,但是若是,国内的公司能够真正做到薪酬保密倒也无妨。只是国内的外企都做的差强人意。所以各有利弊也要适当取舍。

[每周翻译] 快速调整个人形象

原文:Quick fixes for image problems

作者:Penelope Trunk

翻译:Oneleo

You know that people make snap judgments about you based on your appearance. But it turns out that most of those judgments are right. In a study where people viewed photos of CEOs, the people were able to guess the personalities of the CEOs accurately just by looking at their photo. (Hat tip: Recruiting Animal)

你知道人们总是从你的外表给你一个快速评价(也可以称之为第一印象),而通常这些第一印象的大多数都还是比较准确的。在一个研究当中,让人们看众多CEO 的照片,人们就可以只是通过照片而能猜到这些CEO真正的个人特性。

Sometimes it’s about body language, and sometimes it’s about tone of voice (the Economist reports that men with appealing voices are better looking, and better looking men are smarter). One of the easiest ways to change peoples’ perceptions of you is with your clothes. I have hired a consultant to help me with this (recommended) and I have managed my wardrobe myself, on camera (not recommended).

有的时候,可能是肢体语言,有的时候也可能是声音的音调(经济学人报道说,那些有着好听的声音的人一般相貌也会好,而那些看起来长得不错的那些人也更聪明)。一个最简单的改变一个人对于你看法的便是你的衣着。我曾经雇了一个顾问专门在这个问题上帮我(推荐),同时我自己也用照相机管理着自己的衣柜(不推荐)。

So I’m not great at telling you how to make your voice more attractive, but I know a bit about dressing to manage your image, and here are some ideas:

当然我并不擅长告诉你如何让自己的声音更具吸引力,但是我却知道一点点关于如何经营你的外在形象,下面便是我的一些个人经验:

Best way to choose an interview suit
Spend more time choosing the tailor than the suit. A bad suit makes people think you look bad and a good suit makes people think you deserve a chance. So, since a good suit won’t get you a job, don’t break the bank. Buy a just-barely-okay suit and take it to a good tailor. The thing you pay for in an expensive suit is fabric that doesn’t wrinkle and that lays well on your body.

Since you are having your cheap fabric tailored, it will lay well on your body. And if you don’t sit a lot before the interview, it won’t wrinkle: Voila, an expensive suit that wasn’t expensive.

挑选面试外套的最好办法

花更多的时间去寻找裁缝而不是外套.一身不得体的外套常常让人们认为你很糟糕,而一身精彩的外套却只是使人们认为你有机会。因此,既然一套好的外套无法让你得到一份工作,那么就不要把你所有的储蓄都付诸于此。就买一些仅仅勉强还不错的外套吧,然后去找一个好的裁缝。你应该花更多的钱让那件外套平整顺滑而又适合你的身材。

既然你已经有裁缝的量身定做,那么你的衣服将会很贴身。前提是,在面试之前你最好不要坐着,这样衣服才不会褶皱。瞧,很不错的一件外套事实上并不贵。

Best way to feign an expensive wardrobe
The first three months on the job, buy shoes. If you think people don’t notice shoes, remember that managers in Google all wear
the same shoes. It’s not an accident. Good shoes can make bad clothes look good. And don’t forget polish. Polishing silverware is outdated. Polishing shoes is not.

装扮一个豪华衣橱的最好方法:

前三个月的主要工作是,买鞋子。如果你认为人们不注意鞋子,那么请记住为什么Google的所有经理都穿一样的鞋子。这并不是偶然。一双好的鞋子可以使糟糕的衣着看起来不错。并且不要忘记把鞋子擦亮。抛光的银器已经过时,但是擦亮的鞋子却没有。

Most overlooked aspect of clothing
You can wear the same great glasses every day, so you get the most bang for your buck when you splurge on them. If you are wondering if your glasses are out of fashion, they are. If you don’t have enough money for a nice pair of glasses, wear contacts. Note to penny pinchers: When I have been short on money, I have never suffered from keeping disposable contacts in much longer than recommended.

衣着大多数被忽视的方面:

你可以每天戴一样的很棒的一幅眼镜,那样虽然你花了很多的钱买了它,但是你花的钱却物有所值。

如果你正在怀疑你的眼镜是否过时,那么他们确实是已经过实了的。如果你没有足够的钱去买一副好的眼睛,那么就戴隐形眼镜。精打细算的人要注意:当我没钱的时候,我也从来没有忍受长时间佩戴隐形眼镜。

Best long-term strategy
The world is not tracking the number of outfits you have and when you wear them. So if you can afford it, buy a few well-made outfits instead of a lot of cheap outfits. Low rotation is your best long-term strategy. Build a wardrobe of good clothes that fit well and you look like you’ve got your act together. Note to penny pinchers: Don’t forget to include the return on investment you get when you buy nice work clothes and you wear them on a date.

最好的长期策略:

这个世界并在乎你所有的衣物的多少和你什么时候穿。所以,如果你能够负担得起,那么就买一些制作精良的衣服代替那些便宜的衣服。低交替是你的长期策略。把你的衣柜打造成一个有品味的衣柜,那将也会使你的艺术品位得到体现。精打细算的人要注意:不要忘记当你穿上一件好的衣服并赶赴约会的时候,你所得到的投资回报。

Best ways to look older
Red lipstick for girls. And conservative earrings—like diamond studs or plain pearls. (You can buy both as fakes. The only way anyone will ever know is if you lose an earring at work and show no apparent concern.)

Guys, look more mature by ditching accouterments like a baseball cap or an iPod hanging from your ear. Also, buy glasses. They make you look older.

使自己看上去成熟的最好方法:

女孩子要用红颜色的口红。 戴保守的耳环,比如钻石耳钉或者纯珍珠。 (你可以买假的。但是当你在工作的时候丢了一个的时候,你却没有表现出任何在乎,那么这个时候别人可能就知道这是假的了。)

对男孩子来说,要想使自己看上去更加成熟,那就要甩开那些饰物比如棒球帽或者是你耳朵上还挂着的Ipod. 而且,买一个眼镜。这些都会使你看上去更成熟。

Best ways to look younger
Botox, of course. But for starters, get your eyebrows professionally tweezed and your hair professionally colored. And
smell like a grapefruit.

使自己看上去年轻的最好方法:

当然是注射肉毒素。但仅仅适用于那些影视明星。使你的眉毛得到专业的修剪,头发得到专业的色彩。并且使自己浑身散发着葡萄柚水果般的清香。

以我个人来看,我也有理由来说说自己的观点。总觉得自己开始变老了。而且这种心境越来越严重。

头发:考虑烫卷发已经考虑了整整一年了,从小学到现在自己就一直都是自然直发,有时候梳个马尾辫,有时候披散着头发。可是,最近一段时间总是特别有烫卷发的冲动。之前,一直觉得卷发是成熟女人的专属,可是,现在自己也有了这种强烈的愿望。

耳洞:以前从来没有考虑过要打耳洞,要戴耳钉或者耳环之类的。但是,最近也突然非常想去打两个耳洞,戴上那些各色各样的浮躁的,可爱的,耀眼的,个性的耳环。可是,一直到现在自己都没有考虑好什么时候去打。应该在30岁之前吧。

珍珠项链:以前有很多机会看到珍珠项链,有很多机会可以买到珍珠项链。但是由于自己一直认为珍珠项链要年龄大的人带上去才更有气质,更有味道。但是,就在前几天自己却也买了一套珍珠项链+手链+耳钉。

唉,这种种事实和心理证明,自己的确开始变老了。

好在, 我依然讨厌红色的口红,甚至全部的口红都不用。好在,我没有天天为自己变老而忧郁。也好在,自己看上去也依然年轻。

既然如此,就要更加好好珍惜宝贵的时间,加倍努力,趁着还年轻,继续朝梦想和理想而奋斗.

如何吸引别人的兴趣

原文:How to be more interesting to other people

作者:Penelope Trunk

翻译:Oneleo

For a while, I was a visual artist. Well, sort of. I mean, I made money from it. But as you may know, I am a big advocate of specializing, and I realized that I had a better chance of being outstanding in my field by focusing on writing instead of visual art.

有一段时间,我是一个视觉艺术家,当然我的意思是,有那么一点。我靠它赚钱。但是,正如你所知,我是一个专攻的支持者,并且我意识到了,我在写作方面比在视觉艺术方面更有可能取得杰出的成绩。

But I did learn some lessons from my visual art mentors, and one really cool thing someone taught me is that the color I choose is most interesting where it intersects with another color. Just knowing the right color to use is not the clever, interesting thing. Rather, interesting is when I am unsure what the two colors will do when they interact. (Here’s a great set of paintings that illustrate this idea.)

但是,从我的艺术导师那里我确实得到了很多教训,并且一件很冷酷的事情是,一个人告诉我,我选择的颜色是很有趣的,因为这种颜色和另外一种颜色相交叉。仅仅只是知道使用正确的颜色,这并不是什么聪明的,有趣的事情。然而,有趣的是,我并不确定当两种颜混在一起会产生什么影响。(这里有一个工具绘画板或许可以帮助你)

The same is true for writing. The interesting part of writing is not the part of the piece where you know exactly where it’s going. The interesting part is when you get to an unplanned moment in a paragraph and you surprise yourself by what you write next. It’s the moment of uncertainty, when you have to look inside yourself to keep going, and pull out something you didn’t know you had before.

对于写作也是有相同的道理。有趣的并不一定是你准确知道故事何去何从的那一部分.最有趣的部分是,当你写到了事先没有计划的一段,而你却被之后你所写出来的那部分而感到吃惊!这个时刻就是不确定,你不得不从你的内心深处寻找继续写下去的那些你之前从不晓得的事情。

When I taught writing at Boston University, it took most of the semester to get students to get to that moment. Most people are scared to get there.

当我在Boston 大学教写作时,那是需要一学期的大部分时间让学生们能够找到这个不确定的时刻。但是,大多数人害怕达到这个时刻!

That’s why most people do not appear to be as interesting as they really are.

那便是为什么大多数人并没有表现出他们深藏在内心的兴趣!

We each have spots in our lives where two colors are coming together and we’re not sure what will happen. That’s the part we should talk about when we talk about ourselves. If you limit the conversation, discussing only what you are certain about, then there’s no chance to stand on equal footing with your conversation partner. You stand on equal footing when you both reveal your struggles with what you don’t know yet, and the conversation can contribute to the answer.

在我们每个人的生活中也同样很多个点,在这个点当两种颜色同时汇聚到这里,我们并不确定将会发生什么!这个部分就是当我们谈论自己的时候应该讨论的。如果你限定了你们的谈话,仅仅只是讨论你所关心的,那么你将丧失了与你谈话的那个人处于平等的立足点的机会。只有当你们开始争论那些你们并不知道的事情的时候,这个时候你们才站在了平等的立足点,那么这段对话才会找到最终的答案!

A while back I wrote about Moira Gunn, and how she is good at interviewing people because she can find what’s interesting about them. She interviews scientists, and she is a pro at finding the quirky, unexpected moment within the topic of their science.

不久之前我写关于Moira Gunn的时候写到,她是怎样擅长采访别人,那是因为她总是能够找到他们共同感兴趣的话题。当她采访科学家时,她是发现跌宕起伏的能手,在他们科学主题限定内的不可预期。 

You can do this with any subject. I do it with careers. Every week, for my column in the Boston Globe, I interview someone about their career. The beginning of the conversation is always the part they expect—where they tell me what they know about themselves and their career. There is not room for a real conversation. I just take notes.

你可以对于不同的主题都这样做。我就在职业生涯里这样做的。每周,我会从Boston Globe的栏目中面试一些人关于他们的职业生涯。对话的开始通常都是预期的那部分,他们会告诉我,他们对于自己和事业所知道的那些。这个时候没有任何真正对话的空间,我仅仅只是做些笔记。

And then I don’t use them. Because then I try to ask questions to get to what they don’t know. What are they trying to figure out? And we have a conversation about how people do that. And that is the part I use. Because that is the part that is interesting.

然后我并不用那些笔记。因为当我试着问那些他们并不知道的问题时。他们试图弄清楚那是什么?我们这才拥有了关于人们如何去做的对话。这就是我经常采用的,因为这就是那有趣的部分。

So look, interesting does not come from greatness. Interesting comes from conflict. Tolstoy opens Anna Karenina with the line, “Happy families are all alike; every unhappy family is unhappy in its own way.” This is true of everything—not just families. So talk with people about the issues and problems you’re struggling with. That is how to be interesting. You don’t have to describe your life as if it were all struggle, with all the drama of Russian literature. But find that small moment when two of your own colors collide, and point it out to make interesting conversation.

如此看来,兴趣并非来自于伟大。兴趣来自于争执。 Tolstoy以这样一句话开始了Anna Karenina:“幸福的家庭都拥有同样的幸福,不幸的家庭却各有各的不幸。”这对于任何事情都是真实的并不仅仅对于家庭。因此同人们谈论一些他们正在挣扎的那些事情和问题吧!那才是如何变得有趣。你不必用俄国戏剧文学来描述你生活中的挣扎,仅仅只是需要找到那个微妙的时刻当两种颜色相互碰撞,把它说出来成为一个有趣的对话。

开始你自己私人董事会的25种方法

原文:Twenty-five ways of starting a personal board of directors

作者: The Creative Lawyer by Michael Melcher

翻译:OneLeo

I sometimes advocate creating a personal board of directors. It’s basically a set of people you rely on for advice throughout your life and career. (Stay tuned for my New York Times guest-blog on this subject.)

我曾发起建立一个私人的董事会。它是基于那些你信任并且在你的生活和职业生涯中,你会从他们那里寻求建议的人。(更多详情可参阅我在纽约时代guest-blog的这个主题。)

A lot of people think this is a good idea, but figure they don’t really know that many useful people. Au contraire! You actually know a lot more people than you think, and some of the best members of your potential board might be people whom you regularly contact for other purposes.

很多人都认为这是一个不错的主意,但是他们认为自己却并不怎么知道那么多有用的人。事实上相反,你真正知道的肯定要比你想象中多得多,并且你私人董事会的最好成员,往往就是你处于某些目的而经常练习的人。

To brainstorm who might be good members of your board, answer the following prompts (adapted from my smash-hit bestselling book, The Creative Lawyer), as quickly as you can.

对谁将是你的董事会中最好的人员,来一次头脑风暴吧!回答下面的一些选项,(这些均来自于我的一本名叫<Smash-hit>的畅销书)用你最快的速度:

Write the name of someone you know who:

把符合下面要求的人名字写下来:
1.    Is incredibly organized (最具组织性的人)
2.    Knows how to have fun (知道如何找乐子的人)
3.    Knows everyone (最具人脉关系的人)
4.    Can give you encouragement in tough times (在你最艰难的时刻,鼓励你的人)
5.    Can talk to you straight about your weaknesses (对你的缺点可以直言不讳的人)
6.    Is unfailingly logical(最具逻辑性的人)
7.    Is deeply empathetic (有着深深信仰的人)
8.    Is spiritually advanced (思想成熟的人)
9.    Can handle a crisis (能够临危不惧,及时应变危机的人)
10.    Has known you since childhood (从孩童时代就认识你的人)
11.    Is politically connected (有政治背景的人)
12.    Is entrepreneurial(企业家)
13.    Is good at raising kids (对孩子教导有方的人)
14.    Is an expert on money (理财的专家)
15.    Is an expert on relationships (人际关系专家)
16.    Is an expert on health (养生专家)
17.    Is an expert at work/life balance(工作/生活的平衡专家)
18.    Is an expert in the type of work you do(与你同行的专家)
19.    In an expert in a type of work you are interested in (你感兴趣的职业的行家)
20.    Gives good advice about office politics (对办公室政治化的良言)
21.    Gives good advice about professional development (个人发展方面的建议者)
22.    Gives good advice about how to get ahead (如何取得进步的建议者)
23.    Thinks you are great at what you do (认为你做得很好的人)
24.    Thinks you have great talents other than your present career (认为你有更好的才能而不是做目前的职业)
25.    Thinks you are a great person (认为你是一个伟大的人)

Other potential nominees, and their area of contribution to your life:

当然你也可以自己列出一些对你的生活有着重要影响的方方面面:
1.   
2.   
3.   
4.  
5.   

Review the names you’ve written.  Circle between six and ten names to be on your personal board of directors. 

Adapted from The Creative Lawyer. Copyright 2007 Michael F. Melcher. All rights reserved.

好了,回顾一下你所写下来的名字,从其中圈下6到10个人的名字放到你的私人董事会中。这将是你人生中宝贵的财富,好好利用他们吧!

Oneleo:

这真的是一个有效的管理人脉关系网的方法,大家不妨找来一两个好友一起进行一次头脑风暴,相信收获会远远超过想象的。

如何有效地与人谈判?

原文:How to negotiate more effectively with anyone

作者:Penelope Trunk

翻译:OneLeo

During my first job interview, my mom drove me to 31-Flavors while we practiced interview questions.

在我第一次找工作参加面试的时候,我妈妈开车带我去31-Flavor进行面试练习。

One question we did not practice was “How much money are you expecting?”

我们没有练习过的一个问题是:你期望拿多少钱?

When the ice cream store owner asked, I said, “Well, my parents are cutting off my allowance for the summer so I’d like twenty dollars a week.” That seemed like a lot because I wouldn’t need money for school lunches.

当这个冰激凌店店主问我这个问题时,我回答:“嗯,我父母从我的津贴中扣掉部分放在夏季里,因此我想一个星期二十美元”这个数字看似很多,因为我在学校吃午饭是不需要花钱的。

Later, my mom pointed out that I gave a number so low that it would have been illegal. In the end, the owner paid me minimum wage for a 40-hour week, and because I had asked for so little at the beginning, by the time I was a doing the job of a manager I was making less than some scoopers.

过后,我的母亲指出来说我给的这个数字太低了,看上去是违法的。最后,店主付了我一周40个工作时的最少薪水,那是因为我在一开始开价太少了,到我做经理的时候, 我赚的钱甚至少于手下。

So I quit, and moved to a pizza parlor where I got extra money for cutting the salami with the machine that cut peoples’ fingers. It wasn’t until later in my career that I realized there are established strategies for salary negotiations, and if you follow them, you will likely get the salary you deserve without risking the loss of a limb.

因此,我放弃了,并且转向一个皮萨店,在这里我可以得到更多的钱做意大利香肠切割机。直到我职业生涯的晚期,我才意识到其实关于薪水谈判是有既定的策略的,如果你能够遵守这些原则,那么你将有可能得到一份你渴望的薪水.

I got a lot of practice doing that in my twenties – having about ten jobs in ten years. I got a sense of who would negotiate and who wouldn’t. I learned to read people in business. And then I realized that you can use these skills for a lot more than just salary.

我在二十几岁的时候得到了很多锻炼,在十年期间里我做了十分工作。我对于谁会谈判而谁不会已经有了一种直觉。我学会了在商务会谈中如何读懂别人,并且我还意识到,其实你可以把这些技能用在更多的场合而不仅仅只是薪水的谈判。

One of my bosses gave me the book Getting To Yes. He said the book would help me manage because every management moment actually has implied negotiations.

我有一个老板送给我一本书:Getting To Yes。这本书将会对我的管理有益,因为任何一个管理的时刻都相当于一个隐含的谈判。

When I went to couples therapy with my husband, the therapist assigned us reading. (Who knew therapist assigned books?) But guess what it was? Getting to Yes.

当我和我的丈夫去参加夫妻疗法时,这个治疗师安排我们读书。(谁知道他会给什么书?)猜猜怎么着,这本书就是Getting To Yes。 

It was a great idea. Because then instead of paying a therapist to entertain our insane ideas of changing each other. We learned how to make the other person feel happy about giving us what we want by making sure that they get something, too.

这个主意不错,与其付给这个医生用一些娱乐的疯狂的主意来改变我们倒不如这样读一本书。我们学到如何让对方给我们我们想要的东西却感到开心——他们也得到了某些东西。

So I was excited when I had the opportunity to interview the author of Getting toYes, William Ury. He’s director of the Global Negotiation Project at Harvard, and his new book is The Power of a Positive No: How to Say No and Still Get to Yes. Here are his five best tips for doing well in negotiations.

因此当我有机会能够拜访Getting To Yes 的作者William Ury 时,我是异常兴奋的。 他是哈佛全球谈判项目的导师,并且他的一本新书:The Power of a Positive No: How to Say No and Still Get to Yes 中有5个对我们谈判的最好的提醒。

1. Take a break.
Ury calls this “going to the balcony” in order to get a big picture handle on what’s going on so that you are not getting too worked up over irrelevant details. He says, “
When we negotiate when we’re angry we give the best speech we’ll ever regret.”

1. 稍事休息

Ury 把这称为“走向阳台”,为了能够使我们对于正在发生和讨论的事情有一个更好的图画表现出来,以至于你不会被一些毫不相干的细节所累。他说:“当我们在生气时进行谈判,我们会说出令我们后悔一辈子的话。”

2. Know your BATNA.
This is negotiator-speak for “best alternative to a negotiated agreement.” That is, if you have to walk away, what’s the best you can get? This tells you how much power you have in negotiations. The person who needs the agreement the least has the best BATNA and the most power.

2. 知道你自己的BATNA

如果,你输了,你还能得到什么?这个说明在谈判中你有多少优势。越是不需要协议的人,越有着更好的BATNA,越是有利。

3. Put yourself in the other person’s shoes.
Ury describes negotiation as an exercise in influence. “You need to change someone’s mind, so you need to know where they are right now.” This means listening more than talking. And the first question to ask is Why. You will hear their needs, but you need to know the underlying cause for the need. For example, if your boss wants you to work a 16-hour day. To negotiate with your boss, you need to understand why – what needs to get done in those hours. Maybe you can get it done a different way.

3. 换位思考

Ury描述谈判犹如是影响力的一个练习。“你需要去改变某人的想法,因此你需要知道他们是怎么想的。”这意味着,要多听少说。而且你要问的第一个问题是为什么?你将会听到他们所想要的,但是你也必须知道他们为什想要这些的原因。举例说明,如果你的老板想要你一天工作16个小时。如果与老板就此事谈论时,你需要弄明白为什么?在这些工作小时里,他们需要你做些什么呢?或许你可以换一种想法去思考。

4. Learn to say no.
“In order to get to the right deal, you need to be able to say no to the wrong deal. Saying no is fundamental to the process of negotiation.” 

Tip from the department of great-if-you’re-him: Warren Buffet once said that he doesn’t understand “getting to yes” because he just says no until he sees a perfect yes. Buffet says you only have to give four or five great yes responses in his work in order to be a billionaire.

4. 学会说不

“为了能够得到一个不错的协定,你需要有能力拒绝一些错误的协定,因此,学会说不是一个谈判过程中的基础。”

great-if-you’re-him小组给的建议是:Earren Buffet 曾经说过,他无法理解“Gettting To Yes”,因为他会一直说“不”直到他认为那是一个完美的“是”。Buffet 说:要想成为亿万富翁,只需要在工作中能说出四,五个关键的“是”。

5. Be clear on your values.
For those of us who might not see a perfect yes, deciding on no is more complicated, and we have to be really clear in our own minds about what we value and what we need. Sometimes a no is surrounded by a deeper yes. For example. You say yes to the values, no to the tactics and yes to going forward. Ury calls this a positive no. But he warns that if you’re in doubt, then the answer if probably no.

What I take away from Ury is that good negotiation is a combination of good self-knowledge and good people skills. And, not surprisingly, this is the combination that gets you a lot of things in life.

There are opportunities in each of our lives to practice negotiations constantly – even, as Web Worker Daily points out, in email. You can do it with a spouse, with a boss, with your neighbor who doesn’t clean the yard. The better you get at the small stuff, the easier the big moments of negotiation will feel.

5. 认清自我价值

对于那些暂时还没有一个完美的“是”,而又踌躇于不知是否说不的人,我们必须弄清楚自己的想法,知道自己的价值和明确自己的需要。有时候一个“不”其实是被一个深深隐藏的“是”而包围的。举例来说:你对对方的价值观是肯定的,对于战略则否定,直到肯定了才会继续谈。因此Ury认为这是一种积极的否定。但是,他也提醒我们如果你在徘徊,踌躇之中,那么答案很可能就是否定的。

因此,我从Ury那里得到了什么呢?我知道一个很好的谈判其实是一个很好的自我认知和良好的人际交往技巧的结合。当然,毋庸置疑,这也是你生活中所经历过的事情的综合体现。

其实,在我们的生活中,总是有无数的机会让我们不断进行谈判练习,甚至,如Web Worker Daily 所指出的,哪怕在写邮件的时候。你可以和你的配偶,和老板,甚至和你那个不清理院子的邻居练习。在小事情练习的越好,在大事情谈判时就越有把握。

译者的话:

谈判时一门艺术,谈判时要沉得住气,要明确自己的价值,明确自己想要达成怎样的协议,在此基础上先听对方的阐述,然后找到切入点,把自己的观点摆出来。毕竟,这是谈判,谈判的最佳结果是达到双赢的状态,而我们如果没有表明自己的立场的话,谈判将会有失偏颇。

[每周翻译]当你没有底牌的时候,如何进行谈判?

原文:How to negotiate when you have nothing to leverage

作者:Penelope Trunk

翻译:OneLeo

You probably know by now that while I go by the name Penelope today, it didn’t start out as my real name. It was a pen name. My editor at Time Warner gave it to me, and the first time I saw it was in a contract. It looked like a good place to start negotiating.

现在你大概明白了我为什么起Penelope这个名字了吧,其实它并不是根据我的真实名字而来的,它只是一个笔名而已。是我在时代华纳时的编辑给我的这个名字,而且我第一次知道这个名字,是因为我要签的这份合同上写的是这个名字。这看起来是需要一场谈判了。

But when asked about writing under a different name my editor said, “When you’re Dominick Dunne you can negotiate with Time Warner.”

但当在我询问是否可以签不同的名字时也就是签我的真实名字时,我的编辑说:“只有当你是Dominick Dunne的时候,你才有权利与时代华纳谈判。”

And herein lays the problem with most negotiations. You are in a great position if you have something to leverage, like, another person willing to give you the same type of deal. This is called your BATNA (best alternative to negotiated agreement). But in most cases, one party has an especially terrible BATNA. In the case of me and Time Warner, if I said no to them, they would have ten million people who would love to write a column for them. If they said no to me, I would not have a column.

那么这便是大多数谈判的问题所在了。当你处于一个很有力的位置时,你手中有王牌的时候,就比如,另外一个人愿意给你同样一种类型的交易。这被叫做达成谈判协议的最佳选择方案BATNA (best alternative to negotiated agreement).。但大多数时,总是由乙方处于谈判地位中的劣势。比如我和时代华纳之间,即使我拒绝了他们,他们还是有无数人愿意给他们写专栏。但是,如果他们对我说了不,那么我将一个专栏都没有了。

Yet most advice about negotiating assumes you have a good BATNA. In an interview I did with William Ury, the author of my favorite negotiation book, Getting to Yes, he said that negotiation is all about knowing your BATNA and knowing the other party’s BATNA and then helping both of you to get what you want.

大多数关于协商谈判的建议假定你都有一个达成谈判协议的最佳选择方案。在一次采访William Ury的过程中,他是我最喜欢的一本谈判书:Getting to Yes的作者,他说:谈判其实就是知道你自己的达成谈判协议的最佳选择方案,并且也能够知道对方的,那么尽量都达到你们想要的最佳方案。

If you think about negotiating from this vantage point, then you can understand why job hopping is okay in today’s market: the BATNA for young people is stronger than the BATNA for hiring managers. Hiring managers are scrambling to hire young people and the young people are quitting faster than human resources can replace them. Meanwhile, the alternatives for young people are increasing – they can live at their parents’ house, they can start their own company, and they can travel. All great alternatives to getting a job at a company.

如果你从这样一个较好的角度来思考谈判的话,你便可以理解为什么跳槽在当今的市场中是被认可的:那是因为年轻人在谈判中的最佳方案比招聘方的方案更强势。经理总是想雇佣年轻人,而年轻人跳槽的速度远远是人力资源无法弥补的。同时, 年轻人的有利条件又在不断增加:他们可以和父母住在一起,他们可以创业,他们还可以旅游。这些都是在企业上班的很好的备选方案。

That said, sooner or later each of us finds ourselves in a situation where we have a really lousy BATNA. I find myself in this position a lot, as a writer. For example, a very large syndicate asked me to write for them. It would have meant having my column run in 400 newspapers at a time when I had about ten newspapers. I sent the contract to my lawyer, thinking he’d just take a quick look and say yes. But he told me that there was a clause that made me essentially unable to write for anyone else. Ever. We tried negotiating and they wouldn’t budge. Of course they wouldn’t. Millions of people want to write a syndicated column. So I had to say no. It was a very hard decision. In hindsight I am thankful for that lawyer, but for years after that, every time I found myself struggling, I worried that I did the wrong thing with the syndicate.

如此说来,我们每一个人早晚都可以找到自己的位置一个达成谈判协议的最佳方案。 正如我发现自己作为作家这个职位一样。例如,一个很大的联合企业邀请我替他们写文章。那将意味着我可能会在400分报纸中拥有我的专栏而那个时候我只有10份报纸。于是,我把合同发给我的律师,本以为他会很快速的浏览一下并同意。但是没有想到,他告诉我合同中有一个条款对我有本质上的影响,那便是我不能再给别人写专栏。然而,我们也一直试图协商,但是终未有结果。当然是他们不愿意。成千上万的人想写这个企业联合专栏,而我也不得不拒绝了。当然,做这个决定是非常艰难的。以后见之明来说,我还是要感谢那个律师,但是几年过去了,每次当我觉得我走投无路时,我总是怀疑当时自己做了一个错误的决定。

When Yahoo offered me the chance to write for them, they gave me a difficult contract. I gave it to the lawyer and the lawyer was very frank: It’s not a great contract, but it’s a great opportunity, and you should take it. So we talked about some things I could try asking for that would not be that hard for Yahoo to give on, just to be nice. I gave Yahoo a short list, they picked a few things, and I signed.

当雅虎给我一个写专栏的机会时,他们也给了我一个很苛刻的合同。我把它给了律师,律师很坦率:这虽然不是一个很好的合同,但却是一个不错的机会,你可以试试看。因此我们就谈论了一些关于雅虎给我的合同条款,并且我给了雅虎一个清单,他们也同意了几条,于是我就签了合同。

So what have I learned from all this? If one person has a great BATNA and the other has a terrible one, it’s not really negotiations; it’s trying to get a little something extra. It’s asking for a favor. If you approach negotiations from this perspective then you are much more likely to get a little bit of what you want.

那么,我从这里学到了什么呢?如果一个人有着很好的达成协议谈判的最佳方案,而另一个人却没有,这就算不上谈判;那是一种乞求。如果你从这个角度来进行谈判的话,你还是有可能得到一点点你想要的。

Figure out where your counterpart might be willing to give a little. Even if your BATNA clearly stinks, most people you negotiate with will be willing to give a little just to create some good will for the working relationship you are establishing.

找到对方在何处可能会有一点点让步。即使你的方案明显很烂,大多数和你谈判的人还是会愿意稍微让步一点以便未来可以和你建立一个良好的合作关系。

So you can read all the negotiation advice in the world, but if you have a terrible BATNA, what you really need is advice about how to ask for a favor. And, ironically, the advice for asking for a favor is the same advice for negotiating: Know what is most important and least important to both parties.

因此你可以阅读世界上所有有关于谈判的建议,但是如果你有一个糟糕的方案,你最最需要的是对如何乞求的建议。其实,这个建议其实也是对于如何进行谈判的建议:要弄清楚对于谈判双方什么是最重要的而什么又是最不重要的。

谈判 译者的话:

其实,我们的生活中时时都需要谈判的,商场上与竞争对手的谈判,职场上与面试官的谈判,生活中与自己的谈判。而在这些谈判中,我们究竟是出于劣势还是优势地位?

出于优势地位固然很好,我们可以充分发挥有利资源,打一个大胜仗。可是,往往很多时候,我们总是处于劣势,比如找工作时的谈判,因为需要工作的人实在太多太多,所以,这么位置对我们来说看上去就比较有吸引力。而当我们处于极端劣势的时候如何进行谈判呢?原文作者以她亲身经历的一件事情,来向我们阐述:这个时候不要全然拒绝,而是认真考虑对方可能让步的条件,从这些条件入手得到你可以得到的一些权利和利益。而这些,利益对于对方来说并不止于构成威胁,可是,却也可以让我们的完全被动的地位,变得主动。

关于,谈判的技巧,我想我们是需要多多补充和学习。

下面是译者从网上搜索的一些关于提高谈判技巧的相关文章,书和链接,希望能够对大家有所帮助:

http://www.35wl.com/TanPan/jiqiao/ (商务文库-商务谈判-谈判技巧)

http://www.5ucom.com/Special/tp/ (无忧商务,谈判技巧相关电子书)

《商务谈判英语》

《商务谈判技巧》

[每周翻译]说好自己的故事,让别人记住你!

原文:Be memorable by telling good stories about yourself

作者:Penelope Trunk

翻译:OneLeo

When someone says, “So tell me about yourself,” a lot of people stumble. When you craft your answer, you have 10 million hours of information to choose from. Many people actually hate getting this question because it’s so hard to zero-in on an answer.

当有人问:“那么说说你自己吧,”很多人都会瞠目结舌。当你准备加工润色你的答案时,你会有数不清的信息供你选择。事实上,很多人确实很讨厌被问到这种问题,因为很难简化成一个答案。(也就是说,你很难把自己已经生活过的数千万个小时里发生的所有故事都回忆一遍,然后从中选择一个好的答案。)

This is an honest question. Someone wants to know about you. You should learn to choose the right things to say, so you can answer the question in a way that allows people to connect with you and remember you.

确实存在这种问题,因为他们想了解你。你应该学会选择恰当的事情来说,这样你可才可以用一种能让人们把你与你的故事联系起来并且记住你的方式来回答这种问题。

“The villain of getting ideas across is the curse of knowledge,”says Chip Heath, Stanford business school professor and co-author of the book Made to Stick: Why Some Ideas Survive and Others Die. When you know something really well, like every detail of your life, Heath says, it’s difficult to figure out how to tell someone who doesn’t know.

斯坦福商学院的教授,Made to Stick: Why Some Ideas Survive and Others Die (让创意更有黏性)的合著者Chip Heath说过:“The villain of getting ideas across is the curse of knowledge”当你非常清楚记得某些事情,如你生活中的每一个细节之处,Heath说,那将很难向不了解你的人描述清楚这些事情。

Everyone has a complicated background. You need to pull that background together in a way that creates a single, memorable picture of yourself that is relevant to the person you’re talking to. In high school Ryan Patriquin focused on fine arts, but in college realized he really enjoyed computer-generated art, like “Toy Story.”

每个人都有一个非常复杂的背景。你需要做的是以某种方式把所有的背景整合在一起形成一个关于你的简单、令人印象深刻而又与对方相关的图片。高中时Ryan Patriquin专注于美术,但是在大学他意识到他很喜欢计算机制作艺术,像玩具总动员。

He spent a couple of years as a graphic designer. Then, while working at a large company that was going through transition, he got an opportunity to fill in as a product manager.

他花了几年的时间从事图像设计。然后,在一家大公司工作的时候,成功完成了他的转型, 最后他成为了一名产品经理。

Now 28, Patriquin was recently interviewing at EBSCO Publishing, a provider of reference, subscription and other information services. In the interview, he said, “I’m a creative person who has product management experience.”

This is a way for him to convey to people that he has two skills without explaining every detail of his life.

现在28岁的Patriquin正在EBSCO Publishing参加面试,这个公司是一个参考,订阅和其他信息服务的提供商。在面试中他说:“我是一个富有创造性的人,同时我还有多年的产品经理的经验!”这个方法可以告诉别人他有着两种技能却无需把生活中的每个细节都讲出来。

When you hear a summary like this, and it sounds obvious, that’s because it is right. But most people cannot see their own history so clearly to convey a short, one-sentence summary of who they are. You have to find your one-sentence if you want people to remember it. Try it out whenever someone asks you, “What do you do?” or “Tell me about yourself.” The answer to this question is a work in progress, and you can judge how you’re doing by how engaged the person’s response to you is.

当你听到这样的一个总结,你会觉得它很显而易见,因为它是对的。但是大多数人并不能如此清楚地看到自己的过去,然后总结一个很短却很有意义的一句话的自我介绍。你必须要找到别人能够记住你的一句话。试试看,当任何一个人问你:“你是做什么的?”或者“告诉我一些关于你的事情吧”那么这个问题的答案,就可以是这种模式的,并且你能够从别人的反应中看到自己所做的事情如何?

As for Patriquin, Brenda Kelley, a recruiter at EBSCO Publishing, says “He packaged himself in a way that helped me know he was the right person for the position. And we ended up hiring him.” Patriquin is now a user interface designer for the company.

作为EBSCO Publishing的面试官Patriquin, Brenda Kelley,说:“他用打包的一种方式来告诉我他正是这份工作的最佳人选,并且最终我们聘用了他。”Patriquin 现在是一家公司用户界面的设计者。

Sometimes, you only have time for a one-sentence summary of your life – when you are introduced to someone in passing, for example. But sometimes, there is more time for an answer – in an interview, for example. When you have more time, tell a story.

有时候,你只有可以说一句话的时间来概括你自己并且将自己介绍给别人,但有时候,面试的时候可能有更多的时间给你,这个时候,你可以讲一个故事。

The best way to have people connect with what you say about yourself, and remember what you say, is to tell a story. Most people instinctively list details about their life, “I did this, then this, then this.” It’s not very interesting. Stories are more engaging, so get used to talking about yourself in stories instead of in lists.

让别人记住你最好的方法,是讲一个故事。大多数人本能地会列出关于自己生活的一个清单“我做个这个,然后是这个,然后又是这个……”这很无趣。但是讲故事却更有吸引力,因此尝试用故事来叙述你自己而不是用清单列出你自己。

Telling stories about yourself takes practice. A lot of it is trial and error. As you’re telling the story out loud, you’ll instinctively feel if it’s a flop or not. When you find a good story, hone it until you’re conveying what you want people to know, in a way they’ll enjoy hearing.

用讲故事的方式来讲述你自己这是需要练习的。这个过程是需要反复的。当你大声的讲故事,你可以本能的知道这个故事是否合适。当你发现了一个好故事,那么就要遣词造句仔细推敲直到你能够把自己想表达的内容准确地告诉别人,而且能够引人入胜。

A story I used to tell in interviews is how I made my career choice during an argument with my ex-boyfriend.

我在面试时讲的一个故事是关于我在做自己的职业生涯选择时是如何跟我的前任男友发生争执的。

Heath says there are three different kinds of plots we can create about ourselves.

Heath 说过有三种不同的套路使我们来创建一个关于自己的精彩的故事:

1. The challenge plot. You overcame an obstacle to get to where you are. Heath’s example is someone who says, “I’m really good at customer-focused service.” It’s not very persuasive if someone makes that declaration. But this challenge plot makes things more persuasive; “I learned customer service working at an ice cream stand. In the summer the line was twenty people deep and it was a challenge to keep the customers happy.” Now the listener has an image in their mind of you being good at customer service.

1. 挑战性的。你战胜了你前进过程中的巨大的障碍。Heath有个例子是这样的:某人说“我是一个很好的客户服务工作者”但这种说法没有说服力,而下面这个关于挑战性的套路却更有说服力“我在冰激凌店从事服务工作,夏天的时候,队伍要排到20几个人,所以要保持客户满意是一个很大的挑战。”这时,面试官就开始动用他们的想象力来想象你是如何一个如有挑战性的客户服务人员了。

2. The creativity plot. In this plot, the turning point in the story is a eureka moment – when an idea comes to you and changes everything. You could say, “My business is about selling textbooks.” Or you could say, “I had an idea to sell textbooks, but I couldn’t figure out how to market them as interesting to the consumer. Then it hit me that no one has a favorite text book, but everyone has a favorite professor. So I needed to use the professors to hook in the customers.”

2. 创造性的。 如果使用这个套路的话,故事的转折点就在于灵光一现——突然一个很好的主意,然后便改变了所有的一切。你可能说:“我的工作是销售教科书。”或者你可以说:“我想卖教科书,但是我无法让消费者对教科书感兴趣。我恍然大悟,就算没有被人喜欢的课本,但人人都有一个自己喜爱的教授。这样我可以通过教授来吸引我们的客户。”

3. The connection plot. This plot comes in when you are telling a story about bringing a team together. For example, “our toy company merged with another toy company and people were duplicating each others’ efforts to create a new doll line. I convinced the teams to combine designs and work together. We created a doll that dominated the collectible doll market that Christmas.”

3. 整合性的。 这个方法大多来源于你讲述一个关于团队活动的故事。例如:“我们的玩具公司被另一家玩具公司给兼并了,于是人们复制彼此的生产线。我整合了我们团队的设计部门和加工部门,因此我们的玩具娃娃在圣诞节的时候几乎是主导了整个玩具娃娃收藏市场。”

Once you’ve practiced a bit, you can relish the moment someone says, “So, what do you do?” If you understand how to talk about yourself, this is an opening to connect in a meaningful way and make a lasting impression.

只要你能够练习一点点,你便可以享受那个时刻——当某人问你:“那么,你是做什么?”如果你懂得了如何谈论自己,这将是一个非常宽泛很有意义的方式并且会给对方保留一个持久的印象。

面试 译者的话:

这又是一个很启迪的建议,大家不妨多多练习一下关于自己的一句话或者一个故事。

这句话,要精辟要富有代表性要一针见血的表述出你自己。而你的故事,除了要富有代表性之外还要足够的吸引人的精彩。想想在已经过去的那些生活,学习和工作的日子里,哪些事情是你最最引以自豪的事情,哪些事情是最足以证明你在某方面具有这个特性和特长的,大家可以练习一下,并于你身边的朋友相互模仿一下。相信这对于你的面试会有所帮助的。

在这里,我还要再引用以下余世维老师的讲座:有效沟通.在有效沟通里,余老师就问我们这样的问题:用一句话来概括自己的产品,用两句话来说,用5分钟的时间,用十五分钟的时间,甚至用半个小时的时间,我们都要有自己不同的答案。

好好准备吧,相信自己就会成功!

2008-3[每周翻译]小结

三月里Oneleo翻译了并向大家推荐了三篇关于职业生涯以及面试的文章,文章均来自于Penelope Trunk一个职业生涯规划师的Blog.

通过阅读和翻译并和大家分享,oneleo 从中学到了不少的知识.Penelope Trunk 的很多观点都很有针对性和创造性。但毕竟中西方的文化差异还是存在的,所以大家也可以有选择性的吸收和采纳。

 

[每周翻译] 找到你下一步职业发展方向的步骤

在翻译完这篇文章之后,很多朋友都跟我说,他还是相信做自己喜欢做的工作才是最好的。也有朋友,现在还在寻找着自己喜欢的工作。有的朋友说他因为喜欢销售,所以他现在所从事的工作就是他所喜欢的工作,所以他很开心。可是,对于一个已经明确知道自己所喜欢的事情的人来说,选择一个自己喜欢的工作是一个明智的选择。可是,若对于一直到现在都不知道自己到底喜欢做什么事情的人来说(比如说我),还在一味地寻找着自己喜欢做的事情未免有些过了,假如我还在以实践行动去寻找也还好,最怕的就是始终只是靠想象来断定自己是否喜欢一件事情,这就有些愚蠢了。只是想象,却没有实践行动。有了实践,哪怕是碰破了头,擦破了皮,那也是值得的。因为你证实了自己的很多想法。所以,原文作者也说了,找到你下一步职业发展方向,是一个动词,是一个动态的。

[每周翻译]如何回答最难的面试问题

这个问题很是经典,但是由于不同公司的不同面试官的不同风格和理念,有时候也要适当的采用。

[每周翻译]面试时如何问好问题?

这是一个很创造性地建议。在面试的一开始要问清自己不清楚地问题,然后有的放矢的回答面试官之后的问题,这是很关键的一步。

Oneleo 今后还会不断的翻译和向大家推荐一些好的文章,希望大家一起努力,做一个充实的自己。

[每周翻译]面试时如何问好问题?

原文:How to ask good questions in an interview

作者:Penelope Trunk

翻译:OneLeo

译者的话:

这篇文章的观点真的太令人惊讶了。一直都是我们被面试者安排者面试的进程和面试的方式,他问我们,我们就回答什么,你用永远不知道他为什么要问你这个问题,甚至这个问题之后又将是怎样的问题。一直到最后,面试官才让你问他问题。而这个阶段通常是我们更好的证明自己为什么是这个职位的最佳人选的最后时刻。可是,这个时刻来得太晚了。为什么,不能在面试的一开始,就由自己来发问一些你想知道的问题呢?并且根据面试官给出的答案,自我分辨一下,你的哪些工作经历最为有用,你的哪些品格和特性最适合这份工作,这样你可以量身定做关于这份工作的最佳答案。因为你无法从招聘信息里得到太多你想要的资料。

这实在是一个很棒的建议,大家不妨一试!

Here’s the structure of an interview: The interviewer asks you a lot of questions about you, figures out what you like, what you’re good at, and customizes as he pitches the company and the job to you.

以下是一种常见的面试过程:面试时,面试官通常会问到很多关于你的问题,从中他可以知道你喜欢什么,你擅长什么,然后根据公司以及这份工作而对你下一个定义。

This structure works fine if you are not all that interested in the job. But if you go into the interview knowing that you want the job, this structure will not benefit you. This is because if you really want the job, you will be trying very hard during the interview to convince the person that you’re a good match. But the structure of the interview doesn’t give you the chance to find out a lot about what they’re looking for in a match, until the very end.

如果你对这份工作不是很感兴趣那么这个指导会奏效。但是,如果你去参加这份面试并且很希望得到这份工作,这个指导可能不会对你很有用。这是因为,如果你极其想要这份工作,那么你会在整个面试过程中非常非常努力地去证明自己就是这份工作的最佳人选。但是,这种面试过程并不能给你机会让你去发现他们真正想要的是怎样的一个人选,直到面试的最后。

You will get to the end of the interview, and the person will say, “Do you have any questions for me?” The questions that everyone recommends you ask are questions that would help you know what the company is looking for in a new hire: Questions about the goals and philosophies of the company, about the parameters of the position you’re interviewing for, about the expectations for the person they hire.

当你要进入面试尾声的时候,此时面试官会说:“你有问题要问我么?”对于这个问题,通常建议你问一些问题来帮助你更好的理解这个公司在招聘过程中到底需要怎样的人才:如关于公司的愿景和哲学,关于职位的条件和限制,关于他们对受聘者的期望的问题。

The answers to these questions would help you to explain why you are the ideal candidate for the job. So why ask these questions at the end? Ask them as close to the beginning as you can.

这些问题的答案会帮助你解释为什么你会是这个工作的最佳人选。既然这样,为什么要在最后问这些问题呢?尽可能在最开始的时候提问。

The first time I saw this in action was when I was interviewing a candidate. I started with, “So, why don’t you tell me a bit about yourself.”

She said, “Well, first why don’t you tell me a bit about the job so that I can tailor my answer to your particular needs right now?”

第一次是我作为面试官面试一个女孩子时,我问:“那么,你不想告诉我关于你自己的一些事情么?”

她回答:“嗯,那么首先你为什么不能向我介绍一下这份工作呢,只有那样我才能够告诉你具体的答案”

I was surprised, but it made a lot of sense to me. I told her about the job. And I ended up making her an offer.

我很惊讶,但是这给我很大的启发。我告诉她关于这份工作的一些要求,最后我给她了一个职位.

So don’t hijack the interview, but try to ask a bit about the position at the begining of the inteview and then you, too, can tailor your answers to the requirements of the job. With this strategy, coming up with questions will be easy because you will naturally want to know what the hiring manager is looking for so you can be that person:

因此不要害怕控制这个面试,而是在面试的一开始尽你所能多问一些关于这个工作职位的内容,然后你才可以适当地调整你所需要回答关于这份工作要求的问题。按照这样的策略,问下面的这些问题可以使你更加容易的知道你所面试的这个职位的经理正在寻找一个怎样的人,而你却恰到好处的找到这些答案并且成为他们所要找的那个人:

What would the first three goals be for the person who takes this job?

如果有人得到了这份工作,那么他的最初三个指标是什么?

What are the biggest hurdles to overcome in this position?

这个职位最难克服的障碍是什么?

What type of person do you think will be most successful in this position?

您认为什么样类型的人才最有可能赢得这个职位?

If you ask a variation of these questions toward the beginning of the interview — even if you ask only one or two — you’ll be in a much better position to ace the rest of the interview.

如果面试一开始你便开始发问以上各种各样的问题——即使你只问了这些问题的一个或者两个——那么你也将在余下的面试过程中处于一个有利的地位。

While it is bucking convention to ask questions toward the beginning and not the end, consider that you will look more authentic doing this. After spending the whole interview convincing the person that you are a good fit for the job, why would you ask questions about the job at the end? Presumably, you already talked about why you are a good fit.

虽然在面试的一开始问这些问题而不是留待最后问这是有悖于常规的,但这么做会使你看上去更加可靠。在经历了整个面试过程你总在努力地证实你才是这个工作的最佳人选,那你为什么还要把这些问题留到最后去问呢?大概,你已经讨论过为什么你是最合适的人选了吧。

So when you get to the end of the interview, and the person says, “Do you have an questions for me?” You can feel free to say, “No, I think I asked enough questions at the beginning of the interview to understand how I will fit in well in this position. I’m very excited about working with you. I think we’re a good match. Do you have any reservations?”

因此,当面试接近尾声,面试官说:“你有问题要问我么?”你可以轻松自由的回答:“没有了,关于我是否能够胜任这份工作的问题,我在谈话一开始就已经问过了。如果能和您一起工作,我会感到非常荣幸,我认为我们配合得不错。您还有其他的保留意见么?”