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


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


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.


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.


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.


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.


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.


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.


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.


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: 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. is a good one if you are trying to get a raise. is not as thorough as Payscale with its data collection. So employers generally favor Payscale. But skews higher than Payscale, so if you have to bring a first number to the negotiating process, use 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.






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。




[每周翻译] 快速调整个人形象

原文:Quick fixes for image problems

作者:Penelope Trunk


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).


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:


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.




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.



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.




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.



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.


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.








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。



原文:How to be more interesting to other people

作者:Penelope Trunk


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.


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.)


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.


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.


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.


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.


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。


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

作者: The Creative Lawyer by Michael Melcher


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.)


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.


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.


Write the name of someone you know who:

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:


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.





原文:How to negotiate more effectively with anyone

作者:Penelope Trunk


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


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


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.


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.


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.


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.


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


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


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


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



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。




原文:How to negotiate when you have nothing to leverage

作者:Penelope Trunk


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.


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.


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.


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.


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.


谈判 译者的话:




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: (商务文库-商务谈判-谈判技巧) (无忧商务,谈判技巧相关电子书)




原文:Be memorable by telling good stories about yourself

作者:Penelope Trunk


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.


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.


“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.


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.


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.


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.


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


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.


面试 译者的话:






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






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。


原文:How to ask good questions in an interview

作者:Penelope Trunk





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.


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.


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.


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.


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?”



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.


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:


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


What are the biggest hurdles to overcome in this position?


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


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.


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.


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?”