371 | 更快获得晋升的16个技巧（无需让自己精疲力竭）

我的使命是帮助更多职场女性获得晋升。即使你怀疑自己，我向你保证，你有能力获得并胜任下一次晋升。但令人惊讶的是，在职场环境中能让你晋升的首要因素，恰恰是我看到人们最容易忽视的。在今天的节目中，我将揭示这个关键因素，并教你16个实用技巧，助你更快获得晋升。

My mission is to help more women in corporate get promoted. And even if you doubt yourself, I promise you, you are capable of landing and thriving in that next promotion. Here's the crazy thing, though. The number one thing that gets you promoted in a corporate environment is the number one thing that I see people forgetting to do. In today's episode, I'm going to reveal what that thing is, and I'm gonna teach you 16 actionable tips to help you get promoted faster.

欢迎来到《勇敢发声的艺术》，这是一档帮助职业女性释放内在无限潜能的播客。我是主持人杰西卡·古兹克，我的使命是帮你找到体内那股火花——它能以超乎想象的方式改变你的职业生涯。非常高兴你的到来，现在请收听节目。欢迎来到本播客。

Welcome to the art of speaking up, a podcast that helps professional women access the limitless potential that lies with them. I'm your host, Jessica Guzik, and my mission is to help you find that spark inside you that has the power to transform your career in ways you may not have thought possible. I'm so excited that you're here. And now onto the show. Welcome to the podcast.

本期节目将全力助你实现晋升。我创办这档播客并从事这项工作的核心使命，是源于我对帮助职场女性跻身领导岗位的强烈热情。为此，我特别制作这期节目，整合所有关于如何在不过度劳累的情况下实现职场晋升的经验。当我们渴望晋升时，常会想：好吧，我需要做更多来证明自己的价值。

Today's episode is all about helping you get promoted. One of the big missions behind why I started this podcast and why I do the work that I do is I'm extremely passionate about helping women in corporate rise into leadership positions. And for that reason, I wanted to do an episode where I bring together all of my knowledge on how to advance and get promoted in a corporate setting without overworking. A lot of times when we are wanting to get promoted, we think to ourselves, okay. I need to do more so people see how valuable I am.

这往往导致过度工作和承接过多项目，最终使你精疲力竭。根据我在企业界的亲身经历以及客户们的职业轨迹，我观察到：承担更多工作恰恰是晋升效率最低的途径之一。当你试图大包大揽时，结果常适得其反，反而会延缓晋升进程。此时你或许在想：如果不是勤奋工作，那究竟什么能让我获得晋升？这正是本期要深入探讨的核心问题。

And this can lead to overworking and taking on too many projects, and it can really lead you to burnout. And what I have noticed to be true consistently, both in my corporate career as well as in the career paths of my clients, is that taking on more work is one of the most inefficient pathways to getting promoted. A lot of times when you try to take on more work and say yes to everything, it ends up backfiring, and it can actually slow down your path to promotion. So you might be thinking to yourself, okay, if it's not hard work that's gonna get me promoted, then what is it that's gonna get me promoted? And that is what we are diving very deeply into in today's episode.

今天我将分享16个不同的行动步骤来加速你的晋升之路。我希望你了解那些能帮助你在组织中脱颖而出的战略举措。我将涵盖四大类行动步骤：人际关系建设、沟通技巧、战略工作量管理以及职业发展对话。每个类别下，我都准备了一系列极具实操性的行动建议。

Today, I'm going to be sharing 16 different action steps that you can take to speed up your path to promotion. I want you to know about the strategic moves that will help you get ahead in an organization. I'm gonna be covering four different categories of action steps. The four categories I'm covering in today's episode are relationship building, communication skills, strategic workload management, and professional development conversations. And for each of those buckets, I have a series of very tactical action steps that I'm going to recommend that you take.

在开始之前，我有两个重要说明。第一，本期节目包含大量技巧和信息，请不要因此感到压力，更不要用它来否定自己。别对自己说：天啊，杰西分享了这么多技巧，我却一个都没做到，我的晋升目标彻底失败了，我真是个糟糕的人。

Now before I dive in, I have two important caveats that I want to share. Number one, I'm sharing a lot of tips and information in today's episode. Please don't let it overwhelm you, and don't use it against yourself. So don't say to yourself, oh my gosh, Jess is sharing all of these tips, and I'm not doing any of them. And I'm failing in my goal of getting promoted, and I'm such a horrible person.

然后就想放弃自己的目标和梦想，因为觉得自己全做错了。不，不，不，我们绝不允许这种情况发生。

And let me just forget about my goals and dreams because I'm doing all of this wrong. No. No. No. We are not allowing that to happen.

职场晋升这场游戏既复杂又充满挑战。所以不要因此否定自己，若我分享的技巧对你而言很陌生，也无需沮丧。在我职业生涯的某个阶段，这些建议也曾让我耳目一新，当时我完全在无意中阻碍了自己的成长与晋升之路。这些经验都是我从犯错中学来的，每个人都要经历从零开始的过程。

The corporate game of getting promoted is a tricky challenging game. So don't use it against yourself and don't get down on yourself if the tips that I'm sharing feel new to you. There was a point in my career where these tips were news to me, and I was completely sabotaging my own growth and my path to promotion, and I didn't even realize it. So I learned these tips by messing these things up. We all start somewhere.

我的建议是：你可以从本期内容中选择一两个行动步骤着手实践，再逐步扩展。不必急于求成。另外需要说明的是，本期节目不会讨论如何出色完成工作或交付可靠成果——因为我的大多数客户和女性听众已经做得很好。既然你在收听这个播客，说明你的工作表现本就不错，现在你需要做的是稍微减少埋头苦干，转而关注更具战略性的其他方面。

And my recommendation is that you pick one or two action steps from this episode and start with those and then build gradually from there. You don't have to do this all at once. The second quick caveat is that in today's episode, I'm not covering any tips around doing great work or producing solid deliverables, and this is because most of my clients and most of the women who listen to this show are already doing that. If you are listening to this podcast, there's a really good chance that your work is good and that you don't need to focus on doing good work. You are already doing good work, and now it's time for you to work a little bit less hard and focus on some of these other more strategic things.

言归正传，我们先来看第一类行动步骤：人际关系建设。我将其作为首要内容，不仅因为这是最重要的晋升策略之一，更因为它常常被人忽视。请记住这个前提：企业环境中的晋升并非总是基于业绩。更多时候，晋升取决于人际关系——高层领导者往往更倾向于提拔他们喜欢的人。

So with all of that shared, let's get into the first category of action steps, which is relationship building. So I'm starting with relationship building because it is one of the most important categories of action steps to take, and it's also a category that I often see people overlooking. So let me start with sharing this premise. Promotions in a corporate setting are not always based on merit. More often than not, promotions are based on relationships, and high up leaders in an organization will tend to promote people they like faster than they promote people they don't like.

有时这种倾向性如此强烈，以至于领导者宁愿提拔能力稍逊但讨喜的人。这虽不公平也不合理，但若你想获得晋升，就必须认清这个现实。本可以就此展开讨论其公平性与成因，但更有价值的是提供应对策略。接下来我将分享六个技巧，帮助你强化与公司高层的关系，加速晋升进程。

And sometimes this tendency to promote people who they like is so strong that they will promote people who they like even if those people aren't as good at the job as other people. This isn't fair, and this doesn't always make sense, but it's an important reality to be aware of if getting promoted is important to you. Now I can do an entire episode just on this idea, exploring whether it's fair and why this is the case. But I think what would be much more helpful for you is if I give you tips on how to navigate this reality so that you can get promoted. And so with that said, I'm gonna share with you six tips on how to strengthen your relationship with leaders at your company so that you can speed up your path to promotion.

技巧一：承诺每周投入30分钟进行人际关系建设。你可能会疑惑具体该怎么做？如何安排这30分钟？幸运的是，后续五个技巧都是可填充这段时间的具体方法。

Tip number one, I want you to commit to spending 30 minutes per week on relationship building activities. Now you might be wondering what that means. Like, what does it mean to do relationship building? How on earth are you supposed to fill those thirty minutes? So luckily, I have five more tips for you, and these are all examples of relationship building activities that you can use to fill the thirty minutes.

技巧二：列出公司里符合以下任一条件的高管名单：1. 你的工作直接影响他们或其团队；2. 你欣赏他们。然后自问：上次与这些人进行非工作事务的交谈是什么时候？上次关心他们的近况又是何时？

So tip number two is the first activity that you can fill this time with, which is write down a list of all of the leaders at your company who fall into one of two potential categories. Number one, the work that you do impacts them or their team. And number two, you admire them. And I want you to look at that list and ask yourself, when was the last time I had a conversation with this person that was not tied to an immediate work project? When was the last time I asked them how things were going for them?

请在这份名单中，为那些长期未有私人交流的对象标注星号。这就引出技巧三：主动联系。另一种填充30分钟的方式是邀请名单中的关键人物喝咖啡，借此了解他们的工作重点以便更好提供支持。我的客户执行时常感到恐惧，总担心'邀请对方却不知该聊什么'。

You wanna look at that list and put asterisks next to the names of people who you haven't really had any interpersonal conversations with in a long time. And that brings me to tip number three, which is outreach. Another way that you can fill the thirty minutes of time is by reaching out to a stakeholder on this list and asking them if they'd like to spend thirty minutes grabbing coffee with you so that you could get up to speed on their priorities and better support them through the work that you're doing in the business. Now whenever I tell my clients to do this, usually, they feel very afraid to reach out. And a lot of times what they say is, I'm inviting them to have coffee with me, and I don't even know what I'm inviting them to talk about.

所以我觉得联系他们很别扭，因为我实在想象不出这场对话会如何进行。为了帮你解决这个问题并学习如何开展这类咖啡闲聊，这就引出了第四条建议：花时间思考如何为公司领导提供超值服务。'超值服务'意味着你在帮助利益相关者达成目标时付出远超预期的努力。这不是关于加班或承担更多工作量，而是需要深度思考并自问——

So I feel weird even reaching out to them because I cannot imagine in my mind how this conversation is gonna go. So for me to help resolve that question and help you learn how to approach those coffee chats, That brings me to tip number four, which is to spend time reflecting on how you can super serve the leaders in your company. Super serve means that you're going above and beyond when it comes to how much you are helping a stakeholder reach their goals. This isn't about overworking and taking on a greater volume of work. It's about being deeply thoughtful and asking yourself.

当我审视自己和团队的工作，再想到公司另一位领导最关心的事项时，如果始终牢记他们的核心诉求，我该如何调整工作方式以更好地支持他们实现目标？一旦开始思考这个问题，你的工作视角就会改变——从机械产出转变为确保每项成果都能切实帮助公司各层领导。因为关键点在于：当你的工作对领导们极具价值时，你的晋升速度就会加快。那么如何了解他们的需求？答案就是直接询问他们。

When I think about the work that me and my team are doing, and then I think about this other leader in my company and the things that matter most to them, If I am keeping in mind the things that matter most to them, how might I change the way that I'm approaching my work in order to better support them and the goals that matter to them? And as soon as you ask yourself this question, you start thinking about your work differently, and it becomes less about just cranking out deliverables and more about making sure that those deliverables are actually helpful to the leaders across your organization. Because, spoiler, when your work is highly helpful to the leaders in your organization, you get promoted faster. So how do you figure out how to be helpful to them? You figure that out by asking them what would be helpful to them.

这些咖啡闲聊正是收集关键信息的渠道，能了解他们的工作重点、挑战和抱负。掌握这些信息后，你在执行工作时就能时刻参考。很快你就会发现这样的时刻：'两个月前和Bob喝咖啡时，他说他的团队反复被某个问题困扰。而我的同事刚开发了解决类似痛点的方案——'

So these coffee chats are a way of gathering key information on their priorities and their challenges and their aspirations. And when you know that information, you can keep all of that in mind as you are executing your work. And what's gonna happen is you're gonna encounter moments where you realize, oh, I had coffee with Bob two months ago. And in that coffee chat, Bob told me that his team has been struggling with this particular thing over and over. One of my teammates just built a solution for a very similar pain point.

如果让我同事花一小时指导Bob的团队，他们就能直接运用这个方案解决问题。若当初没有那次咖啡谈话，你根本不会想到把这个解决方案提供给Bob团队。我们对组织内领导者的优先事项了解得越多，就越能发现提供超值服务的机会。咖啡闲聊正是获取这些信息的途径。明白了吗？

I bet that if my teammate sits with someone on Bob's team for an hour, my teammate could take that solution and give it to Bob's team, and then Bob will have solved the problem that he told me about when we had coffee. If you didn't have that coffee chat with Bob, it would never have occurred to you to take this solution that your team member built and offer it to Bob and Bob's team. So the more we know about the priorities and struggles of the leaders who sit in the organization that we are a part of, the more that we can spot opportunities to super serve them and be highly valuable to them. Your coffee chats are a way of gathering this information. Okay.

我还有两条人际关系建设建议。第五条很简单：实际去进行咖啡闲聊。前文提到每周需要花30分钟经营人际关系，安排一次30分钟的咖啡会谈就能完成这个配额。最后第六条建议是：主动联系过去合作过的领导。

I have two more relationship building tips. Number five is very straightforward, doing the actual coffee chats. So I mentioned that you wanna do thirty minutes a week on relationship building. If you have a thirty minute coffee chat on your calendar for the week, that can count as filling your thirty minute quota. And the final tip, tip number six, is reach out to leaders that you have worked with in the past.

人际关系建设不必局限于现任公司领导。不妨也想想：过去共事过的上司和领导中，有哪些人很久没联系了？给他们发条消息表示想念，并约时间叙旧。关于人际关系建设的建议就到这里。在进入第二部分沟通技巧前，我想最后强调：请务必重视并实践这些方法。这类活动最容易拖延，因为首先它们有点令人畏惧，而我们总爱拖延令人不安的事。

So you don't need to confine your relationship building to the leaders at your current company. It's also a good idea to ask yourself what bosses and leaders from past places I've worked at have I not chatted with in a while, and just send them a note to say that you thought of them, and you'd love to catch up if they have time over the next few weeks. So that brings me to the end of the relationship building tips. And before I move on to the second section, which are communication tips, I just wanna share one final push to encourage you to take this super seriously and put this into action. Relationship building activities are the thing that are most likely to get procrastinated because number one, they're a little bit scary to do, and we tend to procrastinate scary things.

其次，它们没有即时紧迫性。但我鼓励你克服这些障碍。虽然过程可能不适且耗时，但请相信：比起现在行动的不适，未来一两年因职业发展停滞而产生的挫败感会更难忍受。所以请立即开始实践，我保证随着练习，这些行动会变得越来越自然。

And number two, they don't have an immediate urgency. I want to encourage you to push past that. I know it's uncomfortable, and I know it takes a little bit of time, but I promise you, it is way more uncomfortable to not do this and to be frustrated a year from now or two years from now because you're not where you want to be professionally. So please get out there and start doing these things. And I promise you, the more you do it, the more natural it's going to feel.

好的。现在我们进入下一个技巧环节，这些全都与沟通有关。以下是沟通如此重要的原因。虽然今天的节目中我还没有明确提到这一点，但最终决定你是否能获得晋升的，是你组织中的高层——那些领导者们。他们是如何了解你的呢？

Okay. So now we are moving into the next section of tips, which are all around communication. Here's why communication matters so much. I haven't explicitly stated this in today's episode yet, but it is the people at the top of your organization, the leaders in your who are going to make the final decision on whether you get promoted or not. Now how do they know you?

他们如何形成对你个人及你能带来什么价值的认知？这种认知主要来自于他们与你面对面接触的时间。我说的'面对面'，指的是任何你与他们共处会议或房间的时刻。而在这些有限的互动时间里，真正让你脱颖而出的就是你的沟通能力。他们接触到的是你的声音和发言，这些远比他们了解你的实际执行工作要多得多。

How do they form their understanding of who you are and what you bring to the table? They form that understanding primarily through the FaceTime that they have with you. And when I say FaceTime, I just mean anytime you are in any sort of meeting or room with them. And the way that you really stand out during those limited slivers of time is through your communication. It's your voice and speaking up that they are exposed to, and they are exposed to that way more than they're exposed to your actual execution.

这就是为什么在职场环境中，若想晋升至领导岗位，拥有扎实的口头沟通技能是必不可少的。接下来我将为你介绍五个行动步骤，帮助你以展现晋升潜力的方式沟通，增加他们对你委以重任的可能性。我们现在来到总清单的第七个技巧：当有高层领导在场时，要积极发言并展现存在感。这一点至关重要。你与高层利益相关者的接触时间有限，因此必须充分利用。

This is why having solid verbal communication skills is such a nonnegotiable if you want to move into a leadership role in a corporate setting. So I'm gonna walk you through five action steps that will help you communicate in a way that shows people that you are ready for a promotion and makes them more likely to make a bet on you and move you into a bigger role. So we are at tip number seven in the overall list, which is speak up and get visible when there are senior leaders in the room. This is super important. You get limited face time with senior level stakeholders, so you want to make the most of it.

你要向他们展示你的专注力。你要展现你的决心。你要证明自己有好点子。你要让他们看到你的进取心。你要让他们感受到你所付出的那种承诺度。

You wanna show them you are focused. You wanna show them you are determined. You wanna show them you have good ideas. You want them to see your drive. You want them to feel that level of commitment that you have.

而当你保持沉默时，他们看到的可能恰恰相反。他们会认为你不够投入，觉得你缺乏进取心。这并非因为你真的缺乏动力，而是因为在会议中，唯一能让他们看到你进取心的方式就是主动发言。

And when you're quiet, sometimes they see the opposite. They see that you're not committed. They see that you don't have a lot of drive. And it's not because you actually lack drive. It's just because the only way for them to see your drive in a meeting is for you to speak up.

在那场会议里，他们完全不知道你在剩余工作时间里完成了多少交付物。他们能看到的只有会议室里发生的事。所以如果你在幕后努力工作，却在会议上不贡献想法、不参与讨论，这些就是他们评判你的全部依据。在他们心中可能会想：她看起来并不积极，似乎对工作不太上心。

In that meeting, they have no idea how many deliverables you've been producing for the remaining x hours that you have left in the day. All they see is what happens in that room. So if you are working hard behind the scenes and then coming to meetings and not contributing and not being part of the discussion, that's all they have to go off of. And in their mind, they might think, she doesn't seem super fired up. She doesn't seem like she's super in this.

我实在感受不到她有多投入。想象三个月后，当他们收到你老板推荐你晋升的邮件时，他们做决定的依据会是什么？他们将受限于与你接触时的体验。我之所以如此激动并充满热情地强调这点，是因为我知道这是个重大挑战。

I'm not really getting the feeling that she's highly committed. And then imagine three months from now, they get an email from your boss asking to promote you. What are they gonna go off of in making that decision? They're going to be hamstrung by the experiences that they've had with you. I'm being very animated about this and passionate about this because I know that this is a big challenge.

将自己的声音表达出来并大声说出来，可能会让人感到情感上非常脆弱和暴露。我明白。我深知这有多难，因为首先，我在企业职业生涯中曾为此深深挣扎，不得不做大量内在心理工作来找到自己的声音并建立那种自信。其次，这正是我帮助客户解决的首要问题。所以我理解其中的难度，有时我们必须自我修炼，才能找到那种力量，在会议中发出自己的声音。

It can feel very emotionally vulnerable and exposing to get your voice out there and speak up. I know. I'm intimately familiar with how hard it is because number one, I had deep struggles with this in my corporate career, and I had to do a lot of inner psychological work to find my voice and have that confidence. And number two, this is the primary thing that I help my clients with. So I understand the level of difficulty, and sometimes we have to do work on ourselves to find that strength and find our voice in the room.

我知道我自己确实经历过，但我想强调这项工作的重要性和价值，因为在会议中发声是你建立专业声誉的方式——无需在幕后疯狂工作就能被视为真正擅长本职工作的人。这就是第七个技巧：在会议中发言并保持存在感。而第八和第九个技巧则是实现这一目标的具体方法。第八个技巧其实包含双重建议：提出异议和提出问题。

I know I certainly did, but I wanna emphasize how important it is and how worth it it is to do this work because having a voice in the room is how you establish the reputation as someone who's really good at their job without you having to work like crazy behind the scenes. So that's tip number seven, which is speak and be visible in meetings. Now tips number eight and nine are specific ways that you can do that. So tip number eight is a double tip. It's two tips in one, but it is push back and ask questions.

很多时候，当我们考虑在会议中发言时，会认为必须提出所有想法或准备好答案。这是错误的。提问恰恰能展现你致力于推动会议进程的诚意。特别是澄清性问题至关重要——当你提出这类问题时，就能获得参与对话所需的背景信息。但我的许多客户害怕提问，他们的思维模式是：我应该理解这些内容。

So a lot of times when we think about speaking up in the room, we think that we have to come with all of the ideas and we have to have the answer. This is untrue. Asking questions is a way that you demonstrate that you are committed to helping everyone in the room move things forward. And it is especially important for you to ask clarifying questions because when you ask clarifying questions, you have the context that you need to contribute to the conversation. Now a lot of my clients are afraid to ask questions because their thought process is, I'm supposed to understand this.

这些内容对我来说应该是有意义的。如果无法理解，那就意味着我不胜任工作，不够聪明到参与这个会议。所有人都懂我不懂的事。如果我提出这个问题，会显得很愚蠢，这对我的职业生涯不利。

This is supposed to make sense to me. And if it's not making sense to me, that must mean that I'm not good at my job. I'm not smart enough to be in this room. Everyone understands something that I don't understand. And if I ask this question, I'm going to look stupid, and that is going to be bad for my career.

对此我有许多见解，现在分享几条最重要的指导原则：我个人已将'愚蠢问题'这个词从词典中删除。我认为问题只有两种类型：基础性问题和进阶性问题。基础性问题是我们为建立认知基础而提出的问题。比如在诊所填写表格时，医生会询问基础性问题——

Now I have so many thoughts on this, but let me share some of the biggest pieces of guidance that will help you with this. I personally have just erased the phrase stupid questions from my vocabulary. I think that there are only two types of questions, foundational questions and advanced questions. Foundational questions are questions that we ask when we are trying to establish the foundations so that we understand the subject matter. So an example of a foundational question is when you go to the doctor's office and you fill out the forms and they ask you foundational questions.

他们会问：'您正在服用什么药物吗？有过敏史吗？'我猜当您填写这些表格时，肯定不会想着：'哇，这个医生问的问题真基础，他们一定很蠢很笨。'

They ask you, are you taking any medications? Do you have any allergies? Now my guess would be that when you fill out those forms, I don't think you're thinking, wow. This doctor is asking very basic questions. They must be really stupid and really dumb.

不会。您会想：'医生需要了解基本情况，才能成为好医生，帮助我从就诊中获得所需。'这就是利益相关者听到您提出基础性问题时的真实想法。他们不会觉得：'天啊，她居然需要这些信息'，而是会认为：'她询问这些信息是为了更好地协助我们，做好本职工作。'

No. You're thinking, oh, this doctor needs to understand the foundations so that they can actually be a good doctor and help me get what I need from my doctor's appointment. So that's the same thought process your stakeholders have when you ask a foundational question. They're not going to be thinking, oh my god, I can't believe she wants this information. They're gonna be thinking, oh, she's asking for this information so that she can help us, so that she can do her job well.

这些就是基础性问题。而进阶问题则是基于对当前话题更深入理解所提出的问题。但问题并不因其更进阶就天然更具价值。我相信你们都经历过这样的场景：有人提出一个基础问题，却让在场每个人都受益匪浅。所以问题越进阶，并不等于你越令人印象深刻或为讨论贡献更多价值。

So that's foundational questions. And then advanced questions are questions that we ask that are based on a more advanced understanding of the topic at hand. However, a question isn't inherently more valuable just because it's a more advanced question. I'm sure that you've been in rooms where someone asked a foundational question, and it was valuable to every single person in the room. So a question being more advanced doesn't equal you being more impressive or you adding more value in the room.

这两者并非真实的关联。所以我希望你们彻底摒弃'愚蠢问题'这个概念。从现在起，问题只分基础性和进阶性。虽然进阶性问题听起来光鲜亮丽令人兴奋，但不要被它们迷惑。有时候基础性问题反而更具力量。

That is not a true correlation. So I want you to just toss the idea of stupid questions out the window. And from this point forward, there are only foundational questions and advanced questions. And while advanced questions might sound very sparkly and flashy and exciting, don't be deceived by them. Sometimes foundational questions are far more powerful.

好了，我不想在这个话题上钻牛角尖。接下来我要分享第九个技巧——生成方向指引。这一点极其重要。组织里通常有两类人。

Okay. I don't wanna rabbit hole too much into this. So I'm gonna move on to the next tip, which is tip number nine, which is generate direction. This is very, very, very, very important. There are two types of people in an organization.

一类是遵循指示的人，另一类是创造方向的人。我有一期完整节目讨论这个话题，想深入了解的听众可以查看节目备注里的链接。但你必须向人们展示你是能创造方向的人。因为当公司考虑提拔你时，他们需要确信你上任后不会坐等别人告诉你该做什么。

There are people who follow directions and people who generate directions. I have an entire episode on this topic. If you want to go deeper into it, I will link it in the show notes. But you really wanna show people that you are the type of person who generates direction. Because when your company is promoting you, they need to know that once you're in the position, you're not gonna just wait for people to tell you what to do.

你会主动制定方向，并告诉别人你认为在这个岗位上应该做什么。所以你需要展现这种特质——当与领导层和利益相关者开会时，你要帮助他们明确目标、规划成果、制定下一步、设计流程、构建方法。你不是去被动反应的，也不是仅仅去发表意见的。你要会说：'好的，听起来我们的目标是X。'

You're going to generate direction, and you're going to tell people what you think you should do in the position. So you need to show people that you possess this trait, which means that when you're in meetings and conversations with leaders and stakeholders, you wanna be helping them shape the goal, shape the outcome, shape the next step, shape the process, shape the approach. You are not there to be reactive, and you are not there to just be asked your opinion. You are there to say things like, okay. It sounds like the goal is x.

'大家对这个目标都达成共识了吗？'或者说：'看来我们已经解决了这个问题，现在是否该处理下一项了？'这些就是你创造方向的具体表现。这正好引出第十个技巧：展现'行动偏好'。

Do we all feel aligned with that? Or to say things like, it sounds like we've solved this question. Should we now tackle this next thing? These are examples of you generating direction. And this leads perfectly into tip number 10, which is to demonstrate something called bias to action.

'行动偏好'意味着你倾向于采取行动。具备这种特质的人能更快完成任务，应对更艰巨的项目，成为更优秀的领导者。因为即使遇到阻碍，他们始终保持着行动偏好，不断思考'我们能采取什么行动？下一步该怎么走？'

Bias to action means that you have a bias for taking action. And people who have a bias to action get things done faster. They can handle harder projects, and they make better leaders because even when obstacles come up, they always have a bias to action. And they're always thinking, what action can we take? What next step can we take?

我们该如何推进这件事？公司确实喜欢提拔那些展现出行动偏向的人。所以当你主持会议或参加他人会议时，我希望你始终思考：各位，下一步该做什么？我们要朝哪个方向前进？能得出什么结论？

How can we move this forward? So companies really like to promote people who demonstrate bias to action. So when you're leading meetings and when you're in other people's meetings, I want you to always be thinking, what's the next step here, everyone? Where are we moving towards? What conclusion can we draw?

我们该采取什么后续行动？接下来该讨论什么？如何解决这个问题？如何推进？你要带着这种'让我们推动进展'的能量。

What next step should we move on to? What should we talk about next? How can we solve this? How can we move forward? You bring this energy of like, let's move this forward.

让我们完成些实际成果，继续推进下一项任务，搞定部分交付成果。当人们感受到你这种能量时，他们会真正视你为领导者，相信你能承担更重要的事务。现在我有一份免费工作表，详细教你如何通过沟通方式展现行动偏向，这份工作表对新手非常友好。

Let's get something done. Let's move on to the next thing. Let's knock out some of these deliverables. When people feel that energy from you, it really makes them see you as a leader and trust that you can handle bigger things. Now I have a free worksheet that teaches you in-depth how to demonstrate bias to action through the way that you communicate, and it is a very beginner friendly worksheet.

我会在节目说明中附上链接，强烈建议下载它，因为这将改变你的沟通方式，帮助你以更易获得晋升的方式表达。好了，今天节目中沟通版块的最后一个技巧是：聚焦影响力的表达方式。这是我在课程中教授的核心工具之一，因为这是通过沟通展现领导力的最强有力方式之一。而教你掌握聚焦影响力沟通的最佳方式，就是通过一个类比。

I will link it in the show notes, and I highly recommend downloading it because it will change the way that you communicate and help you speak in a way that gets you promoted faster. Okay. The final tip in the communication section of today's episode is to speak in a way that focuses on impact. This is one of the key tools that I teach inside of my program because it is one of the most powerful ways to differentiate yourself as a leader through the way that you communicate. And the best way for me to teach you how to communicate in a way that focuses on impact is through an analogy.

想象你一直为买辆好车存钱，现在兴奋不已。终于达成存款目标，是时候走进 dealership 实现梦想，购买你梦寐以求的汽车了。你满怀期待走进展厅，销售员对你说：好的，说说你想要什么车。

I want you to imagine that you have been saving up for a really nice car, and you are so excited. You finally hit your savings goal. It is time for you to walk into the dealership and have your dream come true and get in there and purchase the car of your dreams. And you're so excited about it, And you walk into the dealership, and the salesperson in the dealership says, alright. Tell me about what car you want.

你回答：我存了很久钱，准备购买这个特定型号。他们回应：很好，我们现在就签文件吧，跟我来，坐到我办公桌这边。

And you say, I've been saving for a while, and I'm ready to buy this specific model. And they say to you, okay, great. Let's get the paperwork signed here. Come back with me. Like, let's sit at my desk.

让我们速战速决，五到十分钟就能搞定。突然间你感到些许失落，心想：等等，我们能看看车吗？能摸摸它吗？

Let's get this going. You could be out of here within five to ten minutes. And all of a sudden, in that moment, you feel a little disappointed, and you're thinking to yourself, like, wait. Can we, like, look at the car? Can we touch it?

你能介绍一下它的功能吗？你心里在想，我已经为这辆车攒了好几个月的钱。这个时刻真的很特别，我真心希望销售人员能帮我激发对这辆车的热情，告诉我它有多棒。我有点希望他们能稍微推销一下，因为这对我是个如此特别的时刻，而只是走进来填表格感觉真的很扫兴。我真的很想感受到鼓舞。

Can you tell me about its features? And you're thinking in your head, I've been saving up for this car for months. This moment was really special, and I really would have loved it if the salesperson could help me get excited about this car and tell me how great it is. And I kind of want them to sell me on it a little bit because this is such a special moment for me, and it feels really anticlimactic that I'm just walking in and filling out paperwork. I really wanted to feel inspired.

我想象购买这辆车后生活会是什么样子，我依赖销售人员帮我实现这种体验。所以当你想象买车时，有两种可能。你可以与销售人员进行一次非常事务性的交流，你告诉他们你想买车，他们就说，好的，我们来填表格，然后他们跳过实际谈论车辆和带你体验的过程。或者你可以有一次体验，他们会说，这太令人兴奋了。

I wanted to imagine what my life is gonna be like after I bought this car, and I was relying on the salesperson to help me have that experience. So when you imagine buying a car, there's two ways it can go. You can have this very transactional exchange with the salesperson where you told them that you wanna buy the car, and they're like, great. Let's fill out the paperwork, and they skip over actually talking about the car and taking you on that journey. Or you can have an experience where they say, this is so exciting.

我们来聊聊一些功能。让你坐在驾驶座上。我来给你展示这辆车的一些酷炫创新。所以你可以看到，在汽车经销商那里，你可以有两种截然不同的体验。同样地，当你与公司领导沟通时，你也可以提供两种非常不同的体验。

Let's talk through some of the features. Let's have you sit in the driver's seat. Let me show you some of the cool innovations that they've added into this car. And so you can see how in a car dealership, you can have these two very different experiences. And similarly, when you're communicating with leaders at your company, you can offer them two very different kinds of experiences.

就好像你是汽车销售人员。当你需要向领导层汇报你的工作时，你可以非常事务性地快速让他们进来，给他们所需的基本信息然后让他们离开，或者你可以带他们踏上一段旅程，让他们对你的工作影响感到兴奋，对你的工作如何有助于他们的目标和未来成功感到兴奋。如果你有兴趣获得晋升，你肯定希望做后者。你要确保你在向听众谈论你工作的影响，让他们对你的工作感到兴奋。

It's as if you're the car salesperson. And when it's time for you to communicate your work to an audience of leaders, you can either be very transactional and just get them in, get them out, get them the bare bones information that they need and keep it quick, or you can take them on a journey and get them excited about the impact of your work and excited about how your work is contributing to their goals and to a future success that they are going to get to be a part of. And if you're interested in getting promoted, you wanna make sure to do the latter. You wanna make sure that you're talking to your audience about the impact of your work. You're getting them excited about your work.

你要带他们经历你的工作旅程。这是真正擅长高管沟通的核心所在。这意味着你知道如何从那种事务性的信息分享方式转变为更富有抱负和鼓舞人心的方式，与听众分享你的工作，并带他们踏上情感上投入的旅程。所以这是第11个技巧，这结束了沟通部分。我们还有两个部分。

You're taking them on a journey through your work. This is at the heart of what it means to be really good at executive communication. It means you know how to move out of that transactional way of sharing information and into a more aspirational and inspirational way of sharing your work with your audience and taking them on a journey that engages them emotionally. So that is tip number 11, and that rounds out the section on communication. We have two more sections left.

下一部分是关于战略性地管理工作量。这非常重要。如果你想更快晋升，你必须从仅仅回应别人要求你做的事情转变为主动设定愿景和管理你的项目管道。所以第12个技巧是展示愿景。这极其重要。

The next section is all about strategically managing your workload. This is super important. If you want to get promoted faster, you have to pivot from you just responding to what people are asking you to do to you becoming proactive about setting vision and managing your project pipeline. So tip number 12 is demonstrate vision. This is extremely important.

至少每个季度一次，我希望你退后一步，看看你正在做的一切，问自己，对我的工作量做任何调整是否能帮助我为组织增加更多价值？一旦你回答了这个问题，我希望你把这个答案带给你的老板，对他们说，我一直在退后一步审视我的工作量，问自己如何能更好地为组织增加价值。我想出了一些想法，我很乐意与你分享。当你这样做时，它向你的老板展示你有能力设定愿景和方向。这真的很重要，因为如果你被提升到一个更大的角色，你将需要设定更多的愿景和方向。

At least once a quarter, I want you to zoom out and look at everything you're working on and ask yourself, are there any adjustments to my workload that would help me add more value to the organization? And once you've answered that question, I want you to bring that answer to your boss and say to them, I've been stepping back to look at my workload and ask myself how I can better add value to the organization. And I came up with some ideas that I'd love to walk you through. When you do this, it shows your boss that you are capable of setting vision and setting direction. This is really important because if you're promoted into a bigger role, you're going to be expected to set more vision and set more direction.

因此，如果你从今天开始这样做，你的老板将有确凿证据证明你具备成为远见卓识领导者的能力，这将大大增强他们提拔你的信心。这也引出了紧密相连的第十三和十四条建议。第十三条建议是：减少或停止低价值工作。低价值工作是指那些未能为组织创造显著价值的工作。仅仅因为某人提出了项目想法或建议你做某事，并不意味着你就应该去做。

So if you start doing that today, your boss has cold hard proof that you are capable of being a visionary leader, and that is going to help them feel that much more solid to promote you. This also leads into tips number thirteen and fourteen, which are closely connected. So tip number 13 is to slow down or eliminate low value work. So low value work is any work that you do that isn't creating a lot of value for your organization. Just because someone has an idea for a project or someone has an idea for something that you could do doesn't mean you should do it.

虽然我知道在被要求做事时总想答应很诱人，但你必须记住，每次对某件事说'是'的同时，你也在对其他事情说'不'。每个你正在进行的低价值项目都会占用你本可用于高价值项目的时间，这引出了第十四条建议：用高价值项目替代低价值项目。高价值项目是对公司目标有更大影响的项目。项目价值越高，第一，越能提升你的声誉；第二，越能让你接触到组织的高层领导。

And while I know it's tempting to always say yes when you get asked to do something, you have to remember that anytime you say yes to something, you're also saying no to something else. And every low value project that you are working on is time that you can no longer spend on high value projects, which leads me to tip number 14, which is replace low value projects with high value projects. High value projects are projects that are having a bigger impact on your company's goals. The higher value a project is, number one, the more it bolsters your reputation. And number two, the more it exposes you to senior leadership in your organization.

组织的高层领导对参与那些无关痛痒、无法推动进展的小项目毫无兴趣。反之亦然。如果一个项目在组织内产生重大影响，领导们会希望参与其中，并想了解你的工作内容。因此，确保你的工作重点与组织高层关心的事务保持一致至关重要。顺便说一句，这是防止过度工作的绝佳方法——通过降低低价值项目的优先级，提升高价值项目的优先级，你将开始掌控工作量，确保自己不被无数琐事拖累，而是专注于真正推动公司发展的事务。

Senior leadership in your organization is not interested in sitting in on meetings about teeny tiny projects that aren't moving the needle forward. And the reverse is true. If a project is having a big impact within your organization, leaders in your organization are gonna wanna be a part of it, and they're gonna want to see what you're working on. So it's super important that your workload is aligned with things that senior leaders at your organization care about. And by the way, this is a great way to prevent overworking By deprioritizing low value projects and prioritizing high value projects, you're going to start taking control over your workload, and you're going to make sure that you are not being bogged down by a million little things and that you're focused on the things that truly move the needle for your company.

我想特别强调一个关键点：对错误项目说'不'反而会让你显得出色。很多时候我们以为答应请求能赢得好感，但有时拒绝反而更能展现价值——因为这向老板和领导证明，我们不是对任何要求都盲目应承的跟风者，而是能确保时间和精力投入组织最重要事务的批判性思考者。当然，当有人提出请求时，拒绝可能会让人感到为难...

And I really want to emphasize something that's very important. Saying no to the wrong projects makes you look good. A lot of times we think that we look good by saying yes to things. Sometimes we look good by saying no to things because we demonstrate to our boss and our leaders that we are not just lemmings who say yes to anything that gets thrown at us, but that we are critical thinkers who are making sure that our time and energy is going towards the things that matter most within an organization. So I know it can feel a little bit sticky to say no when someone says, hey.

比如当有人问'能帮我做这个吗？'而你清楚这价值有限时，必须记住：你的时间是有限的，拒绝此事意味着为其他更重要的事腾出空间。你甚至可以策略性地利用拒绝来提升自身形象。假设鲍勃找你帮忙制作某个交付物，而你知道这并非最佳时间投资——

Can you do this thing for me? And you know it's not super valuable, but you have to keep in mind that your time is finite and that by saying no to that, you're saying yes to something else. And you can even leverage that and use it to your advantage when you say no. So let's say Bob reaches out to you and says, hey, can you build this deliverable for me? And you know that that's not a good use of your time.

你可以这样回应：'这个想法很有意思。不过最近我所有时间都集中在某个重点业务领域。我会记住这个需求，等团队有空闲时再通知你。'这样鲍勃就会明白，你拒绝是因为有更重要的事要处理，这反而会提升你的专业形象。所有优秀领导者都深谙此道。

You could say that's a super interesting idea. Recently, I've been focusing all of my time on this big area because it's such a priority for the business. I'd be happy to keep this in mind for the future, and I can let you know if capacity opens up on my team. And now Bob knows that the reason that you declined to do this thing that he asked you to do is because you have bigger fish to fry, and that makes you look good. And this is something that all good leaders do.

若想在组织中脱颖而出，必须掌握策略性拒绝的艺术。否则消息传开很快——当人们发现组织里有个人从不拒绝时，你就会像一台投币必中的老虎机。无论接到什么请求都会照单全收，这意味着所有烦人的需求都会涌向你，因为大家都知道你会答应。

If you want to get ahead in an organization, you have to know how to strategically say no to things. If you don't know how to strategically say no to things, news travels fast. People will realize that. And when people realize that there's someone in an organization who never says no, that's like a slot machine that they could put money in and win the jackpot every single time. No matter what you get asked for, you're going to do it, which means all of those annoying requests are gonna get funneled towards you because you're the person that people know will say yes.

通常，这类工作不会得到回报。因此，养成拒绝的习惯至关重要。好的，我们即将进入最后阶段，今天节目的最后一个部分是关于职业发展对话的行动步骤。

And often, we don't get rewarded for that type of work. So it's super important to develop the habit of saying no. Okay. We are almost at the final stretch. We are moving into the last section of today's episode, which are action steps around professional development conversations.

我有两个建议。第15条建议是，你应该定期与你的经理进行反馈会议。每个月至少花30分钟与经理讨论你在公司的表现和职业发展。这些会议应该持续进行，不应只在公司即将进行绩效考核或年终评审时才召开。

So I have two tips for you. Tip number 15 is you should be having regular feedback sessions with your manager. You should be spending at minimum thirty minutes a month talking with your manager about you and your performance and your professional development within the company. And these meetings should be happening always. So they shouldn't be happening only when your company is about to go through a merit cycle or only when it's time for the end of the year reviews.

反馈应当持续不断。当反馈成为常态时，更容易调整方向，并开始询问你的经理是否愿意支持你争取晋升。如果你从未与他们进行过职业发展对话，突然提出这样的请求会困难得多，因为你从零开始，甚至不清楚自己的表现如何，也不知道他们对你的看法。

Feedback should be happening always. When feedback is happening all of the time, it is much easier to pivot that feedback and begin asking your manager if they would be willing to back you in asking for a promotion. It is much harder to ask your manager to do that when you haven't been having any professional development conversations with them at all because then you're starting from zero. You don't even know how you're doing. You don't know what they think of your performance.

你不了解他们对你的反馈。突然间，你试图从‘完全不清楚自己的表现，且半年多未讨论过绩效’的状态，直接跳到‘向老板要求晋升’。这对老板来说是个巨大的跨越。你需要通过定期职业发展对话，确保自己表现良好且老板满意。这样，当你提出‘感谢您在月度反馈中给予的建议，不知下次能否讨论我在公司的发展路径及如何承担更大角色’时，老板会更容易同意。

You don't know what feedback they have for you. And all of a sudden, you're trying to go from, I have no idea how I'm doing, and we haven't talked about my performance in over six months to, I'm now asking my boss for a promotion. That's a very difficult leap to ask your boss to make. You wanna be having these regular professional development conversations so that you know that you're performing well and that your boss is happy. When you know that, then it's much easier to say, I appreciate all the feedback that you've been giving me in these monthly feedback conversations.

如果你尚未每月至少花30分钟与经理讨论职业发展，请立即安排。如果今天将与老板面谈，结束时可以说：‘我一直在思考职业发展，不知您是否愿意每月进行一次简短的反馈会议？议程无需担心，我可以准备讨论的问题。’若今日无面谈机会，请将上述内容通过邮件发送给经理提出请求。

And I was wondering if maybe in our next one, we could talk about my growth path within the company and what it could look like for me to evolve into a bigger role. What are your thoughts? And that's going to be an easy yes for your manager because you've been having professional development conversations with them all along. If you are not spending at least thirty minutes with your manager talking about your professional development, I want you to set that up now. If you are going to be talking with your boss face to face today, then at the end of that face to face time, I want you to say, hey.

这件事非常紧迫且重要。别让拖延症发作，别让内心的小声音劝阻你。如果那个声音真的出现，只需自问：‘我能接受晋升推迟吗？能等到下一个评审周期吗？’

I've been thinking about my professional development, and I was wondering if you'd be open to doing a brief monthly feedback session with me. You don't even need to worry about the agenda. I can bring questions and topics for us to explore. What do you think? Or if you don't have FaceTime with your manager today, I want you to take that exact same thing that I shared and put it in an email and email your manager to make the ask.

（此条原文为重复性内容，根据要求保持1:1映射，此处作留白处理）

This is so urgent and so important. Don't let your brain procrastinate it. Don't let your brain talk you out of it. And if your brain does try to talk you out of it, just ask yourself, am I okay with it taking longer for me to get promoted? Am I okay with next promotion cycle?

我可能得不到我想要的。我能接受这一点吗？如果我无法接受，那么我今天就必须联系我的经理来安排这件事。因为如果我等到明天，明天同样会感到不适。这种不适感永远不会比此刻更轻，这意味着现在就是完成它的最佳时机。

I might not get what I want. Am I okay with that? If I'm not okay with that, then I gotta reach out to my manager today to set this up. Because if I wait till tomorrow, it's gonna be equally uncomfortable tomorrow. It's never gonna be less uncomfortable than it feels in this moment, which means this moment is the best possible time to get it done.

这让我想到第16条建议：当你已经与经理建立了定期反馈的对话机制，并且确认他们对你的表现满意时，让他们知道你渴望成长。你可以这样说：‘我一直在思考我的职业发展，承担更重要的角色对我至关重要。我非常享受在这家公司工作，希望在这里实现成长，从而在组织内建立长期职业路径。我很想了解您是否认为我已准备好晋升，以及如何从现状迈向那个职位。’这样的表达既让经理明白你的诉求，也传递了你对组织的忠诚度和持续贡献的意愿。

And this brings me to tip number 16, which is once you've been having regular feedback conversations with your manager and once you have established that they are happy with your performance, let them know that you are interested in growth. You can say something like, I've been thinking about my professional development, and growing into a bigger role is super important to me. And I've been so happy working here at this company that I wanna experience that growth here so that I can really build a long term career path in this organization. I would love to talk about whether you see me as being ready for that next promotion and what it could look like to get me from where I'm at now into that position. So you wanna say that to your manager so they know that this is important to you, and it also communicates that you are very committed to this organization and that you wanna stay in the organization and add value.

这将开启一系列你与经理之间的对话，内容涵盖晋升准备度、团队内或跨部门的可能性方案，以及具体流程、时间表和后续步骤。以上就是全部内容——16个助你加速晋升的行动步骤。我强烈建议你选择一两个重点认真实践，待熟练掌握后，重新收听本期节目，再攻克下一个目标，以渐进方式推进。

And that is going kick off a set of conversations that you and your manager will have around your readiness for a promotion, the different options for what that could look like within your team or across your organization, and the logistics, timing, and next steps. So there you have it. 16 action steps to help you get promoted faster. And I want to urge you to pick one or two, take those really seriously. And then once you feel like you're nailing it, come back, listen to this episode again, and pick another one to work on and approach this in small steps.

我常对客户说：最快速的成长方式是缓慢成长。你无需同时进行16项改变，只需从一件事开始。非常感谢收听本期节目，你们的陪伴让我倍感欣喜。

I'm always telling my clients that the fastest way to grow is to grow slowly. You don't need to try to do 16 things at once. You just need to start with something. Thank you so much for tuning into today's episode. It is such a joy to have you here and have you listening.

节目备注中我将提供本期提到的所有免费资源，包括《行动偏误工作表》，以及我的旗舰课程《勇敢发声学院》的链接。该课程旨在帮助你建立内在自信，塑造领导者应有的有力声音。其独特之处在于：既教授让你表达精准专业的实用沟通技巧，又通过内在修炼提升自信，使你获得在关键时刻发声的勇气。若你已准备好蜕变，请务必加入候补名单。提前注册者将获得新一期课程席位——目前最后两期仅剩极少量名额。

In the show notes, I'm going to include all of the free resources that I mentioned in today's episode, including the Bias to Action Worksheet. And I will include a link to my signature program, The Art of Speaking Up Academy, which is where I support you in building internal confidence and developing a potent and powerful voice as a leader. What makes The Art of Speaking Up Academy so effective is you learn the practical communication skills that you need to sound very polished and crisp, but you also get to do the inner work to grow your self confidence so that you have the courage and boldness to speak up in the room. If you are ready to experience that transformation, I strongly encourage you to add yourself to the waitlist. When you join the waitlist, you will be offered the opportunity to enroll early in the upcoming cohorts of this program, and there is very little space remaining in the next two cohorts.

因此在2026年之前，候补名单可能是加入《勇敢发声学院》的唯一途径。我会在备注中添加候补链接。衷心感谢你的聆听，我们下期再见。

So the wait list is likely going to be the only way to get a spot in The Art of Speaking Up Academy between now and 2026. I will add the waitlist link in the show notes. Thank you so much for being here, and I'll catch you in the next episode. Bye.