询问艾米们：偏爱、缺乏支持的经理以及其他问题

好的，现在是艾米问答时间。

Okay. Time for ask the Amy's.

这个环节听众会向我们提出他们的困境。可能是人际关系的，可能是与经理之间的，也可能是关于他们自身职业发展的，我们会仔细讨论并分享我们的看法。

This is when listeners send us their dilemmas. They may be interpersonal. They may be with their managers. They may be about their own professional development, and we chew them over and share our thoughts.

没错。今天的问题涉及产假后重返职场、应对不支持的上司、作为新手经理如何获得重视，还有其他几个话题。

That's right. And today's questions are around returning from maternity leave, dealing with an unsupportive manager, being taken seriously as a first time manager, plus a couple other things.

我们先从产后重返职场的问题开始吧。

Let's start with a question about returning to work after having a baby.

好的。我来读这封听众来信。这位听众最近刚重返工作岗位，她问道：当女性从职业中断或产假回归时，面对资深领导诸如'慢慢来，家庭更重要'或'别给自己压力'的建议，该如何有效应对？尤其是当自己表现出愿意承担更多责任或追求成长机会时。

Yeah. Okay. So I'm gonna read this one to you. Alright. This is from a listener who is back at work pretty recently, and she asks, How can a woman returning from a career break or maternity leave effectively handle comments or advice from senior leaders such as, Take it slow, your family is important, or Don't pressure yourself, when you express interest in taking on more responsibilities or pursuing growth opportunities.

作为新手妈妈，我发现自己会反复质疑是否应该追求成长或接受挑战，特别是在收到这些善意的'放慢脚步'建议后。我该如何平衡外界观点与个人抱负？

As a new mother, I find myself second guessing whether I should aspire for growth or take on challenges, especially after receiving well meaning advice to just slow down. How can I balance these external perspectives with my own ambitions?

首先，停止自我怀疑。

Well, let's start with stop second guessing yourself.

是的。

Yes.

没有人比你更了解自己，对吧？

No one knows you better than you know yourself. Right?

对。

Yes.

所以此刻，你可以说，

So in the moment, you can say,

不。

no.

我我非常确定我想承担这个。是的。如果对方继续施压，你可以面带微笑地说，如果我是休完陪产假回来，你会对我说这些话吗？

I'm I'm pretty sure I wanna take this on. Yeah. And if the person keeps pressing you, you can say with a smile on your face, if I were returning from paternity leave, would you be saying this to me?

对。对吧？是的。而且我还想做个对比，比如，我知道有些人生完孩子后喜欢放慢节奏。别特指女性。

Right. Right? Yeah. Well, and I'd like even to draw a contrast to say, you know, I know some people like to slow down after they have kids. Don't say women.

对吧？就像，我知道有些人生完孩子后喜欢放慢节奏。但我现在不是这种状态，所以我更想谈谈我的发展机会。我该如何推进这件事？

Right? Like, I know some people like to slow down after they have the kids. That's not where I'm at right now, so I'd love to talk about my opportunities. How can I drive this forward?

没错。我的意思是，总得有个节点要向前推进。所以把话题转到主题A——我想承担这个责任。这是我的考量思路。不需要任何借口。

Right. I mean, at some point, you have to move along. And so, changing the subject to topic A, which is, I want to take on this responsibility. Here's how I'm thinking about it. No excuses.

不，我知道我刚生完孩子回来。不，我知道自己责任重大。这些你必须解释清楚。

No, I know I'm just back from having a baby. No, I know I have a lot of responsibilities. You have to explain that.

你很专业。是的。另外我认为，如果我们假设这些评论是善意的，可能那个人自身的经历就是希望放慢节奏。所以你甚至可以反问他们，哦，你生完孩子回来后感觉如何？遇到过什么挑战？哦，我觉得我的情况不太一样。

You're professional, Yeah. And I think the other thing, because if we assume the comments are well meaning, it may be that that person's experience was that they wanted to slow down. So you might even ask them questions, Oh, what was it like for you after you returned having kids? What were your challenges? Oh, I think I'm in a different position.

这是我的现状。这是我的想法。所以要明白他们可能是从自身角度给你建议——大多数人都会这样——但这未必适用于你。她或许还得说，知道吗？节奏快慢由我自己决定，但我有很多抱负。

Here's where I am. This is what I'm thinking. So just acknowledging that they're probably giving you advice from their own perspective, because that's what most of us do, but that it may not be relevant to you. And she may have to even say, you know what? I'll make the call about the pace at which I wanna go, but I have a lot of ambitions.

是的。谈谈你如何在这些方面支持我。

Yeah. Talk about how you can support me in those.

但要记住，这很可能是出于好意。

But do remember it probably comes from a good place.

是啊。对吧？即使方向错了。

Yeah. Right? Even if misguided.

即使方向错了还特别烦人。

Even if it's misguided and fantastically annoying.

好吧。我们要不再来一个？

Alright. Should we do another one?

好。这个是关于首次担任管理者如何被认真对待的问题。我来读题目：我最近获得重大晋升，一夜之间从个人贡献者转变为团队管理者。

Yeah. This one is about being taken seriously as a first time manager. So I'll read you the questions. Okay. I've recently had a big promotion and have transitioned from an individual contributor to a people manager overnight.

现在要管理43个人。天哪。这太多了

I'm now managing 43 people. Good lord. That's a lot

人啊。确实太多了。

of people. That's a lot of people.

公司没有给我任何培训、准备或指导。团队氛围很好，文化也很棒，但效率不太高。我该如何适应这个新角色，在推动项目进展、解决问题的同时，不被当成混蛋？我是个友善的人，喜欢与人相处，但需要推进项目并证明自己是称职的管理者。请解决这个问题。

I've had no training, preparation, or guidance from my company. The team is great with a wonderful culture and vibe, but they're not the most productive. How do I navigate this new role, be productive, solve problems, and move projects forward without being perceived as an a hole? I am a nice person and love people, but need to move projects forward and show that I am a competent manager. Solve that problem.

嗯。这个简单。首先，去听我们的《如何管理》系列节目。

Yeah. That's an easy one. Mhmm. Well, number one, listen to our series How to Manage. Yeah.

那里有很多好建议。其次，我很欣赏她的目标——想要被认真对待，证明自己能带领团队高效运转。但在行动前，建议她先思考：在这个情境下，高效到底指什么？怎么判断团队效率低？数据依据是什么？

You'll get some great advice from that. Number two, I really appreciate what she's trying to do, right, being taken seriously, prove that she can get this team in top shape, that they can be productive. Before she takes action, though, I would encourage her to do some thinking around what does productivity mean in this case? How do you know they're not productive? What's the data?

你从哪儿得到这些信息的？团队是怎么组成的？我是说，她手下有43个人。我觉得她需要稍微了解一下大家的想法，是什么在阻碍他们。这里存在区别：我们效率不高是因为这里的文化氛围有些松懈，大家没有百分百投入；还是因为有另一个团队挡了路，导致他们无法推进工作。

Where are you getting that information? And how is the team comprised? I mean, she's got 43 people. I I think she's gotta understand a little bit about what's on their minds, what's holding them back. There's difference between we're not productive because the culture here is one of slightly slacking off and not putting a 100% in, or it could be that there's another team who's standing in their way, so they're not able to move things forward.

诊断问题所在。没错。还要引入其他人。对，找些你信任的人，最好包括那个团队的成员，因为你想了解他们的视角。是的。

Diagnose the problem. Exactly. And bring other people in. Yes. People you trust, and probably members of that team, because you wanna get their perspective, Yeah.

我会先挑选团队里几个有影响力的关键人物开始对话，了解现状、阻碍因素、面临的挑战以及他们的看法。同时我也会和她上司保持密切沟通。嗯。因为她似乎想证明自己可以管理好这个庞大的团队，能够扭转局面。但高层领导们的期望是什么呢？

I would choose a few well positioned influential people on the team to start actually having the conversation with, to understand what's going on, what's holding back, what are the challenges, how do you see this. I would also really be very in close touch with her boss. Mhmm. Because it sounds like she's trying to prove something that she can be a good manager to this ginormous team, that she can turn things around. But what are the expectations from the senior leaders here?

对。不过和上级沟通时，我不会问'您的期望是什么'，而是会主动设定预期。因为上司可能会说'这事昨天就该完成'。作为新角色——顺便说，新岗位是有适应期的——你可以说：'我需要X周时间来了解情况，之后还需要些时间重组团队。'

Right. But also, when you're talking to your manager, I wouldn't say, What are your expectations? I would set expectations, because your manager is gonna say, I need you to do this yesterday. And what you can do in your new role, because by the way, you get a grace period in your new role, is say, I'm gonna need x number of weeks just to understand what's going on here. And I'm gonna need a little time after that to restructure my team.

不

Not

不是'能否重组团队'，而是'必须重组团队'。我不可能直接管理43个人。对吧？

can I restructure my team? I need to restructure my team. I cannot have 43 direct reports. Yeah. Right?

天啊。绩效考核。要给43个人做绩效评估...

Oh my god. Review time. Review time with forty three

43个直接下属，至少多了35个。我想推荐一篇对职场新人特别有帮助的文章，琳达·希尔的经典之作《成为老板》。

Forty three direct reports is, you know, at least 35 too many. I just wanna call out an article that I think is one of the most helpful for people who are moving into this new role, and it's a classic called becoming the boss by Linda Hill.

这篇文章写得真好。

Such a good article.

确实很棒。它不仅清晰区分了个人贡献者与管理者的角色差异，还指出了——这是我刚转型管理层时觉得特别有用的——我们都会带入新岗位的那些认知误区。嗯。

Such a good article. Yeah. And it really lays out the difference between solo contributor roles and managerial roles, but it also lays out this I found this helpful when I first moved into a managerial role. The kinds of misunderstandings that we all take into our new role. Mhmm.

而且这会为你省去大量痛苦。所以没错，我强烈推荐这么做。

And it'll save you an awful lot of pain. So Yep. I cannot recommend this highly enough.

是啊。我喜欢琳达的一点是她让这件事显得很正常——转型确实很难。对吧？学习曲线会非常陡峭。所以我在想她需要哪些人，团队里的成员，她的直属经理。

Yeah. What I like about it is Linda also normalizes the fact that this is hard to do. Right. The learning curve is gonna be so huge. So I think thinking about who does she need, people on the team, her direct manager.

组织里有没有担任管理职务较久的导师？

Is there a mentor in the organization who's been managing for a while?

聪明。对的。

Smart. Yeah.

对吧？她能找谁来支持她度过这个转型期？

Right? Who can she get to be supporting her through this transition?

还有一点是，团队都清楚她被调任到一个全新的角色。所以我觉得她应该保持透明，是的，就说'我正在学习'。

And then one more thing is that it is no secret to her team that she has been recast in a role that is very new to her. So I would say she should be kind of transparent about this Yes. That I'm learning.

没错。

Yep.

而且我需要你们所有人的帮助。

And I'm gonna need help from all of you.

是啊。

Yeah.

别把自己变成应答机器人。明白吗？你必须忠于自我，必须想清楚作为管理者和领导者的定位，不必迎合所有人的反馈。但你要筛选所有的意见。

Don't turn yourself into a reaction bot. Right? You you have to you have to be true to yourself. You have to figure out who you are as a manager and as a leader, and you don't have to bend to everyone's feedback. But you have to sift through all the feedback

是啊。

Yeah.

然后筛选出那些能帮助你更好完成工作的内容。其中需要保持透明的一点就是目标，对吧？嗯。接着我会以透明的方式，把需要实现这个目标的相关人员召集起来，共同商讨如何达成，并让他们成为计划的共同负责人。

And pick out the stuff that's going to help you do your job better. One of the things you wanna be transparent about is the goal. Right? Mhmm. And then I would, with transparency, pull the people who are gonna have to achieve whatever the goal is together into the conversation about how and make them co owners of the plan.

没错。对吧？是的。完全正确。所以她并不是唯一一个。

Yep. Right? Yep. Absolutely. So she's not the only one.

我是说，关于那个问题——我热爱人际关系，但又害怕被人当成混蛋。对管理的一个误解是，你只能在富有同情心和严格要求之间二选一，但实际上你可以同时做到两者。

I mean, that question around, I love relationships, but I'm afraid of being perceived as a jerk. One of the misconceptions about management is that you can either be compassionate or you can hold people accountable, and you can do both at the same time.

对，你完全可以。亲爱的听众，想想当你的经理优柔寡断时你的感受。

Right. You can. And just think about how you feel, dear listener, when your manager is indecisive.

嗯。

Mhmm.

果断行事不等于当混蛋。是的。对吧？人们需要方向，而你的职责就是提供方向。

Being decisive is not the same as being a jerk. Yeah. Right? Yeah. People want direction, and you are there to provide direction.

如果你不提供方向，那就是失职。但在指导时，重要的是解释‘为什么’背后的‘是什么’，这样人们才能理解你的决策过程，并能在目标一致的前提下自主决策。对吧？

And it you would not be doing your job if you weren't providing direction. But when you're providing direction, it's important to explain the why behind the what so that people understand how you made decisions and so that they can make decisions themselves in alignment with the goal. Right?

没错。我真的很同情这位女士。

Yep. My empathy goes out to this woman for sure.

天啊。我——我会先从那43个直接下属着手。这简直是不可能完成的任务。

Oh my gosh. I would I would really start with those 43 direct reports. That's impossible.

是啊。至少要与她的经理保持密切联系，了解对她的期望，同时也要立即在那个团队中建立一些牢固的关系，这样她才能顺利应对。而且，这是多好的机会啊。我是说，她得到这个角色时一定很兴奋。

Yeah. And at least close contact with her manager, understanding what's expected of her, but also making some strong relationships on that team right away so that But, she can navigate well, also, what an opportunity. I mean, she must have been psyched when she got that role.

这真是极大的信任，我希望她不会忽视这一点。

This is such a vote of confidence, and I hope that she doesn't lose sight of that.

是的，同意。好吧，我们来看下一个。这个人写信给我们说，我目前在项目管理岗位上工作了四年，开始寻找下一步的发展。

Yeah. Agreed. Alright. Let's take the next one. So this person writes to us and says, I'm currently four years into my project management role and starting to look for what's next.

我觉得我的经理不够支持。职业发展的话题只有在我提起时才会被讨论。去年在我的年终评估中，没有提到我需要改进或努力的地方，但也没有任何新的发展机会。我曾提到可能去读MBA的想法，她的第一反应是，但我也没有那样做。当我要求参与更多商业项目或与不同团队合作以拓宽视野时，她只是给我一些人的名字让我去喝咖啡。

I feel like my manager is not supportive enough. The topic of career progress only comes up when I initiate it. Last year, in my end of year review, there was nothing I needed to improve or work on, but nothing new on the horizon either. I once brought up the topic of possibly doing an MBA, and her first response was, but I didn't do that either. When I asked to do more commercial projects or work with different teams to expand my horizon, she just gives me names of people to have coffee with.

感觉这只是在敷衍了事。我想她可能暗自高兴我留在现在的职位，因为在这个角色上我给了她很多支持，她不想失去我。我从其他同事那里也听到了证实这一点的话。我该如何与她坦诚地讨论这个问题，并在她回避时坚持推进？她会说些诸如我们公司晋升不快，或者外面的职位不多之类的话。

It feels like the bare minimum. I think she might be secretly happy where I am because in my current role, I support her a lot, and she doesn't want to lose me. I've heard from other colleagues that have confirmed this. How can I have an open conversation with her about this and push through in those moments where she deflects? She'll say things like, our company is not quick with promotions, or there are a few roles out there.

只要耐心等待。我珍惜与她的关系，但我开始觉得她在拖我的后腿。

Just be patient. I value my relationship with her, but I'm starting to feel like she is keeping me down.

所以第一个问题是，你为什么珍惜与她的关系？这是个好问题，对吧？是的，毫无疑问她不想你离开现在的职位，因为这对她来说是个大问题。

So first question, why do you value your relationship with her? That's a good question. Right? Yeah. There is no question that she doesn't want you to leave your role because that creates a big problem for her.

是的，我同意。我有90%确信情况就是这样。但有10%的我读到这些时在想，这是不是老板在沟通上真的很糟糕，只是没有其他机会的情况？

Yes. I I agree. I that is like But 90 there's eight a but coming. Well, 90% of me agrees that's absolutely the case. But there's 10% of me that reads this and thinks, is this a situation where the boss is being really bad at communicating that there just aren't other opportunities?

可能是这样，但我们的听众可以更直接地去询问。是的，我有几点想法。一是说，听着，我真的感到不安，我准备好迎接更具挑战性的角色了。

It might be that, but there is a way for our listener to to ask and be more direct. Yes. So a couple of thoughts. One is to say, listen. I I'm really feeling restless, and I'm ready to move into a more challenging role.

嗯。

Mhmm.

这样做就明确表示你不会永远待在这个岗位上。是的。划下这条界限非常重要。对吧？

Doing that makes it clear that you're you're not gonna stay in this job forever. Yes. And it's very important to put down that marker. Right?

对。

Yep.

你要做的是给这位——我们姑且认为她希望你好的经理一个机会，让她能做正确的事。

And what you wanna do is give this manager who, let's assume, wants what's right, wants what's best for you. Give her a chance to do the right thing.

是啊。

Yeah.

但别给她太多机会，因为这是你仅有一次的宝贵人生。

But don't give her too much of a chance, because this is your one precious life.

嗯。

Mhmm.

你不需要等待她的许可去寻找下一个角色。拐弯抹角不会让你到达想去的地方。你应该直接说：我想过提升技能的方法，但我真正想要的是迈向下一份工作，而我认为这可能是我的下一个目标。您觉得呢？是的。

And you don't need to wait for her to give you permission to find your next role. Being indirect isn't gonna get you where you wanna go. What you wanna do is say, I've thought of ways to build my skills, but what I really want is to get to the next job, and I think this may be the next job. What do you think about that? Yes.

对吧？给她一个具体的回应点。

Right? Give her something real to respond to.

没错。我还建议去找在这个组织中成功实现了你期望的晋升路径——或至少类似路径的人。有没有连跳几级的人？有没有尝试过新领域的人？能不能去请教他们：您当初是怎么做到的？

Yeah. And I also think find someone who has succeeded in the way or at least a similar way to what you're hoping to succeed at in this organization? Is there someone who has moved up several levels? Is there someone who tried out something new? Can you go to that person and say, what did you do?

正是。

Right.

你是怎么做到的？谁帮了你？和人力资源部门的谈话是怎样的？所有这些都在帮助你为自己辩护，但同时也可能给你的经理反馈，比如说，走廊那边的某某人通过这种方式做到了。他们的经理做了这个。

How did you get there? Who helped you? What were the conversations with HR like? All of which is helping you then advocate for yourself, but then possibly then giving feedback to your manager and saying, oh, so and so down the hall was able to do it by this. Their manager did this.

你能做到吗？更具体的想法，关于在这个系统、这个背景下实际有效的方法。

Can you do that? More concrete ideas about what actually works in this system, in this context.

没错。然后我也会稍微拉远镜头。你是一名项目经理？那可是现在最热门的领域。企业现在都是围绕项目来组织的。

Exactly. And then I would also pull the camera back a bit. You're a project manager? That's the hottest field out there. Business is now being organized around projects.

有一些组织专门服务和培训项目经理。我打赌你全都知道。是的。你可以遇到可能与你下一份工作相关的人。不一定非要在现在的公司。

There are organizations that serve and and and and train project managers. You know all of them, I bet. Yeah. You can meet people who may have aligned to your next job. It doesn't have to be at this company.

你可以通过多种方式成长。但要记住，你有选择去向的权力。所以你的经理并不是你从这份工作到下一份工作的唯一途径。

You can grow in a number of ways. But remember that you have the power to choose where you wanna go. So your manager is not the only route out of this job to your next job.

是的。项目经理目前在哪儿都非常有价值，在组织内部也是如此。作为一名项目经理，你可能还会和其他高级领导交谈。你能培养他们作为导师吗？你能从他们那里得到关于他们希望你下一步做什么的建议吗？关于他们是否读过MBA？

Yeah. And project managers are so valuable anywhere at the moment, but also within the organization. As a project manager, there are probably other senior leaders that you're talking to. Can you cultivate them as a mentor? Can you get advice about what they would like to see you do next, about whether they did an MBA?

在整个过程中，你不需要在任何时候把你的现任经理推下船。没错。但没有理由她应该是唯一一个关心你的人。你必须自己去做，而且你可以寻求其他人的帮助。

And at no point in this whole process do you need to throw your current manager under the bus. Right. But there's no reason that she should be the only person who's looking out for you. You have to do it, and you can enlist others in helping you do that.

好的。我们来看下一个问题。好的。我在这家公司相对较新，大约两年，有什么建议可以如何与我的主管建立良好的关系，他人在另一个地方，而且有一个最喜欢的直接下属？我主管最喜欢的直接下属是我的同事，他们已经一起工作了九年。

Alright. Let's take the next question. Okay. Being relatively new to the company about two years, any advice on how to build a good relationship with my supervisor who's based in another location and has a favorite direct report? My supervisor's favorite direct report is my peer who's been working with him for nine years.

她非常能干，负责很大一部分业务，而且和他同在一个地方工作。他们关系非常密切，他会花时间帮她职业发展，提供指导，并带她去参加重要利益相关者的会议。为了弥补我们地理位置上的距离，我定期向他汇报我的工作，并努力参与高可见度的项目。他也从其他与我共事的人那里收到了关于我的好评。但我还是很难信任他，因为当我向他透露一些机密信息时，他会把这些信息分享给我的同事。

She's very competent, covers a big chunk of the portfolio, and works in the same location as him. They're very close, and he spends time with her for career development, provides guidance, and takes her to meetings with key stakeholders. To try to mitigate our lack of proximity, I give him regular updates on what I'm doing and try to get myself involved in high visibility projects. He's also received good feedback about me from other people I work with. But I'm also finding it hard to trust him because when I share things with him in confidence, he then shares that information with my peer.

这让我不愿意和他分享任何超出表面状态更新的信息。此外，那位同事非常有领地意识，被动攻击性强，而且对主管有很强的影响力，所以我不愿意接近她。我一直在想，是应该留在这家公司还是寻找其他机会。好了，艾米，轮到你了。

That makes me reluctant to share anything with him beyond surface level status updates. Additionally, the peer is very territorial, passive aggressive, and has a strong influence on the supervisor, so I'm reluctant to get close to her. I am constantly wondering if I should stay at this company or find another opportunity. All right, Amy. Over to you.

是啊，那就简单说说。这里头情况挺复杂的。我特别注意到她提到不愿与那位红人走得太近。要知道，她刚刚花了大篇幅说明这个红人多重要。

Yeah. Just a simple one then. So there's a lot going on here. The thing I really hone in on is her comment about being reluctant to become close to the favorite. I mean, she just spent a lot of time laying out how important the favorite is.

考虑到红人的行事作风，还有她和老板的关系，我能理解为什么想敬而远之。但我觉得这可能是解开她诸多疑问的关键——

And I can imagine, given the favorite's behavior, given the position with the boss, wanting to sort of not touch that with a nine foot pole, and yet I feel like that might be the clue to so many questions she

的疑问。

has.

对吧？老板在意什么？我怎么接近他？你做了什么让他如此器重？没错。

Right? What does the boss care about? How do I get close to him? What do you do that is so valuable to him? Right.

当然我会非常谨慎地处理。首先，我会建议能否去他们办公地点？哪怕是短期拜访、开几次会，只要能出现在对方面前，建立更自然的默契。她提到发送工作汇报，但在我看来这像在和老板维持事务性关系。而那位红人却拥有更真诚深厚的影响力。

Now I would, of course, approach that very cautiously, but I think, one, I would say, can you travel to their location? Even if it's just for a visit, for a series of meetings, anything to just put yourself in front of them, establish a a sort of more natural rapport. She talks about sending updates. I just, to me, it feels like that she's getting a transactional relationship with this boss Mhmm. And this other person's getting a more genuine influence rich relationship with the boss.

确实。

Right.

另外，你不必和这位同事交朋友，但能否打探出她哪些做法深得老板赏识？

And, also, you don't have to become friends with this peer, but can you find out a little bit more about what she's doing that the boss values so much?

对，你也可以直接询问老板。

Yeah. And you can also ask your your boss.

没错。比如可以说：我知道您很看重艾米，有没有哪些方面我能调整得更好，更符合您的绩效期望？

Yeah. Yeah. I mean, even saying, I know you value Amy so much. Are there things that I could do differently that would be more in line with your performance expectations?

是的。而且建立关系不是零和博弈——你与老板走近并不会损害红人的利益。所以我会尽量消除你在竞争的错觉。

Yeah. And I think building the rapport isn't a zero sum game. In other words, the favorite isn't gonna lose anything by your becoming closer to the boss. Yep. So I would strip away as much as I can any sense that you're fighting Yes.

无论是为了关注、认可还是其他什么。你必须把这些念头从脑子里赶出去。

For attention, for approval, or anything. You have to get it out of your head.

是啊。

Yeah.

因为那会让你发疯的。

Because that'll drive you nuts.

即使她表现出领地意识或消极攻击性，你也不必以牙还牙。很可能这位同事非常保护她与你们共同上级的关系。对吧？因为她从中获益良多。

And even if she's behaving territorially, passive aggressively, you don't have to respond in kind. It's possible that this peer is very protective of her relationship with your shared boss. Right? Because she's getting a lot of advantage from it.

没错。清楚自己能控制什么并专注于这些——是的，这至少是工作中成长的好方法，即便这份工作并不适合你。那么，怎么判断是否该找新工作了呢？

Yeah. And knowing what you control and focusing on that Yeah. Is a great way of at least growing in the job even if the job isn't gonna be the right one for you. Yeah. Now how do you know if it's time for you to look for a new job?

如果你花了数月时间——对，试图让现状好转，但明显毫无进展，那或许是时候寻找下一份工作了。你不必忍受痛苦，不必总觉得自己是次选。

If you have spent months and months Yep. Trying to make this work for you, and it's just very clear that you're not making headway, then it may be time for you to go find your next position. Yeah. You don't have to be miserable. You don't have to feel like second best.

工作应该是让你成长、展示能力、承担更多责任的机会。如果这些都没实现，那就是没实现。

This job should be an opportunity for you to grow, to demonstrate your competence, to get more and more responsibility. And if it's not happening, then it's not happening.

对。我会设定明确目标：比如未来三个月，我要在老板决策中更有话语权。或者连续三周不再收到那位同事的尖酸邮件。

Yeah. I would just set very clear goals around that. So in the next three months, I want to feel like I have more influence in my boss's decision. Right. Or I wanna not receive snarky emails from this peer for three weeks in a row.

任何既切实可行，又能让你感觉'我努力过但未果，是时候放手'的目标都可以。我不希望她觉得永远无解，而是尝试些方法、设定目标。如果仍无改变，再考虑离开。

Any anything that feels both achievable, but then can also give you a sense of, I tried for this thing, it did not happen, and now it's time to move on. I just don't like the I don't want her to feel like this will never work. I want her to try a few things, set goals. If those don't happen, then it may be time to to move on.

这并非失败。

And it's not a failure.

不是这样的。

It's not.

如果你在这里抓住方向盘，是的。那么你就成功掌握了自己的职业方向。

If you grab the wheel here Yes. Then you have succeeded in steering your own career.

没错。这很重要。而且我喜欢这种说法——这不是失败，因为人们很容易陷入'别人能做到的事为什么我做不到？为什么我和上司建立不起这种关系？'的自我怀疑。当环境本身就不利于你成功时，你很容易把责任揽到自己身上，我认为意识到这点很重要。

Yeah. That's huge. And I love the it's not a failure because it is so easy to feel like, what am I not doing that this other person is doing? Why can't I build this relationship with my boss? It's so easy to take it on as your doing when sometimes the circumstances are just not right for you to succeed, and I think it's okay to recognize that.

这里还有另一个问题，关于如何与不在场的人建立融洽关系。如果我们排除'上司偏爱'这个明显让事情复杂化的因素，该怎么建立默契？显然单纯汇报进展是行不通的。斯坦福大学的帕姆·海因斯在这方面有很棒的研究，关于如何让分散的团队保持凝聚力。

There's one other question in here, which is really about how to build a rapport with someone who's not there. Right. So if we take the favorite out of it, which is obviously complicating things, but how do you build rapport? This giving updates is clearly not working. There's actually great research by Pam Hines at Stanford around what creates a cohesive team when people are dispersed.

首先是共同背景。对吧？我们使用相同的系统吗？我们的术语一致吗？其次是共同身份认同。

So shared context. Right? Do we use the same systems? Are we using the same language? Shared identity.

我们是否感觉真的是在同舟共济？非正式互动是非常关键的要素。最后要确保没有激励错位或角色重叠的问题。针对这四个维度，你可以思考：在和上司相处时能强化哪些方面？能否安排非工作汇报性质的随意通话？

Do we feel like we're actually in it together? Informal interaction, that's a really key component. And then making sure you don't have misaligned incentives or overlapping roles. So those four things and I would think about which of those four can you leverage with your boss? Can you set up a call where it's not just an update, but it's actually an informal call?

比如可以说'嘿，我们能开个视频喝咖啡闲聊吗？想听听你最近的情况'。试着促成这种非正式交流。谈话时可以多使用'我们'这个词，明白吗？

Can you say, Hey, could we just have a Zoom coffee? I'd love to hear what's going on in your world. Try to sort of encourage some of that more informal interaction. Can you start using we when you're talking? Right?

嗯。

Mhmm.

塑造共同身份认同——我们的团队、我们在乎什么、我们的目标、我们的声誉。这些都能强化认同感。虽然上司偏爱确实让事情复杂化，但越是专注于夯实这段关系，之前讨论的那些尝试方法就越能帮你公平地评估：在这个环境中是否真的能成功。

Creating that shared identity. Our team, what we care about, what matters to us, what our goal is, what our reputation. I think that can help create some of that shared identity as well. But favorite does complicate the matters, but I think if the more you focus on building that relationship as strong as possible, these other things that we've talked about trying might be sort of a more fair experiment for you to figure out whether you can actually succeed here.

这个建议简直太棒了。

That's amazingly great advice.

好的。下一个问题来自一位刚进入男性主导工作环境的人

Alright. So the next question is from someone who has just entered a pretty male dominated work environment

嗯。

Mhmm.

她想寻求一些建议。她写道：2024年我在新公司和行业开始了经理的新职位。我向一位总监汇报，手下有两名员工。在我加入之前，这两名员工是直接向我上司汇报的。我一直在努力赢得这些已有现成工作关系的员工的信任和尊重。

And wants some advice. So she writes, I started a new position as a manager with a new company and industry in 2024. I report to a director, and I have two employees who report to me. Before I joined, the two employees reported to my boss. I've been struggling to gain the trust and respect from these employees who already had this existing working relationship.

两名员工都曾向上司表示不信任我的能力，这些话让我很难受。我还要补充的是，我是全男性团队中唯一的女性。有时我不禁怀疑自己是否正遭受他们的偏见。这些想法让我倍感孤立，因为无法让上司理解我的处境。所以我想指出的第一点是

Both employees have made comments to my boss about not trusting my abilities, which has been really hard to hear. I'll also add that I am the only woman on a staff of all men. I sometimes can't help but wonder if I'm experiencing bias from them. I feel so isolated with these thoughts as I can't get my boss to understand. So the first thing I wanna point out is that when

当女性被安排到新角色时，尤其在男性为主的环境中，如果她们成为攻击目标，几乎总是因为能力问题。对吧？

women are cast in new roles, particularly in mostly male environments, if they are targeted, it's almost always for competence. Yeah. Right?

缺乏技能。不胜任工作。没有专业技术知识。

Don't have the skills. Earn up for the job. Don't have the technical know how.

而我们知道能力是信任非常重要的组成部分。所以我认为这些都是相关联的。对吧？

And we know that competence is a very important component of trust. So I think it's all sort of related. Yeah. Right?

没错。如果我们考虑信任三角理论，人们用过不同标签，但可以理解为真实性、同理心和能力。现在能力这条腿正在受到挑战

Right. So if we think about the trust triangle, people have used different labels, but we can think about it as authenticity, empathy, and competence. The competence leg is getting challenged

嗯。

Mhmm.

这也影响了另外两个可能本就不牢固的方面。我认为她怀疑存在偏见是对的。但我担心这种想法对她没有帮助。

Which is affecting those other two pieces as well, which may not even be there. And I think she's right to wonder about the bias. Yeah. But I worry that that's not a helpful line of thinking for her.

好的。那么你的建议会是什么？首先，

Right. So what would your advice be? First,

她说自己独自承受这些想法的陈述，我、我、我认为这会把她压垮。嗯。所以我并不是说要忽视这种偏见，假装它不存在。我认为在组织内外寻找一位女性导师，任何地方都可以，你可以和她讨论这些，她可能曾处于类似的位置，在男性主导的领域工作过，我认为获得这种认可和反馈可能对开始很有帮助。然后另一方面，她需要考虑如何赢得这两个人的信任，我会从她的老板开始。

that statement that she feels alone with these thoughts, I I I think that's gonna eat her up. Mhmm. So I'm not saying ignore the bias, pretend it's not happening. I think finding a female mentor inside outside the organization anywhere who you can talk this through with, who maybe has been in a similar position, has worked in a male dominated field, I think that getting that validation and feedback might be really helpful to start. And then I think on the other hand, she then has to think about how does she gain the trust of these two people, and I would start with her boss.

是的。我是说，她的老板把她放在这个位置上，大概是。

Yeah. I mean, her boss put her in this position, presumably.

并且需要她

And wants her needs her

是的。希望她成功。没错。所以我会去找老板说，好吧，你给了我这样的反馈。他们不信任我的能力。

Yeah. To succeed. Exactly. So I would go to the boss and say, okay, you gave me this feedback. They don't trust my abilities.

我该怎么做？

What can I do?

嗯。

Mhmm.

既然你管理他们，你知道些什么？关于我如何赢得他们的信任，你知道些什么？关于对他们来说重要的是什么，你知道些什么？你会建议我做什么来改变他们对我的看法

What do you know since you manage them? What do you know about how I can gain their trust? What do you know about what matters to them? What would you recommend I do to change their perception

的看法？

of me?

你在告诉他们什么？并且说，你是如何强化我是合适人选的？所以确保你的老板支持你。

And what are you telling them? And say, how how have you reinforced that I was the right person? So making sure your boss has your back.

在与老板的那次对话中，并不是要你去解决这个问题，老板。而是我在尽我所能带领团队走向成功。我需要你的一些支持。是的。因为显然有些事情正在发生，他们正在与你进行这些对话。

And in that conversation with your boss, it it isn't like you have to go out and solve this problem, boss. It's I am doing everything I can to lead this team to success. I need some backup from you. Yep. Because there's clearly some stuff going on, and they're having these conversations with you.

然后我会完全按照你建议的那样做，艾米。我认为直接与那两个人对话，明确表示，显然我们在这里没有默契。对吧。我理解你们有些顾虑，所以某种程度上是在指出这些问题。嗯。

And then I would do exactly as you as you suggested, Amy. I think having direct conversations with the two people, and just saying, you know, clearly, we aren't clicking here. Right. And I understand you have some concerns, so kind of sorta calling them out. Mhmm.

我们为什么不公开讨论那些顾虑呢？

Why don't we discuss those concerns openly?

我认为开启这样的对话会非常困难，但到了这个地步，你也没什么可失去的了。确实。我还认为，虽然这有点功利，但试着理解这两个人，了解是什么导致了这种看法或不安全感，多了解他们一点可能会有帮助。如果能给他们一些他们一直想要的东西，比如新资源、系统访问权限、或接触组织中其他部门的人，如果你能帮他们实现，是的，你可能会快速赢得一些信任，至少让你站在一个稍高的起点上，虽然偏见不会因此消失。

I think that would be an incredibly hard conversation to initiate, but I think at this point, you don't have a lot to lose. Exactly. And I also think that and this is a little bit transactional, but I I think it could help is that trying to understand these people, these two men as well, and what might be feeding into this perception or this insecurity, just getting to know them a little bit better. And if there is something you can give them that they have wanted, a new resource, access to a system, access to someone else in another part of the organization, if you can be the one who gets that for them Yeah. You might earn a quick win that will just at least put you on a slightly higher playing field, and you're not gonna erase the bias.

所以我认为不要在心理上过度纠结这一点。一定要找到一个场合来谈论和处理这件事，但不要让它成为你试图解决的主要问题。你真正需要解决的是如何与他们建立更牢固的信任关系，以便你能作为他们的经理完成必要的工作。

So I think don't double down on on that mentally. Definitely find a a venue in which you can talk about that and process that, but I wouldn't make that the primary thing that you're trying to address. You're really trying to address how do you build a stronger relationship with them that is trusting and allows you to do what you need to do as their manager.

很好的建议。我还要补充一点，你必须记住这两个人是被降级的。他们过去直接向你的老板汇报，现在却要向一个向老板汇报的人汇报。

Great advice. And I will add one thing, which is that you have to remember that these two people were layered. They used to report to your boss. Now they report to someone who reports to the boss.

那是

That's

对的。所以他们可能心里不平衡。要接受这种可能性：也许能力问题根本不是这种不信任的核心原因。

right. And so their noses may be out of joint. Be open to the idea that maybe competence isn't at the heart of this lack of trust at all.

是的。这个观点非常到位。虽然这样描述不太友善，但这有点像在发脾气。对吧？他们可能觉得自己被降职了。

Yeah. It's such a good point. This is not the nicest way to describe this, but it's a little bit of a tantrum. Right? Like, they might feel like they're demoted.

他们会想，哦，我们不信任她。但就像，好吧。就让这些杂音发泄出来吧。尤其是因为你刚接手这个角色，也许就让事情自然发展。不要太深究那些言论，继续证明你是这个职位的合适人选。

They're like, oh, we don't trust her. But it's like, okay. Just let some of that noise come out. And I think, especially since you're new to the role, maybe let it let it move on. Don't dig too deep into those comments and just continue to prove you're the right person for the job.

争取你上司的支持。继续与他们沟通，了解他们，我想那些发脾气的情况会逐渐平息下来。

Get your boss's backing. Continue to talk to them, get to know them, and I think some of that tantrum stuff will sort of settle down.

是的。在我们进入下一个问题之前，我想提一下我们做过一期完整的《职场女性》节目，名为《当你在男性主导的行业工作时》，那是2019年制作的。后来还衍生出了一整本书，你可以在我们的网页上找到。

Yeah. Before we move on to the next question, I just I just wanna note that we did a whole episode of Women at Work Yes. Called when you work in a male dominated industry, and we did it in 2019. And there's a whole book that kind of grew out of that Yeah. That you can find on our web page.

没错，这是我们《职场女性》系列的一部分。我认为那次访谈肯定会对她很有帮助，而且我觉得那整本书对她也会非常有用。

Yeah. Part of our women at work series. I think that interview definitely would be really helpful, but then also, think that whole book, I think, could be really helpful to her as well.

我很想知道这件事后续会如何发展。

And I'd love to know how this works out.

好的，请告诉我们进展。

Yes. Let us know.

下一个问题是关于管理一个情绪非常敏感的下属。我来读一下：我是一家兽医诊所的医疗主管。有个员工一接受反馈就会哭，我不知道该怎么处理。比如最近她忘记给一只眼睛溃疡的狗戴上伊丽莎白圈（就是那种灯罩式的东西）就让它回家了。

So the next question is about managing a very emotional direct report. Let me read it to you. I'm a medical director in a veterinary practice. I have one employee who cannot take feedback without crying, and I don't know how to handle it. For example, she recently forgot to send a dog with an eye ulcer home with a cone, one of the lampshade things.

我在预约间隙找她谈话，询问发生了什么。我尽量让对话简短轻松。结果她开始哭起来，说话也结巴了。我试图化解说‘这种事引发强烈情绪很正常’，但她让我别管。我坚持要谈，因为这已经不是她第一次这样哭了，我们需要彻底解决这个问题。

I sat her down in between appointments, and I asked her what happened. I tried to keep the conversation quick and lighthearted. Then she started crying and stuttering. I tried to address it by saying it's okay if something like this brings up big emotions, but she told me to ignore it. But I said no, because this is not the first time she's cried like this, and we need to figure it all out.

所以我告诉她我会联系HR部门协助处理。我发了邮件给HR并抄送她。之后她又在上班时间歇斯底里地哭了三个小时，完全失控。我该怎么办？

So I told her I'd connect her with HR for them to help sort this out. I sent an email to them and copied her on it. She then continued to cry hysterically for three hours on the clock. It was beyond. So what do I do?

下次我该用邮件或消息给她反馈吗？有什么办法能让她不哭吗？好了，艾米。

Do I email and message her with feedback next time? Is there a way I can get her to stop crying? Alright, Amy.

不能。简短回答就是不行。你能让她不哭吗？说真的，我连让自己停止哭泣好好享受都做不到。但我喜欢这个问题，因为我觉得——我们总是把职场情绪看得过于严重了。

No. It's the short answer. Can you get her to stop crying? I've never had I mean, I can't even get myself to stop crying and have a good time. But I love this question because I think there's just I think we think about emotions in the workplace as this really big thing.

嗯。我觉得这个问题对我来说有点误导性，比如，如果她一直哭，我怎么能给她反馈呢？

Mhmm. And I think the question to me feels a little bit misguided of, like, how can I give her feedback if she keeps crying?

对。

Right.

这有点像，不，就直接给她反馈。是的。她的反应是她的事。我不喜欢她这样

It's sort of like, no, just give her the feedback. Yeah. Her reaction's her reaction. I don't love that she's

在工作中一直情绪化是不行的

not okay to have big emotions all the time in

不，确实不行。但这和是否给她反馈是两回事。

the No. It's not. But that's that's a separate issue than whether to give her feedback.

完全同意。不过我也认同你的观点，下属的职责之一就是接受并消化反馈。对吧？

Absolutely. I agree with you though that part of the direct report's job is to take the feedback and absorb it. Yeah. Right?

是的。但我也想说的是，从写信人告诉我们的情况来看，她并没有抗拒反馈。

Yep. And yet, I also wanna say, like, she's not pushing back from what the letter writer has told us here. She's not pushing back on the feedback.

对。

Right.

她并没有说不，我不会那样做。但她确实接受了反馈，即使她有这么大的情绪反应。这封信让我想到一个我经常思考的问题，我认为当今职场中许多人缺失的关键技能之一就是情绪调节能力。

She's not saying, no. I'm not gonna do that. But she is taking it even if she's having this big emotional reaction. I mean, this this letter to me points to something I think about a lot, which is that one of the key skills, I think, where many people are missing in workplaces today is emotional regulation. Yes.

仅仅是听到困难的事情，产生强烈的情绪，然后继续前进的能力，或者至少意识到这些情绪，基于它们做出选择，然后继续前进。我不喜欢她歇斯底里地哭了三个小时，听起来很累人。但对我来说，这并非无可救药。

And just the ability to hear tough things, have tough emotions, and then carry on anyway, or at least be aware of those emotions, make choices based on them, and then continue. And I and I think to be on this person didn't go home. I don't love that she cried hysterically for three hours. Sounds exhausting. But to me, it's not a lost cause.

我认为她需要让眼泪自然流淌。在我看来——我完全是在推测——但我觉得经理试图阻止哭泣的行为反而让情况更糟。所以我的建议是：给出反馈，允许眼泪流下，递张纸巾，然后继续你的一天。是的。

And I think she needs to sort of let the tears happen. There's something to me, I'm guessing, and I'm totally projecting here. But I am guessing that there's something about the manager trying to stop the tears that is making the tears worse. So I think my advice to the manager is give the feedback, let the tears come, hand her a tissue, and move on with your day. Yes.

你知道，我在想我们和莫莉·韦斯特·达菲与莉兹·福斯林做的关于职场情绪的那期节目。人可以有太多情绪吗？我们在那期节目里讨论过，如果你是容易哭的人，鉴于人们流泪的原因多种多样，其实可以试着描述自己的状态，比如‘知道吗？我现在严重睡眠不足，只要睡眠不足我就容易哭’。

You know, I'm I'm thinking about our episode we did with Molly West Duffy and Liz Fosling about feelings at work. Can you have too many feelings? And, you know, we talked in that episode about how if you're the crier, it can be helpful given that there's so many different reasons that people might get tearful to actually narrate what's going on for you of, oh, you know what? I'm super underslept right now. Whenever I'm underslept, I tend to go right to tears.

嗯。或者‘当我感到特别沮丧时就会哭，而此刻我对这个情况很沮丧。请继续。’听起来她确实说过试着忽略它。是的。

Mhmm. Or I tend to cry when I get really frustrated, and I'm just frustrated by this situation. Please continue. And it does sound like she said, try to ignore it. Yeah.

但我希望这位爱哭的同事能更坦率地说明发生了什么。

But I think I would like this crier to be a little bit more transparent about what's going on.

这个观点很棒。但另一方面，我不清楚——我不清楚下属为什么哭。是因为为狗狗难过？还是意识到自己犯了错？我不明白根源，所以需要询问...是的。

I think that's a great point. But the other thing is I'm not clear I'm not clear on why the direct report was crying. Was she crying because she felt bad for the dog? Was she crying because she was she realized she was at fault about something? I don't understand the source, and so asking Yeah.

是什么让你难过？

What is upsetting you?

没错。你可能会发现‘我只是讨厌犯错’，这样你的应对方式就会不同。但人们哭泣的原因五花八门：悲伤、尴尬、

Yeah. You may find out, like, I just hate making mistakes, and then your approach will be a little bit different, but people cry for a huge range of reasons. Yes. They're sad. They're embarrassed.

羞耻、压力、沮丧、睡眠不足，可能性太多了。

They're ashamed. They're stressed. They're frustrated. They're underslept. There's so many things that could be going on.

作为经理，你能练习情绪调节吗？比如‘好吧’，帮助她培养些自我觉察：‘发生了什么？为什么这件事让你难过？’我甚至觉得可以说‘作为经理，我需要能够给你反馈’。

Can you practice some emotional regulation as the manager and say, okay. You know, get her to develop a little bit of self awareness. What's going on? Why is this upsetting? And I think even saying, I need to be able to give you feedback as your manager.

是的。

Yes.

我是否做了什么事情让你难以处理反馈，还是这是你正在应对的问题？你知道的，再次提问，这里到底发生了什么？好的。再来一个。这个问题来自一位职业生涯中期的专业人士，她在公司多年来表现优异，但在一次重组后遇到了困难。

Is there anything I'm doing that's making the feedback tough for you to process, or is this something that you are dealing with? You know, just, again, ask the question, what is going on here? Alright. One more. This one comes from a mid career professional who's had a great track record at her company for years, but she's struggling after a reorg.

她现在担任一个新角色，对此缺乏经验，而且有一位既不支持也不尊重她的新经理。这里似乎有个不称职经理的共性。她是神经多样性人士，已告知新经理这一点，并说明了需要哪些帮助。但经理并未兑现支持承诺。经理还总是给出模糊反馈，比如常说要发挥创意，却又否定她的成果。

She's now in a new role that she doesn't have a lot of experience in, and she has a new manager who doesn't support or respect her. Seeing a theme here with unsupportive managers. She's neurodivergent, told her new manager this, and explained what help she needs. But her manager has not followed through with that support. Her manager also always gives her vague feedback, often telling her to be creative, for example, but then telling her what she delivers is all wrong.

即使她要求具体示例，仍被视为挑剔或固执。对她而言，交付高质量工作似乎不可能。还有几次她请经理在发送前检查工作质量，经理漏掉错误后反而责备她。这位来信者说：这导致我给自己施加了追求完美的压力，发展到怀疑自己的每个举动，被恐惧和焦虑彻底压垮。

Even when she asks for examples, she says she's perceived as being difficult or inflexible. It feels impossible for her to deliver high quality work. There have also been a few times where she's asked her manager to quality check her work before sending it, and the manager missed a few mistakes and then blamed her. So this person writes to us and says, this results in me adding pressure on myself to be perfect. It's gotten to a point where I second guess my every move and feel utterly paralyzed by my fear and anxiety.

现在她因绩效问题被书面警告，与过去在这家公司由支持型经理带领取得成功的经历截然相反。她在犹豫：应该放弃离职，还是有可能让经理变得更具支持性？

Now she's been written up for performance issues, which is a complete one eighty from her past experience at this company where she has been pretty successful and has had supportive managers. So she's wondering, does she give up and leave, or is there a way that she can get her manager to be more supportive?

这确实是个棘手的情况。首先说明，在放弃离职与争取经理支持之间存在很大灰色地带。我不确定她的经理会改变，听起来对方很抗拒。

Well, this is a really difficult situation. And I'll start by saying there's a lot of gray area between giving up and leaving and getting her manager to be more supportive. I'm not sure her manager is gonna be more supportive. It sounds as if her managers resisted that.

是啊。

Yeah.

我会去找人力资源部。

I would go to HR.

我正想这么说。对。

That's where I was headed. Yep.

没错。因为HR需要知道这种情况。以她的履历，公司应该很重视这位员工

Yeah. Because HR needs to know that this is going on. This employee, given her record, is probably valued

嗯。

Mhmm.

也可以重新安排到不同的岗位。是的，人力资源部应该帮她找到合适的职位。

And can be recast in a different role. Yeah. And HR should help her find that role.

人力资源部应当建立机制来处理涉及残疾问题的投诉。我很赞同你所说的——让上司变得支持你还有很长的路要走。我不确定这能否实现，但直接离职也不是办法。

HR should be set up to handle situations where there are complaints around a disability issue. And I like what you said of, like, there's a far cry between getting your boss to be supportive. I'm not sure that's gonna happen, but then leaving.

没错。

Right.

肯定还有其他解决方案。好吧。如果工作中有什么困扰你或让你束手无策的事情，

There there have gotta be other solutions. Alright. If there's something at work that's bothering you or that's got you stumped,

可以和我们聊聊。

try it out on us.

发送邮件至women@workathvr.org。我们会把你的问题留到下一期'艾米问答'环节，从现在开始我们计划每季度举办一次。

Email women@workathvr.org. We'll save your questions for the next ask the Amy's, which we're planning to do quarterly from now on.

这将成为一个固定栏目。一如既往地感谢《职场女性》的编辑制作团队，他们是阿曼达·克西、莫琳·霍赫、蒂娜·托比·麦克、汉娜·贝茨、罗伯·埃克哈特和伊恩·福克斯。罗宾·摩尔创作了节目主题音乐。下次见。

This will be a regular thing. Thanks to, as always, Women at Work's editorial and production team. They are Amanda Kersey, Maureen Hoch, Tina Toby Mac, Hannah Bates, Rob Eckhart, and Ian Fox. Robin Moore composed the show's theme music. Till next time.

下次见，艾米。

Till next time, Aime.

再见。再见。

Bye. Bye.