工作中的每項(xiàng)任務(wù)都做對(duì)、每個(gè)正確的建議都聽，但升遷都沒你的份!為什么?Susan分享了一個(gè)簡(jiǎn)單又驚人的潛規(guī)則，一個(gè)從來沒人跟你明說的事實(shí)。這場(chǎng)演講看似針對(duì)女性聽眾，卻能讓男性、女性、新鮮人、職場(chǎng)老鳥都受益良多。下面是小編為大家收集關(guān)于TED英語演講：一個(gè)簡(jiǎn)單又驚人的職場(chǎng)潛規(guī)則，歡迎借鑒參考。

　　一個(gè)簡(jiǎn)單又驚人的職場(chǎng)潛規(guī)則

　　Women represent 50 percent of middle management and professional positions, but the percentages of women at the top of organizations represent not even a third of that number. So some people hear that statistic and they ask, why do we have so few women leaders?

　　女性占據(jù)50%的中層管理和專業(yè)職位，但在企業(yè)高層職務(wù)中女人所占的百分比，甚至還不到上述數(shù)字的三分之一。因此一些人聽到這個(gè)統(tǒng)計(jì)數(shù)據(jù)后就會(huì)問，為什么女性領(lǐng)導(dǎo)者如此之少?

　　But I look at that statistic and, if you, like me, believe that leadership manifests at every level, you would see that there's a tremendous, awesome resource of leaders who are leading in middle management, which raises a different question: Why are there so many women mired in the middle and what has to happen to take them to the top?

　　但是我看著這個(gè)統(tǒng)計(jì)數(shù)據(jù)，并且，如果你跟我一樣，相信那上面顯示的各級(jí)別領(lǐng)導(dǎo)人數(shù)，你會(huì)看到中管管理有著數(shù)量驚人的杰出女性領(lǐng)導(dǎo)者，由此你會(huì)提出另一個(gè)問題：為什么有這么多女性卡在中層?她們?cè)鯓硬拍苌礁邔?

　　So some of you might be some of those women who are in middle management and seeking to move up in your organization. Well, Tonya is a great example of one of these women. I met her two years ago. She was a vice president in a Fortune 50 company, and she said to me with a sense of deep frustration, "I've worked really hard to improve my confidence and my assertiveness and develop a great brand,

　　你們中的一些人可能正是那些正在尋求升職的女性中層管理者。嗯，湯婭是這些女性中一個(gè)典型例子。我兩年前認(rèn)識(shí)她。那時(shí)她是一家財(cái)富50強(qiáng)企業(yè)的副總裁，她懷著一種深深的挫敗感對(duì)我說：“我很努力去提升我的自信和魄力，并且將自己打造成一個(gè)很棒的品牌，

　　I get terrific performance evals from my boss, my 360s in the organization let me know that my teams love working for me, I've taken every management course that I can here, I am working with a terrific mentor, and yet I've been passed over twice for advancement opportunities, even when my manager knows that I'm committed to moving up and even interested in an international assignment. I don't understand why I'm being passed over."

　　我從上司那里得到了很好的評(píng)價(jià)，公司的360度測(cè)評(píng)讓我知道，我的團(tuán)隊(duì)很喜歡為我工作，我參加了公司所有管理課程，我跟一個(gè)很優(yōu)秀的導(dǎo)師一起工作，但是我已經(jīng)錯(cuò)失了兩次升職機(jī)會(huì)，盡管我的經(jīng)理知道我一直致力于升職并且愿意接受海外派遣。我不明白為什么我會(huì)錯(cuò)失晉升的機(jī)會(huì)。”

　　In order to move up in organizations, you have to be known for your leadership skills, and this would apply to any of you, women or men. It means that you have to be recognized for using the greatness in you to achieve and sustain extraordinary outcomes by engaging the greatness in others.

　　為了在組織中獲得晉升，你必須要顯現(xiàn)你的領(lǐng)導(dǎo)才能，這也適用于你們中的所有人，不管是女性還是男性。這意味著你必須運(yùn)用你的長(zhǎng)處去獲得認(rèn)可，并讓別人發(fā)揮優(yōu)勢(shì)去獲得和維持非凡的成果。

　　Put in other language, it means you have to use your skills and talents and abilities to help the organization achieve its strategic financial goals and do that by working effectively with others inside of the organization and outside. And although all three of these elements of leadership are important, when it comes to moving up in organizations, they aren't equally important. So pay attention to the green box as I move forward.

　　換句話說，它意味著你必須使用你的技巧、天賦和才能，幫助企業(yè)實(shí)現(xiàn) 戰(zhàn)略財(cái)務(wù)目標(biāo)，并且通過與企業(yè)內(nèi)外的人有效地合作，以達(dá)到上述目標(biāo)。雖然領(lǐng)導(dǎo)能力中的這三個(gè)要素都很重要，但當(dāng)涉及到在組織中獲得晉升時(shí)，它們的重要性是不一樣的。接下來請(qǐng)注意綠色柱條。

　　In seeking and identifying employees with high potential, the potential to go to the top of organizations, the skills and competencies that relate to that green box are rated twice as heavily as those in the other two elements of leadership. These skills and competencies can be summarized as business, strategic, and financial acumen.

　　在尋找和確定擁有高潛能——那種能做到企業(yè)高層的潛能——的員工時(shí)，技巧和能力，也就是圖中的綠色柱條，它們的重要性是領(lǐng)導(dǎo)能力中其它兩個(gè)要素的兩倍。這些技巧和能力 可以總結(jié)為商業(yè)、戰(zhàn)略和財(cái)務(wù)智慧。

　　In other words, this skill set has to do with understanding where the organization is going, what its strategy is, what financial targets it has in place, and understanding your role in moving the organization forward. This is that missing 33 percent of the career success equation for women, not because it's missing in our capabilities or abilities, but because it's missing in the advice that we're given.

　　換句話說，這套技能必須要與理解企業(yè)發(fā)展方向、發(fā)展戰(zhàn)略、財(cái)務(wù)目標(biāo)相結(jié)合，并且要理解你在企業(yè)發(fā)展過程中所扮演的角色。這就是女性的事業(yè)成功方程式中那迷失的33%，不是因?yàn)槲覀兊牟拍懿蛔?，而是因?yàn)闆]能得到合理的建議。

　　They said, "We look for employees who are great with our customers, who empower their teams, who negotiate effectively, who are able to manage conflict well, and are overall great communicators." Which element of leadership does that equate to? Engaging the greatness in others.

　　他們說，“我們尋找那些能夠與客戶融洽相處，能夠增強(qiáng)團(tuán)隊(duì)力量，能夠有效談判，能夠妥善處理沖突的員工，總的來說就是非常善于溝通的人。“ 這又是哪個(gè)領(lǐng)導(dǎo)力要素呢?幫助他人發(fā)揮優(yōu)勢(shì)。

　　And then they pretty much stopped. So I asked, "Well, what about people who understand your business, where it's going, and their role in taking it there? And what about people who are able to scan the external environment, identify risks and opportunities, make strategy or make strategic recommendations? And what about people who are able to look at the financials of your business, understand the story that the financials tell, and either take appropriate action or make appropriate recommendations?"

　　這時(shí)他們默不作聲。因此我就問，“嗯，那你們?cè)趺纯创切┝私夤緲I(yè)務(wù)，知道公司走向，并且知道自己在其中扮演什么角色的人呢?你們?cè)趺纯创切┠軌驅(qū)徱曂獠凯h(huán)境，識(shí)別危險(xiǎn)和機(jī)遇，制定策略或者提出戰(zhàn)略性建議的人呢?以及如何看待那些面對(duì)公司財(cái)務(wù)報(bào)表能理解它所透露出來的訊息，然后采取適當(dāng)行動(dòng)或者提出適當(dāng)建議的人呢?

　　So this is obvious, right? But how can it be? Well, there are primarily three reasons that there's this missing 33 percent in the career success advice given to women? When organizations direct women toward resources that focus on the conventional advice that we've been hearing for over 40 years, there's a notable absence of advice that relates to business, strategic and financial acumen.

　　這很明顯，對(duì)吧?但是為什么會(huì)這樣呢?嗯，主要有三個(gè)原因可以解釋為什么給女性關(guān)于成功職業(yè)的建議中有一個(gè)失蹤的33%。當(dāng)企業(yè)給女性提供指導(dǎo)時(shí)，一般都集中在傳統(tǒng)的建議，我們已經(jīng)聽了超過40年的那種建議，而對(duì)于那些跟商業(yè)、戰(zhàn)略和財(cái)務(wù)目標(biāo)有關(guān)的建議則很少提到。

　　Much of the advice is emphasizing personal actions that we need to take, like become more assertive, become more confident, develop your personal brand, things that Tonya's been working on, and advice about working with other people, things like learn to self-promote, get a mentor, enhance your network, and virtually nothing said about the importance of business, strategic and financial acumen.

　　大多數(shù)建議都是強(qiáng)調(diào)那些我們需要采取的個(gè)人行動(dòng)，比如說變得更加堅(jiān)定、更加自信，打造自己的個(gè)人品牌，也就是湯婭一直在努力實(shí)現(xiàn)的那些目標(biāo)，以及一些關(guān)于如何與其他人共事的建議，比如說學(xué)會(huì)自我推銷、找一個(gè)導(dǎo)師、增強(qiáng)你的人際網(wǎng)絡(luò)。事實(shí)上沒人說過商業(yè)、策略和財(cái)務(wù)智慧的重要性。

　　This doesn't mean that this advice is unimportant. What it means is that this is advice that's absolutely essential for breaking through from career start to middle management, but it's not the advice that gets women to break through from the middle, where we're 50 percent, to senior and executive positions. And this is why conventional advice to women in 40 years hasn't closed the gender gap at the top and won't close it.

　　但這并不意味著這個(gè)建議不重要。而是意味著這個(gè)建議是從職業(yè)生涯開端向中層管理突破所必需的建議，但它不是那種能讓女性從中層管理——這個(gè)女性占據(jù)50%份額的位置——向高管職位突破的建議。這就是為什么這些給女性的傳統(tǒng)建議在這40年間并沒有縮小高層職位上的性別差異，而且將來也不會(huì)縮小。

　　Now, the second reason relates to Tonya's comments about having had excellent performance evals, great feedback from her teams, and having taken every management training program she can lay her hands on. So you would think that she's getting messages from her organization through the talent development systems and performance management systems that let her know how important it is to develop business, strategic and financial acumen, but here again, that green square is quite small.

　　接下來，第二個(gè)原因跟為什么湯婭在上級(jí)那里得到很好的評(píng)價(jià)、從團(tuán)隊(duì)里得到不錯(cuò)的反饋、并且參加了所有能參加的管理課程，卻得不到晉升有關(guān)。你可能會(huì)認(rèn)為她通過人才發(fā)展系統(tǒng)和績(jī)效管理系統(tǒng)從公司獲得了信息，讓她知道發(fā)展商業(yè)、策略和財(cái)務(wù)智慧是多么重要，但是你看，綠色柱條還是非常小。

　　On average, talent and performance management systems in the organizations that I've worked with focus three to one on the other two elements of leadership compared to the importance of business, strategic and financial acumen, which is why typical talent and performance systems haven't closed and won't close the gender gap at the top.

　　平均來說，在我工作過的那些組織里的人才和績(jī)效管理系統(tǒng)對(duì)于另外兩項(xiàng)領(lǐng)導(dǎo)能力要素的重視是商業(yè)、策略和財(cái)務(wù)智慧的三倍，這就是為什么傳統(tǒng)的人才和績(jī)效管理系統(tǒng)過去并沒有，而且將來也不會(huì)縮小高層管理中的性別差異。

　　Now, Tonya also talked about working with a mentor, and this is really important to talk about, because if organizations, talent and performance systems aren't giving people in general information about the importance of business, strategic and financial acumen, how are men getting to the top? Well, there are primarily two ways. One is because of the positions they're guided into, and the other is because of informal mentoring and sponsorship.

　　湯婭也談到過跟導(dǎo)師一起工作，這個(gè)真的很重要，因?yàn)槿绻M織的人才和績(jī)效管理系統(tǒng)沒有給大家提供關(guān)于商業(yè)、策略和財(cái)務(wù)智慧 重要性的信息，那么男性又是如何獲得提升的呢?主要來說有兩種方式。一個(gè)是因?yàn)樗麄儠?huì)被引導(dǎo)進(jìn)入這些職位，另一個(gè)是私下的指導(dǎo) 和支持。

　　So what this illustrates is that as managers, whether we're women or men, we have mindsets about women and men, about careers in leadership, and these unexamined mindsets won't close the gender gap at the top. So how do we take this idea of the missing 33 percent and turn it into action? Well, for women, the answer is obvious: we have to begin to focus more on developing and demonstrating the skills we have that show that we're people who understand our businesses, where they're headed, and our role in taking it there.

　　所以這說明作為主管，不管我們是女是男，我們都對(duì)于女性和男性、 對(duì)于他們的領(lǐng)導(dǎo)能力有不同的心態(tài)，而這些未經(jīng)檢驗(yàn)的心態(tài)不可能縮小高層管理中的性別差距。那我們要如何看待 失蹤的33% 并采取措施呢?對(duì)于女性來說，答案很明顯：我們必須開始集中更多精力 發(fā)展和展現(xiàn)那些我們已有的、能顯示出我們是那種理解企業(yè)業(yè)務(wù)和發(fā)展走向以及自己定位的技能。

　　That's what enables that breakthrough from middle management to leadership at the top. But you don't have to be a middle manager to do this. One young scientist that works in a biotech firm used her insight about the missing 33 percent to weave financial impact data into a project update she did and got tremendous positive feedback from the managers in the room.

　　這樣，我們才能從中層管理向高層突破。我們不用等到中層管理才這樣做。有一個(gè)生物技術(shù)公司的青年科學(xué)家利用她對(duì)失蹤的33%的了解將財(cái)務(wù)影響數(shù)據(jù)編進(jìn)了她做的一個(gè)項(xiàng)目更新報(bào)告里，然后獲得了管理層 極大的正面反饋。

　　So we don't want to put 100 percent of the responsibility on women's shoulders, nor would it be wise to do so, and here's why: In order for companies to achieve their strategic financial goals, executives understand that they have to have everyone pulling in the same direction. In other words, the term we use in business is, we have to have strategic alignment. And executives know this very well, and yet only 37 percent, according to a recent Conference Board report, believe that they have that strategic alignment in place.

　　我們不想將責(zé)任100%的壓在女性肩膀上，這樣做也不理智，原因如下：為了讓公司達(dá)到 戰(zhàn)略性財(cái)務(wù)目標(biāo)，主管們明白他們必須讓所有人向同一個(gè)方向使勁。換句話說，用商業(yè)術(shù)語來說就是，我們必須要有戰(zhàn)略一致性。主管們很清楚這一點(diǎn)，但是根據(jù)世界大型企業(yè)聯(lián)合會(huì)的最新報(bào)告，只有37%的主管相信他們擁有戰(zhàn)略一致性。

　　So for 63 percent of organizations, achieving their strategic financial goals is questionable. And if you think about what I've just shared, that you have situations where at least 50 percent of your middle managers haven't received clear messaging that they have to become focused on the business, where it's headed, and their role in taking it there, it's not surprising that that percentage of executives who are confident about alignment is so low, which is why there are other people who have a role to play in this.

　　所以有63%的組織，對(duì)于能不能達(dá)到他們的戰(zhàn)略財(cái)務(wù)目標(biāo)還存有疑問。想一下我剛才所說的，如果你有至少50%的中層管理沒有收到明確的信息，不知道他們必須專注于業(yè)務(wù)和它的走向以及他們?cè)谄渲邪缪莸慕巧?，那么也就不必驚訝為什么對(duì)于戰(zhàn)略一致性有信心的主管的比例會(huì)如此的低，這也是為什么他們需要?jiǎng)e人的幫忙。

　　It's important for directors on boards to expect from their executives proportional pools of women when they sit down once a year for their succession discussions. Why? Because if they aren't seeing that, it could be a red flag that their organization isn't as aligned as it could potentially be. It's important for CEOs to also expect these proportional pools, and if they hear comments like, "Well, she doesn't have enough business experience," ask the question, "What are we going to do about that?"

　　對(duì)于董事會(huì)來說很期待在每年的會(huì)議上看到一定比例的女性主管。為什么呢?因?yàn)槿绻皇沁@樣的話，那可能就是一個(gè)危險(xiǎn)信號(hào)，說明他們組織的一致性不如預(yù)期理想。對(duì)于首席執(zhí)行官來說，這一比例也很重要，如果他們聽到類似于“她沒有足夠的商業(yè)經(jīng)驗(yàn)”這樣的評(píng)論，那么就要問“我們要怎樣去解決這個(gè)問題?”

　　It's important for H.R. executives to make sure that the missing 33 percent is appropriately emphasized, and it's important for women and men who are in management positions to examine the mindsets we hold about women and men, about careers and success, to make sure we are creating a level playing field for everybody.

　　對(duì)于人事主管們來說確保失蹤的33% 被適當(dāng)?shù)貜?qiáng)調(diào)很重要，對(duì)于處在管理職位上的女性和男性來說審視我們對(duì)于女性和男性、事業(yè)和成功所持有的不同心態(tài)也很重要，確保我們是在為所有人創(chuàng)造一個(gè)平等的競(jìng)爭(zhēng)環(huán)境。

　　So let me close with the latest chapter in Tonya's story. Tonya emailed me two months ago, and she said that she had been interviewed for a new position, and during the interview, they probed about her business acumen and her strategic insights into the industry, and she said that she was so happy to report that now she has a new position reporting directly to the chief information officer at her company.

　　讓我用湯婭故事的最新章節(jié)來結(jié)束今天的演講。2個(gè)月前，湯婭給我發(fā)了郵件，她說她當(dāng)時(shí)面試了一個(gè)新職位，面試中，他們考察了她的商業(yè)才智和她對(duì)于行業(yè)的戰(zhàn)略觀點(diǎn)，她說她很高興地向我報(bào)告現(xiàn)在她有了一個(gè)新職位，直接向公司首席信息官報(bào)告。

　　So for some of you, the missing 33 percent is an idea for you to put into action, and I hope that for all of you, you will see it as an idea worth spreading in order to help organizations be more effective, to help women create careers that soar, and to help close the gender gap at the top.Thank you。

　　所以對(duì)你們中的一些人來說，失蹤的33%是一個(gè)讓你付諸行動(dòng)的想法，并希望對(duì)你們所有人都有所幫助，你會(huì)看到它是一個(gè)值得傳播的想法，它可以幫助組織提高效率，幫助女性獲得升遷，以及幫助縮小高層管理中的性別差距。謝謝。

　　不可不知的十個(gè)職場(chǎng)潛規(guī)則

　　潛規(guī)則1.CEO就是公司的最大股東

　　公司以維護(hù)股東利益為最高原則，但是在公司誰能看見股東，股東的利益只有靠CEO的個(gè)人意志來體現(xiàn)。

　　具體說，董事長(zhǎng)是股東大會(huì)選出來的，代表了大股東的利益。但有時(shí)候總經(jīng)理也是股東的代表，那么董事長(zhǎng)和總經(jīng)理哪個(gè)更有實(shí)權(quán)，就看各人的道行和歷史背景了。所以，各位，為了你自己的利益，你必須明白這一點(diǎn)，公司的老板就是公司代表，聽老板的，就是為公司服務(wù)，千萬不要想當(dāng)然地為了公司利益，而與老板對(duì)著干。他就是你的衣食父母。什么叫尊重資本，就是聽老板的話。

　　潛規(guī)則2.老板一定會(huì)為公司著想嗎?

　　答案是否定的。老板，任何一個(gè)在位的老板，他最關(guān)心的還是自己能在這個(gè)位子上做多久，為了這個(gè)目的，他當(dāng)然會(huì)關(guān)心業(yè)績(jī)指標(biāo)和考核，但是保持公司的穩(wěn)定，是坐牢位置的最重要的基礎(chǔ)。如果公司為了業(yè)務(wù)創(chuàng)新，而預(yù)計(jì)將出現(xiàn)核心人員的變動(dòng)，或者冒一些不可確定的風(fēng)險(xiǎn)，進(jìn)而被底下的副總利用，影響到自己的位置，他會(huì)第一個(gè)起來反對(duì)。當(dāng)然，他會(huì)冠冕堂皇地做這一切，讓任何人都覺得他是為了公司長(zhǎng)遠(yuǎn)發(fā)展考慮。但他考慮的其實(shí)只是自己的長(zhǎng)遠(yuǎn)利益。如果沒有長(zhǎng)遠(yuǎn)的預(yù)期，那他要做的只是在現(xiàn)有位子上，如何擴(kuò)大自己和管理層的福利，為自己撈取更多的好處，利用公司為自己撈取更多的人脈關(guān)系和社會(huì)影響。然后，等公司要對(duì)付自己的時(shí)候，反過來給公司一刀。

　　老板想到員工的利益了嗎?告訴你吧，從來沒有，也不會(huì)有，這是小職員的一相情愿的想法。

　　潛規(guī)則3.女老板好還是男老板好?

　　如果你是女性職員，那么對(duì)你來說，最好你的老板是男老板，因?yàn)樗幸环N先天的優(yōu)越感和同情弱者的心理，不會(huì)把你歸入有野心之類，反而會(huì)對(duì)你格外照顧。如果你的老板是女老板，那可說不好了，女人永遠(yuǎn)在猜疑中，她會(huì)讓你覺得她最欣賞你，但是到頭來你發(fā)現(xiàn)自己一無所得。如果你是男性職員，那么對(duì)你來說，你的老板如果是男老板，那么一切按照男人的規(guī)則辦就好了，沒什么麻煩的。但如果你的老板是女老板，那你會(huì)有一些問題。與她太近，會(huì)有人說小話，但是離她太遠(yuǎn)，她肯定會(huì)有想法。如果她還對(duì)你有點(diǎn)意思，那你的麻煩就更大了。所以，總的來說，還是男老板更好些。(我這里絕無貶低女性的意思，如有嫌疑，在此誠(chéng)懇道歉!)

　　潛規(guī)則4.老板需要的人不一定最有能力

　　每個(gè)老板需要的人，包括兩類，一類是能干活的，一類是忠誠(chéng)于他的，如果只能干活，而看不出對(duì)老板多忠誠(chéng)的人，放心，你一定沒有晉升的機(jī)會(huì)，你的唯一機(jī)會(huì)就是繼續(xù)干活，成為老黃牛。如果你只有忠誠(chéng)而沒有很強(qiáng)的業(yè)務(wù)能力，沒關(guān)系，你總有一天會(huì)上去，因?yàn)橹艺\(chéng)與能力更稀缺。如果你能力太強(qiáng)了，即使你很忠誠(chéng)，老板也會(huì)留一個(gè)心眼，誰知道明天你會(huì)不會(huì)取而代之呢?所以你需要有能力，但不一定有很強(qiáng)的能力，但是對(duì)老板一定要忠誠(chéng)，這是晉升的最快途徑。

　　潛規(guī)則5.身為員工，你該對(duì)誰負(fù)責(zé)?

　　身為員工，你給對(duì)誰負(fù)責(zé)啊，這個(gè)問題還難嗎?對(duì)你的工作負(fù)責(zé)，對(duì)你的直接上司負(fù)責(zé)不就行了。但這個(gè)問題也不那么簡(jiǎn)單。如果你的直接上司能夠決定的你的職務(wù)和薪水，那么當(dāng)然，他就是你的貴人，如果你的直接上司的權(quán)利并不能決定你的職務(wù)和薪水，那么你要弄明白誰是你的貴人。──-給他留下好印象，遠(yuǎn)比你加班苦干要有效的多。至于這個(gè)貴人，別管他是什么的樣的人，讓他為你服務(wù)是最重要的。庸俗嗎?庸俗!正確嗎?永遠(yuǎn)正確。

　　潛規(guī)則6.為什么你很能干，卻得不到提升?

　　如果你很能干，好啊，繼續(xù)干什么去吧。但別怪我為什么不提升你。你干得好，說明你勝任這個(gè)位置，既然沒有人比你能勝任這個(gè)位置，我怎么舍得讓你離開呢?呵呵。你很能干，但是提升了你，你還能向過去那么能干嗎?這可不敢擔(dān)保。再說，還有一個(gè)你的同事，他也和你一樣能干，如果我提了你，豈不會(huì)影響他的積極性，所以，最好的辦法就是讓你們倆暗中競(jìng)爭(zhēng)，前面永遠(yuǎn)掛一塊肉，這樣，公司整體效率才會(huì)越來越高。至于那塊肉，嘿嘿，等風(fēng)干的時(shí)候，會(huì)給你們的。別急。

　　潛規(guī)則7.做100件小事不如做1件大事。

　　雖然都是為人民服務(wù)，為公司出力，但是你需要明白，做100件人人能做的小事，并不如做一件有影響力的大事，更能為自己增加晉升的機(jī)會(huì)。因?yàn)槟切┬∈?，如?fù)印啊，打字啊，倒水啊，誰都會(huì)做，你做了根本顯示不出你來。(除非在一個(gè)特殊環(huán)境里，人人都不做而你做了，這才顯示出價(jià)值來)。只有做那些有影響力的，牽動(dòng)很多人的大事情，才能突顯出你的能力來。就是這樣。老板也只有在這樣的事情上才能對(duì)你產(chǎn)生深刻的印象。所以，聰明的職員知道自己該做什么，而不是一味的埋頭苦干，然后抱怨為什么得不到升遷。雖然，小事永遠(yuǎn)是需要人來做的，但是你如果想要大發(fā)展，必須學(xué)會(huì)舍棄那些小事，而去專注于更有影響力的事情。一直努力掃屋子的人，永遠(yuǎn)掃不了天下!

　　潛規(guī)則8.對(duì)老板說句真話，勝過一大堆恭維。

　　有時(shí)候，天天琢磨老板喜歡什么的人，未必能得到重用。為什么?因?yàn)樵谒菢右粋€(gè)位置上，見過的拍馬屁的人太多了，什么樣的人沒見過，想從他那里得到點(diǎn)好處的人也太多了。所以，身為員工的你，有的時(shí)候，對(duì)某些業(yè)務(wù)和人，說出你自己的真心話，哪怕含有批評(píng)的意味，但是會(huì)讓老板眼前一亮，心頭一震。老板會(huì)覺得你是個(gè)實(shí)在的人，而且有自己的獨(dú)立見解。老板是對(duì)拍馬屁的話很受用，但是得拍的到位，拍的力度正好，拍的真實(shí)可信，對(duì)于虛偽的恭維，老板只有一字：煩!所以，與其費(fèi)勁心機(jī)去猜老板的心思，不如實(shí)話實(shí)說更有效果。只喜歡恭維的老板，恐怕也沒有什么大的發(fā)展前景，還跟他干什么，趕緊扯旗!

　　潛規(guī)則9.一鳥在手，勝過十鳥在林。

　　一般來說，你的直接領(lǐng)導(dǎo)為了留住你，或讓你努力干活，總是會(huì)許諾年底發(fā)獎(jiǎng)金或升遷的機(jī)會(huì)等。這些諾言有些可能是他自己都沒有權(quán)利決定的，所以不要輕信他們。對(duì)這些諾言，你要認(rèn)真分析，哪些是可能兌現(xiàn)的，哪些是不可能兌現(xiàn)的，那些是可能兌現(xiàn)但不能完全兌現(xiàn)的。然后審視你現(xiàn)有的工作崗位，看看是否新的工作機(jī)更好。我向某公司提出辭職的時(shí)候，老板馬上提出要升我為副總裁，月薪提高，及年底或有股權(quán)激勵(lì)。但是你想我敢相信嗎?即使我留下來了，老板兌現(xiàn)一個(gè)月后，是否又會(huì)后悔了呢?所以，當(dāng)你決定要辭職的時(shí)候，千萬不要相信老板的許諾?？傊?，看好你手里已有的薪水和機(jī)會(huì)，不要太過重視那些諾言，畢竟，一鳥在手，勝過十鳥在林。

　　潛規(guī)則10.員工一定要對(duì)公司忠誠(chéng)嗎?

　　這是一個(gè)最大的謬誤。公司永遠(yuǎn)號(hào)召員工要對(duì)公司忠誠(chéng)，因此才發(fā)展出一套企業(yè)文化，告訴員工說，你們忠誠(chéng)公司是有文化的表現(xiàn)，呵呵。但是，當(dāng)公司裁員的時(shí)候，是絕不會(huì)可憐你的。但是公司需要員工忠誠(chéng)，當(dāng)員工工資不高的時(shí)候，需要忠誠(chéng)，當(dāng)員工需要加班、頻繁出差的時(shí)候，需要忠誠(chéng)，當(dāng)公司需要員工去外地工作的時(shí)候，需要忠誠(chéng)，但是，當(dāng)你想進(jìn)一步接受培訓(xùn)的時(shí)候，當(dāng)你向公司請(qǐng)假處理事務(wù)的時(shí)候，公司也面露難色，說公司很忙，離不開你。公司是這樣一個(gè)生物，他會(huì)員工變成他身上沒有頭腦，只要胳膊的不停干活的怪物。離開他，你就不會(huì)思考，也養(yǎng)活不了自己，于是你只能更加忠誠(chéng)而且感激地依附于公司。

　　員工為什么要對(duì)公司忠誠(chéng)?員工忠實(shí)于自己的薪水和職業(yè)理想就行了。

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