TraitsoftheKeyPlayer英漢雙語完美版

1、Unit 1Traits of the Key Player1. What exactly is a key player? A Key Player is a phrase that Ive heard about from employers during just about every search Ive conducted. I asked a client - a hiring manager involved in a recent search - to define it for me. Every company has a handful of staff in a g

2、iven area of expertise that you can count on to get the job done. On my team of seven process engineer and biologists, Ive got two or three whom I just couldnt live without, he said. Key players are essential to my organization. And when we hire your company to recruit for us, we expect that youll b

3、e going into other companies and finding just that: the staff that another manager will not want to see leave. We recruit only key players.2. This is part of a pep talk intended to send headhunters into competitors companies to talk to the most experienced staff about making a change. They want to h

4、ire a key player from another company. Every company also hires from the ranks of newbies, and what theyre looking for is exactly the same. We hold them up to the standards we see in our top people. If it looks like they have these same traits, well place a bet on them. Its just a bit riskier.3. Its

5、 an educated guess, says my hiring manager client. Your job as a future employee is to help the hiring manager mitigate that risk. You need to help them identify you as a prospective key player.4. Trait 1: The selfless collaboratorJohn Fetzer, career consultant and chemist, first suggested this trai

6、t, which has already been written about a great deal. It deserves repeating because it is the single most public difference between academia and industry. Its teamwork, says Fetzer The business environment is less lone-wolf and competitive, so signs of being collaborative and selfless stand out. You

7、 just cant succeed in an industry environment without this mindset5. Many peptides and grad students have a tough time showing that they can make this transition because so much of their life has involved playing the independent-researcher role and outshining other young stars. You can make yourself

8、 more attractive to companies by working together with scientists from other laboratories and disciplines in pursuit of a common goaland documenting the results on your resume. This approach, combined with a liberal use of the pronoun we and not just I when describing your accomplishments, can chang

9、e the companys perception of you from a lone wolf to a selfless collaborator. Better still, develop a reputation inside your lab and with people your lab collaborates with as a person who fosters and initiates collaborationsand make sure this quality gets mentioned by those who will take those refer

10、ence phone calls.6. Trait 2: A sense of urgencyDon Haut is a frequent contributor to the aas.sciencecareers. org discussion forum. He is a former scientist who transitioned to industry many years ago and then on to a senior management position. Haut heads strategy and business development for a divi

11、sion of 3M with more than $2.4 billion in annual revenues. He is among those who value a sense of urgency.7. Business happens 24/7/365 which means that competition happens 24/7/365, as well, says Haut. One way that companies win is by getting there faster, which means that you not only have to mobil

12、ize all of the functions that support a business to move quickly, but you have to know how to decide where there is! This creates a requirement not only for people who can act quickly, but for those who can think fast and have the courage to act on their convictions. This requirement needs to run th

13、roughout an organization and is not exclusive to management.8. Trait 3: Risk toleranceBeing OK with risk is something that industry demands. A candidate needs to have demonstrated the ability to make decisions with imperfect or incomplete information. He or she must be able to embrace ambiguity and

14、stick his or her neck out to drive to a conclusion, wrote one of my clients in a job description.9. Haut agrees. Business success is often defined by comfort with ambiguity and risk-personal, organizational, and financial. This creates a disconnect for many scientists because success in academia is

15、really more about careful, studied research. Further, great science is often defined by how one gets to the answer as much as by the answer itself, so scientists often fall in love with the process. In a business, you need to understand the process, but you end up falling in love with the answer and

16、 then take a risk based on what you think that answer means to your business. Putting your neck on the line like this is a skill set that all employers look for in their best people.10. Another important piece of risk tolerance is a candidates degree of comfort with failure. Failure is important bec

17、ause it shows that you were not afraid to take chances. So companies consistently look for candidates who can be wrong and admit it. Everyone knows how to talk about successesor they should if theyre in a job searchbut far fewer people are comfortable talking about failures, and fewer still know how

18、 to bring lessons and advantages back from the brink. For my organization, a candidate needs to have comfort discussing his or her failures, and he or she needs to have real failures, not something made up for interview day. If not, that person has not taken enough risk. says Haut.11. Trait 4: Stren

19、gth in interpersonal relationshipsRick Leach is in business development for decode Genetics. Leach made the transition to industry recently, on the business side of things. I asked him about this key trait because in his new business role, interpersonal abilities make the difference between success

20、and failure. Scientists spend their lives accumulating knowledge and developing technical acumen, he says, but working for a business requires something else entirelypeople skills. The scientist who is transitioning into the business world must prioritize his or her relationship assets above their t

21、echnical assets. To suddenly be valued and measured by your mastery of human relationships can be a very scary proposition for a person who has been valued and measured only by his mastery of things, says Rick.12. It would be a mistake, however, to assume that strong people skills are required only

22、for business people like Leach. Indeed, the key players Ive met who work at the bench in industry have succeeded in great measure because theyve been able to work with a broad variety of personalities, up and down the organization.核心員工的特征大衛(wèi)G詹森1. 核心員工究竟是什么樣子的?幾乎每次進行調查時，我都會從雇主們那里聽到“核心員工”這個名詞。我請一位客戶一位正

23、參與研究的人事部經理，給我解釋一下?！懊考夜径加猩贁祹讉€這樣的員工，在某個專業(yè)領域，你可以指望他們把活兒干好。在我的小組中，有七名化工流程工程師和生物學家，其中有那么兩三個人是我賴以生存的，”他說，“他們對我的公司而言不可或缺。當請你們公司替我們招募新人的時候，我們期待你們會去其他公司找這樣的人：其他公司經理不想失去的員工。我們只招募核心員工。”2. 這是一段充滿了鼓動性的談話，目的是把獵頭們派往競爭對手的公司去游說經驗豐富的員工們做一次職業(yè)變更。他們想從另一家公司招募核心員工。然而，每家公司也從新人中招人。他們要尋找的是完全一樣的東西?！拔覀儼阉麄兒凸卷敿墕T工表現出的特質進行對照。假如他

24、們看起來有同樣特征的話，我們就在他們身上賭一把。”只是這樣有點兒冒險。3. “這是一種有根據的猜測，”我的人事經理客戶說。作為未來的一名員工，你的工作是幫助人事部經理降低這種風險，你需要幫助他們認定你有潛力成為一名核心員工。4. 特征1：無私的合作者職業(yè)顧問和化學家約翰費策爾最早提出了這個特征。關于這個特征，人們已經寫了大量的文章。它之所以值得被反復談及，是因為這一特征是學術界和企業(yè)間最明顯的差別?！斑@里需要合作，”費策爾說，“企業(yè)的環(huán)境并不需要單打獨斗，爭強好勝，所以表現出合作和無私精神的員工就脫穎而出了。在企業(yè)環(huán)境中，沒有這樣的思維方式就不可能成功?！?. 許多博士后和研究生在進行這種過渡

25、的過程中表現得相當費力。因為生命中有那么長一段時間他們都在扮演一個獨立研究者的角色，并且要表現得比其他年輕的優(yōu)秀人才更出色。你可以藉此提高在公司的吸引力：為追求一個共同的目標和來自其他實驗室和學科的科學家們合作并且為你的個人履歷上的內容提供事跡證明。這個方法，加上你在描述業(yè)績時開明地使用代詞“我們”，而不是“我”，能使公司對你的看法從 “單干戶”轉變成“合作者”。更為有利的是，要在你實驗室內部，以及在和你們實驗室合作的人們之間，培養(yǎng)一個良好聲譽：一個鼓勵并發(fā)動合作的人還要保證讓那些會接聽調查電話的人們談及你的這個品質。6. 特征2：緊迫感唐-豪特是一位給網站論壇頻繁寫稿的撰稿人。他之前是一名科

26、學家。許多年前他轉向了企業(yè)，并一直做到高級管理的職位。他在3M公司一個部門負責策略和商業(yè)開發(fā)工作，這個部門每年上繳的稅收高達24億多美元。他就是一個重視緊迫感的人。7. “一年365天，一周7天，一天24小時，生意始終在進行，那意味著一年365天，一周7天，一天24小時，競爭也同樣在進行，”豪特說，“公司取勝的方法之一就是要更快地到達目的地。這就是說，你不僅要把所有能支持公司快速運轉的功能都調動起來，而且還得知道如何決定目的地是哪里。這樣，不僅對那些行動快速的人們，也對那些思維敏捷，并有勇氣按自己的想法行事的人們都提出了要求。這需要全公司各部門的運作，而不僅僅是管理部門的工作。”8. 特征3：風險容忍度企