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excel赢得值曲线图
How do they do it?
他们是如何做到的呢？
“How is [insert developer name] able to attract the promotions and job offers they’re getting? Their work is trash; I’m a much better developer! I work twice as hard, write better code, and produce 2x more work than they do? This is completely unfair.”
“ [插入开发人员名称]如何吸引他们获得的晋升和工作机会？ 他们的工作是垃圾。 我是一个更好的开发商！ 我的工作量是他们的两倍，编写了更好的代码，并且产生的工作量是他们的两倍？ 这是完全不公平的。”
You’re right, it is unfair.
没错，这是不公平的。
This is a serious career problem, assuming that you’ve made an accurate assumption about your skills and performance. Seriously, what gives?
假设您已经对自己的技能和绩效做出了正确的假设，这是一个严重的职业问题。 说真的，这有什么用？
It’s a common mistake made by many employees in general. Here’s a quote from Reddit user that encapsulates both the attitude of many employees and the response they receive in return.
通常，这是许多员工常犯的错误。 这是来自Reddit用户的报价，其中包含了许多员工的态度以及他们收到的回馈。
This is the unspoken attitude lurking beneath for many people.
这是许多人潜伏的潜意识。
“I’m working really hard so I deserve X. I did my job well so I want Y.”
“我非常努力，所以我应该得到X。我做得很好，所以我想要Y。”
Here’s the problem with this attitude.
这就是这种态度的问题。
It takes you further away from the goals you want (such as being treated well, making more money, achieving significance, and so on). This perception is the primary reason so many developers fail to achieve the career goals they aspire to.
它使您远离了想要的目标(例如，受到良好对待，赚更多的钱，实现重要性等)。 这种看法是许多开发人员未能实现他们所追求的职业目标的主要原因。
Here are the goals (if you can call them that) a healthy employer looks for.
这是一个健康的雇主所追求的目标(如果可以这样称呼)。
See the problem?
看到问题了吗？
There’s a mismatch here. The vast majority of people are struggling with and are prone to . They believe they’re doing a better job relative to their peers.
这里不匹配。 绝大多数人都在为而挣扎，并且容易 。 他们认为相对于同行，他们做得更好。
But they’re not.
但事实并非如此。
Here’s why this is an issue. This mismatched thinking puts you at odds with your employer. This creates significant problems down the line, too, because it turns employees (you) in to mercenaries over time.
这就是为什么这是一个问题。 这种错位的想法使您与雇主产生分歧。 这也给生产线带来了严重的问题，因为随着时间的流逝，它会使员工(您)成为雇佣军。
If this sounds harsh, it’s not intended to be.
如果听起来很刺耳，那不是故意的。
Here are some simple strategies web developers can use to attract the positions other developers want with minimal effort.
以下是一些简单的策略，Web开发人员可以使用这些策略以最小的努力吸引其他开发人员想要的职位。
In 2013, Gallup worked with then Nationwide CEO Steve Rasmussen to improve employee engagement. In the course of their relationship, Rasmussen shared a surprising observation.
2013年，盖洛普(Gallup)与当时的全国首席执行官史蒂夫·拉斯穆森(Steve Rasmussen)合作，以提高员工敬业度。 在他们的关系过程中，拉斯穆森分享了一个令人惊讶的发现。
Employees are either .
雇员要么是 。
Not because they want to be but because they have to be.
不是因为他们想成为，而是因为他们必须成为。
Patriots totally identify with their company, and mercenaries are more likely to focus on personal outcomes.
爱国者完全认同他们的公司，雇佣军则更有可能专注于个人成果。
Patriot employees are engaged. They have ownership, they believe in their firm and their firm believes in them. Instead of looking out for themselves, they’re focused on looking out for their firm.
爱国者的员工敬业度很高。 他们拥有所有权，他们相信自己的公司，而他们的公司也相信他们。 他们没有寻找自己，而是专注于寻找自己的公司。
On the other hand, mercenaries are focused on themselves. They tend to rely on serial job-hopping, power hoarding, and social climbing to get what they want. Mercenaries are focused on getting as much value as they can for themselves; they don’t care much about their company.
另一方面， 雇佣军则专注于自己。 他们倾向于依靠连续的工作跳跃，积蓄力量和社交攀登来获得他们想要的东西。 雇佣军着重于为自己获得尽可能多的价值。 他们不太在乎自己的公司。
It’s no surprise then that they’re disengaged.
他们脱离接触也就不足为奇了。
If the interests of the firm happen to align with their own interests, they’ll do what’s best for the firm. But they’re not really focused on putting their firm ahead of themselves.
如果公司的利益恰好与自己的利益保持一致，那么他们将做对公司最有利的事情。 但是他们并没有真正专注于使自己的公司领先于自己。
Most of the time they can’t.
大多数时候他们不能 。
Why? Because their employer is a mercenary: these employers are focused on squeezing as much value as they can out of their employees. Then, they’re tossed aside once they’re burned out and used up.
为什么？ 因为他们的雇主是雇佣军：这些雇主专注于从他们的雇员中榨取尽可能多的价值。 然后，一旦烧毁并用尽它们就会被扔到一边。
You’ll want to stay a patriot.
你想留下爱国者。
This means you continue to buy in to your company’s vision. You continue to believe in your employer or co-workers and you look out for them. The instant you can’t do that, you start looking for another job. Here’s why it’s important to remain a patriot.
这意味着您将继续支持公司的愿景。 您继续相信您的雇主或同事，并在寻找他们。 一旦您做不到，就开始寻找另一份工作。 这就是为什么保持爱国者很重要的原因。
.
。
The exceptional opportunities, benefits, and rewards go overwhelmingly to people who like, trust, and believe in you. These people can smell your intentions, partially due to the fact that .
那些喜欢，信任并相信您的人，将获得无与伦比的机会，利益和报酬。 这些人会闻到您的意图，部分原因是 。
Additionally, there’s a certain kind of tone, inflection, attention, and posture that’s communicated when we’re actually interested and engaged in something. If you’re like most humans on planet Earth, you know what that looks like. The better you are at remaining invested in your employer and co-workers — helping them solve tough problems, sticking with them through bad times — the easier it is win these coveted positions.
此外，当我们真正感兴趣并从事某些事情时，还会传达某种语气，屈曲，注意力和姿势。 如果您像地球上的大多数人类一样，就会知道那是什么样子。 您可以更好地保持对雇主和同事的投资-帮助他们解决棘手的问题，在困难时期坚持不懈-越容易赢得这些令人垂涎的职位。
In her book, , Judy Robinett shares the strategies and tactics she uses to build a powerful network. Because it’s structured properly, this network enables her to meet literally anyone she wants on the planet at any time.
Judy Robinett在她的《 书中分享了她用来建立强大网络的策略和策略。 因为它的结构合理，这个网络使她能够随时满足这个星球上任何人的字面她想要的。
Think about that for a second.
这点考虑一下吧。
How easy would it be to win the role of your dreams if (a.) you were introduced to the right decision-makers whenever you wanted and (b.) these decision-makers loved you because powerful people vouched for you ahead of time?
如果(a。)随时随地将您介绍给合适的决策者，并且(b。)这些决策者爱您，因为强大的人会提前为您担保，那么，赢得梦想的角色将多么容易？
It’d be pretty easy.
这很容易。
At first glance, it would be easy to discount the 5 + 50 + 100 rule and simply assume that Robinett was significant to begin with. That she was born with a silver spoon in her mouth or came from a well-connected family. But it would be completely untrue.
乍一看，很容易打折5 + 50 + 100规则，并简单地假设Robinett首先很重要。 她出生时嘴里有汤匙，或者来自家庭关系良好的家庭。 但这是完全不正确的。
Robinett started as a shy social worker in Idaho.
Robinett在爱达荷州开始是一个害羞的社会工作者。
She had no connections or influence, yet she became CEO of several public and private companies and is now a leader in the venture capitalist world.
她没有任何联系或影响力，但她曾担任多家上市和私有公司的首席执行官，现在是风险资本家领域的领导者。
She walks the walk.
她走路。
Why does this work so well though? Is it simply because some people are more likable than others? Not really, no. In reality, it all boils down to one thing: .
为什么为什么这么好呢？ 仅仅是因为某些人比其他人更可爱吗？ 不是，不是 实际上，这全都归结为一件事： 。
Research shows , is the main driver of discrimination.
研究表明， 是歧视的主要驱动力。
According to University of Washington psychologist Tony Greenwald, who co-authored the review with Thomas Pettigrew of the University of California, Santa Cruz:
根据华盛顿大学心理学家托尼·格林瓦尔德(Tony Greenwald)的说法，他与加利福尼亚大学圣克鲁斯分校的托马斯·佩蒂格鲁夫(Thomas Pettigrew)共同撰写了这篇评论：
Most discrimination in the U.S. is not caused by intention to harm people different from us, but by ordinary favoritism directed at helping people similar to us.
在美国，大多数歧视并不是由于意图伤害与我们不同的人而引起的，而是由于旨在帮助与我们相似的人的普通偏爱。
We can produce discrimination without having any intent to discriminate or any dislike for those who end up being disadvantaged by our behavior.
对于那些最终因我们的行为而处于不利地位的人，我们可能会产生歧视，而没有任何歧视或不喜欢的意图。
In the study, they shared a really simple example of this kind of favoritism in action.
在研究中，他们分享了这种偏爱行动的一个非常简单的例子。
When conducting reviews of two employees, a manager finds they both fall between two performance categories. The manager gives a higher category to the employee whose child is friends with the manager’s child, leading to a promotion and salary raise, while the other employee receives a smaller raise and no promotion.
在对两名员工进行审查时，经理发现他们都属于两个绩效类别。 经理将其子级与该经理的孩子成为朋友的雇员给予较高的类别，从而导致升职和加薪，而另一名雇员的升薪较小而没有晋升。
Was the manager consciously discriminating against the second employee? Or did she simply give a boost to someone to whom she had an “in-group” connection?
经理是否有意识地歧视第二名雇员？ 还是她只是简单地促进了与她有“组内”关系的某人？
See what I mean?
明白了吗？
The discrimination here isn’t malicious; it’s simply favoritism at work. The manager in their example has an in-group connection: their child is friends with an employee’s child. This manager is simply taking care of their own.
这里的歧视不是恶意的； 这只是工作中的偏爱。 在他们的示例中，管理者具有组内关系：他们的孩子是与雇员孩子的朋友。 这个经理只是在照顾自己。
Does this feel unfair?
觉得不公平吗？
It may be the at work — the idea that you’re rewarded based on the sum of your efforts. This isn’t how the world works; it’s not what you do, it’s who you know (and what you do for them) that makes the difference.
这可能是工作的 -这种想法是基于您的努力总和而获得的。 这不是世界的运作方式。 改变的不是你做什么，而是你认识的人(以及你为他们做什么)。
Fair isn’t a concern here.
公平在这里不是问题。
Building a strong social network (used in the classical sense) via lunch and learns, or meet and greets, enables you to build a strong and powerful in-group. Go above and beyond for your in-group and you’ll receive the same kind of unfair favoritism others seem to receive.
通过午餐和学习或见面或打招呼来建立强大的社交网络(按传统意义使用)，可以使您建立强大而强大的小组活动。 超越团队成员，您会收到别人似乎受到的不公平偏爱 。
Here’s how Robinett recommends you do it. Build a network that consists of:
Robinett建议您这样做。 建立一个包含以下内容的网络：
5 people you’re close to — your spouse, parents, best friend, business partner, etc. These are the top five people in your inner circle, you speak with them daily.
您附近的5个人 -您的配偶，父母，最好的朋友，商业伙伴等。这些是您圈子中排名前5位的人，您每天与他们交谈。
50 key people in your lives — friends, associates, co-workers, bosses, and so on. People you’re in contact with daily to weekly.
您生活中的50个关键人物 -朋友，同事，同事，老板等等。 您每天或每周与您联系的人。
100 vital circle — the more distant friends, and personal or professional acquaintances you like. You’re in contact with these people once a month.
100个重要圈子 -您喜欢的较远的朋友，以及个人或专业熟人。 您每月与这些人联系一次。
What’s the goal with each of these people?
这些人的目标是什么？
You’re looking to add value to their lives consistently in some way. You do this daily for your top five, weekly for your key 50, and monthly for your vital 100. You make it a habit to serve the people in your network without keeping score or figure out who owes what.
您正在寻求以某种方式为他们的生活增值。 您每天在前五名上执行此操作，每周在关键50上执行此操作，每月在重要100项上执行此操作。您习惯于为网络中的人员提供服务，而无需保持评分或弄清楚谁欠了钱。
You take care of your own, the people in your in-group.
您要照顾好自己，也就是团队中的人。
Do this consistently and they’ll be there when you ask for help.
持续执行此操作，当您寻求帮助时他们会在那里。
Wait a minute.
等一下。
What’s the ratio of giving to receiving here? What if you ask for too many favors and you’re viewed as selfish or demanding? A good rule of thumb is 80/20 or 90/10. Spend 80 to 90 percent of your time giving to your network, and 10 to 20 percent of your time receiving from your network.
这里的捐赠与接受的比率是多少？ 如果您要求太多帮助并且被视为自私或苛刻的要求怎么办？ 一个好的经验法则是80/20或90/10。 将80％到90％的时间用于网络，将10％到20％的时间用于网络。
“Can you help me get a job at [insert company name]?”
“您能帮我在[插入公司名称]找份工作吗？”
Can you see the problem with this request? It’s a big ask that, on the surface, requires a significant amount of time, attention, and handholding. It’s also an immediate turn off in many cases because it’s so easy to misinterpret. Asking for a “what” especially with people you’re unfamiliar with is best initiated with a small request.
您能看到此请求的问题吗？ 从表面上看，这是一个很大的要求，需要大量的时间，注意力和握持力。 在许多情况下，它也立即关闭，因为它很容易造成误解。 要求“什么”，尤其是对不熟悉的人，最好是提出一个小的要求。
“Who’s the technical lead at your company?”
“您公司的技术负责人是谁？”
Much easier request.
更轻松的要求。
Once you’ve identified a who, and you have the right contact info, you can begin working towards a goal. This works better than simply asking for what you want because it sets the bar low. A large commitment isn’t required for the relationship to be productive.
一旦确定了谁，并获得了正确的联系信息，就可以朝着目标努力。 这比简单地询问您要什么要好，因为它使标准设置得很低。 保持关系富有成效并不需要大的承诺。
At a minimum, this tech lead could become part of your network.
至少，这种技术领先者可能会成为您网络的一部分。
In the best case scenario, you develop a relationship with the tech lead at your target company and you earn a role at their company. We’re getting ahead of ourselves here though.
在最佳情况下，您可以与目标公司的技术负责人建立关系，并在他们的公司中扮演角色。 不过，我们在这里要超越自己。
Let’s say you’ve identified your who.
假设您已经确定了谁。
What happens next?
接下来发生什么？
You work to create value. I use Peter Thiel’s value formula as a guide to ensure I’m on the right track.
您努力创造价值。 我使用彼得·泰尔(Peter Thiel)的价值公式作为指导，以确保自己处在正确的轨道上。
Create X dollars of value
创造价值X美元
Capture Y percent of X
捕获X的Y％
This simple, two-step process is one you can use to keep the people in your network happy and work with any new people you approach. The world revolves around value creation.
您可以使用这一简单的两步过程来使网络中的人们感到满意，并与您遇到的任何新朋友一起工作。 世界围绕价值创造而旋转。
This is why minimums aren’t enough.
这就是为什么最低要求还不够的原因。
Doing the work you were hired to do isn’t enough. Being a good employee simply isn’t appealing to most managers and decision-makers. That’s because it’s an implicit promise and part of the deal when you were hired. You were hired to be a good employee that generates a return on investment. Why should you receive more rewards for that?
做您被雇用去做的工作还不够。 成为好员工根本就没有吸引大多数经理和决策者。 那是因为这是一个隐含的承诺，并且在您被雇用时是交易的一部分。 您被聘为能够产生投资回报的优秀员工。 为什么要为此获得更多奖励？
Does this mean it’s bad to ask for a what?
这是否意味着问一个问题很不好？
Not at all. There’s a time and place to ask for your what, but you’re typically best served (especially with new acquaintances) to keep those requests small and focus on who.
一点也不。 有一个时间和地点询问您的问题，但通常最好为您服务(尤其是新来的人)，以使这些请求较小，并专注于谁。
You are paid (and rewarded) by how hard you are to replace, not by how hard you work. If you’re able to do what others can’t or won’t do you are immediately more valuable because you’ve found a way to do the seemingly impossible.
付出(并得到回报)的回报取决于您的努力程度，而不是工作的努力程度。 如果您能够做别人做不到的事情，那么您将立即变得更有价值，因为您已经找到了一种看似不可能的方法。
If they’re smart, your employer can’t afford to lose you.
如果他们很聪明，您的雇主就不会失去您。
Most developers optimize their careers around the wrong goal. They focus their time and attention on the wrong details, how hard they’ve worked, how long they’ve been with the company, etc. Your employer isn’t looking at this data.
大多数开发人员会围绕错误的目标优化职业。 他们将时间和精力集中在错误的细节，工作的努力程度，在公司工作了多长时间等。您的雇主没有看这些数据。
The world is optimized for and around relationship.
世界为关系优化了。
Maintain the right mindset, connect with those around you and provide value consistently for those in your social sphere and you can choose where your career takes you. But only if you focus your attention on the right goals.
保持正确的心态，与周围的人保持联系，并为您的社交圈中的人们持续提供价值，您可以选择职业发展的方向。 但前提是您将注意力集中在正确的目标上。
Optimize for relationship, and you’ll attract more “unfair” rewards than you can handle.
优化人际关系，您将获得更多“不公平”的回报，这超出了您的处理能力。
翻译自:
excel赢得值曲线图
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