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求职应聘需要的“神秘因素”

(2010-07-01 16:50:50)
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杂谈

分类: 学英语

求职应聘需要的“神秘因素”

万事达卡(MasterCard)首席执行官罗伯特·W·塞兰德访谈录。

转自:译言网

译者:athena_nana

 

The X Factor When Hiring? Call It ‘Presence’

求职应聘需要的“神秘因素”是什么?

 

Published: June 25, 2010

发表:2010年6月25日

 

This interview with Robert W. Selander, chief executive of MasterCard, was conducted and condensed by Adam Bryant. Mr. Selander will retire from the C.E.O. position on July 1, after 14 years in the job.

这是对万事达卡(MasterCard)首席执行官罗伯特·W·塞兰德(Robert W. Selander)的访谈实录,由亚当·布莱恩特(Adam Bryant)采访整理。塞兰德先生将于今年7月1日从首席执行官位置隐退,为这份14年的工作划上一个终止符。

 

Q. What are the most important leadership lessons you have learned?

问:您学到的最重要的领导课程是什么?

 

A. I spent a reasonable amount of time living overseas. So relatively early in my career I moved first to San Juan, then to Rio, then to London, then to Belgium, running businesses in those markets.

答:我在海外生活多年。因此,职业生涯早期我先在圣胡安,然后到里约,再去了伦敦,又去了比利时。在这几个市场都工作过。

 

Pretty early on, I recognized that more is the same than is different — fundamental values, wanting to give your children more opportunity or at least as much as you had in life, etc. It’s present all around the world, and that happens to be true in a lot of aspects of business as well. More is the same than is different, but we tend to focus on differences, and perhaps exaggerate or accentuate those beyond the reality of what we have to worry about.

从很早的时候起,我就意识到,很多东西都是相同的——基本的价值观,为孩子倾尽所有的想法等等。全世界都适用,商业领域也一样。但我们往往倾向于关注不同点,可能还会夸大或者突出那些我们应该关心的问题以外的东西。

 

I can remember when I moved to Brazil and I had spent two years learning Spanish. I was out visiting branches. I was working for Citibank at the time and had responsibility for consumer businesses there.

我记得搬到巴西那段时间,曾花了两年学习西班牙语。那时我为花旗银行工作,负责巴西的个人银行业务,经常探访各处的分行。

 

Brazil is a big country. I was living in Rio and it’s like living in Miami. I was out visiting a branch in the equivalent of Denver. Not everybody spoke great English and I hadn’t gotten very far in Portuguese. As I was sitting there trying to discern and understand what this branch manager was saying to me, and he was struggling with his English, the coin sort of dropped that this guy really knows what he’s talking about. He’s having a hard time getting it out.

巴西是个大国。我住在里约,就像住在迈阿密一样。有一次我去一个跟丹佛似的分行。那里并非每个人都能讲流利的英语,我又不怎么懂葡萄牙语。我坐在那儿努力辨别那位分行经理磕磕绊绊的英语,想弄懂他到底在说什么。这时,我多少有点明白了,这哥们儿确实知道他要说什么,他只是不知道该怎样表达出来。

 

As I thought about the places I’d been on that trip, I realized this was probably the best branch manager I’d seen, but it would have been very easy for me to think he wasn’t, because he couldn’t communicate as well as some of the others who were fluent in English.

当我回想起那次行程,我意识到,那位分行经理或许是我见过最优秀的经理。但当时的情形让我很容易以为他并不那么优秀。因为他不像其他经理那样能很流利地用英语沟通。

 

I think that was an important lesson. It is too easy to let the person with great presentation or language skills buffalo you into thinking that they are better or more knowledgeable than someone else who might not necessarily have that particular set of skills.

我认为那是很重要的一课。你很容易被表达能力强或有语言技巧的人唬住,认为他们比那些未必具有这套嘴上功夫的人更好或者更渊博。

 

So that was something that sounds obvious in hindsight, but as I was sitting there, boy, for me this was a thunderbolt. I think that’s another thing that sort of served me well, not letting the veneer distract you from the substance.

这事儿事后听起来好像显而易见,但我当时可是坐在那儿啊,孩子。对我来说,那就是一场电闪雷鸣。我想这是让我受益的另一课——别让修饰性的东西转移了你对事物本质的注意。

 

Q. Let’s say you’re interviewing me for a job reporting directly to you. How does that conversation go?

问:假设您正在面试我,为一份归您直接负责的工作。我们之间的谈话将会如何进行呢?

 

A. Beyond the discussion of what you’re going to do for us, I want to know two or three of your strengths and weaknesses. And then I’m going to ask you about those two or three things that you’ve acknowledged are flat sides, and how you think we should work on those, how you think we should ensure those don’t become barriers to success.

答:除了讨论你将会为公司做什么,我还想知道两道三个你的长处和短处。然后我会就你承认的这几个不足之处提问,谈谈你认为我们应该怎样应对,怎样保证这些不足之处不会成为成功路上的绊脚石。

 

I think probably the final thing is that I’m going to try to ensure — and I’m going to ask you if you feel good in your gut about it — that there is going to be some chemistry here, that you’re not out in left field and I’m out in right field from our respective positions, that we’re in fact sort of more or less in the center of the infield together.

我想,最后,我得确保--如果你感觉还不错的话我甚至会直接询问你--这场面试气氛良好,双方沟通顺利。从我们各自的立场,你不在左外野,我在右外野,实际上,我们或多或少都站在内野中心。

 

Q. What qualities are you looking for in hires?

问:面试时您要求应聘者具备何种素质?

 

A. What I’m looking for is always the same. The more senior a person, the richer I expect them to be in these attributes.

答:我寻求的东西一直都是一样的。应聘职务越高,我对应聘者在这些方面的要求越高。

 

The top two are leadership and results. From a leadership standpoint, I would expect you, as a more senior executive, to be able to talk about where you’ve provided strategic leadership. It doesn’t mean you’re a brilliant strategist, but you’ve been able to get a team together to agree on who the target customer is, what products and services you’re going to offer them, and the value and competitive advantage you’re going to create.

最想要的两项是领导力和带来成果的能力。就领导力而言,我希望你像一个高级执行官一样谈谈你曾在哪里应用过战略性的领导艺术。这并非为了说明你是个杰出的战略家,而是要表明你曾经领导一个团队共同确认目标客户,一起确定所要提供的产品、服务,以及你们要创造的价值和竞争优势。

 

Tell me about what you’ve done in bringing along talent. Tell me about difficult things you had to do in terms of reconfiguring a team, or whatever. Talk to me about successes and all the net talent you provided to other parts of the companies you worked in.

告诉我你在引进人才方面都做了什么,在重组团队上都遇到了哪些困难,或者其它一些什么事。跟我聊聊你以前的成果,聊聊那些你为公司其它部门提供的人才。

 

The second would be results. At the end of the day, I want to have people who have been able to, and will continue to be able to, deliver results. That can mean starting with a clean sheet of paper and having a very credible business three or four years later. It can mean going in and taking over something that’s already very big and making it better, whether that’s revenues, expense management, bottom-line profitability.

第二个我寻求的特质是带来成果的能力。在一天结束的时候,我想招到能够,并一直能够,带来成果的员工。拥有带来成果的能力意味着从一张白纸开始,三四年后拥有可观的业务。也意味着接手原就庞大的业务,并将它做得更大,无论这项业务是创收还是支出管理,或者是底线盈利。

 

Underpinning those would be multifunctional, multinational and presence. I’m looking for multifunctional people who have been in different activities — marketing, sales, operations, finance, human resources — who bring a richer perspective and texture to problems and opportunities than someone who’s just had a straight shot in one function.

这两项特质的基础是多功能、多国籍和能够合理呈现。我一直在找这样的多面手:他要曾参与过不同的工作——市场营销、销售、运营、财务、人力资源;能比只从事过一种工作的人从更丰富的角度和更深的层次解读问题和机遇。

 

I’m looking for somebody who’s had multinational experience. We do business everywhere in the world. I’m looking for people who have lived and worked in different markets and recognize that there are nuances that have to be considered.

我一直在寻找拥有多国经验的人。我们在世界各地都有业务。寻求的人才须得在不同的市场生活工作过,能够认识到这些市场之间存在必须加以注意的细微区别。

 

And the final one is presence. You deal with different folks at different levels of the company. It depends on the exact role, but you should ensure that there is an ability to interact with and effectively represent the company.

最后,是合理呈现的能力。你面对的是公司各阶层的不同人物。虽然取决于具体角色,但你仍须保证拥有一定的与公司互动和有效代表公司的能力。

 

Q. Can you elaborate more on what you mean by presence?

问:您能具体阐述一下您所指的“合理呈现”的意思吗?

 

A. At varying levels in the company, you interact with different stakeholders. Having somebody spend time with a member of Congress is very different than having somebody go downstairs and see that they were appropriately replacing a torn carpet. You need a different capability to deal with those circumstances, not only from a knowledge standpoint but from a presence standpoint.

答:在公司不同的阶层,你会与不同的利益相关者打交道。让人与国会议员共度美好时光和指派人下楼监工更换破烂地毯可是天壤之别。处理这些状况,你需要一种不太一样的能力,不仅仅在知识上,更在呈现层面上。

 

As I’ve gone through my career, I’ve been challenged to deal with different stakeholders. Internally, when I was younger and more junior, I probably did pretty well with peers. But then how do you credibly communicate with more senior people, who are not as concerned about some things perhaps in the details, but they want a bigger picture?

我职业生涯中也曾面临应对不同利益相关者的挑战。从内心说,在我职务低年纪轻的时候,我可能与同事们相处良好。但这之后又怎样与更高端的人沟通呢?他们可不像低级别员工一样关注细节,他们要的是一个宏大的蓝图远景。

 

So it’s a combination of not only how you convey things, but what you convey to these various stakeholders. Presence is learning to deal with different audiences in a way that allows them to get what they need out of this interaction and ensures that the well-being of the company is looked after.

所以,合理呈现就是如何向这些不同的利益相关者表达和表达什么的结合体。合理呈现就是学习如何应对不同的受众,通过这种互动,既给了他们所想要的信息又不损害公司利益。

 

Q. Isn’t that what some people describe as just good communication skills?

问:这不就是人们所说的好的沟通技巧吗?

 

A. I think you can be a good communicator and you still may not have presence. There may be someone who is very articulate on a subject and they know levels of detail. When you get with a particular audience, it may not be appropriate to go into those levels of detail, or you may create doubt by even going into the subject matter. There’s inside information in a company, for example. You never cross that bright line, but you can get varying degrees of proximity to that line, depending on your audience.

答:我想你可以是好的沟通专家,但仍然不会合理呈现。有些人对某个话题非常熟悉,知道很多细节。当你与某个特别的受众谈起这一话题时,也许深入这些细节并不合适,更有可能仅仅涉及到这一话题本身就已引起怀疑了。就好像,一个公司总有些内部信息。你绝对不能跨过那条明显界限,但你不同程度地接近那界限。至于有多接近,就看对象了。

 

Some people are not very good communicators, but boy, when you get them into their subject matter they know exactly where to go and how far to go. Others are brilliant communicators, but because of the connection between their thoughts and the synapses firing and the words coming out, there isn’t enough time and introspection. Therefore they will brilliantly communicate something that they shouldn’t be talking about. Presence is knowing what to communicate, and how.

有些人不是沟通能手,但,孩子,当你涉及到他们的领域时,他们确切地知道该说什么,说到何种程度为止。另一些人是沟通好手,但正是由于他们想得太快说得太多,反而没有足够的时间去反思,导致很聪明地说了很多不该说的话。合理呈现就是知道什么该说,以及该怎么说。

 

Q. If you were interviewing somebody and could ask them only one or two questions, what would they be?

问:如果您在面试某人,并且只能问一到两个问题,您会问什么?

 

A. More important probably than the questions is the texture of the answers, but I think that I would probably try to set the stage in terms of a double-barrel question, and it would be, “Share with me two situations, work-related, that you’re proud of — one where there was something achieved as a result of your personal initiative, and the other where the achievement was a result of the team getting something done, which you don’t think they would otherwise have gotten done without your leadership.” So I’m looking for the feedback on the personal initiative and the leadership.

答:比问题更重要的是回答。但我想我会以一个双筒问题开局。我会这么说:“告诉我两个情形,要工作相关的,你引以为傲的——一个是你个人行动的成果,另一个是你领导团队取得的成功。”这样我就能得到个人主观能动和领导力上的反馈了。

 

Q. How has your leadership style evolved?

问:您的领导艺术是怎样炼成的?

 

A. I’ve been working hard on listening skills for a few years. I can still get excited about things, so I have to be careful about not conveying where I’m coming from too early on in the process, because I’m looking to get feedback from others.

答:我曾花几年时间练习听人说话的技巧。我依然会为某些事情激动起来,因此,我不得不特别小心,不急于自我介绍,而是从其他人哪里聆听反馈。

 

Q. What’s your best career advice for new college grads?

问:您给即将毕业的大学生们的最好职业建议是什么?

 

A. I think when you come out of undergraduate school, going out and getting some work experience is really very helpful. I found that I learned more about what I didn’t want to do in some of my early jobs. Getting experience in bigger, broader companies where there are more things that you can learn and do is a good idea, because the likelihood of exactly picking out your career from the get-go is very low. So I would encourage, for a first job, that you try to find generally a larger company where there are more things that you can get involved with, where there may be more comprehensive planned training activities to help you with certain skills that you’re going to need.

答:我想,本科毕业时,走出学校,赚点工作经验是非常有帮助的。我发现,从我早期的几份工作中我认识到了自己不想做什么。去更广阔,可以学和做的事情更多的大公司积累经验也是个好主意,因为从一开始就恰恰挑中从事一生的事业的可能性非常小。因此,我会建议,作为第一份工作,找一间通常意义上说比较大的公司。这些公司里你能参与更多的事务,能得到更多合理安排的培训。你会从这些培训中学到将来需要的某些技能。

 

原文地址

http://article.yeeyan.org/view/160080/113751&page=2?all=1#

 

 

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