个人对团队贡献总结_个人贡献的最佳做法

最新推荐文章于 2021-08-23 11:31:22 发布

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最新推荐文章于 2021-08-23 11:31:22 发布

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原文链接：https://www.hanselman.com/blog/best-practices-for-individual-contribution

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个人对团队贡献总结

I just got an email from a GM (General Manager) at Microsoft who is giving a presentation soon about "How to be an effective IC (Individual Contributor)" and he's collecting best practices. He wanted a brain dump from me and others on tips.

我刚收到Microsoft总经理(GM)的电子邮件，他很快将做一个有关“如何成为有效的IC(个人贡献者)”的演讲，他正在收集最佳实践。他想从我和其他人那里得到一些建议。

Here's my exact email.

这是我的确切电子邮件。

NOTE: Dear Reader, you may have heard some of these from earlier blog posts.

注意：亲爱的读者，您可能从以前的博客文章中听到了其中的一些内容。

Hm, not sure I have enough context from your email to help, but I’ll try, assuming I understand the question. Let me know if I can help in/during your presentation.

嗯，不确定您的电子邮件中是否有足够的上下文可以帮助您，但假设我理解了这个问题，我会尽力的。 让我知道我是否可以在您的演讲过程中提供帮助。

Consciously manage your personal brand.
自觉管理您的个人品牌。

You work here to help the company, but also yourself. No one will manage your “personal brand” except you. How are you perceived? Do you know? Take negative feedback gracefully, and implement change. Rinse, repeat.
您在这里工作不仅是为了帮助公司，还包括您自己。 除了你之外，没有人会管理你的“个人品牌”。 您如何看待？ 你知道吗？ 温和地接受负面反馈，并实施更改。 冲洗，重复。
Consciously manage your personal brand.
自觉管理您的个人品牌。

Push the Limits
突破极限

Chris Sells told me once, If you’re not getting in trouble with your boss at least twice a year, you’re likely not pushing the envelope hard enough. Two slaps a year might be the cost for 10 successes. If you’re not moving forward, well, you’re not moving forward.
克里斯·塞尔斯(Chris Sells)告诉我一次，如果您每年至少两次没有遇到与老板的麻烦，那么您可能就没有足够的努力。 一年两次打耳光可能是10次成功的代价。 如果您不前进，那么您就不会前进。
Push the Limits
突破极限

Conserve your keystrokes.
节省击键次数。

When you’re emailing a single person or a reasonably sized cc: list, ask yourself, are you wasting your time? Is this a message that 10 people need to see, or 10,000? Is email where you should be spending your time. Actively be aware of the number of people you communicate with , and the relative level of influence. Is a blog post seen by 50,000 more or less valuable than a single email to your skip-level? Only you can answer, but only if you’re consciously trying to conserve your keystrokes. Your fingers DO have an expiration date; there’s a finite number of keystrokes left, use them wisely.
当您发送电子邮件给一个人或大小合适的抄送：列表时，问问自己，您是在浪费时间吗？ 这是10个人需要看到的消息，还是10,000？ 是您应该花费时间的电子邮件。 积极注意与您交流的人数和影响力的相对水平。 与发送给跳过级别的一封电子邮件相比，该博客文章的浏览量是否有价值50,000？ 只有您可以回答，但前提是您有意识地尝试节省击键次数。 您的手指确实有到期日； 剩下的击键次数有限，请明智地使用它们。
Conserve your keystrokes.
节省击键次数。

Don’t give bile a permalink.
不要给胆汁一个固定的环节。

While you’re on the clock, think about what you tweet and FB. It only takes one bad link to undo a year’s work. Same goes for tweeting product launches before they’ve launched.
忙碌时，考虑一下您的推文和FB。 撤销一年的工作只需要一个不好的环节。 在产品发布之前在推特上发布产品也是如此。
Don’t give bile a permalink.
不要给胆汁一个固定的环节。

Write down what you’re trying to accomplish and hang it on the wall.
写下您要完成的工作并将其挂在墙上。

Make T-Shirts. Tell your spouse and kids. If you’re working towards a goal, tell people. It’ll keep you honest and it’ll motivate you. Saying things out loud help make them reality.
制作T恤。 告诉你的配偶和孩子。 如果您正在努力实现目标，请告诉人们。 它会使您保持诚实，并会激励您。 大声说出来可以帮助他们实现现实。
Write down what you’re trying to accomplish and hang it on the wall.
写下您要完成的工作并将其挂在墙上。

Manage Up
管理起来

Are your commitments aligned with your boss and your bosses boss? Do you have visibility into their commitments? If not, ask for them. Make sure your accomplishments are making yourself, and your boss, look good.
您的承诺是否与您的老板和老板老板保持一致？ 您对他们的承诺有了解吗？ 如果没有，请他们。 确保您的成就使自己和老板看起来都不错。
Manage Up
管理起来

Have a System to Manage Information Flow
有一个系统来管理信息流

If you’ve got 1000 emails in your Inbox, it’s not an Inbox. It’s a pile of crap. Have a system, any system, to triage your work. Any item in your inbox should be processed: Do it, drop it, defer it, delegate it. There are no other actions to take. Are you effectively managing your information flow? Try scheduling time for email on your calendar.
如果您的收件箱中有1000封电子邮件，则它不是收件箱。 这是一堆废话。 有一个系统，任何系统，来分流您的工作。 收件箱中的所有项目均应处理：执行，放下，推迟，委托。 没有其他动作可以采取。 您是否有效地管理信息流？ 尝试安排日历上电子邮件的时间。
Have a System to Manage Information Flow
有一个系统来管理信息流