数据科学家数据分析师_站出来！分析人员，数据科学家和其他所有人的领导和沟通技巧...-CSDN博客

数据科学家数据分析师

这一切如何发生？ (How did this All Happen?)

As I reflect on my life over the past few years, even though I worked my butt off to get into Data Science as a Product Analyst, I sometimes still find myself begging the question, “How did all this happen?” I’m not a wizard with numbers, I’m not a genius programmer, I’m not re-imagining cutting-edge deep learning architecture… Instead of raw technical prowess, what has helped me get ahead at every job I’ve ever held is my ability to communicate and lead, my desire to learn new things, and my ethic of stepping up and getting stuff done.

当我回顾过去几年的生活时，即使我竭尽全力进入Data Science担任产品分析师，但有时我仍然会问自己一个问题：“ 这一切是怎么发生的？ “ 我不是数字的向导，我不是天才的程序员，我不是在重新构想尖端的深度学习体系结构……不是原始的技术实力，而是什么使我在完成的每项工作中都能取得成功我一直保持的沟通能力和领导能力，学习新事物的愿望以及加紧努力完成工作的道德操守。

If you want to quickly earn trust and respect from your peers and bosses, hone these leadership and communication techniques to balance your technical abilities with soft skills! Within each point are my tips and tricks for accomplishing it.

如果您想快速赢得同事和老板的信任和尊重，请磨练这些领导和沟通技巧，以平衡您的技术能力和软技能！ 在每一点中，我都有完成它的提示和技巧 。

Understand Leadership Know your AudienceTake Extreme OwnershipCriticize Yourself FirstBuild Relationships

了解领导力了解您的受众拥有极端所有权批评自己与他人的建立关系

了解领导力 (Understand Leadership)

You do not need to be in a management position to be a leader! Leadership is somewhat hard to define, but to me, leadership is the method by which inspiration turns to action in pursuit of a common goal. By definition, it is simply the act of leading a person, group or organization. Reviewing the literature, common themes appear as to what makes up a good leader. Often cited are traits such as honest, charismatic, visionary, compassionate, and decisive. Historically, good/strong leaders have brought people together, championed innovation, and acted in the interests of their communities over personal gain.

您无需担任领导职位的管理职位！领导力很难定义，但对我而言，领导力是指为了实现共同目标而将灵感转化为行动的方法。根据定义，这仅仅是领导一个人，一个团体或一个组织的行为。回顾文献，出现关于组成一个好的领导者的共同主题。人们经常提到的是诚实，超凡魅力，有远见，富有同情心和决定性的特质。从历史上看， 优秀/坚强的领导者将人们聚集在一起，倡导创新，并为个人利益谋求社区利益。

Image for post — https://www.flickr.com/photos/53801255@N07/8737945758 https://www.flickr.com/photos/53801255@N07/8737945758

Transformational-leadership is sought after and an effective leadership strategy. Leadership expert, Dr. Ronald E Riggio, has written extensively on the four distinct traits that make up transformational-leaders. He says the best leaders serves as an ideal role model, motivate followers, show genuine concern for others, and stimulate innovation and creativity.

寻求变革型领导力和有效的领导策略。领导力专家Ronald E Riggio博士就构成变革型领导者的四个鲜明特征作了广泛的论述。他说，最好的领导者是理想的榜样，可以激励追随者，真正关心他人，并激发创新和创造力。

请遵循以下提示以帮助理解领导力： (Follow these tips to help understand leadership:)

Focus on the big pictureIt is easy to lose sight of what is happening around you if you’re hyper-focused on one thing.

专注于全局如果您过于专注于一件事，很容易就看不到周围发生的事情。

Get involvedShow people you’re a team player. Show up to team building activities, learn about the business and its competition.

参与进来向人们表明您是团队合作者。参加团队建设活动，了解业务及其竞争。

Be strategicAlways be on the lookout for new and efficient ways to do things.

具有战略意义始终在寻找新颖高效的做事方式。

永远了解您的观众 (Always Know Your Audience)

Know your audience is communication 101. If you want to be persuasive with your communication, you have to know your audience so you can deliver the information they care about! When I’m presenting our new tools or features to trainers, I get into details about how the features work. When I’m explaining our project progress to stakeholders and C-level executives, I don’t include all the nitty-gritty technical details. There is a high probability their eyes will glaze over and they will become uninterested if I did! Approach different audiences with different levels of detail.

知道您的听众是交流101。如果您想说服您的交流，则必须了解您的听众，以便您可以传达他们关心的信息！在向培训师介绍我们的新工具或功能时，我会详细介绍这些功能的工作原理。当我向利益相关者和C级主管解释我们的项目进度时，我并没有包括所有实质性的技术细节。如果我这样做的话，他们的眼睛很有可能会瞪大眼睛，变得毫无兴趣！以不同的细节水平接触不同的受众。

Communicating with management, it is my duty to keep them excited about the work my team is completing so they continue to give us resources and trust that we’re moving the business forward. I know they want to hear the big picture updates, not the minutia. They want the high-level overview and info about whether or not we’re getting the job done.

与管理层沟通，让他们对团队正在完成的工作感到兴奋是我的责任，以便他们继续为我们提供资源并相信我们正在推动业务向前发展。我知道他们想听大片的更新，而不是细节。他们需要高级概述和有关我们是否完成工作的信息。

请遵循以下提示以帮助了解您的受众： (Follow these tips to help know your audience:)

Research your stakeholders/audienceIf you’re brand new to the organization or the team, don’t be afraid to do a bit of research! Go through the employee directory if possible and put a name to the face of all the stakeholders around your projects. Look them up on LinkedIn or find a way to make small-talk (small-talk might be more difficult during remote work).

研究您的利益相关者/受众如果您是组织或团队的新手，请不要害怕做一些研究！如有可能，请遍历员工目录，并在项目周围的所有利益相关者面前加一个名称。在LinkedIn上查找它们，或找到一种进行闲聊的方法(在远程工作中，闲聊可能会更困难)。

Watch recorded meetingsIf your company records them, look up past stakeholder meetings and see how your peers perform. Take note of the level of detail they provide and the overall tone of the presentation. Is it serious? Is it lighthearted?

观看记录的会议如果您的公司记录了会议，请查阅过去的利益相关者会议，并查看您的同行的表现。注意他们提供的详细程度和演示的整体色调。严重吗轻松吗？

Ask for feedbackHearing criticism can be tough, but it can go a long way! Talk to your boss and peers about your performance and get the feedback you need to improve your presentation skills.

征求反馈听到批评可能很困难，但可以走很长一段路！与您的老板和同事讨论您的表现，并获得改善演讲技巧所需的反馈。

拥有极端所有权 (Take Extreme Ownership)

Do not complain about anything unless you already have a solution in mind. The idea of “extreme ownership” was popularized by Jocko Willink, decorated retired Navy SEAL officer. He has written several books on leadership and extreme ownership, and runs his own podcast too. To summarize his points, good leaders and good teams don’t make excuses or blame external factors when problems occur. They own the problem, find solutions and implement the one that gets the job done.

除非您已经有了解决方案，否则不要抱怨任何事情。退休的海豹突击队军官乔科·威林克 ( Jocko Willink )推广了“极端所有权”的思想。他写了几本有关领导力和极端所有权的书，还经营着自己的播客。总结一下他的观点，优秀的领导者和优秀的团队不会在发生问题时找借口或指责外部因素。他们拥有问题，找到解决方案并实施解决方案。

When you start taking extreme ownership of things, you realize it is a lot easier to have the “tough conversations” with your team because you begin to take pride in your work. My team helped develop a data analysis tool for our customers to use in our software platform. Although I was new in the position and added to the project at its tail-end, I took as much ownership as my role would allow. By taking as much ownership as I could and working closely with the team, when I found bugs in testing, the problems were easy to bring up to the developers. I felt less anxious about being critical because I made it my responsibility to ensure our customers were going to get a tool that works.

当您开始拥有事物的极端所有权时，您会意识到与团队进行“艰难的交谈”要容易得多，因为您开始为工作感到自豪。我的团队帮助开发了一种数据分析工具，供我们的客户在我们的软件平台中使用。尽管我是这个职位的新成员，并且在项目的最后阶段加入了我，但我在自己的角色允许的范围内拥有了尽可能多的所有权。通过尽我所能拥有所有权并与团队紧密合作，当我发现测试中的错误时，问题很容易引起开发人员的注意。我对担当批评的担心减少了，因为我将确保客户能够使用的工具作为我的责任。

Lastly, taking ownership and responsibility builds trust between your managers and your teammates, and it makes you look reliable. When I think back to previous jobs, the people who never got ahead were always the ones who had excuses for their under-performance instead of taking responsibility for their short-comings and stepping up to improve.

最后，承担所有权和承担责任可以在您的经理和队友之间建立信任，并使您看起来更可靠。当我回想起以前的工作时，那些从未取得成功的人总是为自己的绩效不佳而找借口，而不是为自己的缺点承担责任并加紧改进。

请遵循以下提示以获取绝对所有权： (Follow these tips to take extreme ownership:)

Embrace the project/missionBuild enthusiasm with your team by discussing and understanding the purpose of the project and the ideal outcome.

通过讨论和理解项目的目的和理想的结果，与团队一起建立项目的热情。

Always ask “What more can I do?”Although it is never good to over-promise and under-deliver, you should always be asking yourself and your team, “what more can I do?”

总是问“我还能做什么？” 尽管过分承诺和交付不足从来都不是一件好事，但您应该始终问自己和您的团队，“我还能做什么？”

Stay positiveStuff will always come up. Hardware fails, people get sick, things come in over budget. Whenever a hurdle presents itself, stay positive, and try to jump it instead of using it as an excuse to stop trying.

保持积极的态度 。硬件出现故障，人们生病，事情超出预算。每当出现障碍时，请保持积极，并尝试跳开障碍，而不要以此为借口停止尝试。

首先批评自己 (Criticize Yourself First)

Any one who has worked with me knows I’m not afraid to be critical. I try to take it as well as I can dish it. At some point in your career, whether you’re a leader or not, it is likely that you will be involved in a “tough conversation” in which you need to be critical of a teammate or manager. When these situations arise, it is important to step up with humility. Remember, pobody is nerfect.

与我合作的任何人都知道我不怕批评。我尽力把它拿下来。在您的职业生涯的某个时刻，无论您是否是领导者，您都可能会参与“艰难的谈话”，在其中您需要批评队友或经理。当出现这些情况时，重要的是要谦虚。记住， 波波德是完美的 。

According to the self-help classic, How to Win Friends & Influence People, if you want people to be receptive to your criticism, talk about your own mistakes first! For example, I once had a meeting with an executive who asked me to rate my weekly 1:1 meetings with my direct boss on a scale of 1–5, 1 being no value and 5 being exceptional value. Before I said anything critical, I prefaced the conversation with a anecdote about me being a “tough grader” and gave him my definition of “exceptional value.” I explained how meeting that definition on a weekly basis would be a real challenge for anyone so I can only give 4/5! After all that, when I did change the tone of the conversation to be more critical, the executive understood my frame of mind. He knows my criticisms come from a desire to grow within the company and make things better, not a desire to complain about my team. Ultimately, I think it made him more receptive to what I had to say.

根据自助经典著作《 如何赢得朋友并影响人们》 ，如果您希望人们接受您的批评，请先谈谈自己的错误！例如，我曾经与一位高管开会谁问我我的打分每周1：1-5，1是没有价值的 ，并且5 物超所值的规模与直接上司1次会议。在我说出任何批评性内容之前，我在谈话的开头加上一则轶事，说我是“坚韧的分级员”，并给他定义了“例外价值”。我解释了如何每周满足该定义对任何人都是一个真正的挑战，因此我只能给出4/5！毕竟，当我确实改变了谈话的语气以使其变得更加批判时，执行官就理解了我的心态。他知道我的批评来自渴望在公司内部成长并改善状况，而不是渴望抱怨我的团队。最终，我认为这使他更愿意接受我所说的话。

请遵循以下提示，以充分利用关键对话： (Follow these tips to get the most out of critical conversations:)

Clarify intentionsMake sure the participants understand the intention behind the critical conversation.

明确意图确保参与者理解关键对话背后的意图。

Give praise before criticismIf you have to be critical, start by telling the person/team what they did right.

在批评之前给予称赞如果您必须要批评，请先告诉人员/团队他们的正确做法。

Ask yourself what you stand to gainDo not start arguments for the sake of your ego. You being right isn’t as important as getting the job done. If you stand to gain little or nothing from the critical conversation, consider avoiding it or delaying it until your objectives are clear.

问问自己，自己将获得什么收益不要为了自我而开始争吵。您做对了并不像完成工作那么重要。如果您想从关键对话中获得很少或没有收获，请考虑避免该对话或将其推迟到您的目标明确之前。

建立关系 (Build Relationships)

Building relationships has never come easy for me since I’ve always been pretty shy. Although it takes mental and emotional effort, I do my best to step up and build a relationship with my team and managers. Good leaders and communicators focus on building relationships to establish trust. Of course, individuals can accomplish a lot in their own right, but most people agree working with a good team will get you farther faster.

建立关系对我来说从来都不容易，因为我一直都很害羞。尽管需要精神和情感上的努力，但我仍会尽力与团队和经理建立关系。优秀的领导者和沟通者专注于建立关系以建立信任。当然，个人可以自己完成很多事情，但是大多数人都认为与一个好的团队一起工作会使您走得更快。

By establishing relationships and opening up, you’re making it easier for your teammates and boss to trust you. For example, when I worked at an electronics retailer, a part of the job was pitching protection plans to customers who wanted to buy our expensive gear like computers and televisions. One day I approached my boss with a new technique for pitching the plans. Because I had a positive relationship with my boss, he let me give it a try. He knew me well enough to trust that I was going to do the right thing. He trusted that if my new pitch was failing, I’d go back to the old one instead of letting my ego take over. Because of our relationship, I was given opportunity that my teammates were not, and that allowed me to climb the ladder faster.

通过建立关系并开放，可以使您的队友和老板更容易信任您。例如，当我在一家电子零售商处工作时，其中一部分工作是向想要购买我们昂贵的设备(例如计算机和电视)的客户制定保护计划。有一天，我用一种提出计划的新技术与老板接触。因为我与老板之间有着积极的关系，所以他让我尝试一下。他非常了解我，以至于相信我会做正确的事。他相信如果我的新建议失败了，我会回到旧的建议，而不是让我的自我接任。由于我们的关系，我有机会没有队友，这让我更快地爬上了梯子。

请按照以下提示快速建立关系： (Follow these tips to build relationships quickly:)

Give compliments oftenI constantly thank my teammates and tell them they are doing good work.

经常称赞我，我不断感谢我的队友，并告诉他们他们做得很好。

Respect people’s opinionsUnless it is going to affect the outcome of the project or assignment, it is best to avoid arguing with people over their opinions.

尊重人们的意见除非会影响项目或任务的结果，否则最好避免与人们争论他们的观点。

Apologize quicklyWhen you are wrong or out of line, be quick to self correct and apologize.

快速道歉如果您有错或过错，请Swift自我纠正和道歉。

最后的想法 (Final Thoughts)

Being a leader goes far beyond having the words “Manager” in your title. Just like you might work on your technical skills, it is important to work on leadership and communication skills if you want to have an easier time getting ahead or climbing the corporate ladder. Focus on mastering these techniques and you will excel at leadership and communication:

成为领导者远远不止在标题中加上“经理”一词。就像您可能会掌握技术技能一样，如果您想更轻松地取得成功或攀登公司阶梯，那么掌握领导力和沟通技巧也很重要。专注于掌握这些技术，您将在领导和沟通方面表现出色：