人际智商决定职业生涯.doc

人际智商决定职业生涯 　　人际智商决定职业生涯 　　我们大多数人都希望顺顺利利地度过每一个 打架。 尽管如此，跟同事相处可不像公园漫步那般 惬意，而这种紧张关系会影响我们的工作表现。 有时候，我们部门中某位员工根本就不适合从事 手头那份工作他们为人浮夸，生性挑剔，缺 乏兴趣，平庸无能，催生出一种有可能拖垮每一 个人的有毒环境。 大家不妨思考一下这个例子：在一家公司， 由于长达一年的招聘冻结期，几个工程团队的人 　　Most of us would prefer to get through few of us are actively looking for a fight. That said, getting along with our colleagues is no walk in the park, and this tension can influence our performance. Sometimes, an employee in our department is simply the wrong person for the job -- their own grandiosity, critical nature, lack of interest, or incompetence leads to a toxic environment that drags everyone down. Consider this example: At one 　　工作日。毕竟，我们中很少有人会主动找人扯皮 the workday without a scuffle. After all, very 　　手严重不足。工程师们劳累过度，CEO 担心他们 company, several engineering teams were 可能无法按时完成任务。于是，这家公司就成立 understaffed, owing to a yearlong hiring 了一个跨团队委员会，以便决定如何公平地把新 freeze. The engineers felt overworked, and 员工分配给相关团队。然而，这个委员会的负责 the CEO was concerned about missing 人是一位有独立见解的工程师，出了名地喜欢争 long-term deadlines. The company formed a 辩，批评他人。所有委员非常轻松地就首位新员 cross-team committee to decide how to 工应该被安排在哪里达成共识，但随后就出现了 fairly allocate new hires to the teams. 问题。这位首席工程师希望把下一个新员工分配 However, the head of the committee was an 给一位得意门生负责运营的不太重要的团队;其 independent-thinking engineer who had a 他委员表示反对，他们认为这样做将会使组织失 reputation for being argumentative and 调。这位工程师没有选择让步，而是分头找几位 委员谈话，充满敌意的争辩口吻让这几位委员觉 得他想一手遮天。委员们花了一些时间讨论他的 行为，有几位还因为这件事夜不能寐。就这样， 一件原本简单的事情被搞得混乱不堪，耗费了大 量宝贵的时间。 　　critical of others. The committee easily agreed on where the first new hires should be allocated, but there were issues after that. The lead engineer wanted to assign the next hire to a protégé of his who ran a less-important objected that team; would other members the misalign 　　再看看另一个例子。在一家制药公司，一位 organization. Rather than backing down, the 负责研发工作的科学家聘请了一位化学师。来公 engineer went to several committee 司时，她带着几 　　位前同事撰写的一组热情洋溢的 members individually and argued with them 推荐信，起初看起来也确实很有才华。但大约一 in a way that they perceived as hostile a