這一切如何發生？ (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.

當我回顧過去幾年的生活時，即使我竭盡全力進入Data Science擔任產品分析師，但有時我仍然會問自己一個問題：“ 這一切是怎么發生的？ “ 我不是數字的向導 ，我不是天才的程序員，我不是在重新構想尖端的深度學習體系結構……不是原始的技術實力，而是什么使我在完成的每項工作中都能取得成功我一直保持的溝通能力和領導能力，學習新事物的愿望以及加緊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.

如果您想快速贏得同事和老板的信任和尊重，請磨練這些領導和溝通技巧，以平衡您的技術能力和軟技能！ 在每一點中，我都有完成它的提示和技巧 。

Understand Leadership Know your AudienceTake Extreme OwnershipCriticize Yourself FirstBuild Relationships

了解領導力了解您的受眾擁有極端所有權批評自己與他人的建立關系

了解領導力 (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.

您無需擔任領導職位的管理職位！ 領導力很難定義，但對我而言，領導力是指為了實現共同目標而將靈感轉化為行動的方法。 根據定義，這僅僅是領導一個人，一個團體或一個組織的行為 。 回顧文獻，出現關于組成一個好的領導者的共同主題。 人們經常提到的是誠實，超凡魅力，有遠見，富有同情心和決定性的特質。 從歷史上看， 優秀/堅強的領導者將人們聚集在一起，倡導創新，并為個人利益謀求社區利益。

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.

尋求變革型領導力和有效的領導策略。 領導力專家Ronald E Riggio博士就構成變革型領導者的四個鮮明特征作了廣泛的論述 。 他說，最好的領導者是理想的榜樣，可以激勵追隨者，真正關心他人，并激發創新和創造力。

請遵循以下提示以幫助理解領導力： (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.

專注于全局如果您過于專注于一件事，很容易就看不到周圍發生的事情。

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

參與進來向人們表明您是團隊合作者。 參加團隊建設活動，了解業務及其競爭。

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

具有戰略意義始終在尋找新穎高效的做事方式。

永遠了解您的觀眾 (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.

知道您的聽眾是交流101。如果您想說服您的交流，則必須了解您的聽眾，以便您可以傳達他們關心的信息！ 在向培訓師介紹我們的新工具或功能時，我會詳細介紹這些功能的工作原理。 當我向利益相關者和C級主管解釋我們的項目進度時，我并沒有包括所有實質性的技術細節。 如果我這樣做的話，他們的眼睛很有可能會瞪大眼睛，變得毫無興趣！ 以不同的細節水平接觸不同的受眾。

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.

與管理層溝通，讓他們對團隊正在完成的工作感到興奮是我的責任，以便他們繼續為我們提供資源并相信我們正在推動業務向前發展。 我知道他們想聽大片的更新，而不是細節。 他們需要高級概述和有關我們是否完成工作的信息。

請遵循以下提示以幫助了解您的受眾： (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).

研究您的利益相關者/受眾如果您是組織或團隊的新手，請不要害怕做一些研究！ 如有可能，請遍歷員工目錄，并在項目周圍的所有利益相關者面前加一個名稱。 在LinkedIn上查找它們，或找到一種進行閑聊的方法(在遠程工作中，閑聊可能會更困難)。

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?

觀看記錄的會議如果您的公司記錄了會議，請查閱過去的利益相關者會議，并查看您的同行的表現。 注意他們提供的詳細程度和演示的整體色調。 嚴重嗎 輕松嗎？

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.

征求反饋聽到批評可能很困難，但可以走很長一段路！ 與您的老板和同事討論您的表現，并獲得改善演講技巧所需的反饋。

擁有極端所有權 (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.

除非您已經有了解決方案，否則不要抱怨任何事情。 退休的海豹突擊隊軍官喬科·威林克 ( Jocko Willink )推廣了“極端所有權”的思想。 他寫了幾本有關領導力和極端所有權的書，還經營著自己的播客 。 總結一下他的觀點，優秀的領導者和優秀的團隊不會在發生問題時找借口或指責外部因素。 他們擁有問題，找到解決方案并實施解決方案。

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.

當您開始擁有事物的極端所有權時，您會意識到與團隊進行“艱難的交談”要容易得多，因為您開始為工作感到自豪。 我的團隊幫助開發了一種數據分析工具，供我們的客戶在我們的軟件平臺中使用。 盡管我是這個職位的新成員，并且在項目的最后階段加入了我，但我在自己的角色允許的范圍內擁有了盡可能多的所有權。 通過盡我所能擁有所有權并與團隊緊密合作，當我發現測試中的錯誤時，問題很容易引起開發人員的注意。 我對擔當批評的擔心減少了，因為我將確保客戶能夠使用的工具作為我的責任。

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，承擔所有權和承擔責任可以在您的經理和隊友之間建立信任，并使您看起來更可靠。 當我回想起以前的工作時，那些從未取得成功的人總是為自己的績效不佳而找借口，而不是為自己的缺點承擔責任并加緊改進。

請遵循以下提示以獲取絕對所有權： (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.

通過討論和理解項目的目的和理想的結果，與團隊一起建立項目的熱情。

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?”

總是問“我還能做什么？” 盡管過分承諾和交付不足從來都不是一件好事，但您應該始終問自己和您的團隊，“我還能做什么？”

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.

保持積極的態度 。 硬件出現故障，人們生病，事情超出預算。 每當出現障礙時，請保持積極，并嘗試跳開障礙，而不要以此為借口停止嘗試。

首先批評自己 (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.

與我合作的任何人都知道我不怕批評。 我盡力把它拿下來。 在您的職業生涯的某個時刻，無論您是否是領導者，您都可能會參與“艱難的談話”，在其中您需要批評隊友或經理。 當出現這些情況時，重要的是要謙虛。 記住， 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.

根據自助經典著作《 如何贏得朋友并影響人們》 ，如果您希望人們接受您的批評，請先談談自己的錯誤！ 例如，我曾經與一位高管開會誰問我我的打分每周1：1-5，1是沒有價值的 ，并且5 物超所值的規模與直接上司1次會議。 在我說出任何批評性內容之前，我在談話的開頭加上一則軼事，說我是“堅韌的分級員”，并給他定義了“例外價值”。 我解釋了如何每周滿足該定義對任何人都是一個真正的挑戰，因此我只能給出4/5！ 畢竟，當我確實改變了談話的語氣以使其變得更加批判時，執行官就理解了我的心態。 他知道我的批評來自渴望在公司內部成長并改善狀況，而不是渴望抱怨我的團隊。 最終，我認為這使他更愿意接受我所說的話。

請遵循以下提示，以充分利用關鍵對話： (Follow these tips to get the most out of critical conversations:)

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

明確意圖確保參與者理解關鍵對話背后的意圖。

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

在批評之前給予稱贊如果您必須要批評，請先告訴人員/團隊他們的正確做法。

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.

問問自己，自己將獲得什么收益不要為了自我而開始爭吵。 您做對了并不像完成工作那么重要。 如果您想從關鍵對話中獲得很少或沒有收獲，請考慮避免該對話或將其推遲到您的目標明確之前。

建立關系 (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.

建立關系對我來說從來都不容易，因為我一直都很害羞。 盡管需要精神和情感上的努力，但我仍會盡力與團隊和經理建立關系。 優秀的領導者和溝通者專注于建立關系以建立信任。 當然，個人可以自己完成很多事情，但是大多數人都認為與一個好的團隊一起工作會使您走得更快。

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.

通過建立關系并開放，可以使您的隊友和老板更容易信任您。 例如，當我在一家電子零售商處工作時，其中一部分工作是向想要購買我們昂貴的設備(例如計算機和電視)的客戶制定保護計劃。 有一天，我用一種提出計劃的新技術與老板接觸。 因為我與老板之間有著積極的關系，所以他讓我嘗試一下。 他非常了解我，以至于相信我會做正確的事。 他相信如果我的新建議失敗了，我會回到舊的建議，而不是讓我的自我接任。 由于我們的關系，我有機會沒有隊友，這讓我更快地爬上了梯子。

請按照以下提示快速建立關系： (Follow these tips to build relationships quickly:)

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

經常稱贊我，我不斷感謝我的隊友，并告訴他們他們做得很好。

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.

尊重人們的意見除非會影響項目或任務的結果，否則最好避免與人們爭論他們的觀點。

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

快速道歉如果您有錯或過錯，請Swift自我糾正和道歉。

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:

成為領導者遠遠不止在標題中加上“經理”一詞。 就像您可能會掌握技術技能一樣，如果您想更輕松地取得成功或攀登公司階梯，那么掌握領導力和溝通技巧也很重要。 專注于掌握這些技術，您將在領導和溝通方面表現出色：

Understand Leadership Know your AudienceTake Extreme OwnershipCriticize Yourself FirstBuild Relationships

了解領導力了解您的受眾獲得極端所有權批評自己的首次建立關系

If you’re interested in learning more about business and data science, check out my other articles too!

如果您有興趣了解有關業務和數據科學的更多信息，請閱讀我的其他文章！