And that is the ability to make things happen.

這就是讓事情發生的能力。

She argues this ability has four components.

她認為這種能力由四個部分組成。

First, know who does what, second, know when to escalate, third, know what's in it for them, and fourth, know when to communicate.

第一，知道誰做什麼；第二，知道什麼時候該升級；第三，知道對他們有什麼好處；第四，知道什麼時候該溝通。

This article stood out to me not only because Zara is a Harvard graduate who edited for the Harvard Crimson, worked at a larger venture capital firm, GGV Capital, but she is also an accomplished product marketing manager at ByteDance.

這篇文章讓我眼前一亮，不僅因為 Zara 畢業於哈佛大學，曾為《哈佛深紅報》做過編輯，在一家較大的風險投資公司 GGV Capital 工作過，而且她還是 ByteDance 公司一名出色的產品營銷經理。

And as a fellow product marketer in the tech space, who's not as accomplished, I can't help but share these insights because everything she wrote, I had to learn the hard way, and I wish this cheat sheet existed when I entered the workforce.

作為一名技術領域的產品營銷人員，我沒有那麼大的成就，但我還是忍不住要分享這些見解，因為她寫的所有東西，我都是通過艱苦的方式學到的。

So in this video, I'm going to combine Zara's tips with my personal experiences and leave you with five things you can do to accelerate your career in the corporate world.

是以，在本視頻中，我將把扎拉的建議與我的個人經驗相結合，給大家留下五件在企業界加速職業發展的事情。

Let's get started.

讓我們開始吧。

Diving right into number one, know who does what.

首先，要知道誰在做什麼。

Here, Zara's talking about who actually does what regardless of their title.

在這裡，扎拉說的是，無論頭銜如何，誰真正在做什麼。

It's sort of like if you wanted a meeting with someone senior, it's often better to know their administrative assistant who has access to the boss's schedule.

這就好比如果你想和某位高層會面，通常最好能認識他的行政助理，因為後者能獲得老闆的日程安排。

Take a look at what I did with your calendar there, hot shot.

看看我是怎麼處理你的日曆的，帥哥。

Zara then says when people fail to get things done, it's not because they're incapable, it's simply because they haven't found the right person.

扎拉接著說，當人們無法完成任務時，並不是因為他們沒有能力，而僅僅是因為他們沒有找到合適的人。

Wait, is Zara talking about dating?

等等，扎拉說的是約會嗎？

For example, back when I was in the sales team, I naively thought anyone in the marketing team could help me with building a case study.

例如，當我還在銷售團隊工作時，我天真地以為營銷團隊的任何人都能幫我撰寫案例研究報告。

In reality, marketing is split into many smaller pods, and had I taken the time to figure that out, the project would have gone so much smoother.

實際上，市場營銷被分割成許多更小的 pod，如果我花時間弄清楚這一點，項目就會順利得多。

So how do you know who does what?

那麼，你怎麼知道誰在做什麼？

Proactively schedule one-on-ones and coffee chats with cross-functional team members.

主動安排與跨職能團隊成員進行一對一會談和咖啡哈拉。

I've made videos on these topics, so I'll just leave the highlights here.

我已經制作了關於這些主題的視頻，所以在此只留下重點。

There are three insights you want to uncover during your one-on-ones.

在 "一對一 "會談中，您需要了解三個方面。

First, their key performance indicators, KPIs.

首先是關鍵績效指標（KPI）。

This is literally how their success is measured during performance review.

這就是績效考核中衡量他們成功與否的標準。

And knowing this will help you figure out what synergies there are between your work and theirs.

瞭解這一點有助於您找出您的工作與他們的工作之間的協同效應。

Second, their personal goals and aspirations.

第二，他們的個人目標和願望。

For example, I will let colleagues know about internal transfer opportunities if I know they're interested.

例如，如果我知道同事們對內部調動機會感興趣，我就會讓他們知道。

This buys me goodwill and helps us connect on a more personal level.

這為我贏得了好感，也有助於我們在更個人的層面上建立聯繫。

Finally, what resources they have access to.

最後，他們能獲得哪些資源。

For example, the analyst team might have the data you need to build your next business proposal, and maybe the marketing team has leftover budget to make it happen.

例如，分析師團隊可能掌握了你制定下一個商業提案所需的數據，而營銷團隊可能有剩餘的預算來實現這一目標。

Pro tip, and I've mentioned this countless times, you should always end these chats with, based on what we discussed today, who else do you recommend I reach out to?

專業建議，我已經說過無數次了，在結束哈拉時，你總是應該說，根據我們今天討論的內容，你還建議我聯繫誰？

Over time, the snowball gets bigger and you will have created a significant personal network within the organization.

隨著時間的推移，雪球會越滾越大，你就會在組織內部建立起一個重要的人際網絡。

By the way, I've linked Zara's full article down below where she shares her own experiences.

順便說一下，我在下面鏈接了 Zara 的完整文章，她在文章中分享了自己的經驗。

Highly recommend you take a look.

強烈建議您去看看。

Number two, know how to ask for help.

第二，懂得尋求幫助。

As a new joiner, you hear things like, ask anything you like, there are no stupid questions.

作為新加入者，你會聽到這樣的話："想問什麼就問什麼，沒有愚蠢的問題。

But just like arguments with your partner, how you go about it will impact the end result.

但就像與伴侶爭吵一樣，你如何去做也會影響最終的結果。

First, you want to apply the concept that the best teachers are those who are just one step ahead of us.

首先，你要運用 "最好的老師就是那些比我們先行一步的人 "這一理念。

As a new account manager, the best advice I received when it came to actual selling were from colleagues who joined six months before me, as opposed to my manager and other senior leaders.

作為一名新客戶經理，在實際銷售過程中，我從比我早加入公司六個月的同事那裡得到了最好的建議，而不是我的經理和其他高級上司。

Second, when you do go to someone with questions, always show what actions you've already taken.

其次，當你向別人提出問題時，一定要說明你已經採取了哪些行動。

They see you're proactive and now they have a starting point to give you actionable advice.

他們看到你積極主動，現在他們有了一個起點，可以給你提供可行的建議。

Third, when you feel overwhelmed with the amount of new information thrown at you, prioritize the topics that have a direct impact on your core KPIs.

第三，當您面對大量新資訊感到不知所措時，請優先考慮對您的核心關鍵績效指標有直接影響的主題。

This shows whoever you're asking for help that you're able to effectively manage your time.

無論你向誰求助，這都表明你能夠有效地管理自己的時間。

Tip number three for new grads, know when to escalate.

給新畢業生的第三條建議是，知道什麼時候該升級。

In plain English, escalating is basically going over your colleague's head and talking to their boss directly.

通俗地說，"升級 "基本上就是越過同事的頭頂，直接與他們的上司對話。

Zara argues there are two situations where you want to do this.

扎拉認為，有兩種情況下你會想這樣做。

One, if you expect pushback from a teammate because your idea will generate a significant amount of extra workload for them, or two, they agree to help you, but their work is subpar and is affecting your deliverables.

其一，如果你的想法會給隊友帶來大量額外的工作負擔，而隊友可能會反對你的想法；其二，隊友同意幫助你，但他們的工作不合格，影響了你的交付成果。

So this is where my opinion differs slightly from that of Zara's, and I think it's mainly because Google has a relatively flat work structure, whereas ByteDance is more top down.

這也是我與 Zara 觀點略有不同的地方，我認為這主要是因為 Google 的工作結構相對扁平，而 ByteDance 則更加自上而下。

Nothing wrong with that, by the way, just different company cultures.

順便說一句，這沒什麼不好，只是公司文化不同而已。

In my experience, even if the senior leader of another team is invested in your idea, it's usually their direct report who's responsible for the actual execution.

根據我的經驗，即使另一個團隊的高層領導對你的想法很感興趣，負責實際執行的通常也是他們的直接下屬。

So if you could get that person's full buy-in through what I talked about in tip one, identify synergies, exchanging resources, building a personal connection, that would result in the best possible outcome without burning bridges.

是以，如果你能通過我在第一條建議中提到的方式，即確定協同效應、交換資源、建立個人聯繫，讓對方完全接受你的建議，那就能在不燒燬橋樑的情況下取得最好的結果。

Of course, sometimes you just have to escalate.

當然，有時你不得不升級。

In those instances, I recommend making your manager aware of the situation first.

在這種情況下，我建議首先讓你的經理了解情況。

They can escalate on your behalf or at least back you up if needed.

如果需要，他們可以代表你上報，或至少為你提供支持。

Tip number four, know how to host a meeting that doesn't suck.

祕訣四，知道如何主持一個不糟糕的會議。

I can make an entire video on this.

我可以就此製作一個完整的視頻。

Let me know if you want me to.

如果你需要，請告訴我。

But Zara summarizes our collective pain points perfectly.

但 Zara 完美地概括了我們的共同痛點。

If people leave wondering why was I even in this meeting, then this was a failure on the part of the meeting organizer.

如果人們在離開時還在想，我為什麼要參加這次會議，那麼這就是會議組織者的失敗。

They have failed to fully communicate the context of the meeting to the participants beforehand.

他們沒有事先向與會者充分說明會議的背景。

Whoa, that actually sounds pretty mean when you say it out loud, Zara.

哇哦，扎拉，你大聲說出來，聽起來還挺刻薄的。

Several things you want to do here.

你想在這裡做的幾件事

First, if it's a new initiative, align with each stakeholder individually before a larger team meeting.

首先，如果是一項新舉措，在召開更大規模的團隊會議之前，先與每個利益相關者單獨進行協調。

Show them the outline of your project and let them see how it's going to benefit them as well.

向他們展示您的項目大綱，讓他們瞭解項目將如何使他們受益。

If they're not convinced, good.

如果他們不相信，那很好。

This is a sign more communication and planning are needed.

這表明需要更多的溝通和規劃。

And it's great you can take care of this offline instead of being challenged in the meeting.

你能在網下解決這個問題，而不是在會議上接受挑戰，這真是太好了。

Second, during the meetings, instead of sharing every single specific detail that you as a project manager need to know, only present information relevant to the attendees.

其次，在會議期間，不要分享作為項目經理需要了解的每一個具體細節，而只介紹與與會者相關的資訊。

This will keep the meetings short and efficient.

這將使會議簡短高效。

Third, always send a recap email with clear action items and owners.

第三，始終發送一封包含明確行動項目和所有者的總結電子郵件。

So everyone knows what deliverables need to be reviewed next week.

這樣，每個人都知道下週需要審核哪些交付成果。

I know, I know all this sounds like a lot of extra effort, but if you gain the reputation of someone who hosts productive meetings, you'll be entrusted with more autonomy and freedom at work.

我知道，我知道這一切聽起來像是要付出很多額外的努力，但如果你獲得了主持會議富有成效的聲譽，你就會在工作中獲得更多的自主權和自由。

Last but certainly not least, know your boss.

最後但並非最不重要的一點是，要了解你的老闆。

For better or for worse, your manager plays an instrumental role in your corporate experience.

無論好壞，你的經理在你的企業經歷中都起著至關重要的作用。

And research backs up the old saying that people leave managers, not companies. 57% of employees have left a job because of their manager.

研究證明了一句老話：人們離開的是經理，而不是公司。57%的員工是因為他們的經理而離職的。

I've been very lucky to have supported managers throughout my entire career so far, but looking at my colleagues who are not as fortunate, but are still able to manage up effectively, I've noticed a common theme.

在我的整個職業生涯中，我一直很幸運地得到了管理人員的支持，但在觀察我那些沒有那麼幸運，但仍然能夠有效管理的同事時，我發現了一個共同的主題。

Your manager can only be your biggest advocate if you give them the tools to do so.

你的經理只有在你給他們提供工具的情況下，才能成為你最大的擁護者。

A great way to do this is to regularly document your wins.

做到這一點的一個好方法就是定期記錄您的勝利。

Someone emails you a thank you note, label and save it.

有人給你發了一封感謝信，請貼上標籤並保存。

Another team message you about the positive impact of your project, screenshot it.

另一個團隊給你發消息說你的項目產生了積極影響，請截圖。

Your new process drove cost savings of 20%, write that down.

你的新流程節省了 20% 的成本，記下來。

You now have a treasure trove of achievements you can bring up during your next performance review.

你現在有了一個成就寶庫，可以在下一次績效考核時提出來。

And your manager can then use those to be your advocate during calibration meetings.

然後，你的經理可以利用這些資訊在校準會議上為你辯護。

Of course, there's a lot more to managing up in the workplace, so I highly recommend you check out my video on how to have productive one-on-ones with your manager.

當然，職場中的管理還有很多方面，所以我強烈建議你看看我的視頻，瞭解如何與你的經理進行富有成效的一對一交流。

Huge shout out to Zara again for writing such an amazing article.

再次向扎拉致敬，感謝她寫出如此精彩的文章。

See you on the next video.

下期視頻再見。

In the meantime, have a great one.

同時，祝你有一個愉快的假期。