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????說得好,。喬爾?加芬克爾寫過一本有趣的書《領(lǐng)先之道：三步提升職業(yè)發(fā)展》（Getting Ahead: Three Steps to Take Your Career to the Next Level）,，深入闡釋了這一理念。加芬克爾培訓(xùn)過很多公司高管，包括甲骨文公司（Oracle）,、Google,、亞馬遜公司（Amazon）、星巴克（Starbucks）以及其他很多大公司,。如果希望在公司內(nèi)部得到晉升,，必須從老板以及同事和下屬那里獲得誠懇的反饋意見。他說：“人們肯定會(huì)對(duì)你有一些看法,。了解這些看法是很明智的做法,。”

????加芬克爾認(rèn)為,，大多數(shù)人都不清楚別人究竟是如何看待自己的,。加芬克爾表示，來自亞馬遜公司的一位客戶告訴他：“有位同事說起話來讓所有人都昏昏欲睡,。這位同事很有才干,，但話太密，周圍的同事不勝其煩,，最終只好讓他走人了事,。但他永遠(yuǎn)也不會(huì)知道事情的原委，因?yàn)闆]人告訴過他,，他也從未問過別人對(duì)他的看法,。”這個(gè)人的職業(yè)生涯沒什么前途,，但他永遠(yuǎn)也沒法知道是為什么,。

????請(qǐng)求別人為你提供建設(shè)性的批評(píng)意見很不容易。加芬克爾稱：“你可能擔(dān)心聽到一些不希望聽到的話,，也可能擔(dān)心如果你向別人征求意見,，對(duì)方會(huì)覺得你缺乏安全感?！庇幸环N方法很管用,，那就是組建非正式的顧問團(tuán)隊(duì)，這些顧問都是你信得過的同儕,，你相當(dāng)尊重他們的意見,。皮克斯電影公司（Pixar）將其稱為“智囊團(tuán)”。

????加芬克爾說,，如果某位導(dǎo)演的電影遇阻,，“資深電影廠商會(huì)讓智囊團(tuán)介入，評(píng)估電影進(jìn)程,，然后花兩個(gè)小時(shí)的時(shí)間直言不諱地給出反饋意見,?！?/p>

????無可否認(rèn)，這對(duì)導(dǎo)演來說無異于一種煎熬,。加芬克爾在書中提到,，皮克斯電影公司總裁埃德?卡特穆認(rèn)為：“還有機(jī)會(huì)彌補(bǔ)的時(shí)候就弄清電影的問題所在總比上映后從觀眾口中聽到這些批評(píng)要好得多?！?/p>

????反饋：你的老板是否定期進(jìn)行績效評(píng)估,？如果你是老板，在業(yè)績?cè)u(píng)估方面是否有過拖延,？原因何在,？歡迎留言評(píng)論。

????譯者：李玫曉/汪皓

????Good point. In an intriguing book, Getting Ahead: Three Steps to Take Your Career to the Next Level, author Joel Garfinkle takes this idea quite a bit further. Garfinkle, who has coached executives at Oracle (ORCL), Google (GOOG), Amazon (AMZN), Starbucks (SBUX), and many other big companies, says that if you want to move up in your company, you need to get honest feedback; not just from your boss, but from peers and subordinates as well. "People do have an opinion about you," he says. "It's wise to know what it is."

????Most of us have only a hazy idea of how others see us, Garfinkle believes. A cautionary tale: A coaching client at Amazon "told me he had a colleague who tended to suck all the oxygen out of the room," Garfinkle says. "This person was brilliant, but he talked way too much and annoyed everyone around him, so people tuned him out. But he never knew this, because nobody told him, and he never asked anyone how he was perceived." The man's career went nowhere, and he never knew why.

????Asking for constructive criticism is hard, Garfinkle acknowledges: "You may worry that you'll hear something you don't want to know, or you may be concerned that, by asking, you'll be seen as insecure." One approach that works is to assemble an informal team of advisors -- trusted peers whose opinions you respect -- that the filmmakers at Pixar call a "brain trust."

????When the director of a movie project hits a snag, Garfinkle explains, "a group of senior filmmakers called a brain trust steps in, evaluates the film in progress, and gives brutally honest feedback for about two hours."

????Admittedly, this sounds like an ordeal for the director. Still, says Pixar's (DIS) president Ed Catmull in Garfinkle's book, "It's far better to learn about problems [with a film] while there's still time to fix them than from the audience after it's too late."

????Talkback: Does your boss give regular performance reviews? If you are a boss, have you ever procrastinated giving them? Why? Leave a comment below.