????MPW內部網絡是一個邀請最有影響力的商界女性及時解答職業(yè)與領導力問題的在線社區(qū),。本周，我們的問題是：你會給首次擔任領導崗位的人什么建議,？以下是最佳職場研究所CEO齊納?戈爾曼的回答,。

????擔任領導職務將是一次令人興奮的經歷,。最初，你腦子里會涌現出各種想法和可能性,。你希望做成許多事情,，實現許多成就。當然,，作為新領導,，你或許還會繼承一些遺留問題，但你讀過足夠多的商務類圖書,，所以你很清楚,，所有這些問題其實都是機遇，可以讓你向全世界展示自己的優(yōu)點,，當然也有可能是缺點,。那么，你到底有哪些優(yōu)點和缺點呢,？

????在回答一連串優(yōu)點和缺點之前,，我希望你能向外思考而不是向內思考。作為一名領導者,，你要領導其他人,，理想情況下，你希望其他人追隨你,，希望他們達到新的高度,。務必要將下屬視為你的領導力的基石。他們將幫助你實現所有目標,。因此,，你必須與他們每一個人建立積極的信任關系。

????著名作家,、領導力演說家約翰?麥克斯韋爾在聯合國的開場演講中曾經說過,，每一位追隨者都會問領導者三個問題：

????1. 你關心我嗎？

????2. 你能幫助我嗎,？

????3. 我能信任你嗎,？

????麥克斯韋爾表示，在任何一種文化,、社會和國家中,，人們都會一直關注這三個問題,。

????在制定第一個目標或寫下你的愿景之前,，（記住我的話，你應該經常做這兩件事）,，你需要約見你的直接下屬,。比如,，為每個人拿出兩個小時，只是用來聊天,?；蛟S你可以帶他們去吃午飯。了解他們,。找出他們的優(yōu)勢,；他們有什么目標和期望；他們需要你做些什么來幫助他們走向成功,。你在精心創(chuàng)造,、培養(yǎng)和發(fā)展與下屬真實且清晰的關系時，他們反過來也會逐漸信任你,，更重要的是,，他們會努力成為你可以信任的人。

????信任是影響領導者成敗的最重要的因素,。你培養(yǎng)的信任越多,，你就能更好地領導團隊，取得更多成就,，進而得到更好的發(fā)展,。團隊成員為你工作和與你一起工作，有著巨大的區(qū)別,。前者只是在做一份工作,；后者卻承擔著偉大的使命。

????最佳職場研究所通過多年的細致研究發(fā)現,，好的工作場所取決于員工與領導者,、工作和彼此之間的日常關系。在所有這些關系當中,，最關鍵的變量便是信任,。隨著時間的推移，員工體驗到你的領導力,，你與他們之間的信任便會有機地發(fā)展,。這是一場馬拉松比賽而不是短跑，所以,，你應該在內心決定,，你愿意投入時間，因為你的付出會得到回報,。

????簡而言之,，能否成為一位稱職的領導者，與你所在的行業(yè),，你擁有或缺乏的資源,，你的經驗水平,，或者你擁有的學位都沒有關系。成功的關鍵在于你能否與下屬建立信任關系,。這是一項需要天天去做的長期工程,，不能懈怠。畢竟,，現在正是你向世界全面展示自己的時候,。（財富中文網）

????譯者：劉進龍/汪皓

????審校：任文科

????MPW Insider is one of several online communities where the biggest names in business answer timely career and leadership questions. This week we ask: What advice would you give someone going into a leadership position for the first time? The following answer is by China Gorman, CEO of Great Place to Work Institute.

????Taking on a leadership role can be quite a heady experience. At first, your mind brims with ideas and possibilities. There’s so much you want to achieve and so much to accomplish. Sure, you may be inheriting some issues along with the new title, but you’ve read enough business books to know that all issues are really opportunities to show the world what you’re made of . So what are you made of?

????Now, before you answer with a list of strengths and weaknesses, I would challenge you to think outward, not inward. As a leader, you are leading people, and ideally you want those people to follow you, hopefully to new heights. Think of your direct reports as the building blocks of your leadership. They are the ones who are going to help you accomplish everything you want to do. Thus, you need to cultivate positive and trusting relationships with each and every one of them.

????As legendary author and leadership speaker John Maxwell stated in his opening speech to the United Nations, there are three questions every follower asks of a leader:

????1. Do you care about me?

????2. Can you help me?

????3. Can I trust you?

????Maxwell purports that in every culture, society and nation, people ask those three questions of their leaders, and they do so continually.

????Before you set your first goal or write down your vision, (and mark my word, you should engage in both of those activities on a regular basis) you need to set an appointment with your direct reports. Start by scheduling a couple of hours with each person, just to talk. Perhaps you can take them to lunch. Get to know them. Find out what their strengths are; what their goals and desires are; and what they need from you to be successful. As you carefully create, nurture and develop real and distinct relationships with each of your direct reports, they will in turn learn to trust you, and more importantly, they’ll strive to be someone you can trust.

????Trust, more than anything else impacts your success as a leader. The more trust you cultivate, the better you lead, the more you achieve, and the higher you climb. There’s a big difference between having someone on your team who works for you and someone who works with you. The former is just doing a job; the latter is on a mission to do something great.

????Years of intensive research at the Great Place to Work Institute has led us to the finding that a great workplace is created in the day-to-day relationships that employees experience with their leaders, their work and with each other. And in all of those relationships, the most critical variable is, you guessed it, trust. Trust between you and your employees will develop organically over time as they experience your leadership. It’s a marathon, not a sprint, so settle it in your mind that you are willing to invest the time because the rewards will be well worth it.

????In short, it doesn’t matter what industry you are in; what resources you do or don’t have; your level of experience; or number of degrees. What is essential to your success is your ability to build trusting relationships with the people under your authority. Work on it every day and never stop. After all, now is your time to show the world what you’re made of.