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“透視領導力”是一個在線社區(qū),，商業(yè)界最有思想也最具影響力的大咖會在此及時回答有關職場和領導力的問題,。今天的問題是，“今天你會給22歲的自己哪些建議,？”回答者是雅虎首席營收官麗莎·烏茲施耐德,。

我剛進廣告銷售行業(yè)時是初級客戶經(jīng)理，當時年輕的我非?？释嵘龢I(yè)務,。這些年來，我嘗試過許多不同的職位,，涉及領域包括策略,、運營和提升收入等,。不僅收獲了豐富的經(jīng)驗，我也學會感激曾經(jīng)面臨的挑戰(zhàn),，為實現(xiàn)目標尋找創(chuàng)造性的思路,。但這條路絕不輕松，也絕非平坦,。

以下是我歷經(jīng)艱難小結的四個心得,，真希望年輕時能早點領悟：

知道什么時候該冒險

職業(yè)生涯中總有些決定要提前想清楚風險，不管風險大還是小,。而且這種時刻總會有人湊上來,，對你的下一步指手畫腳。要學會勇敢承擔風險,，別去理會懷疑的聲音,，相信自己的直覺，這是職業(yè)發(fā)展非常重要的一塊,。

但也得承認,，高風險確實容易讓人心生畏懼。

在微軟時,，一位前同事聯(lián)系了我,，鼓勵我去亞馬遜爭取新的全球副總裁職位。當時我正懷著第一個孩子,，并沒考慮跳槽,。同事和朋友們都說，不管從個人角度還是對職業(yè)生涯風險都太大,。甚至還有人說,，我居然會考慮，簡直是瘋了,。

但我終究還是冒了險,。不過這次跳槽后我有機會組建全球性團隊，嘗試從零開始開展一項業(yè)務,。我還明白不理會懷疑,，重新理清職業(yè)生涯的重心是多么關鍵。

機會青睞有準備的人

問問自己：“如果出席重要會議忘帶筆記本電腦,，你能不能不看材料直接開講,？”

出現(xiàn)意外情況，例如技術故障或其他困難時,，知識和準備往往決定著成敗,。大多數(shù)人至少會經(jīng)歷過一次類似場面，從此我們會明白扎實掌握業(yè)務有多重要,。無論要準備的是內部會議,、客戶推介還是上臺發(fā)言,，都應該多想一步，確保腦中思路清晰,，準備好回答各種問題，不能依賴PPT,。

給人留下深刻印象

如果職業(yè)生涯剛剛開始,，或者走上一個新崗位，大家也許想知道怎樣給老板和其他領導留下好印象,。不管規(guī)模大小有何使命,，所有企業(yè)都需要有人解決問題。

是否注意過公司某些方面的運轉效率沒達到應有水平,，或者有可能給客戶更好的體驗呢,？如果有，思考一下具體可以怎么改進,，然后跟上司談談你的想法,。

有可能你對公司文化和促進多樣性充滿熱情，但并不是你的工作內容,。我們銷售團隊有一位高級總監(jiān)主管視頻廣告,，工作之余她還非常熱心地為促進多樣化貢獻才能和精力。現(xiàn)在她成了全球包容多元化主管,，確保公司不僅聘請各種各樣的人才,，還能留住他們，對服務全球逾10億用戶的亞馬遜來說這點很關鍵,。

如果幫助公司實現(xiàn)改進而且堅持不懈努力,，領導就會記住你。更重要的是,，下次遇到問題時他們有可能會問問你的意見,。（財富中文網(wǎng)）

作者：Lisa Utzschneider

譯者：Charlie

The Leadership Insiders network is an online community where the most thoughtful and influential people in business contribute answers to timely questions about careers and leadership. Today’s answer to the question, “What advice would you give your 22 year old self today?” is written by Lisa Utzschneider, chief revenue officer at Yahoo.

When I started my career in advertising sales as an entry-level account manager, I was eager and wanted to learn as much as possible about the business. Over the years, I have held many different roles focusing on areas such as strategy, operations, and driving revenue. This rewarding experience has taught me to appreciate a challenge and look for a creative approach to reach my goals. But this was never an easy or straight path.

Here are three important things I learned the hard way, and wish I could have told my younger self ahead of time:

Know when to take a risk

Throughout your career there will be countless moments, both big and small, when you need to weigh the risks of taking action. You can also bet that at these times, people will step up to voice their opinions on what you should do. Learning to be comfortable with taking risks, tuning out the naysayers, and trusting your instincts is an important part of your career growth.

But let's admit it: Taking a big risk can be terrifying.

While at Microsoft, I was contacted by a former colleague who encouraged me to explore a new global vice president role at Amazon. At the time, I was expecting our first child and wasn’t looking for a career change. Colleagues and friends said there were too many risks, both personally and professionally. Some said I was crazy to even consider it.

I took the risk anyway. In doing so, I had the chance to build a global team and business from the ground up. I also learned just how critical it is to tune out the skeptics and redefined what really mattered in my career.

It's all in the preparation

Ask yourself, “If you showed up to an important meeting without your laptop, would you know your material well enough to forge ahead?”

Knowledge and preparation can often make or break you in these moments, when a technical glitch or other pitfall arises. Most of us experience at least one situation like this, and it’s a good reminder of how important knowing your subject matter really is. Whether you’re planning for an internal meeting, client presentation, or on-stage talk, take a step back and make sure you have a clear agenda in mind and are ready to answer questions, with or without your PowerPoint presentation.

Leave a lasting impression

If it’s early on in your career or you’re new to a role, you may be wondering how to make an impression on your boss and other leaders at your company. Every business, no matter the size or mission, needs problem solvers.

Have you noticed an area of the business that just isn’t working as efficiently as it should, or an experience that could be better for your customers? If so, consider what could be improved and share your ideas with your superiors.

Perhaps you're passionate about culture and promoting diversity, but it's not in your job title. We had a senior director on our sales team who was focused on video advertising, but also felt moved to apply her talents and dedication to the area of diversity. She is now our global head of inclusive diversity, ensuring that we not only recruit but retain diverse talent—a critical part of serving our over one billion users around the globe.

When you help your company effect real change and do this frequently, leadership will remember you. And even more importantly, they may seek your opinion when the next challenge comes up.

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