大多數管理者經常犯的錯誤

Everyone appreciates a candid boss.
每個人都欣賞坦誠的老闆

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: How do you prepare for a management role? is written by Ryan Harwood, CEO of PureWow.
領導力業內人士網絡是一個在線社區，在這裏面有深思熟慮及有影響力的人及時貢獻出有關職業生涯和領導力的答案。今天問題的答案：你怎麼爲一個管理角色做準備？由純沃的首席執行官，瑞安哈伍德編寫。

First and foremost, ask yourself whether you really want to be a manager. There is a huge misconception out there that in order to be “senior” in a company, you have to be a manager.
首先，問問自己是否真的想要成爲一名經理。有個巨大的誤區即想要成爲一個公司的“前輩”，你必須先成爲一位經理。

In reality, you can absolutely be a top executive without being a manager—they’re mutually exclusive.
在現實中，你絕對可以成爲一位高管而沒有當過管理者——因爲他們相互排斥。

If you don’t want to deal with people problems or if you don’t think you’re the right person to have those tough conversations, then maybe being a manager isn’t the right role for you.
如果你不想和人打交道或者如果你並不是能夠靈敏的應變對話的人才，那麼經理的職位並不適合你。

Recognize that about yourself.
認清你自己。

Say to yourself, “Am I going to enjoy doing these things?” If not, it’s time you had a very candid conversation with your superiors to explain that you want to keep moving up in the company and take on more responsibility, but that doesn’t necessarily mean you want to be a manager.
對自己說，“我會樂意做這些事情嗎？”如果不是，這就是你需要直率的和你的上司解釋你想要繼續在公司工作以及承擔更多的責任的時候，但是這並不意味着說你一定要成爲一位經理。

Recognize that your needs come last
確定你的最終需求

What a lot of people don’t realize about being a manager is that your needs always come last.
大多數人都沒有意識到的，成爲一位管理者纔是自己的最後需求。

It’s all about your team.
這是關於你的團隊。

What can you do to provide them with the tools they need to be successful?
你能做什麼來爲他們提供成功必須的工具呢？

Full disclosure: It’s exhausting.
完美回答是：這是要傾盡全力的。

When any of my reports come to me with a problem, I typically need to solve that first before anything else on my to-do list. It’s just like starting a family. Their problems become your problems and your success is based upon theirs.
當我的任何報告產生了一個問題，我通常需要把它排在第一位並在第一時間解決它。這就像建立一個家庭。 他們的問題成爲你的問題，而你的成功是基於他們。

What’s your emotional quotient (EQ)?
你的情商是什麼？

Figuring out what motivates people—what makes them tick—is half the battle. Put yourself in their shoes to understand what it is that inspires—or tires— them.
找出什麼纔是刺激人們的東西——什麼纔會讓他們記住——是有助於成功的條件。站在他們的立場來想纔會明白啓發他們——或者繫緊他們的東西。

You have to find that sweet spot between being an empathetic confidante and a firm hand depending on what your employees need, all without sending mixed signals.
你必須在有認同感的同伴還有公司的一把手需要讓員工依靠之間找到一個最有效的點，且都不要發出混合的信號。

Radical candor
激進的坦率

Always be direct.
一直保持直接。

That’s a big mistake managers make.
這是一個很大的管理錯誤。

They fear the reaction or consequence: Maybe the person isn’t going to want to do this and will leave as a result.
他們擔心反應或結果：也許這個人並不想這麼做且會以離開告終。

Employees might be talented, but if you sense they don’t want to do what you need them to do, then you have to have that conversation with them, and quickly.
員工可能很有才華，但是如果你感覺他們並不想做你要他們去做到事情，那麼你必須快速和他們交流。

Those are the kinds of tough discussions you need to be prepared to have. And yes, they might be uncomfortable, awkward exchanges or even lead to that employee leaving, but trust me, everyone appreciates a candid boss.
這些都是很高難度的討論，你必須有所準備。且是的，他們有可能不舒服，痛苦交流或者導致他們離開，但是相信我，每個人欣賞坦誠的老闆。

Model yourself on your mentors
假設你是自己的老師

Lastly, it’s as simple as looking back at your favorite past managers (or even teachers) and asking yourself what it was that made them stand out.
最後，儘可能簡單的過一遍你喜歡的管理者們（或者甚至老師們），然後問自己什麼讓他們脫穎而出。

Draw on those qualities and emulate those people in the same way you would take the best from your parents, family members, and friends to create the best version of yourself.
借鑑這些品質還有效仿他們，你將可以從你的父母，家庭成員，還有朋友那邊創造出你最好的版本。