成功路上容易被忽视的 5 种重要技能沟通 你或许有公司里最了不起的想法，但如 果你不不能很好地把自己的想法表达出来， 别人怎会知道？ 不论是电子邮件往来、现场会议，还是 一对一交流，简洁且专业的沟通都至关重要。
可以观察你敬佩的同事和上级，看看能否学 习和采用他们最有效的沟通技巧。
在给上司、 同事和客户写电子邮件时要多花些心思；不 要因为沟通媒介的不同而心生懒惰。
专门负责招聘事务的迈克尔•斯特因奈 德说：“有效沟通的能力是在机构内部培养 关键关系的基础，能奠定个人发展、进步的 基调。
” 要成为高效的沟通者，最重要的是在表 达自己观点的时候学会倾听和提出问题。
仔 细倾听听众的反应可以帮助你确定他们是否 理解了你的想法，同时还可以估量你的目标 是否与听众的兴趣相一致。
提前进行准备，不断练习要讲的内容。
高管教练、 《软技能， 硬道理》 （The Hard Truth About Soft Skills）一书的作者佩吉•克劳 斯说：“在与客户电话沟通的时候，参加内 部会议的时候，或者在绩效评估时与上司交 流的时候，提前准备是清楚表达自己观点的 关键。
”你要培养自己“在说话的时候充满 热情与力量，利用自己个性中的这两个方面， 让自己的话铿锵有力，触动人心。
” 不要被高难度的谈话吓倒：它们是高效 沟通的重要部分，最好直接予以解决，而不 是敬而远之。
人脉拓展 另外一种常被忽视的职场技能是在公司 内部和外部的人脉拓展。
许多人认为，找到 工作之后就不再需要拓展人脉。
而实际上， 持续拓展人脉是在职场上获得成功的关键 ——尤其当你准备换工作的时候，它可以帮 你找到其他机会。
克劳斯说：“人们认为，只要按时上下 班，把工作做好，就能得到回报。
实际上，Communication You may have the greatest ideas in the company, but no one will know that if you can't communicate them. It's important to be clear and professional in your communications, whether that's over email, in meetings, or one-on-one. Observe colleagues and superiors whom you admire to see if you can learn and adopt their most effective communications techniques. Take care in composing emails to your boss, colleagues and clients; don't get lazy simply because of the communications medium. "The ability to effectively communicate really is the bedrock to developing critical relationships within the organization itself and sets the tone for development and movement," says Michael Steinerd, director of recruiting for Indeed. To be an effective communicator, it's just as important to listen and ask questions as it is to put forth your own ideas. Listening carefully to your audience will help you determine whether your ideas are being understood, and gauge how well your goals jibe with the interests of the people you're addressing. Prepare in advance, and practice what you're going to say. "When you get on the phone with a client, when you go into an internal meeting, when you are talking to your boss in a performance review, preparation is really key to getting your point across," says Peggy Klaus, an executive coach and author of The Hard Truth About Soft Skills. You want to develop "the ability to speak with both warmth and strength, using both parts of your personality to be dynamic and impactful." Don't shy away from difficult conversations: They're an important part of effective communication and are better tackled directly rather than avoided. Networking你需要让人们知道你做过什么，这样不仅可 以让自己的职业有更好的发展，而且人们还 可以利用你的专业知识与服务。
” 如今，越来越多的公司依赖跨职能团队 和跨部门项目。
所以，你需要在内部拓展人 脉。
如果你在公司内部有强大的人脉网络， 那就可以为你自己和你的团队带来更多机 会。
Another much-neglected workplace skill is networking, both inside and outside of your organization. Many people assume they can stop developing their networks once they've landed a job. But continuous networking is key to success within your workplace -- and to finding another role if and when you're ready to change jobs. "People think that if they show up on time and do a good job that they will be rewarded," Klaus says. "You've got to let people know what it is that you're doing, not only so that you can advance your career, but so that people can use your expertise and services." With across more divisions, organizations you need relying to on cross-functional teams and projects that reach network internally. You also will open yourself, and your team, to more opportunities if you have a strong internal network.找出公司内和公司外在技术方面或者软技 能方面令你敬佩的人，努力与他们结交。
不 要过于关心你能从这种关系中得到什么，而 要不断寻找帮助对方的途径。
即将出版的新书《新官上任》 （First-Time Leader）一书的作者乔治•布 拉特说：“更成功的人考虑的不是人脉，而 是对接：我该如何把这种需求与这种资源进 行对接？他们相信帮助他人就是在帮助自 己。
” 换位思考 考虑对方的目标、兴趣和信念是一切关 系的核心。
如果希望得到其他人的配合，仅 仅被任命为团队领导人是不够的——如果团 队成员并非你的直接下属，那就更是如此。
布拉特说：“任何机构内任何级别的人 都必须对别人施加，而被影响的人也会施加 影响给其他人。
你们必须一起创造出一个共 同的目标，并为了共同的事业而努力，这是 在学校里学不到的东西。
” 要了解对方的观点，最简单的方式是提 问，然后仔细倾听对方的回答。
你还可以阅 读身体语言，也可以咨询同事。
Identify people you admire inside and outside your company, whether for their technical or soft skills, and make an effort to cultivate them. Continually look for ways you can help these individuals rather than focusing on what you can get out of it. "The people that are more successful aren't thinking about networking, they're thinking about connecting: How do I connect this need with this resource?" says George Bradt, author of the forthcoming book First-Time themselves." Perspective Taking into consideration another person's goals, interests, and beliefs is central to any relationship. It's not enough to be named team leader if you want to get the cooperation of others -- especially when the people on your team aren't your direct reports. "Anybody at any level in any organization has to influence people who influence other people," Bradt says. "You have to co-create a Leader. "They fundamentallybelieve by helping everybody they're helping面对上司的时候，换位思考尤其有效。
