每次大型互聯(lián)網(wǎng)公司曝出裁員的消息，都能在社會(huì)上引起一陣騷動(dòng)。至于裁員的原因，除了整體經(jīng)濟(jì)形勢不佳導(dǎo)致企業(yè)生存壓力加大，因而被迫裁員，實(shí)際上也有部分原因在于員工自身。畢竟，如果你對公司來說可有可無，自然難逃被裁的結(jié)局。那么，你知道自己的價(jià)值到底有多大嗎？你又如何才能成為公司里不可替代的人才？? ??

東南亞的一位銀行家想要讓一家汽車租賃公司的員工購買其雇主的二手車。然而，由于受到了現(xiàn)有產(chǎn)品組合、潛在風(fēng)險(xiǎn)或者監(jiān)管準(zhǔn)則的限制，沒有一個(gè)業(yè)務(wù)單位能夠把這樣的一個(gè)產(chǎn)品整合起來。但是，這位銀行家的一名同事在公司的各個(gè)單位之間進(jìn)行了牽線，結(jié)果成功地讓兩個(gè)業(yè)務(wù)單位共同設(shè)計(jì)并推出解決方案，從而為公司創(chuàng)造了價(jià)值。

A banker in Southeast Asia wanted to allow employees of a car rental agency to buy used cars from the employer. But not a single business unit was able to put together that product. Different units were stopped either by the existing product portfolio, the underlying risk, or regulatory guidelines. One of the banker’s colleagues, however, was able to facilitate valuable introductions across the company. That led to the solution being co-designed and jointly offered by two business units.

這一新式金融產(chǎn)品的成功，要?dú)w功于這位銀行家的非正式權(quán)力。盡管非正式權(quán)力跟正式職責(zé)毫無關(guān)聯(lián)，但是它能幫助你調(diào)動(dòng)資源、推進(jìn)改革，還能讓你為組織和你自己創(chuàng)造價(jià)值。在現(xiàn)代的職場中，非正式權(quán)力已經(jīng)變得越來越重要，因?yàn)樗艽_保你在組織中的地位。

Credit the success of this new financial product to the banker’s informal power. Informal power — which is unrelated to your formal title — can enable you to mobilize resources, drive change, and create value for the organization as well as yourself. And in the modern workplace, informal power is increasingly pivotal and can secure your place within your organization.

為什么呢？如今，隨著公司對客戶的需要作出更精確的反應(yīng)，工作流也正從專業(yè)的垂直領(lǐng)域遷移到各個(gè)垂直領(lǐng)域之間的空隙。在具有跨職能團(tuán)隊(duì)、客戶經(jīng)理或者矩陣結(jié)構(gòu)的組織中，這一趨勢很重要。即便是規(guī)模較小的組織，也已經(jīng)變得更為以項(xiàng)目為導(dǎo)向。

Why? Nowadays, workflow is migrating from specialized verticals to the white spaces between the verticals as companies respond?more precisely to customer needs. This trend matters in organizations with cross-functional teams, account managers, or a?matrix structure. Even smaller organizations are increasingly project driven.

此外，有越來越多的組織在組織以外跟供應(yīng)商、分銷商和客戶合作。許多公司也正在以眾包的方式進(jìn)行構(gòu)思和完成工作。我們也跟自由職業(yè)者、第三方甚至競爭對手合作。

And more and more, work is done outside the organization?in collaboration with suppliers, distributors, and customers. Companies are?crowdsourcing ideas and work. We engage with freelancers and third parties. Sometimes we even?collaborate with competitors.

事實(shí)上，不管你是在組織中促成跨部門合作，還是與外部利益相關(guān)者合作，你的正式職位、下屬和正式權(quán)力不一定能讓你變得高效。

The fact is, your formal title, direct reports, and formally granted authority do not always carry you far when working across your own organization and with outside stakeholders.

你是否具備了創(chuàng)造價(jià)值、完成任務(wù)所需要的非正式權(quán)力？以下是進(jìn)行權(quán)力梳理的方法：

Do you have the informal power to generate value and get things done? Here’s how to do a power audit:

第一步：列出十個(gè)最有能力幫助你完成工作的聯(lián)系人。這些人可以是組織中的人，也可以是組織以外的人。

Step 1:?List your top 10 contacts that enable you to get work done. These contacts can be either internal or external to your organization.

第二步：給每個(gè)聯(lián)系人打上一分到十分的分?jǐn)?shù)，以表示你對他們的依賴程度。如果某個(gè)人能給予很大的價(jià)值，而且很難替代，你就要給他打高分。你要從廣泛的角度思考他們所給予的價(jià)值，這包括了：事業(yè)上的建議、情緒上的支持、日?；顒?dòng)上的幫助、各類信息、資源的供應(yīng)、與利益相關(guān)者的接觸。

Step 2:?For each contact, assign a score from 1 to 10 indicating how much you depend on them. If a contact provides a lot of value and is also difficult to replace, assign a high score. Think broadly about the value your contacts offer. This includes career advice, emotional backing, support with daily activities, information, and access to resources or stakeholders.

第三步：進(jìn)行反向打分。你要從別人的角度給自己打分。你要估計(jì)你給別人帶去的價(jià)值和別人把你替代掉的難度；為自己打分時(shí)，一定要誠實(shí)。

Step 3:?Do the same in reverse. Assign a score to yourself from others’ perspectives. Approximate how much value you offer your contacts and how difficult it would be to replace you. Be honest.

接著，你要在進(jìn)行權(quán)力梳理時(shí)注意一些危險(xiǎn)信號。出現(xiàn)這類情況，意味著你缺乏非正式權(quán)力，因此有被替代掉的風(fēng)險(xiǎn)。

Next, look for red flags in your power audit. These could indicate that you lack informal power and are replaceable.

你的人脈網(wǎng)絡(luò)是不是都在同一個(gè)團(tuán)隊(duì)、職能部門、產(chǎn)品單位或者一棟辦公樓里工作？如果是這樣的話，你能產(chǎn)生的價(jià)值也就只局限于你的工作職責(zé)內(nèi)的基本要求。

Do all of your contacts work in one team, function, product unit, or office building??This could indicate a limited ability to generate value beyond the basic requirements of your job description.

你的人脈給予你的價(jià)值，是不是高于你所回饋的價(jià)值？這樣的關(guān)系是很難長遠(yuǎn)維持下去的。不對稱的相互依賴關(guān)系，意味著這份關(guān)系的權(quán)力由別人掌握著。

Do your contacts provide you with more value than you return??Such relationships are difficult to sustain in the long run. Asymmetries in dependence indicate others hold the power in a relationship. ??

你的依賴分?jǐn)?shù)是不是都很低？這可能意味著，你交到的人脈有很多只不過是你來我往的交易。相比之下，高度依賴性的關(guān)系，給你們之間的互動(dòng)賦予了不可估算的價(jià)值。

Are your dependence scores low throughout??This could indicate the prevalence of transactional relationships, ones often driven by?quid pro quo. In contrast,?high-dependence relationships can be imbued with values and relational dynamics that are not simply calculated.

你給予和獲得的價(jià)值是不是只局限于幾個(gè)人脈？如果你失去了這些人脈，或者你和他們的關(guān)系發(fā)生了變化，你就有危險(xiǎn)了。一位高管告訴我，他的人脈網(wǎng)絡(luò)的價(jià)值都是由兩個(gè)重要人脈帶來的。遺憾的是，其中一位去世了，另一位又搬去了另一個(gè)地區(qū)，結(jié)果這名高管的非正式權(quán)力就在一夜之間消失了。

Is all of the value you give or receive concentrated in a couple of contacts??You could be vulnerable if you lose these contacts or your relationship changes. One senior executive shared with me that two key contacts drove the value in his network. Unfortunately, one passed away and the other moved to a different region. This executive’s informal power shut down overnight.

那么，做完了非正式權(quán)力的梳理之后，你要怎樣提升自己的地位呢？

So, now that you’ve conducted your informal power audit, how can you improve your standing?

首先，如果你的評分不理想，一個(gè)糾正的好方法就是為你的人脈提供價(jià)值，以在彼此之間建立關(guān)系。你要問問自己：你能給予他們什么樣的價(jià)值呢？其中一個(gè)方法，就是學(xué)會(huì)并不斷提升一套技能，讓別人重視你的貢獻(xiàn)。接著，你要超出自己的正式職責(zé)，積極地利用你的技能來幫助別人；不要當(dāng)一個(gè)沒人認(rèn)識的專家。

First of all, a prime way to rectify unfavorable power audit scores is to earn relationships by delivering value to your contacts. Ask yourself: what value can you deliver to them? One way is to develop and continuously improve upon a skill set that leads others to value your contributions. Then proactively use your skills to help others, well beyond the demands of your formal role. You don’t want to be the expert whom nobody knows.

第二，你要讓你的工作幫助你。你要對自己的工作職責(zé)進(jìn)行管理，這樣你就能為組織中的數(shù)個(gè)職能部門、客戶、外部合作伙伴和監(jiān)管機(jī)構(gòu)的工作流做出貢獻(xiàn)。當(dāng)有跨職能活動(dòng)的時(shí)候，你要自愿參加。你要把橫向移動(dòng)看作是晉升的一種方法。只要把自己定位在數(shù)個(gè)工作流的交叉點(diǎn)，你就能夠接觸到組織中的各個(gè)不同領(lǐng)域的群體，并在向他們學(xué)習(xí)的過程中為他們提供價(jià)值。

Second, let your job help you. Manage your job description so that you can contribute to the workflows of multiple functions inside the organization as well as customers, outside partners, or regulators. Volunteer for cross-functional initiatives. View lateral transfers as a move up. By positioning yourself at the intersection of workflows, you position yourself to meet, learn from, and deliver value to a variety of diverse groups in the organization.

第三，你要進(jìn)一步認(rèn)識你的利益相關(guān)者和合作者。某件事對你來說可能很容易做到，可是對他們來說卻具有很大的價(jià)值——這一點(diǎn)可能會(huì)讓你驚訝。有時(shí)候是因?yàn)槲覀兿嘈?，我們要么必須為別人作出巨大的貢獻(xiàn)，要么必須給別人幫上大忙。但是，只要深入認(rèn)識別人，我們就有了實(shí)用的替代方案可供選擇。此外，建立人脈的時(shí)候，不要把自己局限在專業(yè)領(lǐng)域。

Third, get to know your stakeholders and collaborators better as individuals. You may be surprised how something that is rather easy for you to do carries significant value for them. Sometimes we freeze because we believe that we have to offer really significant contributions or do massive favors for others. Knowing others well can present us with helpful alternatives. And don’t limit yourself to the professional domain.

在工作以外，你除了要加入專業(yè)協(xié)會(huì)之外，也要加入社交協(xié)會(huì)。參加共同活動(dòng)能幫助我們擴(kuò)大人脈網(wǎng)絡(luò)，使我們的人脈不只局限于一群孤立的直接同事而已；它所發(fā)揮的影響，比我們想象中還大。我的一位朋友是一名企業(yè)家；他是從他的游泳俱樂部同伴那里，首次學(xué)到了風(fēng)險(xiǎn)投資公司選擇與資助生命科學(xué)公司時(shí)所用到的標(biāo)準(zhǔn)。最終，這位同伴成為了他的第一個(gè)投資者。

Outside of work, join social associations as well as professional ones. Shared activities have an underestimated impact on expanding our networks?beyond an insular group of immediate coworkers. A friend of mine, an entrepreneur, first learned from his swim club partner about venture capital firms’ criteria for selecting and funding life science companies. That partner ended up being his first investor.

你的價(jià)值不應(yīng)只局限于你在組織中執(zhí)行正式職責(zé)的能力。假如是這樣的話，你可能要有麻煩了——公司遲早會(huì)有一位更便宜、更年輕、更聰明的競爭對手加入。只要能為不同利益相關(guān)者創(chuàng)造價(jià)值，并且讓自己變得無可替代，你才能在組織內(nèi)外為自己開創(chuàng)各種可能性。而且，你這樣做也會(huì)為公司增添價(jià)值。

Your value should not be defined solely by your ability to perform a formal organizational role. If it is, you are likely in trouble — sooner or later, a cheaper, younger, and smarter competitor will join the company. By creating value for diverse stakeholders and making yourself irreplaceable, you open possibilities for yourself within the organization and beyond. And, by doing so, you add value to your company.

關(guān)鍵詞：自管理

馬克沁·賽奇（Maxim Sytch）| 文

馬克沁·賽奇是密歇根大學(xué)羅斯商學(xué)院的管理學(xué)和組織學(xué)副教授。他的研究重點(diǎn)有：社交關(guān)系網(wǎng)絡(luò)、組織內(nèi)部與組織之間的影響力動(dòng)態(tài)。

歐明謂 | 譯? ? 周強(qiáng) | 編校