How to Become Your Own Career Coach

海倫·塔珀（Helen Tupper）薩拉·埃利斯（Sarah Ellis）|? 文

There’s no such thing as a straight line to success in careers today, and the past few years have created an environment where we’ve all had to become accustomed to constant change and increased complexity. Coaching is a valuable way to create clarity and deal with the uncertainty of an increasingly?squiggly?world of work.

在今天的職業(yè)生涯中，沒有什么事是直線成功的，而過去幾年創(chuàng)造了一種環(huán)境，我們不得不面對(duì)不斷的變化和日益增加的復(fù)雜性，并對(duì)之習(xí)以為常。指導(dǎo)是一種很有價(jià)值的方法，可以讓人頭腦清晰，應(yīng)對(duì)日漸曲折的工作環(huán)境中的不確定性。

Coaching helps us understand ourselves, uncover new options, and get unstuck, but the opportunity to spend time with a qualified coach is only available to a fortunate few individuals and organizations who can afford it. We know coaching?can?make work better, but we need a better way to make it work for everyone.

指導(dǎo)有助于我們了解自己，發(fā)現(xiàn)新的選擇，擺脫困境，但是只有少數(shù)幸運(yùn)個(gè)體和組織才負(fù)擔(dān)得起與合格指導(dǎo)師共度時(shí)光的機(jī)會(huì)。我們知道指導(dǎo)可以讓工作更加優(yōu)異，但我們需要一種更好的方式讓指導(dǎo)對(duì)每個(gè)人都有行之有效。

To make coaching accessible, we need to widen its definition from a person to an approach. An important part of taking a coaching approach is learning the skillset to be able to coach?yourself?in your career. This doesn’t replace the value of career conversations with other people — if anything, it does the opposite by putting you in a position to have more meaningful coaching conversations with a wide variety of people, like managers, peers, and mentors. Self-coaching skills accelerate your self-awareness and your self-sufficiency, helping you navigate your career with more confidence and control.

為了讓指導(dǎo)變得輕松易行，我們需要將其定義從“人”擴(kuò)展到“方法”。采取指導(dǎo)之法的一個(gè)重要部分是學(xué)習(xí)成套技能，以便能夠在職業(yè)生涯中指導(dǎo)自己。這并不能取代與他人進(jìn)行職業(yè)對(duì)話的價(jià)值——若有不同，則它的作用恰恰相反，它讓你能夠與經(jīng)理、同事和導(dǎo)師等形形色色的人進(jìn)行更有意義的指導(dǎo)對(duì)話。自我指導(dǎo)技能可以促進(jìn)自我意識(shí)和自足能力的提升，幫助你更有信心、更具掌控力地駕馭事業(yè)。

Self-coaching is the skill of asking questions to improve self-awareness and prompt positive action. Everyone can learn to coach themselves, regardless of experience or expertise. It takes practice and might feel uncomfortable at times, but the hard work will be worth it. When we develop our own ideas and actions in response to the challenges we experience in our careers, we increase our resilience and reduce our dependency on other people.

自我指導(dǎo)是一種通過提問來提高自我意識(shí)、促進(jìn)積極行動(dòng)的技能。人人都可以學(xué)會(huì)自我指導(dǎo)，無論經(jīng)驗(yàn)或?qū)I(yè)知識(shí)如何。這需要練習(xí)，有時(shí)可能會(huì)感到不自在，但辛苦努力是值得的。當(dāng)我們?yōu)閼?yīng)對(duì)自己事業(yè)中遇到的挑戰(zhàn)而發(fā)展自己的想法和行動(dòng)時(shí)，會(huì)增強(qiáng)自己的應(yīng)變力，減少對(duì)他人的依賴。

To get started coaching yourself, work on developing these three skills.

欲開始自我指導(dǎo)，請(qǐng)致力于培養(yǎng)以下三種技能。

Self-Awareness/自我意識(shí)

To achieve high levels of self-awareness, we need to see ourselves clearly and understand how other people us. Self-awareness doesn’t arise by accident — we make it happen. Here are two ways to improve your self-awareness that you can integrate into your workday.

為了達(dá)到高水平的自我意識(shí)，我們需要看清自己，了解別人如何看待我們。自我意識(shí)不是偶然產(chǎn)生的——是我們讓它發(fā)生的。以下是兩種提高自我意識(shí)的方法，你可以將它們?nèi)谌氲矫咳展ぷ髦小?/p>

Create a five-minute mind-map

制作5分鐘思維導(dǎo)圖

Focused time to think about ourselves rarely makes it to the top of our to-do lists. However, when we increase awareness of how our values and beliefs drive our actions, we can be more conscious about the choices we make in the future.

專時(shí)用于自我審視很少會(huì)排在待辦事項(xiàng)的首位。然而，當(dāng)我們?cè)絹碓蕉嗟匾庾R(shí)到，價(jià)值觀和信仰會(huì)推動(dòng)我們的行動(dòng)時(shí)，我們就會(huì)更加清楚在未來所做的選擇。

Creating a five-minute mind-map can help you quickly gain insight into your reactions to a career challenge. To do this, write down your challenge in the center of a page, then note down any reflections you have about the what, who, when, and why of the challenge, and see what you notice. For example, if you have a difficult relationship with someone at work, you might reflect on your need to be liked by people (a “why” insight), or you might come to the conclusion that the people you find difficult just happen to work differently from you (a “who” insight). The more regularly you do this, the more you’ll notice patterns in your thinking that could be working for or against you at work. This self-awareness will help you get unstuck as you learn to coach yourself.

創(chuàng)建五分鐘的思維導(dǎo)圖可以幫助你快速了解自己對(duì)某一職業(yè)挑戰(zhàn)的反應(yīng)。要做到這一點(diǎn)，請(qǐng)?jiān)陧?yè)面中央寫下你的挑戰(zhàn)，然后記下你對(duì)挑戰(zhàn)的內(nèi)容、人物、時(shí)間和原因的任何思考，并看看你注意到了什么。比如，如果你與工作中的某人關(guān)系不好，你可能會(huì)反思自己需要討人喜歡（對(duì)“原因”的領(lǐng)悟），或者可能會(huì)得出結(jié)論，認(rèn)為關(guān)系不好的人碰巧與你工作方式不同（對(duì)“人物”的領(lǐng)悟）。你越是經(jīng)常這樣做，你就越會(huì)注意到自己的思維模式，這些模式在工作中可能對(duì)你有利，也可能對(duì)你不利。這種自我意識(shí)會(huì)幫助你在學(xué)習(xí)自我指導(dǎo)時(shí)擺脫困境。

Understand intent vs. impact

了解意圖與影響的異同

To spot the self-awareness gaps we need to work on, we need to understand whether what we want to be known for is consistent with how we show up at work. To explore this for yourself, think about three important situations in your week where you have a clear view of how you want to show up. For each scenario, summarize your intention using just one word. For example, you might want to be “credible” in a presentation or “collaborative” in a team meeting. After each situation, ask at least one person who was involved to describe your impact from their perspective in one word.

為了找出我們需要解決的自我意識(shí)缺口，我們需要了解自己希望被人知道的東西是否與我們?cè)诠ぷ髦械谋憩F(xiàn)一致。為了自己探明這一點(diǎn)，請(qǐng)想想自己一周中的三個(gè)重要場(chǎng)面，在這三個(gè)場(chǎng)面下，你對(duì)自己想要如何表現(xiàn)有一個(gè)清晰的認(rèn)知。對(duì)于每個(gè)場(chǎng)景，只用一個(gè)詞來概括意圖。比如，你可能希望在某一演示報(bào)告中顯得“可信”，或在團(tuán)隊(duì)會(huì)議中表現(xiàn)出“有協(xié)作精神”。在每一場(chǎng)面之后，請(qǐng)至少一位參與人員從他們的角度用一個(gè)詞描述你的影響力。

This question might sound like, “What word would you use to summarize my approach in today’s meeting?” or “What one word would you use to describe my impact when presenting?” Comparing your intent with the feedback you receive on your impact will help you see whether you have self-awareness alignment or a potential gap and opportunity for growth.

這個(gè)問題可能聽起來類似“在今天的會(huì)議上，你會(huì)用什么詞來總結(jié)我的方法？”或者“你會(huì)用哪一個(gè)詞來形容我在演示時(shí)的影響力？”將你的意圖與關(guān)于影響力的反饋進(jìn)行比較，這有助于看到自己是否存在自我意識(shí)一致性或者潛在缺口及成長(zhǎng)機(jī)會(huì)。

Coach-Yourself Questions (CYQs)

自我指導(dǎo)的問題（ CYQs）

Asking yourself insightful coaching questions will unlock your thinking and support you to identify actions that will help you make positive progress. You can assess the quality of your questions using the three O's below:

向自己提出有洞察力的教練問題，將打開你的思維，支持你確定行動(dòng)，幫助你取得積極的進(jìn)展。你可以用以下三個(gè)角度來評(píng)估問題質(zhì)量：

入手（Open）

CYQs start with who, what, why, where, when, or how, not a closed question with a yes-or-no answer. If you find yourself asking a closed question, such as, “Do I enjoy my job?” ask it again in an open way: “What do I enjoy about my job?” You’ll find you get more insights as a result.

自我指導(dǎo)問題從人物、內(nèi)容、原因、地點(diǎn)、時(shí)間或方式入手，不是一個(gè)答案非對(duì)即錯(cuò)的封閉性問題。如果你發(fā)現(xiàn)自己在問諸如“我是否喜歡我的工作”之類的封閉式問題，請(qǐng)以開放的方式再問一次“我喜歡我工作的哪些方面”，你會(huì)發(fā)現(xiàn)自己因此獲得了更多的洞見。

自我身份（Ownership）

CYQs focus on ownership and always include “I.” Instead of, “How has that person progressed more quickly than me?” the question becomes, “How could I accelerate my progression?” If you find yourself blaming other people or external factors when coaching yourself, it’s a signal that you need to refocus on what you can control. By identifying your own actions, you’ll be more committed to making change happen.

自我指導(dǎo)問題關(guān)注自我身份，總是會(huì)將“我”包括其中。問的不是“那個(gè)人是如何比我進(jìn)展更快的？”相反，問題變成了“我怎樣才能加速我的進(jìn)展”。如果你在指導(dǎo)自己時(shí)發(fā)現(xiàn)自己在責(zé)怪他人或外部因素，這是一個(gè)信號(hào)，表明你需要將關(guān)注的重點(diǎn)重新調(diào)整到你能掌控的事情上。通過確定自己的行動(dòng)，你會(huì)更有決心促進(jìn)變化的發(fā)生。

一次一個(gè)問題（One-at-a-time）

Avoid question “stacking,” where you ask multiple questions at the same time. Instead of asking, “Why am I missing deadlines and feeling so out of control of my time?” you ask and answer each question in turn: “Why am I missing deadlines?” and “Why do I feel out of control of my time?” One-at-a-time questioning helps you generate more options and actions as part of your coaching approach.

避免問題“扎堆”，即，你同時(shí)問多個(gè)問題。不要問“為何我錯(cuò)過了最后期限，而且感覺我無法掌控自己的時(shí)間”，相反，你依次提問和回答每個(gè)問題“為何我錯(cuò)過了最后期限”“為何我感覺無法掌控自己的時(shí)間”，作為指導(dǎo)手法的一部分，一次一個(gè)問題有助于你產(chǎn)生更多的選擇和行動(dòng)。

Here are five CYQs to get you started:

以下是讓你開始著手的5個(gè)自我指導(dǎo)問題：

1. What gives me the most energy at work? /?工作中什么東西最讓我精力最充沛？

2. When do I let my self-belief hold me back? /?什么時(shí)候我讓自信阻礙了我？

3. How can I increase the frequency of the feedback that I get? /?我如何才能增加獲得反饋的頻率？

4. Who could offer me a different perspective on my career challenge? /?誰能為我的事業(yè)挑戰(zhàn)提供不同的視角？

5. What do I want to be true in 12 months’ time that isn’t true today? /?今天不是現(xiàn)實(shí)、但我希望12個(gè)月后成為現(xiàn)實(shí)的東西是什么？

Listening to Yourself

傾聽自己的聲音

In order to coach ourselves, we need to become skilled at listening to the thoughts and beliefs that inform our actions. However, distraction and discomfort can make our minds wander or gravitate toward things that are easier to work on. When our attention is diverted, we don’t achieve the depth of reflection that will help us think or act differently. There are a couple of techniques you can practice as you learn to listen to yourself.

為了指導(dǎo)自己，我們需要善于傾聽會(huì)影響我們行動(dòng)的想法和觀念。然而，干擾和不適會(huì)讓我們走神或被更容易處理的事情所吸引。當(dāng)注意力被分散時(shí)，我們就無法達(dá)到那種能夠幫助我們以不同的方式進(jìn)行思考或行動(dòng)的反思深度。在你學(xué)習(xí)傾聽自己的聲音過程中，可以練習(xí)一些技巧。

Find your friction

找出你的心理摩擦力

We all get distracted. Understanding when and where this happens is an important part of making sure you don't get in your own way when you're learning to coach yourself. Finding ways to increase the friction between you and your distraction downfall can prevent it from affecting your self-coaching efforts. For example, if technology is your weakness, you can find friction by leaving your devices in another room. If other people create a problem for your focus, try coaching yourself in a café or at the start of a day before the demands of your job distract you.

所有人都會(huì)心不在焉。了解這種情況何時(shí)何地發(fā)生，是確保你在學(xué)習(xí)自我指導(dǎo)時(shí)不妨礙自己的重要部分。尋找方法增加你和你的分心缺點(diǎn)之間的摩擦，可以防止它影響你的自我指導(dǎo)工作。比如，如果技術(shù)是你的弱點(diǎn)，你可以把設(shè)備放在另一個(gè)房間里，以此來找出心理摩擦力。如果其他人制造了影響你集中注意力的問題，試著在咖啡館里指導(dǎo)自己，或在一天開始的時(shí)候、在你工作的要求分散你注意力之前指導(dǎo)自己。

Become your best friend

成為自己最好的朋友

Part of coaching yourself is learning whom to listen to inside your head. We all have an inner coach and an inner critic, and there will be times when your inner critic will creep in and start to take control. This might sound like “I'm not smart enough to figure this out” or “I can't do this so I should give up now.”

自我指導(dǎo)的一部分是了解在頭腦中傾聽誰的聲音。我們?nèi)加幸粋€(gè)內(nèi)心里的教練和一個(gè)內(nèi)心里的批評(píng)者，有時(shí)候你內(nèi)心中的批評(píng)者會(huì)悄然進(jìn)來，開始控制局面。這聽起來可能像是“我不夠聰明，無法弄明白這個(gè)問題”或者“我沒有能力做這事，所以我現(xiàn)在應(yīng)該放棄”。

To quiet your inner critic, try talking to yourself in the same way your best friend would talk to you. Imagine yourself having a conversation with that person and write down three supportive sentences they would say. Perhaps they would remind you of previous successes or how you've overcome adversity before. Or maybe they would talk about how much they admire your determination or bravery. Keep this person in mind when your inner critic creeps in.

為安撫你內(nèi)心的批評(píng)，請(qǐng)?jiān)囍媚阕詈门笥迅阏f話的方式來對(duì)自己講話。想象自己正和那個(gè)人交談，寫下他們會(huì)說出的三句支持你的話。也許他們會(huì)讓你想起以前的成功或者你以前是如何克服逆境的?；蛘咚麄兛赡軙?huì)談到多么欽佩你的決心和勇氣。當(dāng)你內(nèi)心的批評(píng)者悄然而至?xí)r，請(qǐng)你將此人牢記于心。

Our careers can frequently feel uncertain, but self-coaching is a capability we all have control over. Committing to the development of your self-coaching skills can help you overcome obstacles and open up more opportunities for your growth. If there's one skill you spend time learning, practicing, and improving in 2022, coaching yourself is a good place to start.

我們的事業(yè)經(jīng)常讓人感覺具有不確定性，但自我指導(dǎo)是一種我們都可以掌控的能力。致力于發(fā)展你的自我指導(dǎo)能力可以幫助你克服障礙，為你的成長(zhǎng)開辟更多機(jī)會(huì)。如果有一項(xiàng)技能是你在2022年需要花時(shí)間學(xué)習(xí)、練習(xí)和提高的，那么自我指導(dǎo)就是一個(gè)良好的開端。

海倫·塔珀是Amazing If公司的共同創(chuàng)始人及CEO，該公司志在讓每個(gè)人的事業(yè)得到提升。她與商業(yè)伙伴薩拉·埃利斯合著了《星期日泰晤士報(bào)》（The Sunday Times）頭號(hào)暢銷書《曲折的事業(yè)，你指導(dǎo)你自己》（The Squiggly Career, You Coach You），也是播客“曲折的事業(yè)”（Squiggly Careers）的主持人。她們的TEDx演講“最好的職業(yè)道路并非總是直線坦途（The best career path isn't always a straight line）”觀看次數(shù)超過一百萬。在創(chuàng)辦Amazing If之前，她曾在微軟、維珍（Virgin）和英國(guó)石油（BP）擔(dān)任領(lǐng)導(dǎo)職務(wù)，并獲得過《金融時(shí)報(bào)》30%俱樂部（FT & 30% Club）的女性領(lǐng)導(dǎo)MBA獎(jiǎng)學(xué)金（Women in Leadership MBA Scholarship）。

薩拉·埃利斯是Amazing If公司的共同創(chuàng)始人及CEO，該公司志在讓每個(gè)人的事業(yè)得到提升。在創(chuàng)辦Amazing If之前，薩拉的職業(yè)生涯包括在巴克萊銀行（Barclays）和英佰瑞超市（Sainsbury’s）擔(dān)任領(lǐng)導(dǎo)職務(wù)，之后她在創(chuàng)意機(jī)構(gòu)Gravity Road擔(dān)任過董事總經(jīng)理。