在日益“曲折”的職業(yè)生涯中，人們更加頻繁、流暢地轉(zhuǎn)換角色，并朝著不同的方向發(fā)展，忘記、學(xué)習(xí)和重新學(xué)習(xí)的能力對于長期的成功至關(guān)重要。它有助于我們更好地準(zhǔn)備迎接變化帶來的機(jī)遇，以及更好地應(yīng)對未來不可避免的挑戰(zhàn)。具有適應(yīng)性和主動性的學(xué)習(xí)者是組織非?？粗氐馁Y產(chǎn)，投資于學(xué)習(xí)可以為我們的職業(yè)發(fā)展帶來長期的回報。本文作者提出了一些技巧和工具，以幫助你使學(xué)習(xí)成為日常生活的一部分。??

學(xué)習(xí)能力正在成為我們職業(yè)生涯中的硬通貨。之前，我們在工作中學(xué)習(xí)如何做好一份工作；現(xiàn)在，我們的工作則是學(xué)習(xí)本身。適應(yīng)能力強(qiáng)、積極主動的學(xué)習(xí)者是組織的寶貴財產(chǎn)。并且，當(dāng)我們對學(xué)習(xí)進(jìn)行投資時，我們就為自己的職業(yè)發(fā)展創(chuàng)造了長期的紅利。

領(lǐng)英的創(chuàng)始人雷德·霍夫曼說，他會尋找那些擁有“無限學(xué)習(xí)曲線”的人：那些不斷學(xué)習(xí)，并能快速學(xué)習(xí)的人。微軟首席執(zhí)行官薩蒂亞·納德拉重申了學(xué)習(xí)的重要性，他說：“無所不學(xué)總是比無所不知要好。”? ? ??

然而，學(xué)習(xí)能力并不僅僅是獲取新知識那么簡單。在我們?nèi)找妗扒邸钡穆殬I(yè)生涯中，人們會更頻繁、更流暢地轉(zhuǎn)換角色，并朝著不同的方向發(fā)展。因此，忘卻、學(xué)習(xí)和再學(xué)習(xí)的能力對長期成功而言至關(guān)重要。我們曾為全球超過5萬人設(shè)計和提供職業(yè)發(fā)展培訓(xùn)，積累了豐富的經(jīng)驗?；谶@些經(jīng)驗，我們與包括維珍、聯(lián)合利華和微軟在內(nèi)的組織合作，確定了幾種技術(shù)和工具，這些工具能夠幫助你將學(xué)習(xí)作為日常發(fā)展的一部分。

學(xué)習(xí)? ? ? ?

由于我們在日常工作中花費(fèi)了大量的時間、精力和努力，所以工作為我們提供了最重要的學(xué)習(xí)機(jī)會。挑戰(zhàn)在于，我們并未刻意在日常發(fā)展中投入更多精力——我們總是忙于完成日常事務(wù)性的工作，沒有任何多余的時間留給其他事情。這種做法把自我發(fā)展的問題放在了職業(yè)規(guī)劃中次一級的位置上，是一種極具風(fēng)險性的職業(yè)發(fā)展策略。因為它降低了我們對周圍發(fā)生的變化的適應(yīng)能力和反應(yīng)能力。我們有三種方法可以讓你在工作中掌握學(xué)習(xí)的主動權(quán)。

向他人學(xué)習(xí)。你周圍的人是知識的重要來源。你可以創(chuàng)建一個多元化的學(xué)習(xí)社區(qū)，這個社區(qū)可以為你提供新的視角，并降低你自我設(shè)限的風(fēng)險。你可以設(shè)定一個目標(biāo)，比如每個月和一個你從未見過的人一起喝一杯咖啡，一起小談片刻，無論是在網(wǎng)上還是當(dāng)面。這個人可以是來自不同部門的同事，他能夠幫助你從新的角度看待公司；也可以是來自另一家公司，但與你處在同一行業(yè)的人，他可以拓寬你的知識面。你還可以在每次談話結(jié)束時問對方這樣一個問題，以此來進(jìn)一步拓展你的好奇心：“你覺得還有誰對我有用，可以聯(lián)系嗎？”這不僅為你創(chuàng)造了建立新關(guān)系的機(jī)會，而且你還可能受益于他人的直接介紹。

英文原版

Our capacity for learning is becoming the currency we trade on in our careers. Where we once went to work to learn to do a job, learning now?isthe job. Adaptive and proactive learners are highly prized assets for organizations, and when we invest in our learning, we create long-term dividends for our career development.

Reid Hoffman, the founder of LinkedIn, shared that when assessing founders of potential investments,?he looks for individuals who have an “infinite learning curve”: someone who is constantly learning, and quickly. Satya Nadella, the CEO of Microsoft, echoed the importance of learning?when he said, “The learn-it-all will always do better than the know-it all.”

However, it’s not as simple as acquiring new knowledge. In our increasingly “squiggly” careers, where people change roles more frequently and fluidly and develop in different directions, the ability to unlearn, learn, and relearn is vital for long-term success. Based on our experience designing and delivering career development training for over 50,000 people worldwide, working with organizations including Virgin, Unilever, and Microsoft, we’ve identified several techniques and tools to help you make learning part of your day-to-day development.?

Learning

Since we spend so much of our time, energy, and efforts at our day jobs, they provide the most significant opportunities for learning. The challenge is that we don’t invest intentionally in everyday development — we’re so busy with tasks and getting the job done that there’s no space left for anything else. Deprioritizing our development is a risky career strategy because it reduces our resilience and ability to respond to the changes happening around us. Here are three ways to take ownership of your learning at work.

Learn from others.The people you spend time with are a significant source of knowledge. Creating a diverse learning community will offer you new perspectives and reduce the risk that you’ll end up in an echo chamber. Set a goal of having one?curiosity coffee?each month, virtually or in person, with someone you haven’t met before. This could be someone in a different department who could help you view your organization through a new lens or someone in your profession at another company who could broaden your knowledge. You can extend your curiosity even further by ending each conversation with the question: “Is there anyone else you think it would be useful for me to connect with?” Not only does this create the chance for new connections, but you might also benefit from a direct introduction.

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

海倫·塔珀是Amazing If公司的聯(lián)合創(chuàng)始人兼首席執(zhí)行官，這家公司的目標(biāo)是讓每個人的職業(yè)生涯都變得更好。在創(chuàng)辦Amazing If之前，她曾在微軟、維珍和英國石油公司擔(dān)任過領(lǐng)導(dǎo)職務(wù)。薩拉·埃利斯是Amazing If公司的聯(lián)合創(chuàng)始人兼首席執(zhí)行官。在創(chuàng)辦Amazing If之前，她曾在巴克萊銀行和森寶利擔(dān)任過領(lǐng)導(dǎo)職務(wù)。

張振濤|譯??周強(qiáng)|編校