讓老闆刮目相看:做好10件事,公司缺你不可
1. Show up for every check-in with the full agenda —send it a day or more ahead (Give your manager time and space to prepare)
1. 每次覈查日程安排時都要出現——發給經理時提前一天或更久（給經理準備的時間和空間）2. When you are asking your manager to communicate something (an email to the team, a reference letter, etc.), draft it for him or her (Editing is much easier than creating)
2. 當你麻煩經理溝通某事時（給團隊電子郵件，推薦信等），爲他/她寫好樣稿（修改比從頭寫起容易多了）3. Do a start-stop-continue analysis once a year on all of your key activities (Make yourself as efficient as possible—that’s your responsibility as much as your manager’s)
3. 每年一次按“開始——中止——繼續”分析你做的所有重大事情（讓自己儘可能高效——那是你和經理都有的職責）
4. Own your own development plan and check in on it at least quarterly (Those who own their own career paths progress more quickly down them)
4. 有自己的發展計劃，至少每季度回顧下（那些擁有自己的職業道路的人進步得更快）5. Read a relevant business book and ask your manager to discuss insights with you (Staying current in your field—books, articles, blog posts, videos, mentors, lectures—is key in a learning organization)
5. 讀相關的業務書，並和經理討論想法（在你的領域緊跟當前趨勢——書籍、文章、博客、視頻、導師、講座——是在學習型組織中的關鍵）6. Dress for success–even casual can be neat and “client ready” (Your presence has an impact on those around you. There’s no reason anyone should ever have to comment on your clothes, your hair, or any aspect of your personal hygiene)
6. 穿着得體——即使休閒的着裝也能讓你很整潔，並且隨時可以見客戶（你的穿着會影響你周圍的人。別讓其他人找到理由評論你的衣服、頭髮，或個人衛生的任何方面）7. Respond to every email within a day, even if it’s to say you will respond longer form later
7. 當天回覆每封電子郵件，即使它意味着以後你還要回復一封更長的。8. End every meaningful interaction by asking for informal feedback on how you’re doing and what else you can be doing (Again, part of being in a learning organization or taking more tasks on is always a sign that you are ready for more responsibility)
8. 每次結束讓你有收穫的溝通時，正式的詢問下你做得如何，還能做些什麼（同樣，成爲學習型組織的一員或做更多的事總是能體現你準備承擔更多責任的）9. Do something that’s not required but that you feel is a best practice (This shows you’re on top of your example:I send the Board a summary, the details, and the trending of all of my expenses every year.I don’t have to, but enough CEOs out there have high expense problems that I decided it’s a good all LOVE it)
9. 做些沒被要求但你覺得不錯的事（這表現出你是這“遊戲”的高手了。一個例子：我每年會把工作的總結、細節、以及所有花費的趨勢給董事會過目。我本來不需要這麼做，但很多CEO有嚴重的開支問題，我覺得很有必要做這件事。他們也都很讚賞。)10. Show up for every check-in with your manager with a list of all staff issues and highlights (You need to bubble things up, both good and bad, so your manager is on top of his or her overall team and (a) is never surprised by events, (b) knows how best to handle skip-level communications, and (c) can think more broadly about resource deployment across the organization)
10. 給你的經理看每次考覈結果，並列上所有員工問題和需重點關注的地方（你要把事情整合一下，無論好壞，這樣經理就能掌控他/她的整個團隊，也能(a)在遇到事情時不驚慌，(b)知道如何最好處理跨級溝通，(c)可以在跨組織資源部署時考慮更周全）
