????十年前，梅根?達(dá)拉-卡米娜每天工作16到18個(gè)小時(shí)，“幾乎是以飛機(jī)為家”。達(dá)拉-卡米娜曾身居IBM公司市場營銷總監(jiān)的要職，掌握著5,000萬美元的預(yù)算。但她還是辭去了這個(gè)高管職位，因?yàn)樗Ｍ业揭环N不會讓自己感覺正溺水下沉的生活方式。忘掉“擁有一切”的理想吧。雖然她所在的公司允許她自由安排自己的時(shí)間，但這位單身母親感覺自己只是在勉強(qiáng)活著而已。

????達(dá)拉-卡米娜覺得肯定不是只有自己一個(gè)人是這樣。她的一項(xiàng)新研究證明了這種預(yù)感。這位澳大利亞人調(diào)查了1,000名18至55歲的美國職場女性，結(jié)果令人沮喪。約有70%的受訪女性不相信她們能夠得到必要的支持，讓自己在職場內(nèi)外都能得到幸福，75%的受訪者不相信她們可以“擁有一切”。事實(shí)上，接近一半的受訪者形容她們過去幾年的生活是“命懸一線”。此外，調(diào)查結(jié)果沒有受到年齡或女性是否有孩子的影響，表明所有人都在為了生活而努力掙扎。

????達(dá)拉-卡米娜說：“我們一方面在討論向前一步，而女同胞們卻說她們只是在勉強(qiáng)活著，這樣的事實(shí)令人深感意外。有太多女性認(rèn)為，如果她們埋頭苦干，肯定會有人注意到她們，機(jī)會必將來臨。但在許多情況下，事實(shí)并非如此。”

????達(dá)拉-卡米娜的研究指出，職場專業(yè)人士個(gè)人成長需要雇主提供的資源與雇主實(shí)際提供的資源之間存在巨大差距。波士頓大學(xué)（Boston College）最新研究發(fā)現(xiàn)，職場靈活性正在下降，只有不足三分之一的雇主認(rèn)為，允許員工采取靈活的工作模式是很好的選擇。即便公司為員工提供彈性工作安排，依然有70%的女性認(rèn)為，很難在職場與家庭兩方面同時(shí)取得成功。

????原因何在？達(dá)拉-卡米拉認(rèn)為，太多公司依舊堅(jiān)持面對面的工作模式，而不是成果導(dǎo)向的工作模式。她補(bǔ)充說，除非兼職或在家辦公等靈活的工作方式有朝一日成為美國公司文化中像DNA一樣根深蒂固的一部分，而不是一種特殊待遇，否則情況不會有任何改變。

????對于達(dá)拉-卡米娜的調(diào)查結(jié)果，咨詢公司商業(yè)人才集團(tuán)（Business Talent Group）的CEO朱迪?米勒并不感到意外。對于公司考慮不同的辦公方式所帶來的好處，米勒有直接的體會。商業(yè)人才集團(tuán)有一半員工在家辦公，他們并沒有因?yàn)槿毕屠习迕鎸γ娴臏贤ǘ艿饺魏沃肛?zé)或處罰；事實(shí)上，這家公司的員工獲得獎勵依據(jù)的是他們的工作質(zhì)量，而不是在任務(wù)上所投入的時(shí)間。而且，這家公司大多數(shù)員工都是兼職，以項(xiàng)目為基礎(chǔ)為公司工作。米勒表示，自從公司改善了它獨(dú)特的工作環(huán)境之后，員工的工作效率和員工保持率都在“急速上升”。

????米勒說：“口頭上告訴員工‘向前一步’只是一般化的修修補(bǔ)補(bǔ)。我們需要對職場進(jìn)行根本性的結(jié)構(gòu)變化，使它更易于所有員工掌握?！?/p>

????米勒承認(rèn)，美國公司要采取商業(yè)人才集團(tuán)激進(jìn)的工作模式，還需要一些時(shí)間。在那之前，對于當(dāng)今女性如何才能在工作中體會到更多的‘掌控’，達(dá)拉?卡米娜在其著作《如何真正擁有一切》（ Getting Real About Having It All ）中給出了下面幾條建議：

????樹立優(yōu)秀的個(gè)人品牌：每個(gè)人都有自己的個(gè)人品牌，雖然大多數(shù)人通常只關(guān)注自己的商業(yè)品牌。認(rèn)真考慮其他人如何看待自己，會迫使職場人士回歸到真實(shí)的自我。她建議每個(gè)人問問自己：“你希望以什么樣的形象去上班，以及你希望自己在哪方面為人所知？”如果你發(fā)現(xiàn)自己每天走到辦公室的門口都要壓抑真正的自我，這意味著，你或許應(yīng)該另謀出路。

????要明確自己不容協(xié)商的地方。達(dá)拉-卡米娜形容自己是一個(gè)“改過自新的取悅者”。她在研究中發(fā)現(xiàn)，在職場中，女性對于不符合自己最佳利益的任務(wù)往往也不會拒絕。她在縮小了自己的職業(yè)目標(biāo)之后，建議讀者寫出自己不可妥協(xié)的方面，堅(jiān)持下去。無論是周末不接工作電話，還是要求每周五休息，達(dá)拉-卡米拉都提醒讀者，只有我們自己才能劃定在工作中的底線。（財(cái)富中文網(wǎng)）

????譯者：劉進(jìn)龍/汪皓

????Ten years ago, Megan Dalla-Camina worked 16 to 18 hours a day and “l(fā)iterally lived on a plane.” A senior executive at IBM IBM -0.08% , Dalla-Camina gave up her job handling a $50 million budget as head of marketing to figure out a lifestyle that didn’t make her feel like she was drowning. Forget the ideal of “having it all.” Despite working for a company that gave her flexibility with her schedule, the single mother was barely surviving.

????Dalla-Camina had a sense that she wasn’t alone. Her new study now proves it. The Australia native polled 1,000 American working women ages 18 to 55 and the results are discouraging. Roughly 70% of women don’t believe they have the support to make themselves happy inside and outside of work and 75% don’t believe they can “have it all.” In fact, nearly half of respondents described their life in the past year as “hanging on by a thread.” What’s more is that the results hardly skewed by age or if a women had children or not, a sign that everyone is struggling to get by.

????“The fact that we are having discussions about leaning in when women are saying they are barely surviving is startling,” Dalla-Camina says. “There are so many women who think that if they keep their head down and continue working hard, someone will notice and opportunities will come to them. In a lot of cases it’s just not how it works.”

????Dalla-Camina’s study points to a severe gap between what working professionals need from their employers to thrive and what employers are providing. A recent Boston College study discovered that workplace flexibility is decreasing and less than one-third of employers felt they great options for employees to have alternative work models. Even if a company offers flexible work arrangements for employees, 70% of women think it’s not possible to be successful at work and home.

????The problem? Too many companies are stuck in a face-to-face employee model as opposed to an outcome-based model, says Dalla-Camina. Until alternative work plans like working part time or working from home become ingrained in the DNA of corporate America — as opposed to being viewed as special treatment — nothing will change, she added.

????Jody Miller, the CEO of consulting firm Business Talent Group, was hardly surprised by Dalla-Camina’s findings. Miller sees first hand the benefits of building a company that thinks about work differently. At BTG, half the employees work from home, so there is no stigma or penalty for not getting in face time with the boss; indeed, employees are rewarded for the quality of their work, not the amount of time spent on task. And the a majority of the employees are part timers and work in a project-based model. Productivity and retention have “gone through the roof” since BTG refined its unique work environment, according to Miller.

????“Telling workers to ‘lean in’ is just tinkering at the margins,” said Miller. “We need fundamental structural changes in the workplace to make it manageable for all workers.”

????Miller acknowledges it will likely take some time before corporate America catches up to BTG’s progressive work model. Until then, here are a couple pieces of advice from Dalla-Camina’s book Getting Real About Having It All – on how women can feel more in control at work now:

????Brand yourself fabulous: Everyone has a personal brand, even though most people are usually focused on their business brand instead. Thinking seriously about how you are perceived by others forces workers to get back to the authenticity of who they really are. She suggests everyone ask themselves “How do you want to show up to work and what do you want to be known for?” If you find yourself checking your real self at the door when you get to the office, perhaps its time to find a new path.

????Be clear on your non-negotiables: A self-described “reformed people pleaser,” Dalla-Camina found in her study that women are often saying yes to tasks at work that are not in their best interest. After narrowing in on your professional goals, she suggests writing down your non-negotiables and sticking to them. Whether it’s not taking calls on the weekends or asking for every Friday off, Dalla-Camina reminds readers that only you can set your boundaries at work.