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MPW Insiders Network是一個(gè)在線社區(qū)，商界內(nèi)外最大名鼎鼎的人物會(huì)在這里及時(shí)回答關(guān)于職業(yè)生涯和領(lǐng)導(dǎo)力的問(wèn)題。今天的問(wèn)題是：作為一位商業(yè)領(lǐng)袖，你最不能容忍的事情是什么？回答者是雀巢飲用水業(yè)務(wù)北美區(qū)的執(zhí)行副總裁和公司事務(wù)總監(jiān)塔拉?卡拉羅。

我有一條金科玉律，對(duì)任何團(tuán)隊(duì)都適用：不要以自我中心的人。

這些人很難看清自己在大型團(tuán)隊(duì)中應(yīng)該扮演的角色，也很難專注于一個(gè)共同的目標(biāo)。他們的最高目標(biāo)往往是自身職業(yè)生涯的發(fā)展或是自我提升。

在職場(chǎng)中向上攀爬的技巧，對(duì)于公司實(shí)現(xiàn)最重要的功能而言并不是必須的。相反，團(tuán)隊(duì)和公司需要的是知道如何優(yōu)雅、謙虛而謹(jǐn)慎地完成任務(wù)的成員，無(wú)論這些任務(wù)是大是小。

實(shí)際上，加州大學(xué)伯克利分校（University of California Berkeley）哈斯商學(xué)院（Haas School of Business）的研究表明，相比那些不太突出的團(tuán)隊(duì)型成員，那些精力充沛、以生涯為重的個(gè)人在完成創(chuàng)造與合作相關(guān)的任務(wù)時(shí)表現(xiàn)更加糟糕。

以我的經(jīng)驗(yàn)來(lái)看，有一些核心特質(zhì)是無(wú)論什么層級(jí)的人都需要的，這樣才能讓我們的團(tuán)隊(duì)更加成功：

不要說(shuō)“那不是我的工作”

盡管分工明確很重要，但實(shí)際上，我們必須靈活適應(yīng)不斷變化的日程。無(wú)論那是新項(xiàng)目，頂替團(tuán)隊(duì)的其他人，還是緊急任務(wù)，我們都要參與進(jìn)來(lái)，盡管那些嚴(yán)格意義上說(shuō)不屬于我們的職責(zé)范圍。作為一名團(tuán)隊(duì)成員，你的終極職責(zé)就是確保工作能夠完成，你需要為團(tuán)隊(duì)的成功負(fù)責(zé)。

主動(dòng)去做吃力不討好的事情

主動(dòng)舉手承擔(dān)不那么令人喜愛(ài)的工作。當(dāng)一個(gè)能夠擼起袖子，完成任何所需工作的人。這樣去做可以展現(xiàn)出沒(méi)有什么任務(wù)是不值一提的，也意味著你下次更有可能得到更加有趣或更具挑戰(zhàn)性的工作。

我在美國(guó)職業(yè)摔角協(xié)會(huì)（WWE）工作期間，我們?cè)诶咕S加斯舉辦過(guò)一場(chǎng)盛大的活動(dòng)。當(dāng)時(shí)要在活動(dòng)開(kāi)始前給幾百個(gè)禮品袋裝上東西，時(shí)間非常緊迫。我們的高級(jí)副總裁也坐在地上，和整個(gè)團(tuán)隊(duì)一起做這項(xiàng)工作。幾個(gè)月前，在雀巢飲用水舉辦的活動(dòng)上，我也戴上了手套幫忙往巴黎水（Perrier）宴會(huì)使用的酒杯里放水果，因?yàn)槲覀円庾R(shí)到需要更多人手才能及時(shí)完成這項(xiàng)工作。

培養(yǎng)“我們”心態(tài)

在我的第二份工作中，某次帶隊(duì)順利完成一個(gè)通訊項(xiàng)目后，我寫(xiě)了一份備忘來(lái)總結(jié)成果。當(dāng)時(shí)我的老板合理地提醒我把文中的“我”全部替換成“我們”，因?yàn)槲覀兪亲鳛橐粋€(gè)團(tuán)隊(duì)完成了那些成就。即便你自己承擔(dān)了工作中最重要的部分，但最終成功和失敗都是整個(gè)團(tuán)隊(duì)的事情。

你可以通過(guò)練習(xí)講話的內(nèi)容，讓這些品質(zhì)漸漸影響團(tuán)隊(duì)的成員。幫助其他人看到投身平凡工作的價(jià)值。如果你使用“我們”而不是“我”，他們也會(huì)注意到這一點(diǎn)。以身作則會(huì)帶來(lái)強(qiáng)大的影響力。

如果你共事的人沒(méi)有展現(xiàn)出這些特質(zhì)，就要直截了當(dāng)?shù)嘏c他們一起解決這個(gè)問(wèn)題。他們可能甚至沒(méi)有意識(shí)到自己行為的不妥，并會(huì)對(duì)你的反饋表示感激。（財(cái)富中文網(wǎng)）

譯者：嚴(yán)匡正

The MPW Insiders Network is an online community where the biggest names in business and beyond answer timely career and leadership questions. Today’s answer for, “As a business leader, what’s your biggest pet peeve?” is written by Tara Carraro, executive vice president and chief corporate affairs officer at Nestlé Waters North America.

I have one golden rule for any team: no prima donnas.

These are people who have a hard time seeing their role as part of a larger team and difficulty focusing on a common goal. More often than not, their overriding goal is their own career advancement or self-promotion.

Skill in moving up the career ladder is not necessarily what a company needs in their most important functions. Rather, teams and the companies they work for need the kind of players who recognize how to get the job done—no matter how big or small—with grace, humility, and care.

In fact, research from the Haas School of Business at University of California Berkeley found that teams made up of high-powered, career-minded individuals actually perform worse on tasks related to creativity and collaboration than those with more neutral team players.

From my experience, there are a few key character traits we can all adopt, regardless of level, to help our teams be more successful:

Eliminate “that’s not my job” from your vocabulary

While it’s important to have clearly defined roles, in reality, we must flex and adapt to an ever-changing agenda. Whether it’s a new project, covering for another person on the team, or a last-minute request, we can all pitch in even if the task at hand doesn’t technically fall within our responsibility. As a team member, you are ultimately responsible for making sure the work gets done and are accountable for the team’s success.

Volunteer to do the thankless tasks

Raise your hand to do the less desirable jobs. Be someone who can simply roll up their sleeves and get to work on whatever needs to get done. Doing so demonstrates that no task is too small, and means you are more likely to get the chance to do the more fun or challenging work the next time.

When I was at the WWE, we organized a huge event in Las Vegas. Hundreds of gift bags had to be stuffed with very little time before the event started. The senior vice president sat down on the floor with the team to help get the job done. Just a few months ago, at a Nestlé Waters event, I threw on a pair of rubber gloves to add fruit to glasses for a Perrier toast when we realized we needed more people to finish the job in time.

Develop a “we” mentality

In my second job, after leading a successful communications program, I wrote a wrap-up memo capturing the results. My boss at the time rightfully asked me to change all the “I’s” to “we’s,” because we reached our accomplishments as a team. Even if you personally handled the lion’s share of the work, ultimately, you succeed and fail as a team.

You can instill these qualities in your team by practicing what you preach. Help others see the value in jumping in to do the mundane tasks. If you use “we” instead of “me,” they’ll pick up on that. Leading by example can be a powerful tool.

If someone you work with isn’t demonstrating these qualities, address it with them directly. The chances are that they don’t even realize their behavior isn’t helpful and will be thankful for the feedback.