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MPW內(nèi)幕網(wǎng)絡(luò)是美國(guó)的一個(gè)在線社區(qū)，美國(guó)商界內(nèi)外的一

些大咖經(jīng)常會(huì)在這里及時(shí)回答與職業(yè)和領(lǐng)導(dǎo)力有關(guān)的問(wèn)題。今天為大家分享的是美國(guó)西北大學(xué)凱洛格管理學(xué)院院長(zhǎng)薩利·布朗特在“你是怎樣保持激情的?”這一問(wèn)題下的答案。

關(guān)于這個(gè)問(wèn)題，不管是學(xué)術(shù)研究還是應(yīng)用研究，結(jié)果都是一致的。簡(jiǎn)單說(shuō)來(lái)，保持工作激情，關(guān)鍵在于以下五個(gè)因素。前四個(gè)都是環(huán)境因素，分別是正確的目標(biāo)、正確的崗位、正確的老板和正確的團(tuán)隊(duì)。最后一個(gè)因素是關(guān)于你自己的：正確的態(tài)度。這些就是保持工作積極性的基本因素——就這么簡(jiǎn)單。

正確的目標(biāo)

你選擇的這家公司必須具備令你衷心認(rèn)同的目標(biāo)，或者光靠它的薪資待遇和成長(zhǎng)機(jī)會(huì)就足以讓你充滿斗志。

正確的崗位

即便目標(biāo)是正確的，如果你沒(méi)有在正確的崗位上，你也很難一直保持斗志。所以你要尋找契合你的才能和能力的崗位，以及那些能讓你健康成長(zhǎng)、展示真實(shí)的自我的崗位（即能讓你做真實(shí)的自己，而不是你希望別人對(duì)你產(chǎn)生的某種印象。）

正確的老板

由人力資源經(jīng)理協(xié)會(huì)（Society of Human Resource Managers）、蓋洛普（Gallup）和麥肯錫（McKinsey）等職業(yè)調(diào)查機(jī)構(gòu)進(jìn)行的研究都表明，如果你的老板不信任你或是不尊重你，你在工作中就不會(huì)生產(chǎn)滿足感或投入感。所以你的直接上司必須是一個(gè)你尊敬的人或是你愿意為之效力的人，反之亦然。

正確的團(tuán)隊(duì)

在努力工作時(shí)，誰(shuí)能站在你身邊支持你，這是非常重要的，這也是決定你的工作熱情和投入程度的另一個(gè)決定因素——即你與你的同事相處得有多和諧。所以你一定要有堅(jiān)強(qiáng)的隊(duì)友，也就是值得你學(xué)習(xí)的人，和能夠激發(fā)你做到最好的人。這并不是說(shuō)你周末一定要和他們出去吃喝玩樂(lè)，而是說(shuō)他們的人品、工作責(zé)任心和工作表現(xiàn)應(yīng)該與你一致。

一旦上述四個(gè)因素都已具備，你需要做的就是將集力集中在工作上，并且隨著時(shí)間的推移，依舊保持你的工作積極性。當(dāng)你升遷到高等職位后，這一點(diǎn)更是尤為重要。因?yàn)橐坏┠阋呀?jīng)成功了，你的工作職責(zé)可能就不會(huì)經(jīng)常變化了。

正確的態(tài)度

這是一個(gè)你自身可控的變量。你對(duì)工作究竟是感到熱情還是厭倦，全然取決于你自己。沒(méi)人喜歡整天怨天尤人的人，也沒(méi)人喜歡一個(gè)對(duì)工作錙銖必較的經(jīng)理。大家也不喜歡整天看起來(lái)壓力山大、人浮于事或是驕傲自滿的領(lǐng)導(dǎo)。所以一旦你當(dāng)成了高層領(lǐng)導(dǎo)，你能不能重新調(diào)整自己的工作重心和精力水平，就完全取決于你自己了。

作為一個(gè)已經(jīng)在商學(xué)院里當(dāng)了12年院長(zhǎng)的人——這個(gè)時(shí)間甚至比我當(dāng)全職教授的時(shí)間都長(zhǎng)——通過(guò)我自身的經(jīng)驗(yàn)，以及通過(guò)與那些至少當(dāng)了五年以上CEO的人談話，我發(fā)現(xiàn)對(duì)于這些長(zhǎng)期擔(dān)任領(lǐng)導(dǎo)職位的人來(lái)說(shuō)，他們一般有兩種比較重要的“充電”方式。

第一種是我所稱的“微充電”，也就是每隔三個(gè)月左右，就要有三四天徹底休息的時(shí)間。每當(dāng)我到了“微充電”的日子，我很少收發(fā)電子郵件，基本上也不怎么接打電話。在那幾天里，我會(huì)花很長(zhǎng)時(shí)間散步（同時(shí)在做些其他形式的運(yùn)動(dòng)），并且從頭到尾仔仔細(xì)細(xì)地讀完一本書（而不是跳著看）。我會(huì)享受與家人和朋友一起吃的每一頓飯——而且是真正坐下來(lái)去吃每一頓飯。

第二種是所謂的“任務(wù)型充電”，是指每過(guò)兩三年，去遠(yuǎn)方進(jìn)行一趟“心靈之旅”，給自己減減壓，確保你真正了解你的市場(chǎng)，并且確保你能真正挑戰(zhàn)你的團(tuán)隊(duì)，好讓他們高效地工作和產(chǎn)出。這種“充電”至少需要一個(gè)星期，兩個(gè)星期則更好。我喜歡去一個(gè)能讓我靜靜地待著的地方，那個(gè)地方要有絕佳的景色和美食，同時(shí)要有很多可以散步的地方，讓我能夠安靜地思考。如果有很好的甜點(diǎn)就更完美了?！叭蝿?wù)型充電”的目的是要能令人深思——分析你本人以及企業(yè)的績(jī)效，問(wèn)自己一些艱難的問(wèn)題，并且從內(nèi)心深處進(jìn)行思考。你必須確保自己真正了解自己內(nèi)心的想法和感受。

在我的工作中，我發(fā)現(xiàn)最出色的CEO們都有著很強(qiáng)的自我評(píng)估和自我充電的能力。這兩種“充電”方式對(duì)于培養(yǎng)長(zhǎng)期的領(lǐng)導(dǎo)能力是十分重要的，能夠確保你始終以較高的激情，投入到你的企業(yè)、你的團(tuán)隊(duì)和你自己的工作實(shí)績(jī)當(dāng)中。（財(cái)富中文網(wǎng)）

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譯者：樸成奎

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: “How do you stay motivated?” is written by Sally Blount, dean of Northwestern University’s Kellogg School of Management.

The research, both academic and applied, is consistent and can be summed up simply: Staying motivated at work is about five things. The first four are all about context and how you set yourself up for success: the right mission, the right job, the right boss, and the right team. The last one is all about you: the right attitude. These are the fundamentals—it’s that simple.

Right mission

You need to pick an organization with a mission you believe in, or one with a salary or developmental opportunity that’s significant enough to motivate you all by itself.

Right job

Even when the mission is right, if you’re in the wrong job, it’s hard to stay focused. So look for roles that match your talents and capabilities—roles where you can thrive and contribute who you really are (not the image you wish others had of you, but your true self).

Right boss

Whether produced by the Society of Human Resource Managers, Gallup, or McKinsey, the research consistently finds that if your boss doesn’t trust or respect you, you won’t be satisfied or stay engaged at work. So be sure your immediate supervisor is someone you respect and want to work for—and vice versa.

Right team

When you’re working hard, it matters who’s standing beside you. That’s another major determinant of motivation and engagement—how well you synch with your co-workers. So look for strong teammates—people you can learn from and who will challenge you to perform at your best. That doesn’t mean you have to hang out with your teammates on weekends. It’s about working with people whose integrity, work commitment, and performance match yours.

Once these four factors are in place, the task shifts to keeping your focus and staying motivated over time. This becomes even more important when you move into a top job, because if you’re successful, you likely won’t be switching roles very often.

Right attitude

It’s in your control. Whether you’re burned out, bored, or passionate about work is up to you. No one likes a martyr or a micro-manager. They also don’t like leaders who look/act stressed out, self-indulgent, or self-satisfied. So it’s up to you to make sure that you reset, renew, and/or refresh your focus and energy level when you sit in the top job.

As someone who has now been “deaning” over 12 years—longer than I was a full-time professor—I have learned from both my own experience and from talking with CEOs who have performed in their jobs for five-plus years. For these true distance performers, there are two important types of recharge.

The first I’ll call the micro-charge—making sure that every three months, you get three to four days where you are really away. When I do a micro-charge, I do very little email and no phone calls, if possible. Instead, I take long walks (in addition to other forms of exercise) and try to read a full book from cover to cover (no jumping around to absorb only the key facts). I relish my meals with family and friends and actually sit down to eat each one.

The second, the mission-charge, is about going the distance—the soul-searching work you need to do every two to three years to make sure that things aren’t getting rote, to make sure that you really understand your marketplace and are challenging your team to perform and deliver. This recharge requires at least a week, but two is better. I like to go to one place where I stay put—with great views, good food, and a lot of walking trails for thinking. The desert is perfect for me. The mission-charge is all about deep reflection—analyzing your performance and your organization’s, asking yourself the hard questions, and plumbing the depths of your own mind. You have to make sure that you really know what you’re thinking and feeling.

In my job, I’ve observed that the best CEOs are really disciplined about self-assessment and renewal. Together, these two types of recharge are critical to “l(fā)ong-distance” leadership—assuring that you’re committed to the true performance of your organization, your team, and yourself.