????反之亦然。卡岑巴赫說，公司里有些人讓其他人對工作感覺良好，從中獲得滿足，就算管理層從來沒有肯定過他們的作用。

????公司經理可以通過引導工作氛圍做出改變。大多數員工既非頭號推動者，也不是極端拖后腿的人；他們介于兩者之間，但他們受這兩者的影響很大。要讓每個人都信心滿滿，最好的方式是讓他們進一步接近活躍的積極推動者——創造機會讓員工從最好的人那里進行學習。卡岑巴赫說，積極向上“是可以傳染的”。

????克羅斯稱，積極的人采取某些特定的方式行事：“他們總是看到現實中的機會，而不是限制。他們尋找途徑確保其他人也成為解決方案中的一部分。”卡岑巴赫說，他們也可以將這些特質傳遞給那些樂于接受的人，而且他們往往也知道哪些人最容易受到感染。

????當然，在大公司，這需要真正了解情況的經理聘請專家從非正式網絡中進行篩選，發掘最好的部分。克羅斯說，他通常與大公司的最高層一起工作。對于我們這些處在企業鏈底端的人們，或許得自己想辦法了。

????但這些經驗仍然適用。簡而言之，如果員工們的周圍是那些讓他們對工作和自己感覺良好的人，任何地方的辦公室都可以變成令人更愉快的場所。

????But the opposite is also true. There are people at companies, Katzenbach says, who gain satisfaction from making others feel good about their work, even though management may never recognize their role.

????Managers can make a difference by guiding the workplace environment. Most employees are neither top motivators nor powerful downers; they are somewhere between the two extremes yet highly influenced by both. The best way to get everyone's spirits up is to position them closer to your active energizers -- create opportunities for employees to learn from your best people. Positivity, Katzenbach says, "is a catching disease."

????These positive players behave in certain ways, according to Cross: "They tend to see possibilities in situations rather than constraints. They find ways to make sure that others feel part of a solution." They can also teach these traits to people who would be willing to embrace them and generally tend to know the people they could most easily influence, Katzenbach says.

????Of course, it takes a pretty in-tune manager to hire experts to pick through the informal network at a big company and then feed the best parts of it. Usually, Cross says, he works with the top layers of management at big companies. For those of us at the bottom of the corporate chain, we may be left to fend for ourselves.

????But the lessons still apply. Simply put, offices everywhere might become much happier places if workers try to surround themselves with those who make them feel good about their jobs and themselves.