職場(chǎng)自我推銷10大金點(diǎn)子
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????6. 從陳述問(wèn)題開(kāi)始。馬特森建議，首先，陳述問(wèn)題：“我注意到，某方面存在一個(gè)問(wèn)題。”“陳述要簡(jiǎn)明扼要。然后建議兩三個(gè)備選選擇方案，觀察一下人們的反應(yīng)。”他補(bǔ)充道，最終的結(jié)果幾乎都是：“某個(gè)根據(jù)你提出的愿景的混合方案。人們喜歡修改其他人的話，所以不妨給他們一些事情做。” ????7. 以公正的權(quán)威作為支持。如果可行，利用沒(méi)有利益關(guān)系的第三方調(diào)查或文章來(lái)證明自己的觀點(diǎn)。馬特森說(shuō)：“從可靠來(lái)源為自己的觀點(diǎn)獲得支持，能夠?yàn)槟銕?lái)額外的可信度。” ????8. 不要吝嗇自己的贊揚(yáng)。馬特森表示，大多數(shù)人都渴望贊揚(yáng)和認(rèn)可。平時(shí)多贊美其他人完成的出色任務(wù)，把它變成一種習(xí)慣。如此一來(lái)，在立場(chǎng)互換的時(shí)候，他們也會(huì)更愿意傾聽(tīng)你的陳述。他補(bǔ)充說(shuō)：“當(dāng)然，你必須要真誠(chéng)。不過(guò)，大多數(shù)人的工作很少能夠得到別人的贊賞，所以即便只是‘贊賞’這樣一個(gè)簡(jiǎn)單的舉動(dòng)，也能贏得他們真誠(chéng)的傾聽(tīng)。” ????9. 了解別人的個(gè)人愛(ài)好。對(duì)于經(jīng)常遇到的人，馬特森有一份所謂的“模糊檔案”。比如，他說(shuō)：“如果我看到一篇關(guān)于新型滑雪板的文章，就會(huì)把它轉(zhuǎn)發(fā)給某個(gè)人，因?yàn)槲抑浪且晃换?ài)好者。對(duì)于人們?cè)诠ぷ髦獾纳畋憩F(xiàn)出一定的興趣，會(huì)給人留下深刻的印象。” ????10. 經(jīng)常重復(fù)第1至第9步。馬特森指出：“對(duì)于這些小事而言，如果你只是在每年績(jī)效評(píng)估之前做一次而已，那將會(huì)變得很艱難——你會(huì)讓所有事情都帶上過(guò)多的個(gè)人色彩，進(jìn)而感到厭惡。你應(yīng)該一直堅(jiān)持做這些事情，養(yǎng)成習(xí)慣，每次做一點(diǎn)，但不要放棄。” ????你會(huì)注意到，這些建議并不會(huì)給人留下愛(ài)出風(fēng)頭、自大或者愚蠢的印象，事實(shí)上，結(jié)果恰恰相反。不過(guò)，馬特森認(rèn)為，自我推銷確實(shí)需要“強(qiáng)化訓(xùn)練”，而這需要時(shí)間。 ????反饋：如果你曾在公司內(nèi)成功進(jìn)行自我推銷或推銷自己的創(chuàng)意，你認(rèn)為哪種方法最好（或最差）的？歡迎評(píng)論。（財(cái)富中文網(wǎng)） ????譯者：劉進(jìn)龍/汪皓??? |
????6. Start with a problem statement. First, state the problem: "I've noticed there's an issue with X." Advises Mattson, "Keep it short and concise. Then suggest two or three alternative solutions and see how people respond." The end result will almost always be "some hybrid of what you've said it should be," he adds. "People love to edit what you say, so give them something to work on." ????7. Point to an impartial authority. Make your case, where possible, by mentioning a survey or article by some third party who has no skin in the game. "Getting backup for your position from a trusted source gives you extra credibility," Mattson says. ????8. Give praise where it's due. Most people are starved for praise and recognition, Mattson notes, and making it a habit to notice a task well done will make people more likely to listen to you when it's your turn. "You have to be sincere, of course," he adds. "But most people get so little appreciation for what they do that the simple act of noticing can make them more likely to listen to you." ????9. Take a personal interest. Mattson keeps what he calls a "fuzzy file" on people he encounters regularly, so that "if I see an article somewhere about a new kind of ski, I know to send it along to someone I know is a ski buff, for instance," he says. "Showing some interest in who people are outside of the office makes a powerful impression." ????10. Repeat steps No. 1 through 9 regularly. "If you only do these little things once a year leading up to evaluation time, it'll be really hard, you'll take everything too personally, and you'll hate it," Mattson points out. "You need to get in the habit of doing them all through the year, a little bit at a time, but all the time." ????Notice, if you will, that none of these requires being pushy, arrogant, or otherwise jerky -- quite the opposite, in fact -- but selling oneself does call for "reinforcement," Mattson says, "which can only come with time." ????Talkback: If you've succeeded at selling your ideas or yourself in your organization, what approach has worked best for you (or hasn't)? Leave a comment below. |
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