公司組織的運營越發(fā)精益，組織架構(gòu)越來越扁平，你的職場晉升腳步可能會提早停滯。原因何在？簡單地說就是沒有晉升空間了。不管是供職于企業(yè)、非營利組織還是政府機構(gòu)，事實都如此。倘若你的事業(yè)正方興未艾卻遭遇平臺期，你該如何應(yīng)對？首先要做一番盤點：周邊同事是否讓你受益良多？組織任務(wù)是否依然讓你干勁十足？如果答案是否定的，那或許是時候走人了。但如果答案是肯定的，就考慮一下如何在平臺期獲得成長吧。

As organizations run leaner and flatter, your ability to move up can stall much earlier in your career because, simply put, there’s no place to go. This is true whether you work for a corporation, nonprofit, or public agency. So what should you do when you reach that plateau and you’re only midway through your career? First, take stock. Do you enjoy and learn from your colleagues? Are you still energized by the mission of the organization??If the answer is no, it may be time to move on.?But if the answer is yes, consider ways to grow on the plateau.

平臺期至少有四種經(jīng)過驗證的成長途徑，這些方法都需要你捫心自問：什么能讓你干勁十足、哪些會削弱你的動力。

There are at least four proven approaches, all of which require that you ask what energizes you and what saps your motivation.

橫向調(diào)動

在組織內(nèi)橫向調(diào)動，可以成為一個絕好的職業(yè)機遇，讓你發(fā)展新的技能、新的關(guān)系，并接觸不同的產(chǎn)品或服務(wù)。你可以從這幾個方面探索新的內(nèi)部機會：通過與另一部門或單位的領(lǐng)導(dǎo)者會面獲取信息；承擔(dān)涉及其他業(yè)務(wù)單元的跨部門任務(wù)；主動從業(yè)務(wù)部門調(diào)到跨業(yè)務(wù)單元的職能部門，如財務(wù)、人事或運營?？ǚ虻却笮推髽I(yè)認(rèn)為輪崗是全能領(lǐng)導(dǎo)者成長的必修課，并且主動邀請有潛力的業(yè)務(wù)主管承擔(dān)職能部門的工作，反之亦然。舉個例子，珍妮是某專業(yè)服務(wù)公司的高管，她的職位從跟客戶打交道的合伙人轉(zhuǎn)為首席運營官，她可以利用自己之前帶給客戶的分析工具以及變革管理的洞見，在公司管理層為組織做貢獻。在此過程中，她的財務(wù)、人力資源、公司治理和IT方面的管理能力都得到了鍛煉。而且沒有外部客戶事務(wù)填滿她的日程表，她的日常時間安排也變得更為靈活。

Lateral moves within your organization?can be a great way to build new skills and relationships and get exposure to different products or services. You can explore new internal opportunities in a few ways, by: conducting internal informational interviews and meeting with a leader in another division or unit; taking on cross-cutting assignments involving other business units; or volunteering to move, say, from a business unit to a staff function that transcends units, such as finance, HR, or operations. Indeed, corporations like Kraft, consider role rotation standard for building well-rounded?leaders, and actively invite promising line managers to take on staff jobs and the reverse.?One senior leader at a professional services company, whom we’ll call Bronwyn, made the move from client-facing partner to chief operating officer.?She was able to build on the analytics and change management insights she had brought to clients to help strengthen her own organization from the C-suite.?In the process she developed managerial muscle in finance, human resources, governance, and IT, and, as a bonus, Bronwyn gained more flexibility in her schedule since she didn’t have external client demands driving her day-to-day work.

重塑職業(yè)角色

另一種在平臺期成長的方法是重塑自己當(dāng)前的角色。這需要你清點一下自己更喜歡做什么、不喜歡做什么，然后開始行動。在與團隊成員協(xié)作時，你可以修改各人責(zé)任范圍，為其他人創(chuàng)造發(fā)揮才能的機會，并變更自己的職責(zé)，為自己留出接受新挑戰(zhàn)的空間。尋找這種新挑戰(zhàn)的好地方，一個是你的上級主管（他負(fù)責(zé)的事情里面有沒有你感興趣的、可以幫他一把的？），一個是員工及客戶調(diào)查（有沒有什么需求是組織沒能滿足、而你有相關(guān)技能可以回應(yīng)的？）。舉例來說，某消費品公司的客戶戰(zhàn)略專家桑德拉30出頭就當(dāng)上了副總，根據(jù)公司文化，她明白自己下次升職要等一陣子了。但她知道自己仍想繼續(xù)留在公司，于是她在部門間服務(wù)交付中尋找空缺——從供應(yīng)鏈直到電子商務(wù)，然后自愿協(xié)助同事填補這些管理真空。之后幾年里，桑德拉在副總職位上擴展了自身的活動，對公司的了解得以加深，并獲得了新的技能、關(guān)系和創(chuàng)新方面的經(jīng)驗。

Reshaping your current role?is another way to grow on the plateau.?This calls for taking inventory of what you’d like to do more of, less of, and start doing. In concert with team members, you can redraw some boundaries to create stretch opportunities for others as you shift responsibilities to make space for your own new challenges. Two good places to look for these challenges are on your supervisor’s plate (Does she have areas of responsibility that you find interesting that could help free her up?); and in employee and customer surveys (Are there needs the organization isn’t meeting that you have the skills to respond to?)?An expert in customer strategy at a consumer products company, whom we’ll call Sandra, became a vice president in her early 30s and knew that she would need to wait a while for her next promotion, given the company’s culture. She knew she wanted to stay with the company, however, so?she looked for gaps in service delivery across business units – from supply chain to e-commerce – and then volunteered to help colleagues?fill those gaps.?Sandra spent the next several years intrapreneurially expanding activities within her vice president?role,?learning more about the company and gaining new?skills, relationships, and a reputation for innovation.

擴大影響力

主動指導(dǎo)他人，建立內(nèi)部社群，或是主動代表本組織與外部接觸，這些舉動可以擴大你的影響力，不必改變職位便能向新的領(lǐng)域發(fā)展。舉個例子，瑪利亞是一家關(guān)注青年發(fā)展的非營利組織里的項目經(jīng)理。除非常務(wù)董事升職，否則她在組織內(nèi)難有晉升空間。于是她開始與本市關(guān)注外來青年教育、培訓(xùn)和就業(yè)的其他組織開展外部合作，發(fā)展自己的人脈，對自己的項目進行革新。她在組織外的影響力得以拓展，在組織內(nèi)獲得了聲望。等到要任命新的常務(wù)董事時，因為外部人脈廣泛，瑪利亞成為了呼聲最高的內(nèi)部候選人，并最終得到了這個職位。

Expanding your influence?through actively mentoring others, building internal communities of practice, or stepping up to represent your organization with external bodies can forge satisfying new frontiers without changing roles.?Take the program officer at a youth focused nonprofit whom we’ll call Maria. She had nowhere to move up internally unless the executive director moved on. So she began collaborating externally with other organizations in her city that aimed to help immigrant youth plug into education, training, and job opportunities, growing her network and innovating her programs. By expanding her influence outside the organization, she gained credibility within. When the time finally came to name a new executive director, Maria was a top internal candidate in part because of her external network, and eventually got the job.

修煉技能

在平臺期建立聲望、創(chuàng)造機會的另一種方法是提升自己的技能。你可以在工作內(nèi)尋找導(dǎo)師或主動參與特殊項目，也可以在業(yè)余參加正式的領(lǐng)導(dǎo)力培訓(xùn)。舉例來說，一家公立醫(yī)院的醫(yī)療服務(wù)主管羅伯特主動領(lǐng)導(dǎo)醫(yī)院一個緊急照護組的業(yè)務(wù)改進項目，結(jié)果病患護理水平得以提高、開具賬單更及時，于是院方出資送他前往頂級商學(xué)院修讀管理教育課程。這份學(xué)歷最終讓他在醫(yī)院獲得了管理擁有近300名醫(yī)護人員、年預(yù)算3.8億美元的大規(guī)模服務(wù)業(yè)務(wù)的機會。

Deepening your skills?is another way to build credibility and opportunity on the plateau.?You can accomplish this on the job, by seeking out a mentor or volunteering for special projects; and off the job through formal leadership training.?A medical service head we’ll call Robert, at a large public hospital, for example, volunteered to lead a performance improvement exercise for one of the hospital’s acute care groups.?The results in improved patient care and timelier billing led hospital management to invest in sending him to an executive education course at a top business school, a qualification that eventually garnered him an offer to run a much bigger service line at the hospital, with close to 300 medical staff and $380 million annual budget.

21世紀(jì)的管理者大半會在職業(yè)生涯中發(fā)現(xiàn)自己進入了這樣的平臺期。面對跳槽的誘惑，不妨多考慮一下，也許留在原地繼續(xù)發(fā)展才是為下一次職業(yè)飛躍蓄力的最佳方法。

Most 21st?century managers will find themselves on a similar plateau somewhere along their career. Before succumbing to the temptation to jump to a new escarpment, consider whether branching out in place may be the best way to build your skills, both personally and professionally, for your next ascent.

（蔣薈蓉 | 譯? ?安健 | 編輯）

喬丹·斯塔克是NextStep Partners公司高管教練。

凱蒂·史密斯·米爾維是The Bridgespan Group集團合伙人。