????至少有一半高管會在新工作中陷入困境,。本文作者給出了三點避免陷入這一困境的建議：要診斷，不要譴責(zé),；要決斷,，不要推遲；要駕馭權(quán)力,，不要放棄權(quán)力,。

????研究顯示，至少有50%的高管在新工作開始后的18個月內(nèi)會遭遇失敗,。

????如何才能避免陷入這一困境,？

????咨詢公司Navalent的合伙人羅恩?卡魯奇和埃里克?漢森也在尋找答案。為此,，他們用了10年時間,，采訪了2,600名高管，其中大多數(shù)來自《財富》（Fortune）排行榜前1,000名的公司,。

????他們發(fā)現(xiàn),，高管跳槽到新公司后會面臨許多障礙：67%的高管很難真正放下前一份崗位的工作。此外還有令人疲憊不堪的時間壓榨：61%的高管表示,，人們希望他們付出的時間超出了自己的承受范圍,。還有與身份不符的因素：60%的高管表示，其他人會認為他們掌握著無上的權(quán)力，而他們其實沒有那么大的權(quán)力,。

????卡魯奇與漢森根據(jù)他們的研究所著新書《崛起之路：卓越高管指南》（Rising to Power: The Journey of Exceptional Executives）將在本月出版,。他們在書中給出了以下三條建議：

????1. 要診斷，不要譴責(zé)

????來到新公司后,，高管們往往會想方設(shè)法弄清楚新公司的狀況——而且往往控制不住自己的震驚。最糟糕的反應(yīng)是說：“你們怎么能忍受這么久,？”卡魯奇建議：“主動尋求其他人的反饋,，了解他們?nèi)绾慰创愫湍愕男袨椤Ｕ业竭m當方法,，尊重元老級員工留下的傳統(tǒng),。”

????2. 要決斷,，不要推遲

????卡魯奇認為：“剛上任的領(lǐng)導(dǎo)者往往很難處理好跟員工的關(guān)系,。”他表示,，由于社交媒體賦予所有人的權(quán)利,，如今，領(lǐng)導(dǎo)者得到的信任大不如前,。要讓員工感覺有價值,，并感覺自己是決策過程的一部分，這一點非常重要,，但問題在于：如今,，決斷力也變得更加關(guān)鍵。領(lǐng)導(dǎo)者應(yīng)該做出有利于公司的艱難選擇,，而不是因為過于擔(dān)心員工的感受而畏手畏腳,。

????3. 要駕馭權(quán)力，不要放棄權(quán)力,。

????新上任的高管,，尤其是CEO，比以往更擔(dān)心給人留下恣意妄為的印象——因為自以為是的炫耀權(quán)力和特權(quán),，在今天已經(jīng)不合時宜,。漢森表示：“不要放棄新得到的權(quán)力能夠帶來的好處。要學(xué)會駕馭它,?！?/p>

????對2,600名高管的談話，顯示出男性與女性領(lǐng)導(dǎo)者之間只存在細微的差別,。女性老板感覺被孤立的情況少于男性,，或許因為女性能夠在角色轉(zhuǎn)變的初期便建立起支持網(wǎng)絡(luò)。但卡魯奇也發(fā)現(xiàn),，女性領(lǐng)導(dǎo)者似乎并不像男性那么享受擔(dān)任高管職務(wù),。

????這樣的結(jié)果對于《財富》雜志并不意外,。相對于男性領(lǐng)導(dǎo)者，《財富》雜志評選出的“最具影響力商界女性”（順便預(yù)告一下,，《財富》雜志將于本周四公布2014年的榜單）傾向于橫向看待自己的權(quán)力,。對于處在職場巔峰的女性而言，權(quán)力跟爬得多高無關(guān),，它的意義在于,，能夠在一定范圍內(nèi)發(fā)揮自己的影響力，這要比下一份工作來得更加重要,。（財富中文網(wǎng)）

????翻譯：劉進龍/汪皓

????At least 50% executives fail within the first 18 months of taking a new job, research shows.

????How do you avoid the failure trap?

????This is the question that Ron Carucci and Eric Hansen, partners in a consultancy called Navalent, sought to answer by interviewing 2,600 executives—most of them at Fortune 1000 companies—over a 10-year span.

????The consultants discovered plenty of handicaps to success: 67% of executives struggle to let go of work they did in their previous job. There’s also that debilitating time suck: 61% said that people want more of their time than they have available. And the imposter factor: 60% of executives said that others ascribe more power to them than they believe they have.

????Here are three tips from Carucci and Hansen, whose new book based on the study, Rising to Power: The Journey of Exceptional Executives, is out this month:

????1. Diagnose, don’t indict.

????Executives new to an organization often turn over rocks to discover what they’ve gotten themselves into—and fail to manage their shock. Saying “How have you people survived this long?” is the worst reaction. “Actively solicit feedback about how you and your actions are being perceived,” Carucci advises. “And find ways to honor the heritage of long-standing employees.”

????2. Decide, don’t defer.

????“Leaders begin their role in the relational red,” says Carucci, noting that leaders in general are less trusted today than in the past before social media empowered everybody. Making employees feel valuable and part of decision-making is crucial, but here’s the hitch: Decisiveness is more critical than ever. Make tough choices for the good of the organization without getting handicapped by inordinate worry about how employees feel.

????3. Embrace power, don’t abdicate.

????Newly promoted executives, especially CEOs, are ever more fearful about being viewed as indulgent—since brash displays of power and privilege are so not cool today. “Don’t abdicate the good you can do with your new power,” says Hansen. “Learn to harness it.”

????The interviews with the 2,600 executives revealed only slight differences between male and female leaders. Women bosses felt less isolated than men did, perhaps because women build support networks early on in their transitions. But female leaders also seemed to enjoy being executives less than the men did, Hansen and Carucci found..

????This is not a surprise to Fortune. The Most Powerful Women in Business (Fortune’s 2014 rankings will be revealed this Thursday) tend to view power more horizontally than male leaders do. To women at the top, power is typically not so much about climbing the ladder; power is more about wielding influence across a spectrum that’s much bigger than the next job.