340 | 如何策略性地塑造职业声誉，树立领导形象

从宏观层面问问自己，我的个人叙事是什么？你知道，它在不同情境下会以不同方式显现，但总体而言，总有一个关于你优势、天赋以及你所能贡献的所有才能的故事，同时也有这些才能如何促进公司发展的故事。我建议你放慢脚步，理清这些事，真正明确你的独特价值，以及这些天赋和才能如何切实支持公司的目标。欢迎来到《勇敢发声的艺术》，这是一档帮助职业女性发掘内在无限潜能的播客。我是主持人杰西卡·古兹克，我的使命是帮你找到内心那股能以前所未有的方式改变你职业轨迹的火花。

Ask yourself at a macro level, what is the narrative of who I am? You know, it'll obviously show up differently situation to situation, but at a high level, there is always the story of your strengths and your gifts and all of the talents that you bring to the table, as well as the story of how those talents are contributing to your company's growth. And I would recommend that you slow down and get clear on those things and really get clear on what your unique value is and how those gifts and talents are really supporting the objectives of your company. Welcome to the art of speaking up, a podcast that helps professional women access the limitless potential that lies within them. I'm your host, Jessica Guzzik, and my mission is to help you find that spark inside you that has the power to transform your career in ways you may not have thought possible.

非常高兴你能来到这里。现在，节目正式开始。欢迎收听播客，感谢你的到来。我是杰西。

I'm so excited that you're here. And now, onto the show. Welcome to the podcast. Thank you for being here. I am Jess.

我是《勇敢发声的艺术》播客的主持人和创始人。我曾是企业朝九晚五的高管，现在是一名全职播客主播和女性教练。我来这里是为了帮你建立自信，帮你发展极具影响力的语言沟通风格，并助你晋升至领导岗位。我工作的核心使命是真正帮助女性攀登至越来越高的职位——因为当我在企业任职时，这是我的目标，而我当时苦于找不到能帮我应对那些阻碍目标实现的内外部挑战的资源。如果你渴望成为领导者，如果你想获得晋升，并真心想挑战自我、看看能否参与更高层次的竞争、逐步晋升至更重要的领导岗位，那么本期节目就是为你准备的。

I'm the host and creator of The Art of Speaking Up podcast. I used to be an executive in the corporate nine to five world, and now I am a full time podcaster and coach for women. I am here to help you build confidence, help you develop a super powerful verbal communication style, and help you elevate into leadership roles. A huge mission behind the work that I do is really to help women rise up into bigger and bigger positions because when I was in my corporate career, that was my goal, and I really struggled to find resources that helped me tackle some of the internal and external challenges that were getting in the way of me achieving that goal. And today's episode is for you if leadership is something that you desire and if you want to be on a path to a promotion and you really wanna challenge yourself and push yourself to see if you can play a bigger game and elevate into bigger and bigger leadership roles.

在今天的节目中，我要谈论一个我从未在播客中讨论过、但在客户工作中频繁出现的话题。我意识到自己从未谈及此事，并感到迫切需要录制一期相关节目。今天要讨论的是我称之为“掌控叙事”的概念。我在之前的节目中曾提及，但意识到必须深入探讨，因为它至关重要。掌控叙事是我将在本期节目中教授的一种沟通技巧，如果你想加速并最大化通往公司领导层的道路，掌握这项技能势在必行。

And in today's episode, I am talking about something that I have not really ever talked about on the podcast, but that comes up a lot in my client work. And I realized I hadn't talked about it, and I felt a sense of urgency to record an episode on it. What I'm talking about today is something that I call controlling the narrative. I alluded to it in a previous episode, and I realized I had to go deeper because it is so freaking important. Controlling the narrative is a communication skill that I'm going to teach you in today's episode, and it is imperative if you want to accelerate and maximize your path to leadership at your company.

我将通过以下方式教授这项技能：首先分享一个类比，帮助你理解掌控叙事的含义。当你从概念上理解后，我会讨论其应用场景及如何将这一新知识付诸实践，从而采取更具战略性的行动来推进你的领导力发展之路。让我们先从掌控叙事的定义开始。最好的教学方式是通过类比——我将带你走进一个虚构场景，这能真正帮助你内化这个概念。

So the way that I'm going to teach you this skill and teach you how to do this is I'm gonna start by sharing an analogy that is going to help you learn what controlling the narrative means. And then once you understand it conceptually, I'm going to talk about where you can apply it and how you can start putting this new learning into action so that you are taking more strategic actions to further your path towards leadership. So let's start with what it means to control the narrative. And the best way for me to teach this to you is through an analogy. So I wanna walk you through an imaginary scenario that's going to really help you internalize this.

好的，场景是这样的：想象有两个人，我们称他们为弗兰克和加里。假设他们正在参与某种实验。

Okay. So here's the scenario. I want you to imagine two people. Let's call them Frank and Gary. And I want you to imagine that Frank and Gary are participating in an experiment of sorts.

实验内容是弗兰克和加里将各自观看一段约三到五分钟的视频。他们将单独隔离观看视频，之后会被要求描述视频内容——即视频讲述了什么。明白了吗？

And the experiment is that Frank and Gary are each going to be shown a video, like a three to five minute video. They're gonna watch the video alone in isolation. And then after they watch the video, they're going to be asked to share what the video was. Like, what was it about? Okay.

现在弗兰克和加里要看同一段视频。假设这是一段三分钟的视频，内容是连绵起伏的绿色山丘和风景。所以请想象一下，大片起伏的绿色山丘、蓝天和阳光照耀的景象。视频展现的就是这样美丽、宁静、迷人的风景。他们俩观看的是完全相同的视频。

Now Frank and Gary are going to watch the same exact video. It's let's just say it's a three minute video, and it's footage of sweeping, rolling green hills and scenery. So I want you to imagine, like, lots of, like, rolling green hills and blue sky and sun shining. That is what the footage is of, and it's this just very beautiful, peaceful, attractive scenery. They both watched the same exact video.

好的。看完视频后，弗兰克和加里被分别单独询问，要求分享他们对刚才所看视频的想法。弗兰克分享说，他刚看了前所未见的最美风景视频，那景色如此迷人。阳光普照，这让他很想知道那片风景在哪里，因为他想去那里亲身体验所有的美丽。

Okay. Now after watching the video, Frank and Gary are asked separately in isolation. They're asked to share their thoughts on what they just watched in the video. Now Frank, what he shares is that he just watched the most beautiful video of scenery that he has never seen before, but that was so attractive. The sun was shining, and it really made him want to know where that scenery was because it made him want to visit that place and be in all that beauty.

他形容这段视频令人敬畏，非常振奋人心、鼓舞人心。这是弗兰克的说法。现在，想象一下加里被要求描述他在视频中看到的内容时，加里说这视频极其无聊。他被要求看这段视频，但什么都没发生，没有任何活动。

He described it as awe inspiring and really uplifting inspirational. That's what Frank said. Now, I want you to imagine that Gary, when he is asked to describe what he saw in the footage, Gary says that it was incredibly boring. And he was asked to watch this video and nothing even happened. There was no activity.

几乎就像他在盯着一个空白屏幕。根本没什么可看的。所以弗兰克和加里看了完全相同的视频，但弗兰克认为它令人惊叹、鼓舞人心，而加里则认为它乏味无聊。这个例子完美地说明了事实与叙事之间的区别，这对你和你的职业生涯非常重要。事实是核心事实，就像原始数据，发生在我们周围的冷酷硬事实。

It was almost as if he was staring at a blank screen. There just wasn't much going on. So Frank and Gary both watched the same exact footage, but Frank thought that it was amazing and inspirational, and Carrie thought it was dull and boring. This example is the perfect way to illustrate the difference between facts and narrative, and this is so important for you and your career. So facts are the core facts, like the raw data, the cold hard facts that are happening all around us.

在这个类比中，两人观看的视频片段代表事实，因为他们都看到了完全相同的片段。而叙事则不同于事实。叙事是我们覆盖在事实之上的主观故事。虽然叙事与事实相关，并且确实受到事实的影响，但它与事实是截然不同的。我们知道这一点是因为许多人可以观看相同的视频或看到相同的事实，却可以非常真诚地围绕这些事实构建完全不同的叙事。

In the analogy, the video footage that both people watch represents the facts because they both saw the same exact footage. The narrative, on the other hand, is different than the facts. The narrative is the subjective story that we overlay over those facts. And while the narrative is related to the facts and while it is indeed informed by the facts, it is distinct and different from the facts. The way that we know this is that many people can watch the same video or many people can see the same set of facts and could very earnestly and sincerely come up with completely different narratives around those facts.

现在我之所以要和你分享事实与叙事的区别，是因为这两者都在你的职业生涯中发挥作用，并且它们都以影响你走向领导力和晋升之路的方式在起作用。所以我想让你这样思考：你每天所做的工作，比如你的交付成果、你的项目、你在公司所做的所有辛勤工作，这些都是事实。那就是阳光洒在绿色起伏山丘上的视频，对吧？

Now, the reason that I'm sharing with you the difference between facts and narrative is because both facts and narrative are at play in your career, and they are both at play in a way that impacts your path towards leadership and your path towards promotion. So here's how I want you to think about it. The way that I want you to think about it is the day to day work that you are doing, like every day, your deliverables, your projects, all the hard work that you are doing at your company, those are the facts. That is the video of the green rolling hills being splashed with sunlight. Right?

你每天所做的工作。然而，叙事是人们如何思考你，以及人们心中对你的故事和声誉。这一点真的非常重要，因为我们很容易陷入认为事实会自己说话的陷阱。但我们知道，无论你在工作中多么出色，事实都不会自己说话，绝对不会。因为作为人类，我们都有解释所观察到事实的视角。

The work that you do every single day. The narrative though is how people are thinking about you and the stories and reputation that people hold about you in their minds. This is really, really important because it is easy for us to fall into the trap of thinking that the facts will speak for themselves. But we know that no matter how amazing you are at your job, facts don't speak for themselves, period. Because as humans, we all have the perspective of interpreting the facts that we observe.

因此，即使你正在做令人难以置信的工作，你周围的每个人都会对你所做的工作有自己的想法和观点。这就是我所说的‘叙事’。它是他们脑海中关于你的故事和声誉。现在，如果你想最大化你的领导力路径，至关重要的是你要在塑造叙事中发挥积极作用。而正是在这一点上，我看到很多人陷入了困境。

So even if you're doing incredible work, everyone around you gets to have their own thoughts and their own perspective about the work that you are doing. That's what I refer to as the narrative. It's the stories and reputation that they hold about you in their minds. Now, if you want to maximize your path to leadership, what is so important is that you play an active role in shaping the narrative. And this is where I see a lot of people getting stuck.

他们把所有的努力和精力都投入到拥有惊人的事实、做惊人的工作、非常努力地工作、全力以赴、为项目举手。对吧？这就像你投入了所有这些努力来捕捉这些美丽的镜头。但问题是，他们几乎没有把同样多的心理空间和注意力放在叙事上，也没有帮助他们的利益相关者形成一个连贯的故事、一个连贯的叙事、一个对他们是谁以及他们为公司带来的价值的连贯理解。这是我经常与客户一起解决的问题，因为他们正在做令人难以置信的工作，他们的书面事实很棒，但他们从未放慢脚步来构建叙事。

They are putting all of their effort and all of their energy into having amazing facts, doing amazing work, working really hard, putting their all in, raising their hand for projects. Right? That's as if you put in all this effort to capture this beautiful footage. But then the problem is they aren't putting nearly as much mental space and focus onto narrative and onto helping their stakeholders form a cohesive story, a cohesive narrative, a cohesive understanding of who they are and the value that they're bringing to their company. And this is something that I'm often working with my clients on because they are doing incredible work and their facts are great on paper, but they've never before slowed down to build the narrative.

他们甚至不认为这是他们应该做的事情。他们认为，如果我做了好工作，那应该得到认可。问题是，当你在企业环境中时，还有其他同样做好工作并围绕其构建强大叙事的人。所以，如果有其他人做好工作并围绕其构建强大叙事，你不想因为只是做好工作而在人群中迷失。顺便说一句，你还会在企业中看到有些人工作做得不好，但他们非常擅长围绕其编织叙事，并且他们得到了晋升。

And they don't even think about it as something they should do. They think about it as like if I do good work, that should get recognized. The problem is that when you're in a corporate setting, there are other people who will also do good work and wrap a powerful narrative around it. So if there's other people doing good work and wrapping a powerful narrative around it, you don't wanna then get lost in the crowd because you're just doing good work. And by the way, you will also see in corporate that there are people who do bad work, but they're really good at spinning a narrative around it, and they get promoted.

对吧？所以这甚至可以向你展示，在某些情况下，你知道，这不一定公平，但在某些情况下，叙事可能比事实更有力量，这很可怕，我认为不应该如此，但这是理解叙事力量的一个非常有趣的方式。在我们进入这对你意味着什么以及你如何采取行动之前，理解这一点的最后一种方式是思考求职信的作用。当你申请工作时，你通常会提交一份简历和求职信。你的简历更侧重于事实。

Right? So that can even show you that in some cases, you know, this isn't necessarily fair, but in some cases, the narrative can be more powerful than the facts, which is scary, which, like, I don't think should be the case, but it is a really interesting way to understand the power of the narrative. One last way to understand this before we move into like what this means for you and how you can act on this is to think about the role of a cover letter. When you are applying for a job, so often you submit a resume and a cover letter. And your resume is more heavy on facts.

它更多的是记录你担任过的每一个角色、你担任该角色的时间、你的头衔是什么、你的职责是什么。所以它非常事实化。它很像视频镜头。但另一方面，你的求职信是你构建叙事的地方。在你的求职信中，你正在呈现一个关于你是谁的一贯故事，你可以用你希望招聘人员或招聘经理看到的准确叙事来展示自己，以便他们想要雇用你。

It's more about cataloging every single role you've had, how long you had that role, what was your title, what were your duties. So it's very factual. It's very much like the video footage. But on the other hand, your cover letter is where you build a narrative. In your cover letter, you're bringing a cohesive story of who you are, and you get to present yourself with the exact narrative that you want the recruiter or the hiring manager to see in you so that they want to hire you.

这是两种非常不同的东西。列出你的工作和你在这些工作中所做的一切，与讲述为什么你是最适合这个角色的故事是不一样的。故事非常强大，因为事情是这样的。作为人类，当我们面对事实时，我们的头脑有时会有点懒惰。因此，如果我们正在看事实，而有人向我们提供这些事实，并且他们还向我们提供了一个叙事，如果我们信任那个人，并且如果他们的叙事引人入胜，我们就会采纳他们的叙事作为我们自己的叙事。

And those are two very different things. Listing out your jobs and everything that you did in those jobs is not the same as telling a story of why you are the best fit for the role. The story is enormously powerful because here's the thing. As humans, when we are faced with facts, our minds are sometimes a little bit lazy. And so if we're looking at facts and someone offers us those facts and they also offer us a narrative, if we trust that person and if their narrative is compelling, we will adopt their narrative as our own.

换句话说，我们的叙事是我们用来影响人们的工具，让他们真正理解我们的所谓‘事实’有多么不可思议和惊人，也就是我们的成就有多么不可思议和惊人。因此，在今天这一集中，我想鼓励你掌控你在公司中的身份叙事以及你为公司带来的价值。这样，你不仅仅是一个有事实支持的人，而且是一个对你的贡献和价值有强大叙事的人。因为最终，这个叙事将帮助你获得晋升。如果这一集引起了你的共鸣，如果你想不再假设你的工作会不言自明，并且你想学习如何主动构建一个强大的叙事，向人们展示你的工作有多么出色，我有一个免费的额外资源，我想你会喜欢的。

In other words, our narrative is a tool that we use to influence people to really grasp how incredible and amazing our quote unquote facts are, aka how incredible and amazing our accomplishments are. So what I want to encourage you to do in today's episode is to take control of the narrative of who you are in your company and the value that you're bringing to your company. So you're not just someone who has facts backing you up, but you're someone who has a powerful narrative around your contribution and your value. Because ultimately, that narrative is what's going to get you promoted. If this episode is resonating with you, and if you want to stop assuming that your work will speak for itself, and you want to learn how to proactively build a powerful narrative that shows people just how good your work is, I have a free bonus resource that I think you're going to love.

这份材料名为叙事构建工作表，它是一个循序渐进的简易指南，教你如何展示工作成果，从而树立起高效领导者的形象。你可以通过点击节目说明中的链接获取这份工作表，我之所以如此推崇它，是因为我曾指导过150多位女性。在与她们共事时，我经常发现，只需在沟通方式上做出这个简单转变，就能极大加速她们的晋升进程。在这份工作表中，我将教你如何实现这种转变，让你在职场中的卓越贡献获得认可，最终登上梦寐以求的领导岗位。

It's called the narrative building worksheet, and it's a simple step by step guide that'll teach you how to present your work in a way that positions you as a highly capable leader. You can grab this worksheet by clicking the link in the show notes, and here's why I'm so excited about it. I have coached over 150 women. And so often, I see when I'm working with them that it's this one simple shift in how they communicate that dramatically speeds up their path to promotion. And in this worksheet, I'm going to teach you how to make this shift so that you can get recognized for all the brilliant impact you're making in your role and so that you can get promoted into the leadership position of your dreams.

获取这份工作表，请点击节目说明中的链接或访问jessgussettcoaching.com/narrative。我迫不及待想让你掌握这份工作表中的精华内容。现在让我们深入本期主题。构建这种叙事有多个应用场景，我将逐一解析并举例说明，帮助你形成清晰认知，理解如何融会贯通。但在深入探讨前，我想特别强调：构建叙事需要自信作为支撑。

To grab this worksheet, click the link in the show notes or go to jessgussettcoaching.com/narrative. I am so excited for you to learn what I'm teaching in this worksheet. And now let's get deeper into the episode. Now there are a few different places where you're going to build this narrative, and I'm going to go over what each of them looks like and some examples so you can start to really visualize this and see how this all comes together. But one thing I wanna share with you before I go much deeper into this is that adding the narrative requires confidence.

因为当你讲述关于自身工作的精彩叙事时，你正在塑造一个强大能干的形象，这可能会让人感到非常不安。我们很多人倾向于保持谦逊，让事实说话——毕竟默默做好工作，等待他人用赞美之词主动认可我们（比如'你的工作太出色了'、'你太厉害了'）会让我们更舒服。这样我们就能心安理得地享受他人构建的叙事，不必亲自说那些让人尴尬的话。

Because when you are sharing a narrative about you and your work and why it's awesome, you are presenting yourself as someone who is strong and capable, and that can feel really, really scary. And a lot of us want to kinda be humble and just let our facts speak for themselves because it feels a lot better for us to just do good work and then have other people come to us with a really flattering narrative and have other people tell us, like, oh, your work is so good. You're so amazing. And we feel good because they're coming up with the narrative. They're the ones saying those things.

但我想向你阐明两点：首先，作为女性，过度谦逊对我们毫无益处。我认为这种自我肯定的不适感主要源于社会规训。根据我的观察（虽然不绝对），男性通常更自然地习惯用强有力的叙事展现自我，他们根本不觉得这有什么奇怪或尴尬。

Like, we don't have to be all uncomfortable and cringey and say those things. But what I want to offer you are two things. The first is that as women, we are not doing ourselves any favors by being humble. And I think the fact that we find it uncomfortable or cringey to bolster our own narrative is largely through social conditioning. Because what I observe, this is not true for everyone, but what I tend to observe is that on the whole, I do often see that men are just naturally more comfortable sharing a powerful narrative around who they are, and they're not even thinking about it as weird or cringey.

这已成为他们自我表达的本能方式。而女性往往认为展现能力与魄力是错误或不妥的。这是第一点。但更关键的第二点是：若你想在现任或任何公司成为领导者，就必须向人们证明你能推动愿景。你要展示自己既不怯场也不谦卑，真正懂得如何推销愿景，如何坚定捍卫自己的信念。

It's just part of how they talk about themselves and represent themselves. Whereas I tend to see that with women, we think it's like bad or wrong or we're doing something bad when we present ourselves as capable and powerful. So that's the first thing I wanna share. But the second thing that I wanna share, which is really important, is that if you want to be a leader at your company or just in any company, you have to show people that you can push for a vision. You have to show people that you're not shy, that you're not humble, that you actually know how to sell a vision, that you actually know how to really powerfully stand behind something you believe in.

人们需要看到你身上这种特质：能在会议室里成为强有力的声音，敢于响亮而自豪地宣告某些事物的卓越价值。因为领导者就该占据这样的空间来激励团队。如果你想证明自己的领导力，就必须展现坚定支持想法的魄力——还有什么比用强大气场捍卫自身想法和成就更能说明问题呢？这向外界传递的信息是：我无惧展现宏图伟略。

People need to see that fight in you and that ability to be in a room and to be a really strong voice in that room who is willing to like loudly and proudly declare that something is really great, something is really awesome. Because we need leaders to take up that space and inspire us. So if you want to show people that you can lead, you have to show people that you can stand behind ideas powerfully. And what better way to demonstrate that than to stand behind your own ideas and your own accomplishments in a super powerful way? What it communicates to people is I am not afraid to show up big.

我敢于推销愿景并说服他人认同其价值。这实质上是核心领导能力的体现。请你设想一下：当一位CEO面对全体员工或投资者时，如果他对公司成就表现得过分谦逊会怎样？

I am not afraid to sell my vision and sell you on why it's awesome. So this really is a core leadership capability. I really want you to think about it. Like, I want you to think about a CEO getting up in front of a company or in front of investors. Imagine if that CEO is being super humble about what the company is doing.

想象一下，如果那位CEO说，嗯，比如，我们下个季度有个新计划，但，呃，我不确定。这挺好的。你觉得呢？你怎么看？就是这个计划。

And imagine if that CEO is like, well, like, we have this initiative coming up next quarter, but, like, I don't know. It's good. Like, you tell me what you think. What do you think of it? This is the initiative.

你认为它很棒吗？与之对比的是，如果CEO站在台上说，我们即将推出的东西，我们认为将对公司增长带来革命性改变。对吧？我们需要CEO能够占据这样的高度，真正代表那个强有力的叙事。所以当你掌控自己的叙事，以及你是谁、你能带来什么的叙事时，你就是在展现那种CEO的力量和品质。

Do you think it's great? Versus if the CEO gets up there and says, we have something coming that we think is going to be revolutionary when it comes to the growth of this company. Right? Like, we need the CEO to be able to take up that kind of space to really be able to represent that powerful narrative. So in you taking control of your own narrative and the narrative of who you are and what you bring to the table, you are demonstrating that CEO power and those CEO qualities.

好的。那么具体怎么做呢？希望我已经说服了你，为什么推销自己、掌控关于你为公司带来价值的叙事如此重要，而不是仅仅让工作成果替你说话。现在你可能在想，好吧，我该怎么做到呢？有几个不同的类别领域你可以着手。

Okay. So how do you do this? Hopefully, I've sold you on why it's so important to sell yourself and to own the narrative around the value that you bring to your company and to not just let your work speak for itself. And now you might be wondering, okay, how do I do that? So there are a few different buckets of categories where you will do this.

第一个是在发展和反馈对话中。当你不掌控叙事，只想依赖事实时，那看起来就是单向的反馈对话。在反馈对话中，你指望你的经理告诉你表现如何。当然，作为反馈对话的一部分，你确实希望经理评价你的表现，但同时你也想掌控叙事，告诉经理你的表现，因为第一，他们看到的没有你多；第二，这是你的事业。

The first one is in development and feedback conversations. So when you're not owning the narrative and you're trying to just rely on the fact, what that looks like is having feedback conversations that are one way. Having feedback conversations where you are looking to your manager to tell you how you're doing. Now, of course, as part of feedback conversations, you do want your manager to tell you how you're doing, but also you want to control the narrative and you want to tell your manager about how you're doing because number one, they're not seeing as much as you're seeing. And number two, it is your career.

这是你的成长。这是你的叙事。这是你通往领导力的道路。所以，有什么比带着一个清晰有力的故事，展示你观察到的自身成长，更能向他们证明你的强大和能力呢？这不是关于吹嘘或显得古怪、缺乏社交意识，而是像一个领导者那样展现自己，能够真正包装这个故事，帮助你的领导、你的经理拼凑出正在发生的进步。

It is your growth. It is your narrative. It is your path to leadership. So what better way to show them how strong and capable you are than to come in with a clear and powerful story of the growth that you are observing in yourself. And this is not about bragging and being weird and being, like, not socially aware, but it's about showing up like a leader who is able to really package the story and help your leader, help your manager piece together the progress that is happening.

举个例子，可能你的经理给你一些反馈，如果你觉得对话进行得不错，你可以说，我一直在关注并专注于我的目标，我想带你看看我观察到的自己的一些进步。你的经理可能会说，太好了，这很有帮助。然后你可以说，我真的很自豪能够完成XYZ项目。这很有挑战性，而且是我以前没做过的类型。

So an example of what this could look like is maybe your manager gives you some feedback, and if you feel like the conversation is going well, you can say, I've been paying attention and really focused on my goals, and I'd love to walk you through some of the evolution that I've been seeing in myself. And your manager will probably say, great. That's really helpful. And then you can say something like, I was super proud of being able to get project x y z over the finish line. It was challenging, and it was a type of project that I hadn't done before.

所以对我来说，我确实想确保我在处理我们讨论过的部分。所以我加倍重视利益相关者管理，确保鲍勃、卡特里娜和杰里——我只是随便编几个名字——都参与进来。同时，我放慢节奏，花更多时间在数据上，因为我们讨论过我要带来更多战略视角。最终产品得到了很好的反响。

And so for me, I really wanted to make sure that I was working on the pieces that we had talked about. So I doubled down on the stakeholder management piece, and I made sure Bob and Katrina and Jerry I'm just making up names. Bob and Katrina and Jerry were all on board. And also, I slowed down to spend more time in the data because we had talked about me bringing more of that strategic lens. And when we got to the final product, it was really well received.

我真心为自己在这些领域的自我突破感到欣喜，我们通过那项工作取得了如此丰硕的成果。瞧，这就是一种既不过分也不令人反感的表达方式。掌控叙事的第一战场是绩效反馈对话。而第二个掌控叙事的关键场合——这点极其、极其、极其重要——

And I was really, really happy that I pushed myself in those areas and that we were able to accomplish so much with that piece of work. Boom. Like, that's a way that you can talk about it without it, like, feeling excessive or gross. So that's the first place where you control the narrative is in your feedback conversations. The second place that you control the narrative, and this is so, so, so important.

我简直无法向你们强调这有多重要。第二个叙事掌控点发生在工作成果汇报时。比如你正在做刚完成项目的总结汇报，或是介绍即将开展项目的提案。但凡涉及展示工作成果的场合，你都必须确保自己掌握着工作叙事的主导权。

I I literally cannot underscore to you how important this is. The second place where you control the narrative is when you are sharing your work. So maybe you're doing a readout or a presentation about a project that you just wrapped up. Maybe you are sharing a proposal for a project you're about to do. But any situation where you are sharing your work, you want to make sure that you are controlling the narrative around your own work.

当你不掌控叙事而只关注事实时，情况是这样的：你会机械地汇报工作，比如'我们做了这个项目，以下是发现结果'——

So here's what it looks like when you're not controlling the narrative and you're only focused on fact. When you're not controlling the narrative, you will just be sharing your work. Like, you'll be sharing like, okay. We did this project. Here were the findings.

项目耗时多久，期间开展了哪些活动。你只是在平铺直叙地说明，而当你主导叙事时，你会编织出一个故事：这个项目如何惠及业务，如何产生影响力，并将你展现的专业能力和领导力与实际成效相联结。例如汇报营销活动时，若放弃叙事主导权，你可能会说'本次活动的广告投资回报率是26%'——

Here's how long the project took. Here are some of the activities that we did as part of it. Like, you will just be walking through it and explaining it versus when you're owning the narrative, you will be weaving together a story of how that project benefits the business, how that project is driving impact, and you will be making links between the expertise and leadership that you brought and the impact that that work is driving. So for example, let's say you are sharing the results of a marketing campaign. If you are not controlling the narrative, you might say something like the ROI that we got on our ad spend for this marketing campaign was 26%.

这个数字是我随便编的。若掌握叙事权，你会解析这26%为组织创造的价值，以及你的领导力如何促成该价值。比如这样说：'凭借团队独特的营销专长，我们实现了高于行业标准的投资回报率，这26%的ROI助力我们超额完成第三季度销售目标'。

I'm just making up a number. If you're controlling the narrative, you will take that 26%, and you will think about what is the value that that's creating for our organization, and how did my leadership help us create that value? So you might say something like, because of the different marketing expertise that I have on my team, we were able to drive an ROI that is higher than the industry benchmark. This ROI of 26% helped us exceed our sales target for q three. Okay.

现在我不再只是陈述事实，不只是抛出26%的ROI让听众自行解读。我在讲述一个强有力的故事：关于我组建的团队、他们贡献的专业能力，以及我为公司创造的实质影响。此刻听众看到的不仅是投资回报率，不仅是常规营销工作，而是我作为推动者的价值，是作为公司领域内具备领导力和思想高度的管理者形象。

So now I'm not just sharing the fact. I'm not just sharing the 26 ROI and just, like, leaving it to my audience to think whatever they would think about it. I'm sharing a powerful narrative about the team that I assembled, the expertise that they brought into this work, and the impact that I am driving for my company. Now what my audience sees is not just an ROI and not just me showing up to do marketing work, but what they're seeing is me driving impact. What they're seeing is me as a capable leader, a thought leader in my space within the company.

这至关重要，因为当我们展示工作时，听众不会自动深究其影响力。我们必须为他们构建这个叙事，阐明工作价值和个人价值。特别是面对高管时，高管沟通的核心原则就是：我们必须主动建立这些关联，不能只是堆砌事实指望他们自行领悟。

This is so important because when we share our work, our audience isn't going to be thinking as deeply about the impact. We have to build that narrative for them. We have to tell them why it is good and why we are good. Especially when we are speaking to executives, one of the core pillars and core foundations of executive communication is we really have to make those links and make those connections for our executive stakeholders. We cannot just throw facts at them and leave it to them to make sense of the facts.

我们有责任围绕事实构建故事和叙述框架。这种叙述应当始终将你定位为极具影响力和能力的人——因为你本就如此。这可能是你掌控叙事最重要的场合之一，而人们往往忽视这点。他们以为只有与经理讨论晋升或职业发展的对话才有助于职场成长，却严重低估了日常谈论工作成果时的影响力，以及如何通过框架化呈现来塑造积极形象。

It is up to us to bring the story and the narrative around the facts. And that story and narrative, it should always position you as someone who is highly impactful and highly capable because you are all of those things. So this is probably one of the most important places where you control the narrative, and people don't really think about this. They think like, oh, the conversations that are gonna help me grow in my company are really the ones, like, where I'm talking to my manager about getting promoted and where I'm talking about my professional development. And they really underestimate the impact that they can have when they're just talking about the work that they do, and they're underestimating how they can frame their work in a way that positions them in a really positive light.

正因如此，我在团体课程《勇敢发声的艺术学院》中花费大量时间指导学员：这种沟通方式的持续调整，可能直接决定你能否更快获得晋升。虽然这或许令人忐忑，但请记住：作为领导者，你的职责不仅是陈述事实，更要构建连贯叙事，激发团队对你和公司发展方向的热情。这是你该掌控叙事的第二个场景。而第三个场景极其微妙——这也是我在课程中教授的内容，因其更具复杂性且常被忽视：即在会议中贡献思想领导力时掌控叙事。

This is why I spend quite a bit of time working with my clients on this in my group program, The Art of Speaking Up Academy, because this one adjustment applied consistently to your communication can be the difference between getting promoted faster versus not. And I know it can feel scary, but you've gotta remember that one of your duties as a leader is to not just throw facts at people, but to bring that cohesive narrative and also to inspire people and get people excited about where you and your company are headed through the work that you do. So that is the second place where you want to be controlling the narrative. And the third place, and this is really, really subtle, this is also something that I teach in the Art of Speaking Up Academy because this is a bit more nuanced and it's something that people aren't typically thinking about. But the third way that you control the narrative is when you are contributing thought leadership in meetings and conversations.

刚才讨论的是分享工作成果的范畴——比如你向满屋同事展示已完成或正在推进的工作。而第三个场景则发生在混乱讨论中：当人们集体头脑风暴时...

So the bucket that I just covered was the bucket of you sharing your work. Right? Like you leading a room full of people through work that you've done or work that you're doing. The third bucket on the other hand is just when you're part of a messy conversation. People are brainstorming.

当团队协同解决问题、各抒己见时，重点不仅在于提出想法，更在于用叙事包裹你的观点，让他人洞察其背后的深度思考、专业底蕴和领导力内涵。

People are trying to solve the problem together. People are contributing ideas. It's not just about contributing your idea. It's not just about saying what your idea is. It's about wrapping a narrative around your idea that helps people see the deep thinking behind it, the expertise behind it, and your leadership.

与其简单说'我认为营销活动应缩短周期采用冲刺模式以获得更好效果'，不如这样表达：'基于公司对本次营销活动投资回报率的期望，结合我过往通过短周期战役提升ROI的经验，建议压缩时间线转为冲刺模式——这种集中发力方式将创造更高回报。'你看，这不仅是分享想法，更是推销其背后的专业价值。我超越了事实层面，用叙事赋予了数据生命力。

So instead of saying something like, I think this marketing campaign should be on a shorter timeline and more of a sprint so that we can get better results, you would say something like, I'm thinking about the ROI that we wanna get for our company in this marketing campaign and thinking about some of my past experience in driving higher ROI through shorter campaigns. I would recommend we shorten the timeline and make it more of a sprint because through that concentrated effort, I think that we're going to be able to drive a higher ROI. As you can see, I'm not just sharing the idea. I'm selling it, and I'm also selling my expertise behind it and what value I am bringing to the table in that suggestion. I'm going beyond the facts, and I'm wrapping a narrative around those facts.

简化这个过程的诀窍在于：叙事通常围绕少数核心要素展开。要么聚焦你带来的独特才能、专业知识或创新思维，要么强调这些专业素养对最终成果的转化价值。当你想通过谈论工作、分享创意或职业发展来塑造能者形象时，只需问自己两个问题：第一，我在此事中的独特贡献或专长是什么？第二，这个贡献创造了何种实际影响？

The cool thing about this and the thing that simplifies this is typically the narrative is going to center around a very small handful of things. Typically, your narrative is going to center around you and the specific talents, expertise, knowledge, innovation that you are bringing to the table and or the narrative is going to center around the impact that that knowledge and expertise is having on the end result. So when you're controlling the narrative and when you're speaking about your work or sharing your ideas or speaking about your professional development in a way that positions you as a highly capable leader, what you wanna ask yourself are two questions. Question one, what is my unique contribution or expertise that went into this? And question two, what is the impact that I helped create through that contribution?

当你用这两个问题的答案与上司或利益相关者沟通时，他们眼中的你将超越执行者层面，成为驱动重大影响的核心价值创造者。本期关键启示是：宏观层面思考'我的个人叙事是什么'？虽然具体情境各有不同，但高层次来看，始终存在关于你核心优势的故事，以及这些天赋如何促进公司发展的故事。建议你沉心梳理这些要点，明确自身独特价值与公司目标的契合点。因为唯有清晰认知这些，你才能在职业发展对话、工作汇报或思想领导力交流中，有机融入想要传递的叙事框架。

When you answer those questions for yourself and when the answers to those questions become part of you sharing information with your boss, sharing information with your stakeholders, then they see you going beyond just someone who is showing up and executing work, and they start to see you as someone who is driving really big impact and someone whose presence at the company is highly valuable. And one takeaway that you can take from this episode is to ask yourself at a macro level, what is the narrative of who I am? You know, it'll obviously show up differently situation to situation, but at a high level, there is always the story of your strengths and your gifts and all of the talents that you bring to the table as well as the story of how those talents are contributing to your company's growth. And I would recommend that you slow down and get clear on those things and really get clear on what your unique value is and how those gifts and talents are really supporting the objectives of your company. Because when you know what those things are, you can find ways to weave them in as you're communicating at work, whether it's a professional development conversation, whether you're sharing your work, whether you're adding thought leadership into a conversation, you can find ways to weave in the narrative that you want to weave in.

如果你想更深入地探讨这个话题，放慢节奏、深入钻研并和我一起学习，这正是我在《勇敢发声的艺术学院》中深入教授的内容。可以说，在我所教授的各种技能中，这是层次最丰富、最微妙的一项。因此，能够放慢脚步真正学会如何做到这一点，理解如何围绕你的身份和你带来的价值塑造强有力的叙事，从而树立领导者的声誉，成为公司渴望提拔和留住的人才，这确实非常有益。要了解《勇敢发声艺术学院》下一期课程的招生时间，请访问jessguzzettcoaching.com/academy或点击节目说明中的链接。非常感谢你的收听，我们下周节目再见。

If this is something that you wanna go deeper on and you want to slow down, dive deep, and learn this with me, this is something that I teach in-depth in the Art of Speaking Up Academy. I would say that of the different things I teach, this is one of the more layered nuanced ones. So it is really nice to get to slow down to really learn how to do this and understand what it looks like for you to shape a powerful narrative around who you are and the value that you're bringing so that you have a reputation as a leader and so that you are someone that your company wants to promote and retain. To find out when the next cohort of The Art of Speaking Up Academy is enrolling, just head over to jessguzzettcoaching.com/academy or click the link in the show notes. Thank you so much for tuning in, and I'll catch you on next week's episode.

再见。

Bye.