361 | 如何展现领导潜力（赢得应得的晋升机会）

是否曾好奇为何有些人能迅速晋升至领导岗位，而另一些人辛勤工作数月甚至数年却依然原地踏步？原因在于晋升不靠埋头苦干，而在于懂得策略性地参与企业游戏规则。本期节目，我将教你如何在不违背核心价值观的前提下掌握这门艺术。若你已准备好跻身领导层，就让我们开始吧。

Ever wonder why some people rise up into leadership roles super quickly while other people work hard for months or even years and still don't get promoted? It's because you don't get promoted by working hard. You get promoted by knowing how to be strategic and play the corporate game. In today's episode, I'm going to teach you how to do that in a way that is fully aligned with your deeper values. If you are ready to claim your seat at the leadership table, then let's dive in.

欢迎收听《勇敢发声的艺术》，这是一档助力职业女性释放内在无限潜能的播客。我是主持人杰西卡·古兹克，我的使命是帮你点燃体内那簇能彻底改变职业生涯的火花——以你未曾设想的方式。非常高兴你的加入，现在请开始我们的节目。欢迎收听本播客。

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 Guzik, 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. I'm so excited that you're here. And now onto the show. Welcome to the podcast.

衷心感谢你的收听。今天这期节目的灵感来源于我客户初访时频繁出现的困境模式——停滞期。当你倾尽全力工作却仍未获得应得的认可与回报时，这种挫败感真实存在。这种现象极为普遍，我深知困守同一职级多年未能获得更高领导头衔的痛苦。但这种情况确实屡见不鲜。

Thank you so much for tuning in. Today's episode was inspired by a pattern that I see pretty often when my clients first come to me and when I begin working with them, and that pattern is stagnation. It can be really frustrating to feel like you are working super hard giving everything you have to your job, but you're still not getting the recognition and the rewards that you deserve. This is a very common thing, and I know how frustrating it can be when you're stuck in the same level for many years and you haven't progressed to that next leadership title. But it does happen pretty frequently.

若你正经历此境，并非因为你能力不足或缺乏担当更大领导角色的资质。根据我的辅导经验，更多时候是因为你尚未掌握那些塑造领导者声誉所需的底层技能，因而未能获得组织内部的晋升机会。这正是我录制本期节目的原因。今天你将学习到我最重要的领导力进阶框架之一：规则遵循者vs规则制定者框架。

And if you are experiencing it, it's not because something is wrong with you or because you don't have what it takes to rise up into a bigger leadership role. What I see more often than not when I'm supporting my clients is that you're stuck because you haven't yet developed some of those beneath the surface skills that you need in order to develop a strong reputation as a leader and be offered a promotion within your organization. That's why I wanted to record today's episode. Today, you're going to be learning one of my most important frameworks for advancing as a leader. It is called the rule seeker versus rule maker framework.

接下来我将详解这个框架。通过本期学习，你会彻底明白为何有人快速晋升而有人劳而无功。更重要的是，你将获得实现思维模式和行为模式转变的路线图，这些转变将助你在组织内快速成长并获得晋升。我无比期待，因为我工作的核心使命就是助力女性跻身领导层。让我们开始吧，希望你喜欢。

I'm going to teach you about that framework. Through learning it in today's episode, you are going to leave with a crystal clear understanding of why some people get promoted quickly while other people work hard and stay stuck. And most importantly, you are going to have a road map for the mindset shifts and behavior shifts that will set you up for rapid growth and landing promotions within your organization. I am so excited because the mission behind my work is to help women rise up into leadership positions. So let's get into it, and I hope you enjoy.

本期核心观点是：若想获得晋升并被视为领导者，你必须完成从规则遵循者到规则制定者的转型。别担心，我会解释这两者的定义。收听过程中你可以自我诊断属于哪类，同时我也会教你如何实现这种转型——因为这正是确立你领导者地位的关键。

The main idea that I'm going to be teaching in today's episode is that if you want to get promoted and you want people to see you as a leader, you want to make sure to pivot from being a rule seeker to a rule maker. Don't worry. I'm gonna explain to you what both of those things are. And throughout this episode, you're actually going to self diagnose to figure out, am I a rule seeker or a rule maker? And I'm also going to teach you how to pivot from rule seeker to rule maker because this is ultimately what's going to position you as a leader.

首先定义规则遵循者：指寻求并遵从规则的人。这里'规则'涵盖多种形式，比如截止日期就是一条规则，对吧？

So let's start with the definition of a rule seeker. A rule seeker is someone who seeks and follows rules. Now when I use the word rule, a lot of different things can function as rules. So for example, a deadline is a rule. Right?

就像你必须在这个日期前完成这件事，这是一条规则。规则追寻者在截止日期前表现得非常出色，他们想知道截止日期是什么，并确保按时完成。其他规则的例子包括组织内项目如何执行。也许你的公司有特定的步骤或流程，要求你严格遵守。

It's like you need to do this thing by this date. That's a rule. Rule seekers operate really well against deadlines, and they wanna know what the deadlines are, and they want to make sure to hit them. Other examples of rules are things like how a project is executed within an organization. Maybe your company has specific steps or a specific process that you're expected to adhere to.

另一个规则的例子是关于哪些利益相关者应参与哪些类型项目的隐含'规则'。规则追寻者非常喜欢发现并遵循这些规则，当知道规则并能遵守时，他们会感到安心。有趣的是，收听这个播客本身就是一种规则追寻行为。许多人听我的播客是因为他们想知道：使用我的声音有哪些规则？玩转职场游戏有哪些规则？

Another example of rules is what are the implicit, quote, unquote, rules about which stakeholders should be included in which types of projects. Now rule seekers really like to find these rules and follow them, And they feel a sense of comfort when they know what the rules are and they're able to adhere to those rules. Something that's really interesting is that listening to this podcast is a rule seeking behavior. Many people come to my podcast because they're wondering, what are the rules of using my voice? What are the rules of playing this corporate game?

他们正在寻找规则，并利用我在这里分享的一些经验来帮助他们理解和遵循这些规则。所以如果你在听这个播客，很可能在某种程度上你是个规则追寻者。规则追寻者的美妙之处在于他们拥有许多非常有趣的优点。他们往往非常可靠，你可以信赖他们完成任务并兑现承诺。

They're searching for rules and using some of the learnings that I share here to help them conceptualize and follow those rules. So if you're listening to this podcast, there's a good chance that in some ways, you're a rule seeker. Now the wonderful thing about rule seekers is that they possess a lot of very interesting strengths. So rule seekers tend to be very consistent. You can rely on them to get things done and do what they say they're going to do.

他们不会错过截止日期，一定会把事情做完。他们也往往非常细致，做事不会偷工减料，而是会做到尽善尽美。

They are not going to miss their deadlines. They're going to get it over the finish line. They also tend to be very thorough. They're not gonna cut corners when they do something. They're going to do it right.

这又回到了那种倾向：我想知道规则是什么，并想遵守它们。我不想跳过任何步骤或规则。他们通常非常擅长流程导向的工作，这很合理，因为流程就是一套规则。而且，规则追寻者可能有惊人的耐力和执行力。

Again, that goes with that tendency of, okay. I wanna know what the rules are, and I wanna follow them. I don't wanna skip any steps or skip any rules. They tend to be very good at process oriented work, and this makes sense because a process is just a set of rules. And, also, rule seekers can have incredible stamina and follow through.

他们能完成大量工作，承担很多任务，并且全部完成。这种一致性和这种坚持到底、细致工作的能力意味着规则追寻者正在创造产出、可交付成果和大量价值。话虽如此，作为规则追寻者也有一些缺点，如果你有兴趣晋升到领导或高管职位，了解这些非常重要，因为作为规则追寻者的一些缺点可能会减缓你通往领导层的道路。我想讨论三个缺点。

They can just get a lot done. They take on a lot of workload, and they complete all of it. So this consistency and this ability to follow through and do this thorough job means that rule seekers are creating outputs and deliverables and lots and lots of value. That said, there are some drawbacks to being a rule seeker, and this is super important for you to know about if you're interested in elevating into a leadership or executive role because some of the drawbacks of being a rule seeker can slow down your path to leadership. So there are three drawbacks that I want to talk through.

第一个缺点是，规则追寻者因为热爱寻找规则，即使在不存在规则的情况下也会不断寻找。工作中有些事有明确的规则，规则追寻者在这种环境中如鱼得水。但工作中也有些方面根本没有规则。例如：房间里谁该发言没有规则；在主动接触和与更高级别的利益相关者建立关系方面，你能有多主动没有规则；在设定方向或挑战来自上级的想法方面，你能多频繁地这样做也没有规则。

The first one is that rule seekers, because they love searching for rules, they will always search for rules even in situation where rules don't exist. So there are some things that you do in your job where there are clear rules, and rule seekers thrive in those kinds of situations. But there are also elements of your job where there aren't any rules. So some examples of situations where there aren't any rules are there aren't any rules around who should be speaking up in a room, around how proactive you're allowed to be when it comes to reaching out and developing relationships with more senior level stakeholders. There aren't any rules about how often you're allowed to set direction or challenge an idea that's coming from above you in the organization.

在企业职场中，总存在一些模糊的灰色地带行为，这些活动没有明确的规则可循。问题在于，当工作中某些环节缺乏规则时，你可能会因寻找不存在的规则而陷入停滞。你的大脑不断纠结：我该发声吗？该主动联系这个人吗？该告诉大家我认为有更好的方法吗？

So there are these looser gray area elements of a typical corporate job, and these loose gray area activities don't have rules. Now the problem is if there are certain elements of your job that don't have rules, you could get stuck in inaction because you're searching for rules that don't exist. Your mind is trying to answer these questions of like, should I speak up? Should I reach out to this person? Should I let everyone know that I think there's a better way?

你的思维在搜寻是否应该采取这些行动以及如何行动的规则。由于找不到这些规则和答案，你便较少采取这类行动。关键在于：通常那些没有明确规则、更混乱模糊的行动，恰恰是能让你展现领导力的行为。比如在会议室里非资深者主动发言、积极建立人际关系、主动设定愿景并分享宏大构想。

Your mind is searching for the rules of whether you should do those things and how you should do those things. And because you're not finding those rules, you're not finding those answers, you don't take those actions as frequently. Now here's what's so important about this. Typically, the actions that don't have rules, those messier, more ambiguous actions, those are the ones that help you get noticed as a leader. So it's actions like speaking up in a room when you're not the most senior person, being proactive about building relationships, being proactive about setting vision and sharing bigger ideas.

这类行动能让他人视你为领导者，助你在组织中获得晋升。规则追寻者的矛盾在于：虽然遵循规则能让你高效、勤勉、可靠，但这种特质也会阻碍你快速迈向领导岗位——因为你较少采取那些引人注目、彰显领导魄力的大胆行动。这是规则追寻者的第一个弊端。顺便说，如果你自认是规则追寻者，请不带评判地听完这些弊端分析，因为追寻规则本身并无过错，事实上它正是你职业初期取得成功的关键。

Those are types of actions that help people see you as a leader and help you get promoted in an organization. So what's tricky about being a rule seeker is that while your tendency to seek out and follow rules helps you be very productive and diligent and reliable, that same tendency to seek out and follow rules can get in the way of you speeding up your path to leadership because you will be taking fewer of those bigger, bolder leadership actions that really help people notice you and take you seriously as a leader. So that is the first drawback of being a rule seeker. And by the way, before I go deeper into this, if you are identifying as being a rule seeker, I want you to listen to me share these drawbacks without judging yourself because there's nothing wrong or bad about being a rule seeker. In fact, being a rule seeker is what helps you create success in the beginning of your career.

所以请不要用对错来看待这个问题，而应理解为：你的行为模式需要随着领导角色的演进而调整。基于此，我们来看第二个弊端：难以脱颖而出。要在公司加速晋升为领导者，你必须拥有鲜明的个人标签，必须让自己与众不同。

So I don't want you to think about this as right and wrong. I want you to think about it as the way that you operate has to evolve as your leadership position evolves. So with that being said, let's talk about the second drawback of being a rule seeker, which is that it's difficult to stand out. So one of the things that you have to do in order to speed up your path to leadership in your company is you have to be known for something. You have to distinguish yourself.

你需要建立这样的声誉：人们清楚知道你的独特价值所在。我常想象高管们在茶水间闲聊的场景——当他们进行非正式交谈时，往往会讨论团队成员的工作质量和领导表现。我会自问：希望高管们在茶水间如何评价我？比如'嘿，你看到杰西卡负责的那个项目了吗？'

You have to have a reputation where people know what makes you different, what makes you special, what makes you unique. The way that I think about it is I like to imagine executives having water cooler conversations or just, like, casual hallway conversations. And what I think about is when executives are having these more informal chats with one another, they're often going to be talking about people on the team or people at the company, and they're going to be commenting on the quality of those people's leadership and of those people's work. And I like to ask myself the question of what do I want these executives to be saying about me when they're at the water cooler and one of them says, hey. Like, did you see that piece of work that Jessica was working on?

'你觉得怎么样？'虽然我已离开企业界成为全职教练，但当年在职时我常思考这个问题。要建立助你脱颖而出的声誉，高管们在茶水间闲聊时需要有实质内容来讨论对你的印象。

Like, what do you think of it? Now, obviously, I'm not in the corporate world anymore. I'm a full time coach. But when I was in the corporate world, that's something that I thought about. Now when they're having that water cooler conversation, in order for you to develop a reputation that helps you stand out and get promoted, those executives need something meaty to talk about when it comes to their impression of you.

对于规则追寻者，高管们很难给出令人印象深刻的积极评价。请具体想象这个场景：假设有个叫莎拉的规则追寻者，她循规蹈矩、按时完成任务、遵守流程，但从不越雷池半步。现在想象两位高管在茶水间对话，其中一人说：'嘿...'

And it's very challenging for them to have remarkable, wonderful things to say about someone who is a rule seeker. I really want you to imagine this because imagining this is the best way to understand this. I want you to imagine someone named Sarah who is a rule seeker. Sarah looks for the rules, follows the rules, hits her deadlines, follows processes, but she never goes outside of those bounds. So I want you to imagine two executives chatting by the water cooler, and one of them says like, hey.

你和莎拉共事过吗？跟我说说她吧。她的口碑如何？另一个人可能会说，她总是遵守规则，总能按时完成任务。

Have you worked with Sarah? Like, tell me about her. What's her reputation? And the other one says like, oh, she always follows rules. She always hits deadlines.

如果你给她一个流程，她就会严格执行。如果高管们对莎拉的评价仅限于此，你认为她有可能脱颖而出获得晋升吗？答案很可能是否定的，因为当人们对你最主要的评价是循规蹈矩时，你很难被视为卓越或具备强大领导力。这就是规则遵循者的第二个弊端。最后一个弊端尤为严重，它可能让你感到极度沮丧——这种情绪完全情有可原。

Like, if you give her a process, she will follow that process. If that's the conversation that the executives are having about Sarah, do you think Sarah is likely to stand out and get promoted? The answer is probably no because it's really hard to be seen as remarkable or to be seen as a really strong leader when the main thing that people are saying about you is that you follow rules and follow processes. So that is the second drawback of being a rule seeker. The final drawback, and this one is so loaded, and it it can make you feel really frustrated and justifiably so.

第三个弊端是：企业有动机将规则遵循者留在中层管理岗位。这是因为这类人往往擅长高产出。对于高度依赖执行力的岗位，能持续交付成果的员工更具价值。而随着职位晋升和领导头衔的扩大，实际执行工作反而会减少——组织结构图中层及以下才是执行主力。

The third drawback is that companies are incentivized to keep rule seekers in middle management positions. This is because rule seekers tend to be good at generating a high volume of output. An employee who generates a high volume of deliverables is more valuable to a company when they are in a position that relies heavily on execution. And, typically, the higher you go and the bigger leadership title you have, the less execution you're doing. Whereas as you look downwards on an org chart at middle management and below, the more execution you're doing.

从公司角度思考：像莎拉这样的高产员工，管理层会考虑把她放在哪个最需要产出的位置？于是企业利益开始扭曲，甚至与莎拉的职业诉求相悖。她可能渴望晋升以实现职业成长，但公司却更愿意让她留在中层——因为那里最能发挥她的价值。

So if you think about it from the perspective of a company, if they look at someone like Sarah who pumps out a lot of deliverables, they're gonna ask themselves, okay. Where in the organization do we need someone pumping out a lot of deliverables? So their incentives become skewed, and their incentives could start to go against Sarah's incentives. Sarah might want to get promoted because that's what she desires for her career and her professional growth. But the company doesn't want Sarah to get promoted because they benefit more by keeping her in middle management.

我多次目睹这种情况引发的挫败感。但某种程度上这也是好消息：通往领导力的道路不在于加倍工作，反而在于更聪明地工作。接下来我将讨论如何从规则遵循者转型为规则制定者——我们稍事休息后继续。

I have seen this play out multiple times, and it can lead to a lot of frustration. Now in some ways, even though this can be frustrating, it's actually good news because what it means is that the path to leadership does not involve working more. In many ways, it involves working less. And that brings me to the second part of this episode where I'm gonna talk about transitioning from rule seeker to rule maker. So we're gonna take a quick break.

广告回来后，我会详解什么是规则制定者、如何判断自己是否具备这种特质、为何他们能更快晋升，最重要的是如何实现这种转型。现在进入短暂休息，稍后继续。想建立高效领导者的声誉吗？你必须展现所谓的'行动偏好'——即无论主持会议、启动新项目还是解决问题，都能持续推动事务发展。

And then after the break, I'm gonna tell you what a rule maker is, how to know if you are one, why rule makers get promoted into leadership positions faster, and most importantly, I'm gonna explain to you how to transition from rule seeker to rule maker. So let's take a quick break, and then I'll catch you on the other side of the break. Do you want to develop a reputation as a super effective leader? If so, you have to demonstrate something called bias to action. Bias to action means that you are someone who is always taking action.

企业青睐具备行动偏好的员工，因为他们能成为卓越领导者。为帮助大家培养这种能力，我制作了免费指导手册。这份新手友好型手册将教你如何在下次会议中展现行动偏好。若你渴望给上司、同事和公司领导层留下深刻印象，立即通过节目说明顶部链接或访问justgussetcoaching.com/biastoaction（连写）获取。

Whether you're leading a meeting, beginning a new project, or solving a problem, you are laser focused on keeping things moving forward and taking that next step to build momentum. Companies love promoting employees who demonstrate bias to action because they make truly excellent leaders. I want to help you learn to demonstrate bias to action, so I created a free worksheet to help guide you. This worksheet is beginner friendly, and in it, I guide you in learning how you can demonstrate bias to action when running your next meeting. If you are ready to make a solid impression on your boss, your coworkers, and all of the leaders at your company, grab this worksheet now by clicking the link at the top of the show notes or by going to just gussetcoaching.com/biastoaction, all one word.

再次提醒，您可以在节目备注中找到这份免费工作表的链接。现在回到正题。好的，这是本期节目最有趣的部分，因为我们将讨论什么是规则制定者，以及如何从规则遵循者转变为规则制定者。所谓规则制定者，是指那些倾向于自行制定规则的人。

Once again, you will find the link to this free worksheet in the show notes. And now back to the episode. Okay. So this is the fun part of the episode because we're gonna talk about what a rule maker is and how you can pivot from rule seeker to rule maker. So a rule maker is someone whose bias is to create the rules themselves.

与那些寻找现成规则来遵循的规则遵循者不同，规则制定者会自问：我认为规则应该是什么？在得出答案后，他们会基于自己的领导力和对规则（所谓的）应有之义的思考采取行动。规则制定者主要在两种大环境下如鱼得水：第一种是完全没有规则的情况，但他们在现有规则不完善的环境中同样能大显身手。规则遵循者更可能遵循即便不完善的规则，而规则制定者则更可能质疑这些规则并提出：为什么我们要这样做？

So unlike rule seekers who are searching for preexisting rules that they can follow, rule makers are asking themselves, what do I think the rules should be? And after they answer that question, they take action based on their leadership and their own thoughts around what the rules, quote unquote, should be. Now there are two umbrella scenarios where rule makers really thrive. The first is situations where there are no rules at all, but they also thrive in situations where the existing rules are suboptimal. A rule seeker is more likely to follow rules even if those rules are suboptimal, whereas a rule maker is more likely to question those rules and be like, why are we doing it this way?

这不合逻辑，我认为我们应该换种方式。现在您可能已经开始明白为什么规则制定者更容易获得晋升进入领导岗位，我将就此分享几点见解。首先，在组织中的职位越高，既定规则就越少，模糊性就越大。因此职位越高，组织就越需要能够不仅适应模糊性、而且能在模糊性中茁壮成长的人来担任。

This doesn't make sense. I think that we should do this differently. Now you're probably already starting to figure out why rule makers are very likely to get promoted into leadership positions, and I'll share a few quick thoughts with you on that. Number one, the higher you get in an organization, the fewer rules there are, the more ambiguity there is. So the higher the position, the more an organization needs someone in that position who is not just comfortable with ambiguity, but who thrives in ambiguity.

同理，随着职位不断晋升，工作复杂度也会相应提升。当工作复杂性增加时，用规则来约束所有事务就变得不可能。这些正是规则制定者能成为优秀领导者的部分原因。回想我之前分享的饮水机谈话例子——假设高管们在讨论员工表现时，作为规则遵循者很难获得高管们的盛赞，而规则制定者则恰恰相反。

Similarly, as you go into higher and higher positions, there's higher levels of complexity. And when the complexity of the work that you're doing increases, it becomes impossible for everything to be bound by rules. So those are a couple of reasons why rule makers make great leaders. And if we go back to the water cooler example that I shared with you, where I told you to imagine executives talking about employees at the water cooler, and we talked about this idea of if you're a rule seeker, it's hard for executives to have glowing things to say about you. The opposite is true for rule makers.

规则制定者往往会给高管留下深刻印象。想象两位高管在饮水机旁谈论瑞秋——一位规则制定者，他们不会说'她总是遵守流程、按时完成任务'这类话，而是会说'真庆幸她当时提出异议，现在项目进展顺利多了'，或是'她处理那个棘手客户的方式令人印象深刻'。如果您是规则制定者，这就是高管们会进行的对话，而这些对话正是他们决定将您提拔至更重要领导岗位的信心来源。

Rule makers tend to really stand out in the minds of executives. And if you imagine two executives chatting at the water cooler, let's say they're chatting about Rachel who is a rule maker, Instead of them saying things like, oh, she always follows processes and she always hits deadlines. They're gonna say something like, I am so glad she pushed back on that because we are now taking the project in such a better direction. Or I'm so impressed with how she handled that messy client situation. Those are the conversations that they're going to have about you if you're a rule maker, and those are the conversations that give them the confidence to promote you into a bigger leadership role.

本期额外赠送的一个实用建议是：当您思考职业发展时，不妨自问'高管们需要在饮水机旁如何评价我？我要采取哪些行动才能获得这样的评价？'关于规则遵循者与制定者的核心差异还需补充：遵循规则在情感上更安全，因为遵循他人规则无需承担风险——若规则出现问题，责任不在您。而成为规则制定者需要极大勇气，因为您要对整个流程承担更多责任，并展现自己的思想领导力。

And one bonus tip from this episode that is just a really useful thing to keep in mind is as you think about your future at your company and where you want to go within your company, ask yourself, what do executives need to be saying about me at the water cooler, and what actions can I take to get them to say those things? Now here's one thing that I'll say in terms of the differences between rule seekers and rule makers. Being a rule seeker is emotionally safer because when you're following someone else's rules, you're not really taking a risk. If something in the rules isn't working out, it's not on you. Whereas being a rule maker requires so much courage because you're taking much more ownership over the process, and you're also putting your thought leadership out there.

这可能会让人感到暴露、脆弱和情感上的冒险。但关键在于，其回报绝对值得。当您成为规则制定者后，自信心会随着影响力的扩大而增长。当您因勇于提出异议、敢于发起重要行动，并最终为公司带来显著效益时，由此建立的自信远比循规蹈矩完成任务所获得的更为深刻。除了能更快晋升至领导岗位这一明显优势外，成为规则制定者另一个美妙之处在于：您将获得更深层次的尊重。

So it can feel exposing and vulnerable and emotionally risky. But the thing is the upsides of it are so worth it. As you become a rule maker, your confidence grows because you start having impact at a much bigger level. When you watch yourself have impact because you had the courage to push back, you had the courage to initiate something big, and then that results in something really good for your company, the confidence that you build from that is so much deeper than the confidence that you build from following a process and hitting a deadline. The other wonderful thing about being a rule maker, aside from the obvious benefit of moving into leadership positions faster, is that you are respected at a much deeper level.

当我们与规则制定者共处一室时，我们能感受到那种能量。我们感受到他们散发的自信，体会到他们展现的领导力。相信你也有过这样的经历：房间里有人正推动事务进展，以某种方式占据主导地位，使人们自然而然地遵从并尊敬他们。当你成为规则制定者时，你真正开始赢得这种尊重，人们会转向你寻求指导和答案，这种感觉棒极了。

When we have rule makers in the room with us, we feel that energy. We feel the confidence they have. We feel the leadership that they're bringing. And I'm sure you've had experiences of being in a room with someone who was just, like, moving things forward and taking up a lot of space in the room in a way that made people defer to them and respect them. When you become a rule maker, you really start to earn that respect, and people really start to turn to you for direction and for answers, and that is a great feeling.

那么让我们探讨如何从规则遵循者转变为规则制定者。这需要几个核心要素，也是我在「勇敢发声学院」指导学员时重点培养的能力。首先需要建立情感韧性。遵循规则确实让人在情感上更有安全感，而成为规则制定者则更令人畏惧且容易暴露弱点。当情感韧性不足时，我们面对任何情感不适的本能反应就是逃避。

So let's talk about how to shift from rule seeker to rule maker. Now there are a few ingredients to this, and these are the core ingredients that I help my clients develop when I'm supporting them in The Art of Speaking Up Academy. The first thing that we need to do to transition from rule seeker to rule maker is we need to build emotional resilience. It is emotionally safer to be a rule seeker to follow the rules, and it is much scarier and more exposing to be a rule maker. Now when we have low emotional resilience, anytime that we are faced with something that's emotionally uncomfortable, our default reaction is to avoid that thing.

因此一旦不适感出现，我们就会突然停滞不前，退缩回到更安全的状态。很多时候，当你试图占据主导地位却因不适感而退缩时，可能会认为自己能力不足、缺乏自信或存在某种缺陷。但事实是：你没有任何问题。

So we stop dead in our tracks as soon as the discomfort arises, and we backtrack, and we go back to the safer thing. And a lot of times when that happens, when you try to take up space, but then it feels uncomfortable, so then you backtrack and you don't take up space, a lot of times you might think, I can't do this. I lack the confidence. Something is wrong with me. Nothing is wrong with you.

你只是需要锻炼自己应对更多不确定性和情感不适的能力。美妙之处在于，随着这种能力的提升，你不仅能做到那些曾经回避的规则制定行为，久而久之这些行为还会变得越来越轻松。你会逐渐适应，恐惧感也会消退。你生活或职场中可能就有这样的例子：曾经令你紧张害怕的事情，因反复面对而变得稀松平常。

It's just that you need to strengthen the muscle of being able to navigate a larger amount of uncertainty and emotional discomfort. The beautiful thing is as you learn to do that, not only are you able to take some of those rule maker actions that you used to avoid, but over time, those rule maker actions start to become easier. You get used to them. They don't feel as scary. And you've probably had examples in your life or in your career where something that used to feel intense and scary and super hard doesn't feel that hard anymore because you faced it over and over, and it became comfortable and familiar.

这个转变过程同样如此。只要愿意直面挑战，锻炼承受情感不适的能力，你就能蜕变为规则制定者。培养情感韧性最显著的附加效果是：它能指数级提升你的自信。这实际上形成了良性循环——当你能够完成曾经情感上难以承受的事情时，那种「我居然做到了」的成就感会让信心倍增。

So this is just like that. If you're willing to face it and you're willing to work on the muscle of tolerating that emotional discomfort, you can transition to becoming a rule maker. And one of the best side effects to building emotional resilience is that it increases your confidence exponentially. And it really does create this virtuous cycle where as you're able to do things that used to be emotionally too difficult for you, your confidence grows because you're like, wow. I did that thing.

这种自信又会推动你接受更多挑战，做出更多规则制定者的行为。随着这些实践，你的信心持续增长。如此形成绝妙的循环：更大胆的行动催生更强的自信，二者不仅带来美妙体验，更能实质性推动职业发展。

I feel so confident. And that confidence fuels you to take on more and more challenges and to do more and more rule maker behaviors. And as you do those things, your confidence grows. So it's this wonderful loop where you're taking bolder action and your confidence is growing. And both of those things not only feel amazing, but really help you grow in your career.

第二个关键要素是建立反馈机制。这点至关重要。我接触过许多规则遵循者，其中多数客户最初都倾向于此。长期处于规则遵循状态的人，往往意识不到这种行为模式已渗透到日常习惯中。比如在收听本期内容前，你可能从未意识到自己属于规则遵循者。

The second important ingredient when it comes to shifting from rule seeker to rule maker is to have a feedback loop. This is super important. I've worked with a lot of rule seekers, and many of my clients tend to lean in the rule seeking direction. And a lot of times when people have been rule seekers for a very long time, they don't even have awareness of the ways that their rule seeking behaviors are infiltrating their day to day habits and actions. For example, you might not have even had awareness that you are a rule seeker until listening to this episode.

即便我们开始意识到自己处于这种思维状态，也往往难以察觉因规则寻求型思维模式而自我设限的种种表现。正因如此，外部反馈机制显得尤为重要——需要有人观察你、了解你的习惯，并在你陷入规则寻求模式或重蹈旧行为时帮你建立觉察。当拥有这种外部反馈机制的同时，你也在增强情绪韧性，从而获得采取更大胆规则制定行动的勇气与毅力。渐渐地，你的习惯和行为将开始转变，你会以更出色的表现赢得晋升机会，让高管们在茶水间对你赞不绝口。总结本期核心观点：若你遭遇职业瓶颈，从规则遵循者转型为规则制定者或能破局。与其寻找并遵循规则，不如培养自主制定规则并据此行动的能力。

And even when we start to understand that we are in this state of mind, it can be difficult to see the ways in which we are limiting ourselves because of our rule seeking thought processes. This is why it is so useful to have an outside feedback loop, someone who is observing you, who knows your habits, and who can also help you build awareness of when you're getting stuck in rule seeking and defaulting to old behaviors. When you have that outside feedback loop and simultaneously, you're growing your emotional resilience so that you have the courage and fortitude to take those bigger rule maker actions, you will gradually start shifting your habits and your behaviors, and you will begin showing up in a way that is going to get you promoted and in a way that is going to have executives saying really good things about you at the water cooler. So to summarize the main ideas in today's episode, if you are stuck in a career plateau, one thing that can get you unstuck is shifting from rule seeker to rule maker. Instead of seeking out and following rules, you wanna build the muscle of making your own rules and taking action based on the rules that you create.

这正是你在组织中脱颖而出的关键——规则制定者能为高管提供实质性的谈资，进而塑造你的职场声誉。而这份声誉正是你获得晋升的核心资产。要实现从规则遵循者到制定者的转变，最佳途径之一是提升情绪韧性，并建立能助你突破思维定式、采取更大胆规则制定行动的外部反馈机制。如果你正渴望这种转变，并意识到自己已准备好转型，《勇敢发声学院》正是我为客户提供此类指导的课程。在这个项目中，我将帮助你构建情绪韧性。

This is what helps you distinguish yourself in an organization because rule makers give executives something meaty to talk about, and that is what forms your reputation. And your reputation is your main asset that you use to get ahead and to get promoted in an organization. And one of the best ways to shift from rule seeker to rule maker is to increase your emotional resilience and build some kind of outside feedback loop that helps you think in new ways and take new, bigger rule maker actions. If these are shifts that you want to make and if you're realizing that you are ready to pivot from rule seeker to rule maker, this is exactly what I do with my clients in The Art of Speaking Up Academy. Inside this program, I help you build emotional resilience.

我将助你建立自信，培养作为领导者独特的表达方式，使你的影响力超越机械遵循规则，成为公认的规则制定者。若你渴望更深度的支持、责任体系及循序渐进的指导来建立强大自信，找到领导者的声音，我诚挚邀请你加入《勇敢发声学院》候补名单。加入后，首先你将获得提前注册资格；其次，提前注册者可享独家早鸟福利。

I help you build confidence. I help you develop your unique voice as a leader so that your impact can extend beyond just following the rules and so that you can become known as someone who makes the rules. If you are craving deeper support, accountability, a step by step process to help you build deep confidence and find your voice as a leader, I wanna invite you to join the waitlist for The Art of Speaking Up Academy. When you join the waitlist, number one, you get an invitation to enroll early. And number two, when you enroll early, you get exclusive early enrollment bonuses.

有时我们会提供附加研习会，有时则安排与我的私人一对一辅导。加入候补名单可确保你在注册《勇敢发声学院》时获得最优厚的附加权益，建议你不要错过这个机会。点击节目说明中的链接或访问jessguzzickcoaching.comacademy即可加入候补名单。非常感谢你的收听。

Sometimes offer a bonus workshop. Sometimes I offer a bonus private one on one session with me. When you're on the wait list, you ensure that you will get the best possible bonuses included in your Art of Speaking Up Academy enrollment, so I recommend that you do not miss that opportunity. To add yourself to the waitlist, click the link in the show notes or go to jessguzzickcoaching.comacademy. Thank you so much for tuning in.

录制本期节目非常愉快，我们下周再见。拜拜。

This episode was so much fun to record and I will catch you next week. Bye.