5 Keys For Predicting Career Potential
预测职业潜力的5个关键因素
By Phillip Braddy作者：菲利普·布兰迪
Identifying the right talent is always a bit of a gamble.
挑选合适人才的过程往往带有一点赌博的性质。
We look to all sorts of systems and metrics, but they esntially come down to the same thing:
我们指望各种类型的测评系统及指标可以带来些帮助，但是，从本质上讲，这些测评系统和指标都有同样的特质：
Predicting potential for future success is bad on past performance and demonstrated skills.
即通过人才过去的绩效和所展现的技能，来预测其未来成功的潜力。
That may only work if the future is very similar to the past – and we all know the rate of change within organizations is greater than ever. We are constantly required to adapt. What’s more, the behaviors that are effective at one level do not necessarily lead to success at the next. In the words of executive coach Marshall Goldsmith, “what got you here won’t get you there.”
如果未来的情形非常类似于过去，那么潜力预测是可能实现的。但是，我们都知道如今组织内部发生变化的概率比以往任何时候都大，我们不断地被要求去适应变化。此外，即使一个人的表现在现有的职业等级上看似非常有效地，并不意味着当晋升到高一层级后也一定会成功。正如著名的经理人教练马歇尔·古德史密斯所言：“今天的成功不意味着明天的成功”。
Perhaps a better predictor of future potential is learning agility – the ability to learn from experience with speed and flexibility.
学习敏锐度，即快速灵活的从过往经验当中学习的能力，也许可以作为一个更好的预测未来潜力的因素。
To improve your company’s ability to respond to future challenges, learning agility may be the most important skill you can ek – and develop – for yourlf and in others.
为了使您的公司可以在未来快速应对挑战，学习敏锐度是对您个人和他人来说需要探索和发展的一项最重要的技能。
How can you identify learning agility? And how do you improve it?
该如何定义学习敏锐度？又该如何提升学习敏锐度？
I’ve found a five-factor model created by Adam Mitchinson and Robert Morris of the Teachers College, Columbia University老公过生日祝福语 to be uful. Learning-agile individuals practice disciplined personal development in five ways: Innovating, Performing, Reflecting, Risking, and Not Defending. We recently worked together on a rearch study to better understand the five facets of learning agility and how they connect with other leadership metrics. Here’s what we learned – along with tips to identify and encourage learning agility in your organization.
为什么不想学习结婚周年纪念日文案
我发现针对上述两个问题，由哥伦比亚大学师范学院的亚当·米钦森和罗伯特·米瑞斯创建的五因素模型非常有效。具有学习敏锐度的人通过五个方面实现个人发展：创新、执行、反省、冒险以及非防卫模式。我们最近一起开展了一项研究，旨在更好的了解实现学习敏锐度的这五个方面，以及他们与其他领导力指标的联系。下面就是我们的研究成果，一些如何在组织中发现和鼓励学习敏锐性的小技巧。
峨眉山雷洞坪住宿
1. Innovating. Agile learners are not afraid to challenge the status quo and long-held assumptions. They view issues from multiple angles and ek out new experiences. In practice, agile learners don’t go with the first solution that comes to mind. They take time to consider veral options, as well as long-term and short-term implications.
1、 创新
敏捷的学习者不惧怕挑战现状，也不惧怕长期假设。他们以多角度的方式看待问题，并且寻找新的经验。实际上，敏捷的学习者并不会只考虑一种解决办法。他们会花时间考虑几种选择方案，以及他们可能带来的长期和短期的影响。
白色素To boost learning agility, ask people to come up with new solutions, even if emingly tried and trusted ones exist. When faced with a challenge, ask: What is holding us back from trying something new and different? If the constraints were not in place, how would we approach this situation differently?
节目串词为了推动组织中学习的敏锐性，即使已经有比较可信和完善的解决方案存在，也鼓励让大家提出新的解决方案。当面临挑战时，问问自己：是什么致使我们在尝试新事物或不同事情时裹足不前？如果没有了这些约束，我们可以尝试什么其他的不同方案？
2. Performing. Agile learners are able to remain prent and engaged, stay calm when faced with stress or challenge, and adapt quickly in order to perform. They are likely to:
2、执行
敏锐的学习者能够保持与时俱进和积极参与，当面对压力或者挑战时，能够冷静处理，同时，为了保证执行能够快速的适应。他们往往：
∙ Pick up on subtle cues to build a better understanding of the problem.
∙ Look for similarities between an unfamiliar situation and things they have done in the past. They draw on the similarities to frame the new challenge.
∙ Ask questions to understand and listen cloly to what others are saying – and trust in their ability to formulate an appropriate respon.
∙ When feeling stresd, they don’t say or do the first thing that comes to mind — they take a moment to consider what is really required.
教师节画
∙ 从细微的线索来建立对问题的更好的理解。
∙ 在陌生的情境和曾经的经历中寻找相同点，并利用这些相同点来应对新的挑战。
∙ 通过提问和聆听来更好的理解别人，并相信自己有能力做出正确的回应。
创新之路
∙ 当倍感压力时，不要靠第一感觉做事，而是会花一小会时间来考虑什么才是真正要做的。
3. Reflecting. Simply having new experiences does not guarantee that one learns from tho experiences, and learning-agile individuals em to know this. Agile learners take ti
me to critically reflect on their experiences. They examine past success and failures for lessons. When leaders rate high on the “reflecting” scale, their peers and direct reports rate their leadership performance more favorably.
3、反省
敏捷的学习者知道，简单的获得新的经验并不能保证从中学到了什么。敏捷的学习者会花时间以批判性的态度重新审视他们的经历。他们从过去的成败中吸取经验和教训。如果领导者注重“反省”，他们的同事和直接下属往往会更加认可他的领导力。
Clues that a person is a reflective learner include a hunger for feedback and a desire to process not only what happened but why. They may talk about their own learning experiences and look for ways to reflect or debrief with their teams, boss or others.
