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As we move upwards in an organization, our perspective begins to change, sometimes in ways that can feel uncomfortable. Most people begin working in some technical skill area where they can reliably produce desired outcomes based largely on their own performance. 随着我们在一个组织内部获得提拔，我们看待事物的视角也开始发生变化，有时甚至会让你自己觉得不自在。大多数人进入一个组织之后首先承担的是某个技术领域的角色，而且他们基本上确实能够根据自己的能力贡献出组织所需要的成果。 In my career, I was a public relations practitioner, skilled at media relations, drafting news releases, organizing events and news conferences, etc. Of course that also required the skill of collaborating with others, but I wasn’t responsible for their performance. However, as my mastery of public relations increased into the areas of consulting and selling, I started moving up the ladder until eventually I was the general manager of the organization. 在我的职业生涯早年，我曾经是一名公关专员，擅长拓展媒体关系、撰写资讯通稿、组织活动和资讯发布会等工作。当然，这些工作也需要你具备与别人合作的技能，但当时我并用不为别人的表现负责。不过，随着我的技能扩展到咨询和销售等领域，我开始在公司里获得提拔，最终当上了公司的总经理。 That’s when I hit the wall! Suddenly, I realized I had been catapulted beyond my area of competence. I really had no idea how to “manage” others and how to “delegate” responsibility effectively to other players. So what did I do? I sucked most of the responsibility up to myself, continuing to work on things that demanded my technical expertise, while occasionally handing out a few “tasks” to others. Needless to say I suffered hugely as a manager until I learned the difficult lesson that (as my coach at the time said to me) “You need to find new ways of being important.” | 
