Name: 作為一名新任經理，如何在工作中受到重視 (How to Be Taken Seriously as a New Manager at Work)
Uploaded: 2025-07-17T09:22:12.000Z
Duration: 15 min 10 s

Picture this scenario, you've just started a new role in a new company with a new team.

想象一下這樣的場景：你剛剛在一家新公司開始了新的工作，與一個新的團隊共事。

現在進行式

And already you're feeling as though you're in the deep end.

The meetings are back to back, your manager's talking to you quickly, moving things along quickly.

會議是背靠背進行的，你的經理與你談話的速度很快，事情進展得也很快。

You are feeling as though everything is whizzing by and you've hardly had time to even onboard.

您覺得一切都好像在飛快地流逝，而您甚至還沒來得及上船。

If this is you, if this is the situation that you're in, this video is for you.

如果這就是你，如果這就是你現在的處境，那麼這段視頻就是為你準備的。

For those of you who are new here, my name is Linda Rayner, I'm a career strategist.

新來的朋友們，我叫琳達-雷納，是一名職業戰略家。

And my mission is to help professionals lead with authentic confidence in life and at work.

我的使命是幫助專業人士在生活和工作中以真正的自信進行上司。

And this particular video was inspired by one of my amazing clients who's recently started her new senior management position at a Fortune 500 company.

這段視頻的靈感來自於我的一位出色客戶，她最近剛在一家財富 500 強公司擔任高級管理職位。

And without getting into the full details, she's essentially feeling a little bit overwhelmed in her new role, simply because right off the bat, her onboarding didn't really even happen.

不談全部細節，她對自己的新角色感到有些不知所措，原因很簡單，她的入職培訓根本就沒有進行。

She was pulled into meetings left, right, and center.

她被拉去參加左右和中間的會議。

Her manager is already demanding things of her.

她的經理已經開始對她提出要求了。

And on top of that, because of her title and her role, she is having to lead and guide others.

此外，由於她的頭銜和角色，她還必須上司和指導他人。

But of course, it's really difficult to lead and guide others when you're in an environment that you are still getting familiar with.

當然，當你還在熟悉環境時，確實很難上司和指導他人。

So I really thank her for sharing this question.

是以，我非常感謝她提出這個問題。

And I want to share with you my framework on how you can come across as confident, clear, and with presence, even if you're in a brand new situation.

我想與你們分享我的框架，告訴你們如何在全新的環境中也能表現得自信、清晰、有氣場。

And the framework that I'm going to share with you is called SEEN, S-E-E-N.

我要與你們分享的框架叫做 SEEN，S-E-E-N。

The first four steps are the S-E-E-N, and then there's a bonus at the end.

前四個步驟是 S-E-E-N，最後還有一個獎勵。

And this is all about how to set the tone as the leader when you are in a new work environment.

而這一切都與如何在新的工作環境中設定領導者的基調有關。

The first is S, which is signal strategic thinking.

第一個是 S，即信號戰略思維。

When you're a leader, the way that you ask questions is extremely important because it signals to those around you how you're thinking, the way that you think.

當你是一名領導者時，你提問的方式極為重要，因為它向你周圍的人傳達了你的思維方式和思考方式。

And you always want to be showcasing that you're thinking ahead.

你總是希望展示你的前瞻性思維。

So first of all, there is no point in you pretending as if you know everything.

是以，首先，你沒有必要假裝自己無所不知。

Everyone knows that you don't know everything because you're new.

每個人都知道，因為你是新人，所以不可能什麼都知道。

However, they still want to see how you're going to react.

不過，他們還是想看看你的反應。

And the way that you want to react to be seen as a confident, calm, clear leader is that when you're asking questions, you're thinking ahead.

要想讓別人覺得你是一個自信、冷靜、清晰的領導者，你的反應方式就是，當你提出問題時，你要提前思考。

You're posing questions as in, okay, so based on this information that you've just provided me, how does that work when this occurs?

你提出的問題是，好吧，根據你剛才提供給我的這些資訊，發生這種情況時該如何處理？

So you're asking questions that showcase that you already are seeing the bigger picture and you're seeing where this will go.

所以，你提出的問題表明，你已經看到了大局，看到了事情的發展方向。

It challenges them a little bit to have to explain and describe themselves a little bit further, but it showcases to those around you that you're not just here just to learn basic facts.

這對他們來說有點挑戰，他們必須進一步解釋和描述自己，但這也向你周圍的人展示，你在這裡不僅僅是學習基本事實。

You're here to understand the bigger picture.

And that's what asking smart questions is all about.

You want to showcase that you are strategic in the way that you think.

你要展示自己的思維方式具有戰略性。

And so the types of questions that you ask matter.

是以，你所提問題的類型很重要。

And as an example, just to illustrate this, instead of asking, can you explain this to me?

舉個例子來說明這一點，不要問 "你能給我解釋一下嗎？

So how does that tie into the larger Y goal?

那麼，這與更大的 "Y "目標有什麼聯繫呢？

Can you walk me through how this decision impacts Z?

您能告訴我這個決定對 Z 有什麼影響嗎？

But more so when I understand this particular aspect, how does that tie into this other aspect?

但更重要的是，當我理解了這個特定方面，它又是如何與其他方面聯繫在一起的呢？

Where does this take us when it comes to this other idea?

說到另一個想法，這又會給我們帶來什麼呢？

So you are constantly relating it to a future point from where you're at in terms of whatever it is that you're discussing.

是以，無論你在討論什麼，你都會不斷地把它與你所處的未來點聯繫起來。

And the reason why this works is because you're telling people that you are already in your mind and out loud mapping out the context rather than just taking notes.

這樣做之所以有效，是因為你在告訴別人，你已經在腦海中大聲描繪出了背景，而不僅僅是做筆記。

Just simply only taking notes is something that a junior would do or a senior would do.

只是簡單地做筆記，無論是低年級學生還是高年級學生都會這麼做。

Someone that is not even at the manager level.

When it comes to understanding the bigger picture, the strategic thinking and showcasing that you have foresight, you have to nudge yourself to ask the bigger questions.

說到了解大局、戰略思維和展示自己的遠見卓識，你必須鼓勵自己提出更大的問題。

All right, now onto the second step of the five steps, which is E, and that is express your point of view early, even while learning.

好了，現在進入五步曲的第二步，也就是 E，就是儘早表達自己的觀點，甚至在學習的時候。

Speaking up is important, even when you're brand new.

即使你是新手，也要大膽發言。

You need to already showcase and establish your presence by bringing up things that people may not be thinking about, asking the right questions, as we discussed previously, and showcasing that you are thinking ahead.

你需要通過提出人們可能沒有想到的問題、提出我們之前討論過的正確問題，以及展示你的前瞻性思維，來展示和建立你的存在感。

So what this ultimately means is do not wait until you are ready.

是以，這最終意味著，不要等到你準備好了再去做。

You want to start doing it now, even on the first day.

你想現在就開始做，哪怕是第一天。

You're doing this through your questions, through your perspective, and through your instincts.

你要通過你的問題、你的視角和你的直覺來做到這一點。

So as an example, you want to start asking yourself, what's missing that no one's saying?

是以，舉個例子，你要開始問自己，還有什麼是沒有人說的？

有什麼不清楚的，我可以幫忙整理的？

What do I sense, even if I don't have the full picture yet?

即使我還不瞭解全部情況，我又能感覺到什麼呢？

You have experience, you have knowledge, you've seen similar types of scenarios before, and so you have the ability to piece puzzle pieces together.

你有經驗，你有知識，你以前見過類似的情況，所以你有能力把拼圖拼起來。

So as you're gaining information, start thinking in that way and ask the questions, bring your perspective, bring your ideas, and see how they respond.

是以，當你獲取信息時，就開始用這種方式思考，提出問題，提出你的觀點，提出你的想法，看看他們如何迴應。

Because the important thing is not so much what the idea is, not even so much what the question is, just the fact that you are speaking up and you are establishing your presence by contributing your instincts, your ideas, your questions.

因為重要的不在於想法是什麼，甚至不在於問題是什麼，而在於你是否在發言，是否通過貢獻自己的直覺、想法和問題來確立自己的存在感。

So as an example, you can try saying, one thing I'm noticing is blank.

是以，舉個例子，你可以試著說："我注意到的一件事是空白。

A thought that might help clarify this is blank.

一個可能有助於澄清這個問題的想法是空白。

Here's a potential risk we might want to flag, blank.

這裡有一個潛在的風險，我們可能要標記出來，那就是空白。

Your lens is your leadership, so just trust it.

你的鏡頭就是你的領導力，所以請相信它。

Now, before we get to the third step, I do want to take this opportunity to introduce this week's video sponsor, Hay Boss.

現在，在我們開始第三步之前，我想借此機會介紹一下本週的視頻贊助商 Hay Boss。

I have had plenty of experience building websites for my business, and it is a time-consuming and intensive process.

我在為自己的業務建設網站方面有很多經驗，這是一個耗時耗力的過程。

Hay Boss, an AI platform backed by OpenAI, makes this process so much easier by allowing you to build a website within 10 minutes at a fraction of the cost.

Hay Boss 是一個由 OpenAI 支持的人工智能平臺，它能讓您在 10 分鐘內以極低的成本建立一個網站，從而使這一過程變得更加簡單。

What used to take months and $10,000 to $20,000 can now be done quickly by using their new Boss Mode, which gives you a full-service AI team that can build a fully customized website based on your specific needs and even be ready to sell your products or services in minutes.

過去需要花費數月時間和 1 萬至 2 萬美元的網站，現在可以通過使用新的 "老闆模式 "快速完成。"老闆模式 "為您提供一個全方位服務的人工智能團隊，可以根據您的具體需求建立一個完全定製的網站，甚至可以在幾分鐘內銷售您的產品或服務。

As an example, I wanted to build a new website for my book that is coming out this fall.

例如，我想為今年秋天即將出版的新書建立一個新網站。

My book is called The Quiet Achiever, by the way, and I worked with their Boss Mode and the AI CEO to extract the unique aspects of my business, my brand, and the objective of my book to create a website reflecting those characteristics.

順便說一下，我的書名叫《安靜的成就者》，我與他們的 "老闆模式 "和人工智能首席執行官合作，提取了我的業務、品牌和我的書的目標的獨特之處，創建了一個反映這些特點的網站。

And the website even reflects the look and feel of my book based on the cover I provided and what I asked the AI CEO to include.

根據我提供的封面和我要求人工智能首席執行官加入的內容，網站甚至反映了我的書的外觀和感覺。

Hay Boss then takes it a step further and provides fully managed hosting, auto SEO management, and 24-7 on-demand AI for edits, updates, and new features.

Hay Boss 則更進一步，提供完全託管的主機、自動搜索引擎優化管理以及全天候按需人工智能編輯、更新和新功能。

If you just go to haybossai.com, you can get started on building your website right away.

只要訪問 haybossai.com，您就可以立即開始建立自己的網站。

All right, onto our third of the five steps, that is E, establish structure and boundaries early.

好了，現在進入五個步驟中的第三個步驟，即 E，儘早建立結構和界限。

As a leader, you want to be the person that people look to for guidance, for clarity.

作為一名領導者，你希望成為人們尋求指導和明確方向的人。

When there's confusion, you need to set the tone.

當出現混亂時，你需要定下基調。

And so you need to be the person that gives that guidance, those boundaries, that structure, and ensures that everyone on that boat gets on safely and that you are sailing across to where you need to go.

是以，你需要成為那個給予指導、劃定界限、建立結構的人，確保船上的每個人都能安全上船，確保你能駛向你需要去的地方。

So ultimately you are the captain of this ship, you have to step into that role.

所以，最終你才是這艘船的船長，你必須扮演好這個角色。

So in practical terms, this would look like this.

For example, in a meeting, before you get started on whatever discussion you need to have, you can say, before we dive in, can we align on the goal of this discussion?

例如，在一次會議上，在開始討論你需要討論的任何問題之前，你可以說，在我們深入討論之前，我們能就這次討論的目標達成一致嗎？

So that shows that you're setting the intention, you're setting the structure, the guidance for what this needs to be about.

是以，這表明你在設定意圖，設定結構，設定指導，說明這需要是關於什麼的。

And it makes sure that both of you are on the same page or you and however many people are in the room.

它還能確保你和你的想法一致，或者你和房間裡的許多人的想法一致。

Another example could be, just so I'm clear, here's what I'm hearing so far.

另一個例子是，我想說清楚，這是我目前聽到的情況。

So this could be during the meeting, as people are talking and there might be multiple opinions flying across the room, you ground everyone back to center and you reiterate what you're hearing so far.

是以，這可能是在會議期間，當人們在交談時，可能會有多種意見在房間裡飛來飛去，你要讓每個人都回到中心，重申你目前聽到的內容。

And then from there, you add what is next in terms of what you're seeing next, what needs to happen next, the direction that you want that meeting to go.

然後，再加上下一步要做什麼、下一步需要做什麼、你希望會議朝哪個方向發展。

And the reason why I say that is because if you are in a leadership position, once you walk into a meeting where people who are subordinate level are in this meeting, they are still looking to you for some sort of guidance, for some sort of leadership.

我之所以這麼說，是因為如果你身居上司職位，一旦你走進一個會議，而那些下屬級別的人也參加了這個會議，他們仍然會向你尋求某種指導，尋求某種上司。

They need to see that you have the ability to establish yourself so that they can then follow you moving forward.

他們需要看到你有能力確立自己的地位，這樣他們才能跟隨你前進。

If you are just sitting back and allowing everyone to just say what they need to say and you're not contributing in any way to shape and guide the direction of where things need to go, you are already putting yourself at a disadvantage.

如果你只是袖手旁觀，任由大家各說各話，而自己卻不為塑造和引導事情的發展方向做出任何貢獻，那麼你就已經處於劣勢了。

So don't hold back, say what you need to say in those subtle nuanced ways as I just shared and watch how your subordinates, the people that report to you, your team shifts in the way that they perceive you.

所以，不要有所保留，用我剛才分享的那些微妙細微的方式說出你需要說的話，然後觀察你的下屬、向你彙報工作的人、你的團隊是如何轉變他們對你的看法的。

They will perceive you as someone who is a true leader, someone that they can come to for guidance, for advice and for direction.

他們會認為你是真正的領導者，是他們可以尋求指導、建議和方向的人。

Four is N, normalize your leadership energy, which means don't wait to be anointed.

四是 "N"，將你的領導力正常化，也就是不要等著被膏藥塗抹。

I think I've basically been saying this all throughout, but the idea here is to not wait to show up as a leader.

我想我自始至終都在說這句話，但這裡的意思是，不要等著以領導者的身份出現。