双语：专家难当企业家 皆因高智商低情商

 　　Going from the tea boy to company head may once have been possible; but these days to start the route to the top， you have to have specialist knowledge and skills。

　　曾几何时，要从一个端茶倒水的服务生变成企业当家人是很有可能的，但如今你若想爬到公司高层，首先得掌握专业知识和技能。

　　In the US， many well-known CEOs started in marketing¹. In Britain， most started as accountants or actuaries. Of course， some also started out as engineers or lawyers。

　　在美国，许多知名的首席执行官都起步于市场营销领域。在英国，则大部分最初是会计师或保险精算师。当然，也有些人是从工程师或律师起步的。

　　But the question is whether specialists can become good leaders. In most cases， the answer is clearly no. Many organizations suffer from the problem of having as their leader a brilliant specialist who has neither people skills nor curiosity about the wider world of business。

　　但问题是：这些行业专家能否成为优秀的领导者。在多数情况下，答案无疑是否定的。许多机构都愁苦于这样的问题，即他们的领导者虽是卓越的行业专家，但却缺乏人际交往技能，对更广阔的商界也无好奇心可言。

　　Daniel Goleman， author of the best-selling book Emotional Intelligence， offers an explanation for this. Future specialists can often be recognized in their youth， he says. They are usually boys， often intelligent， frequently introverted. While they may have a few close friends who share their interests， they tend not to be sociable²。

　　对此，丹尼尔·戈尔曼在其畅销书《情商》中给出了解释。他说，未来的行业专家常常在其青年时代就能为人们识别，他们通常是男孩，一般都很聪明，还往往有些内向。尽管他们或许会有一些志趣相投的密友，但他们往往不善交际。

　　Because making friends is difficult， they withdraw into an interesting， controllable world dominated³ mostly by computers. As a result， they become specialists. But they miss out on an important period of growth in which the “EQ” is developed through social activites. Our specialists， therefore， tend to have low emotional intelligence。

　　由于交友难，所以他们悄悄退回到一个有趣的、可控的、主要有计算机主宰的世界中，并进而成为了行业专家，但他们却错过了一个通过社交活动发展情商的重要成长阶段。因此，我们的专家通常情商都较低。

　　However， having avoided a social life， they had time to do very well at school and university. They are often excellent at maths and technology， and are excellent analysts⁴. They also often end up in a class with people just like themselves. Indeed， professors may be amazed at how similar the temperaments⁵ and talents are in a final-year engineering， maths or physics class。

　　可是，也正因为避开了社交生活，他们才有时间专心学业并取得好成绩。他们常常在数学和科技方面表现优秀，擅长分析，而且他们的同学往往也是这种类型。工程学、数学或物理专业毕业班的学生性情和才能竟是如此相似，这甚至可能会让教授们都颇感惊讶。

　　These are the people who become talented in IT or as accountants， actuaries and engineers. But specialists who are leaders will also have to deal with employees， customers and managers who may be very different from them. For this they will need people skills。

　　这些人在信息技术领域富有才干，也有的会成为会计师、保险精算师和工程师。但是作为领导者的行业专家还需要与那些可能跟他们自己截然不同的员工、客户和经理打交道，为此，他们还需要掌握一些处理人际关系的技能。

　　Specialists react to the problem in many ways. Some try hard to learn these skills， and succeed. Others find a deputy⁶ （often a woman） who does the soft work. However， there are many who simply ignore the problem. They communicate by e-mail and are hard to reach. And they don‘t regard HR requirements such as setting goals or giving feedback as important. The result is that people do not enjoy being managd by them。

　　在这一问题上，行业专家的应对方式多种多样。一些人努力学习这些技能并获得了成功。还有一些人则找来一位助手（通常为女性）来处理这些“软”工作。然而，他们当中还有很多人完全忽视这一问题。他们通过邮件与人交流，不易接近。他们也不觉得诸如制定目标和反馈意见之类的人力资源管理事宜有多重要。结果，人们不乐于接受他们的管理。

　　Promoting brilliant specialists into manager roles is therefore problematic. But there are solutions. One is to avoid the situation altogether and emply a professional manager. This， however， can anger specialists， who feel their career paths are being blocked. Another solution is to promote specialists in title only. The best method， however， is to select talented specialists who show some people skills and give them intensive management training。

　　因此，提拔表现出色的行业专家担当管理者就问题重重，但也有解决办法：其一、全然避免这种情况出现，雇佣一位职业经理人。但这又会激怒行业专家，让他们觉得自己的职业发展道路受阻；其二、只在头衔上提升行业专家。但最好的办法还是挑选已掌握一些人际交往技能的有才干的行业专家，并对他们进行管理方面的强化培训。

　　They say it takes one psychologist to change a light bulb， but he or she needs to want it to be changed. Equally， specialists can become good managers， but they need to know what skills will be required of them--and be prepared to develop them。

　　有人说，一个灯泡只需一位心理学家就能换好，但前提是他/她有更换此灯泡的意愿。同理，行业专家也能成为优秀的管理者，但他们首先得明了哪些技能是他们必须掌握的——并做好准备去进一步提升这些技能。

1 marketing   

n.行销，在市场的买卖，买东西

参考例句：

• They are developing marketing network.他们正在发展销售网络。
• He often goes marketing.他经常去市场做生意。

2 sociable   

adj.好交际的，友好的，合群的

参考例句：

• Roger is a very sociable person.罗杰是个非常好交际的人。
• Some children have more sociable personalities than others.有些孩子比其他孩子更善于交际。

3 dominated   

受控的 -tive

参考例句：

• As a child he was dominated by his father. 他小时候由父亲主宰一切。
• His personality dominated over the other members of the committee. 他的人格影响委员会的其他成员。

4 analysts   

分析家，化验员( analyst的名词复数 )

参考例句：

• City analysts forecast huge profits this year. 伦敦金融分析家预测今年的利润非常丰厚。
• I was impressed by the high calibre of the researchers and analysts. 研究人员和分析人员的高素质给我留下了深刻印象。

5 temperaments   

性格( temperament的名词复数 )； （人或动物的）气质； 易冲动； （性情）暴躁

参考例句：

• The two brothers have exactly opposite temperaments: one likes to be active while the other tends to be quiet and keep to himself. 他们弟兄两个脾气正好相反， 一个爱动，一个好静。
• For some temperaments work is a remedy for all afflictions. 对于某些人来说，工作是医治悲伤的良药。

6 deputy   

n.代理人，代表，副职；adj.代理的，副的

参考例句：

• John will act as a deputy for me during my absence.我离开期间，约翰将代理我的职务。
• She is the deputy headmistress of the school.她是那所学校的代理校长。