3件小事，讓女性止步於高級管理層

When it comes to women achieving real, meaningful success in the workplace, much of the popular advice given over the past couple of years revolves around the role women play in determining their career. But a new report reveals that the responsibility falls on their managers, too.
每當談及職場女性實現事業成功之道的時候，過去幾年最熱門的建議便都圍繞女性在職場中所扮演的角色。但是最近一份報告顯示，女性能否攀上事業的巔峯，也與她們的管理層有關。

In the latest white paper from management consulting firm Bain & Co., Everyday Moments Of Truth: Frontline Managers Are Key To Women's Career Aspirations, co-authors Julie Coffman and Bill Neuenfeldt explored why, despite the high number of women who earn an advanced degree and succeed in entry and midlevel positions, there are still too few thriving at the top. The study looked at women in corporate settings across a variety of industries.
最近一份來自管理諮詢公司Bain &Co.的官方報告——Everyday Moments Of Truth: Frontline Managers Are Key To Women’s Career Aspirations，它的兩位合著者Julie Coffman和Bill Neuenfeldt就闡述了這個問題的原因：儘管很多女性擁有高學歷並能在基層和中層職位取得成功，但只有極少數的女性能夠晉升至高級管理層。這份報告深入調查了來自不同行業公司架構的職場女性。

The sample in the study showed no discernible difference in the responses from women with and without kids who were both new and experienced employees. Instead, the report exposed three elements in particular that affect a woman's career success and, it turns out, have less to do with them specifically and more to do with their surrounding environment.
報告中的調查樣本顯示，無論是出入職場還是經驗豐富的女性，她們是否生育都不影響這個調查的結果。相反，報告特別提出了3個影響職場女性成功的因素，並且，這些因素大多數與她們個人的特點關係不大，而與工作環境的關係非常大。

Here are three workplace factors that keep women from aspiring to top jobs, according to the report.
根據報告顯示，下面便是讓職場女性止步於高級管理階層的3個因素：

1. The conventional profile of the successful leader doesn’t look that appealing.
1. 傳統的成功領導形象對她們來說沒多大吸引力。

Many of the women did not find the values and ideals encouraged within their company for promotions to be particularly inspirational.
許多職場女性認爲，公司所堅持的價值觀和理想狀況，對推動她們追求更高的職業目標不能起到多大的作用。

"This idea that you have to always be 'on' or take the highest profile client or be a very adept networker -- which may or may not be written down as promotion criteria but yet are the perceived important things to accomplish in order to get ahead -- were less motivating to the women," said Coffman, who has also served as the chair of Bain's Global Women's Leadership Council for the past five years. "They didn’t feel like they could be that person, that the profile of the successful person was perhaps too limited."
“這種你必須隨時待命，照顧高端客戶或者成爲一名圓滑老練的客戶聯繫人的想法，可能或不能作爲晉升的標準，雖確實能夠爲事業前進作爲重要的參考內容，但這對職場女性來說沒有多大的吸引力，”Coffman，這位過去5年在貝恩資本的全球女性領導委員會擔任主席的學者在報告中說道。“她們不認爲自己能夠晉升到那麼高的職位，因爲成功人士的職場形象太侷限了。”

lack an active, supportive relationship with their supervisors.
2.她們沒有得到上司的積極主動的支持。

Participants who could positively answer the question, "Do you feel like you have a supportive supervisor who is interested in helping you develop your career?" maintained higher levels of remaining aspiration to reach the senior level than those who answered negatively.
對於這個問題“你能感受到你的上司很樂意爲你的事業晉升助你一把嗎？”給予積極回答的受訪者，比消極回答的受訪者，對於晉升高層管理的目標抱有更大的期望。

The presence of a supervisor who is actively trying to help employees further their careers has a substantial effect on employees' level of interest in progress -- especially with women. Men want supervisor support as well, but the absence of it doesn't seem to affect them as much. Having that built-in support system not only provides a morale boost for employees but helps them produce higher quality work that can, in turn, advance their careers.
上司積極參與幫助員工事業前進的舉措，對激發員工對晉升的興趣起着實質性的作用，特別是女性的員工。男性員工同樣也需要上司的鼓勵幫助，不過即使沒有上司的幫助，也不會對他們追求更高職位產生多大影響。採用植入式的支援系統，不僅能夠鼓舞員工的士氣，還能幫助他們創造更高質量的工作效果，然後最終推動事業的發展。

don't see a relatable role model within their company.
3. 她們在公司找不到可以借鑑的榜樣。

"Do they look up and see that their leadership or feedback style is being personified by the leaders of the company?" Coffman asked. "Do they feel like they see anybody in senior leadership that they would view as a role model?"
“她們有沒有留意並發現領導們的態度或反饋方式已經被領導們人性化了？”Coffman問道。“她們能否從高級管理層中尋找到能夠作爲榜樣的領導者？”

Often, because women typically don't see other women in the leadership position they are striving for, it becomes difficult for them to picture moving into such a role themselves. This lack of a role model makes it even more difficult to develop the one-on-one relationship with a boss that can help make them feel comfortable with the idea of aiming high and supported in their attempt to do so.
通常來說，由於職場女性一般都無法找到同一領域裏的更高級別的女性領導，這對她們來說想要找到奮鬥的目標是相當困難的。在這種缺乏榜樣的情況下，使得建立老闆和員工一對一的工作關係（讓她們感覺到能夠輕鬆追求更高的職位，並受支持的感覺）就更困難了。

"A lot of women, in my personal opinion, are looking for the nonexistent," said Coffman regarding finding a role model. "There are very few women in senior leadership roles, and if you think the only role model that is out there for you is a senior woman who’s got your same family situation or is from your same hometown or attended your same university, at some point, it’s like trying to find a needle in a haystack. Instead of an über-role model, think about assembling a personal board of directors -- a collective of individuals that have competencies in different areas that are meaningful to you, and together, embody the various things you’re looking for."
“許多職場女性，就我個人的觀點，都只是追求默默無聞的工作崗位。”在談及工作榜樣時Coffman這麼說道。“極少數的女性在高級的管理層，並且如果你認爲你能找到的唯一榜樣，必須與你的家庭背景一樣，或者來自同一地方，或者是你的校友，這樣在某種程度上，你只是在大海撈針。相反，區別於極其出色的榜樣，還不如找到一羣個人專屬的人生導師——他們在不同領域裏具有不同能力特長，並對你產生非凡影響力的個人，然後，把他們的優點融匯貫通，就形成了你所尋覓的榜樣形象了。”

The report comments at length about how women, as they look to progress from middle to senior management, suddenly lose a necessary sense of confidence and replace it with self-doubt. But more significant than that is the dramatic disappearance of their aspirations. Rejuvenating that spirit is not just the work of the women themselves, it's the job of their managers, too.
這份報告以較長篇幅談及了職場女性，如何在她們追求從中級階層到高級管理階層的進步的時候，突然就讓自我懷疑的感覺淹沒了原本必備的自信。不過比這更重要的是她們突然就失去了職業追求的熱情。想要重新喚起這種精神不僅需要女性本身的努力，這也是作爲她們的管理者的責任。