Everyone appreciates a candid¹ boss.

每个人都欣赏坦诚的老板

The Leadership Insiders network is an online community where the most thoughtful and influential² people in business contribute answers to timely questions about careers and leadership. Today’s answer to the question: How do you prepare for a management role? is written by Ryan Harwood, CEO of PureWow.

领导力业内人士网络是一个在线社区，在这里面有深思熟虑及有影响力的人及时贡献出有关职业生涯和领导力的答案。今天问题的答案：你怎么为一个管理角色做准备？由纯沃的首席执行官，瑞安哈伍德编写。

First and foremost, ask yourself whether you really want to be a manager. There is a huge misconception out there that in order to be “senior” in a company, you have to be a manager.

首先，问问自己是否真的想要成为一名经理。有个巨大的误区即想要成为一个公司的“前辈”，你必须先成为一位经理。

In reality, you can absolutely be a top executive without being a manager—they’re mutually exclusive.

在现实中，你绝对可以成为一位高管而没有当过管理者——因为他们相互排斥。

If you don’t want to deal with people problems or if you don’t think you’re the right person to have those tough conversations, then maybe being a manager isn’t the right role for you.

如果你不想和人打交道或者如果你并不是能够灵敏的应变对话的人才，那么经理的职位并不适合你。

Recognize that about yourself.

认清你自己。

Say to yourself, “Am I going to enjoy doing these things?” If not, it’s time you had a very candid conversation with your superiors to explain that you want to keep moving up in the company and take on more responsibility, but that doesn’t necessarily mean you want to be a manager.

对自己说，“我会乐意做这些事情吗？”如果不是，这就是你需要直率的和你的上司解释你想要继续在公司工作以及承担更多的责任的时候，但是这并不意味着说你一定要成为一位经理。

Recognize that your needs come last

确定你的最终需求

What a lot of people don’t realize about being a manager is that your needs always come last.

大多数人都没有意识到的，成为一位管理者才是自己的最后需求。

It’s all about your team.

这是关于你的团队。

What can you do to provide them with the tools they need to be successful?

你能做什么来为他们提供成功必须的工具呢？

Full disclosure: It’s exhausting.

完美回答是：这是要倾尽全力的。

When any of my reports come to me with a problem, I typically need to solve that first before anything else on my to-do list. It’s just like starting a family. Their problems become your problems and your success is based upon theirs.

当我的任何报告产生了一个问题，我通常需要把它排在第一位并在第一时间解决它。这就像建立一个家庭。 他们的问题成为你的问题，而你的成功是基于他们。

What’s your emotional quotient (EQ)?

你的情商是什么？

Figuring out what motivates people—what makes them tick—is half the battle. Put yourself in their shoes to understand what it is that inspires—or tires— them.

找出什么才是刺激人们的东西——什么才会让他们记住——是有助于成功的条件。站在他们的立场来想才会明白启发他们——或者系紧他们的东西。

You have to find that sweet spot between being an empathetic confidante and a firm hand depending on what your employees need, all without sending mixed signals.

你必须在有认同感的同伴还有公司的一把手需要让员工依靠之间找到一个最有效的点，且都不要发出混合的信号。

Radical³ candor⁴

激进的坦率

Always be direct.

一直保持直接。

That’s a big mistake managers make.

这是一个很大的管理错误。

They fear the reaction or consequence⁵: Maybe the person isn’t going to want to do this and will leave as a result.

他们担心反应或结果：也许这个人并不想这么做且会以离开告终。

Employees might be talented, but if you sense they don’t want to do what you need them to do, then you have to have that conversation with them, and quickly.

员工可能很有才华，但是如果你感觉他们并不想做你要他们去做到事情，那么你必须快速和他们交流。

Those are the kinds of tough discussions you need to be prepared to have. And yes, they might be uncomfortable, awkward exchanges or even lead to that employee leaving, but trust me, everyone appreciates a candid boss.

这些都是很高难度的讨论，你必须有所准备。且是的，他们有可能不舒服，痛苦交流或者导致他们离开，但是相信我，每个人欣赏坦诚的老板。

Model yourself on your mentors⁶

假设你是自己的老师

Lastly, it’s as simple as looking back at your favorite past managers (or even teachers) and asking yourself what it was that made them stand out.

最后，尽可能简单的过一遍你喜欢的管理者们（或者甚至老师们），然后问自己什么让他们脱颖而出。

Draw on those qualities and emulate⁷ those people in the same way you would take the best from your parents, family members, and friends to create the best version of yourself.

借鉴这些品质还有效仿他们，你将可以从你的父母，家庭成员，还有朋友那边创造出你最好的版本。