142-4-665
Tips for the top
Once you have chosen the right department three things matter more than anything else. The first is the ability to ¡°manage upwards¡±. This means turning yourself into a supplicant: Barack Obama asked about a third of his fellow senators for help when he first arrived in the institution. It also means mastering the art of flattery: Jennifer Chatman, of the University of California, Berkeley, conducted experiments in which she tried to find a point at which flattery became ineffective. It turned out there wasn¡¯t one. The second is the ability to network. One of the quickest ways to the top is to turn yourself into a ¡°node¡± by starting an organisation or forging a link between separate parts of a company. The third, more admirable, quality is loyalty: Booz, a consultancy, calculates that four out of every five CEO appointments go to insiders. Those insiders last almost two years longer in their jobs than outsiders.
And what happens if all this loyalty and networking pays off? How do you keep power once you win it? The old saw about power corrupting has been laboriously confirmed by academic studies of everything from risk-taking to cookie-eating (powerful people are more likely to eat with their mouths open and to scatter crumbs over their faces). The key to keeping power is to understand its corrupting effects. Powerful people need to cultivate a combination of paranoia and humility—paranoia about how much other people want them out and humility about their own replaceability. They also need to know when to quit. People who do not know when to leave an organisation frequently crash and burn. People who jump before they are pushed have a good chance of leaping to yet another aphrodisiacal throne.
A. ¾îÈÖ
Tips ð¾åë(Á¶¾ð), Á¤º¸.
supplicant ÊÐôë(°£Ã»)ÇÏ´Â »ç¶÷, ź¿øÀÚ, ºÎŹÇÏ´Â »ç¶÷.
senators »ó¿øÀÇ¿ø. institution ±â°ü, ´Üü.¡´¿©±â¼´Â ¹Ì±¹ »ó¿øÀ» °¡¸®Å´¡µ.
flattery ä¹ôÛ(¾ÆÃ·), ¾ÆºÎ, ¾Ë¶û´ë±â. ¡°node¡± ¸Åµì, ÁýÇÕÁ¡, ÎßïÇ(±³Á¡).
forging a link ¿¬°áÁ¡À» Çü¼ºÇÏ´Ù. admirable ÈǸ¢ÇÑ, °¨ÅºÇÒ¸¸ÇÑ.
loyalty Ãæ¼º. consultancy ÄÁ¼³ÆÃȸ»ç. appointments ìòÙ¤(ÀÓ¸í).
insiders ³»ºÎ»ç¶÷. pays off ¹Ù¶ó´ø ¼º°ú°¡ ³ªÅ¸³ª´Ù.
saw ¼Ó´ã, °Ý¾ð. power corrupting ºÎÆÐ(¼èÅð)ÇÏ´Â ±Ç·Â.
laboriously Èûµé°Ô, ¿½ÉÈ÷. confirmed È®ÀÎÇÏ´Ù. scatter Èð»Ñ¸®´Ù.
crumbs (»§, °úÀÚÀÇ) ºÎ½º·¯±â. cultivate Ô¶å§(µµ¾ß)ÇÏ´Ù, °æÀÛÇÏ´Ù.
paranoia ÆíÁýº´. humility °â¼Õ, Ýäù»(ºñÇÏ).
want them out ±×µéÀ» ÂѾƳ»±â¸¦ ¿øÇÏ´Ù. replaceability ´ëü°¡´É¼º.
crash Ãß¶ôÇÏ´Ù. quit »çÀÓÇÏ´Ù.
jump before they are pushed ¶°¹Ð¸®±â Àü¿¡ ¹Ì¸® ¶Ù¾î³»¸®´Ù(ÂѰܳª±â Àü¿¡ »çÇ¥ ³»´Ù.) aphrodisiacal ÃÖÀ½Á¦ÀÇ, Ú¬å·(¹Ì¾à)ÀÇ. throne èÝñ¨(¿ÕÁÂ).
aphrodisiacal throne ¿©±â¼´Â ÃÖ°í°æ¿µÀÚ ÀÚ¸®¸¦ ÀǹÌ.
ÇÑ´«¿¡ º¸´Â
º£½ºÆ® ±â»ç
- 1 Çѵ¿ÈÆÀÇ ¿ª»çÀû »ç¸í°ú Áö¹æ¼±°ÅÀÇ ÀǹÌ
- 2 5¿ù31ÀÏÀº ±èÀϼº ¾ÕÀ¸·Î ÆíÁö ¾´ ³¯
- 3 À°»ç(ëÁÞÍ)°¡ ¹Ì¿ì¸é À°»ç¸¸ ÆóÁöÇ϶ó
- 4 ¿Ö ¸»¸®´Â »ç¶÷±îÁö ÈæÈ(ýÙûù)Çϴ°¡?
- 5 ÃÖ¾ÇÀÇ ÀúÁúµé¿¡°Ô Áö¹è´çÇÏ´Â ¿ì¸®ÀÇ Çö½Ç
- 6 ³ëÀε鿡°Ô ȸÀü¿îµ¿À» ºÎÃß±â´Ù´Ï
- 7 çïá¦ý³(¿À¼¼ÈÆ) ¼¿ï½ÃÀåÀÇ ½Â¸®´Â ¿øÄ¢°ú Á¤ÀÇÀÇ ½Â¸®´Ù
- 8 ¼¿ï½Ã¹ÎÀº ÀÌÀç¸í Á¤±ÇÀ» ½ÉÆÇÇß½À´Ï´Ù
- 9 ³²ÇÑ ºÎÀΰúÀÇ ÀÌÈ¥ µ¿±â(ÔÑѦ) - '±×³É ½È¾î¼'
- 10 ±èÁøÀº Àú½Â¿¡¼ Çѵ¿ÈÆÀ» ÀÀ¿øÇϰí ÀÖÀ» °ÍÀÌ´Ù!












