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全球链界科技发展大会
by Ofer Vugman
由Ofer Vugman
When I landed my first job as a junior developer, I felt I had reached my ultimate goal: get paid for doing what I love most.
当我开始担任初级开发人员的第一份工作时，我感到自己已经达到了我的最终目标：因为做我最喜欢的事情而获得报酬。
It was exhilarating to get recognition for my skillset, especially after years of theory and academia.
获得我的技能的认可令人振奋，尤其是经过多年的理论和学术研究。
I was super hyped.
我超级炒作。
Shortly after, I learned my first hard lesson in this new world of mine. Turned out, there was a huge difference between what I was taught during my computer science degree, to how things work in the real world.
不久之后，我在这个新的世界中学到了我的第一堂硬课。 事实证明，我在计算机科学学位课程中所学的内容与现实世界中的工作方式之间存在巨大差异。
It was a nasty free fall from, “I know a lot” to “there’s so much more for me to learn.”
从“我知道很多”到“还有很多我需要学习的东西”这真是令人讨厌的跌倒。
From understanding the frameworks, to the patterns and workflow, I was literally miles away from where I had to be.
从理解框架到模式和工作流程，我实际上离我必须去的地方很远。
I realized that if I wanted to strengthen my coding and improve as a developer, I had to keep on learning. It hit me that the learning process would, in effect, never end.
我意识到，如果我想加强编码并作为一名开发人员来提高自己，我必须继续学习。 让我震惊的是，学习过程实际上将永远不会结束。
Fast forward a decade later and I’m still learning new technical things every day, and it’s awesome.
十年后的今天，我仍然每天都在学习新技术，这真是太棒了。
But my biggest lesson has been that technical skills alone just don’t cut it.
但我最大的教训是，仅凭技术技能并不能解决问题。
We spend a lot of time sharpening our technical skills. We learn new languages, frameworks, methodologies, and patterns. We invest so much time that we sometimes forget another aspect of our day to day work: our human team members.
我们花费大量时间来提高我们的技术水平。 我们学习新的语言，框架，方法和模式。 我们投入了太多时间，有时却忘记了日常工作的另一个方面：我们的团队成员。
Whether as a developer, team leader, QA engineer, designer, or product manager, most of us work in teams. We share moments of epic releases and frustrating debugging sessions.
无论是作为开发人员，团队负责人，质量检查工程师，设计师还是产品经理，我们大多数人都是团队合作。 我们分享了史诗般的发布和令人沮丧的调试会话。
For a group of individuals, coming with their own baggage (experience, opinions, and expertise), it’s not always easy to work and collaborate efficiently. Each individual must adopt specific skills to be the most valuable team member they can be.
对于一群人来说，带着自己的包((经验，见解和专业知识)，工作和高效协作并不总是那么容易。 每个人都必须采用特定的技能，才能成为最有价值的团队成员。
“The strength of the team is each individual member. The strength of each member is the team.” — Phil Jackson
团队的力量是每个成员。 每个成员的力量都是团队。” —菲尔·杰克逊
So while technical skills are crucial, they’re only part of the equation. The other part is becoming the best team member you can be.
因此，尽管技术技能至关重要，但它们只是其中的一部分。 另一部分正在成为您可能成为的最佳团队成员。
Honestly, it takes a lot. But let me lay down four of the most crucial requirements you can adopt pronto.
老实说，这需要很多时间。 但是，让我提出您可以采用pronto的四个最关键的要求。
We live in a competitive world. As such, over time, we develop habits we believe will make us stand out and survive.
我们生活在竞争激烈的世界中。 因此，随着时间的流逝，我们养成习惯，我们相信这些习惯会使我们脱颖而出并生存下来。
We want to show we’re smarter, stronger, and better than the rest. We want our strength to be acknowledged by our teammates and managers.
我们想证明我们比其他人更聪明，更强大和更好。 我们希望我们的实力得到队友和经理的认可。
Our ego is often used as a survival skill to help us stand out, and we often blindly believe our solution to a problem is the best one. We categorically reject everyone else’s opinions and suggestions.
我们的自我经常被用作一种生存技巧，以帮助我们脱颖而出，而且我们常常盲目地认为，解决问题的方法是最好的。 我们断然拒绝其他人的意见和建议。
In the worst case scenarios, we even make our colleagues feel as though they don’t know what they’re talking about.
在最坏的情况下，我们甚至使我们的同事感觉好像他们不知道自己在说什么。
This behavior, while it may feed our ego and make us feel better, is destructive. It sucks the air out of every conversation, and creates frustration and a poisonous working environment.
这种行为虽然可以养活我们的自我并使我们感觉更好，但它具有破坏性。 它使每次交谈都充满了空气，并产生了挫败感和有毒的工作环境。
“The ego can be the great success inhibitor. It can kill opportunities, and it can kill success.” — Dwayne Johnson
自我可以成为成功的巨大阻碍。 它可以杀死机会，也可以杀死成功。” - 德韦恩·约翰逊
For a team to work and collaborate efficiently, its members must respect one another, allow other’s voices to be heard and accept their opinions, even if we don’t completely agree.
为了使团队高效地工作和协作，即使我们不同意，其成员也必须相互尊重，让他人听到自己的声音并接受他们的意见。
By doing that, we encourage a safe environment. And when we feel safe, our ego becomes irrelevant.
通过这样做，我们鼓励了一个安全的环境。 当我们感到安全时，我们的自我就变得无关紧要。
Continuous feedback, whether positive or negative, is key for personal growth, as well as for teamwork. Without it, we’ll never know our weaknesses or how we can improve.
持续的反馈，无论是正面的还是负面的，对于个人成长以及团队合作都是至关重要的。 没有它，我们将永远不会知道我们的弱点或如何改进。
Receiving negative feedback is hard. We tend to get defensive and may push back, trying to reason our behavior or actions.
很难获得负面反馈。 我们倾向于防御并可能退缩，试图推理我们的行为或行动。
Giving negative feedback is equally hard, because we’re scared of how the other side will react. We’re concerned it could come off as patronizing, and so we often avoid it altogether.
提供负面反馈也同样困难，因为我们担心对方会如何React。 我们担心它可能会因为光顾而消失，因此我们经常完全避免它。
“We all need people who will give us feedback. That’s how we improve.” — Bill Gates
“我们都需要能给我们反馈的人。 这就是我们改进的方式。” - 比尔盖茨
But feedback — giving it and receiving it — is the most powerful tool we have to understand what we need and how we can improve.
但是，反馈(提供和接受反馈)是我们了解我们需要什么以及如何改进的最强大工具。
So while we should learn how to give constructive feedback, we should also work on accepting criticism. That way, you can implement changes in your every day, and become a more valuable team member.
因此，在学习如何提供建设性反馈的同时，我们也应该努力接受批评。 这样，您可以每天实施更改，并成为更有价值的团队成员。
When we release a kick-ass feature, fix an elusive bug, or give an inspiring talk, we expect to get recognition for our efforts. It’s easy to be accountable for the good things we do.
当我们发布踢球功能，修复难以捉摸的错误或进行鼓舞人心的演讲时，我们希望我们的努力得到认可。 对我们所做的美好事情负责是很容易的。
But we’re humans and we’re prone to make mistakes. We might introduce a critical bug in production, say something that was misunderstood, or act in a manner that offended someone.
但是我们是人类，我们容易犯错误。 我们可能会在生产中引入一个严重的错误，说一些被误解的内容，或者以冒犯他人的方式行事。
Being accountable for our mistakes is never easy. It feels like we’re walking around with a big ‘I was wrong’ sign and a lady behind us yelling ‘shame, shame, shame.’
对我们的错误负责不容易。 感觉就像我们正走在一个大的“我错了”的招牌上，后面有位女士在大喊“羞耻，羞耻，羞耻”。
The first thing to understand is that it’s OK to make mistakes. Rather than reveling in the mistake itself, see it as an opportunity to grow.
首先要了解的是，可以犯错误。 与其沉迷于错误本身，不如将其视为增长的机会。
So be accountable. Accountability implies maturity. It is a key factor for building trust within a team. When something you said was understood differently, or something you coded caused a bug in production — stand up to that failure and be accountable.
因此要负责。 问责意味着成熟。 这是在团队中建立信任的关键因素。 当您对您所说的内容有不同的理解，或者您编码的内容导致生产中的错误时，请承担该错误并承担责任。
“He that is good for making excuses is seldom good for anything else.” — Benjamin Franklin
“ 善于找借口的人很少对其他任何事情有好处。 ” — 本杰明·富兰克林
You’ll build trust among your team members and they’ll know they can count on you to be there in even the most challenging situations.
您将在团队成员之间建立信任，他们将知道即使在最具挑战性的情况下，他们也可以依靠您。
We’re in a constant process of learning. Whether reading over an answer on StackOverflow, an online course, or teaching yourself a new framework, your brain is consuming knowledge nonstop.
我们正在不断学习。 无论是阅读有关StackOverflow的答案，在线课程，还是自学一个新的框架，您的大脑都在不停地消耗知识。
We acquire a lot of knowledge over the years. We become experts in our field, and if we’re really good, we become the go-to person for that topic.
这些年来，我们获得了很多知识。 我们成为该领域的专家，如果我们真的很出色，我们将成为该主题的专家。
It can easily fool us to believe that the amount of knowledge we have makes us so valuable to the company - we’re irreplaceable. So we hoard that knowledge.
我们很容易愚弄我们，以为我们拥有的知识量使我们对公司如此宝贵-我们无可替代。 因此，我们ho积了这些知识。
But knowledge hoarders are destructive for any team.
但是知识ho积者对任何团队都是有害的。
When we deny access to the knowledge we acquired throughout our career, we not only harm our team’s productivity and efficiency, but we create an ‘every (hu)man for himself’ culture.
当我们拒绝获得在整个职业生涯中获得的知识时，不仅损害了团队的生产力和效率，而且我们创造了“人人皆可”的文化。
It’s toxic.
有毒
When you share knowledge, you empower others. You take an active part in their personal growth. You encourage conversations and creative thinking.
当您分享知识时，便可以赋予他人权力。 您积极参与他们的个人成长。 您鼓励对话和创造性思维。
The best part about sharing knowledge is that it encourages reciprocity: others will be more likely to share their knowledge with you. You’ll be surprised by how much you can learn from the person sitting next to you.
共享知识的最好之处在于它鼓励互惠：他人将更有可能与您共享他们的知识。 您会从旁边的人那里学到很多东西，这会让您感到惊讶。
“If you have knowledge, let others light their candles in it.” — Margaret Fuller
“如果您有知识，请让其他人在其中点燃蜡烛。” -中号 argaret富勒
Being an expert in your field doesn’t necessarily make you a great educator; spending time teaching and learning will make you a much more valuable team member.
成为您所在领域的专家并不一定会使您成为一名出色的教育家； 花时间教与学将使您成为更有价值的团队成员。
While you need to hone your technical skills continuously to step up your game, make room for your teamwork skillset. There’s nothing worse than having a team member that may be good technically, but is the absolute worst when it comes to working together.
当您需要不断磨练技术技能以提高游戏水平时，请为团队合作技能组腾出空间。 拥有一支在技术上可能不错的团队成员，没有什么比这更糟糕的了，但是在进行合作时绝对是最糟糕的。
It’s not only about creating a positive environment — curating the perfect team with individual team members that embody these four requirements will bring you better technical results, and extraordinary efficiency.
这不仅是要创造一个积极的环境-与体现这四个要求的单个团队成员一起打造一个完美的团队，将为您带来更好的技术成果和非凡的效率。
And that’s something that works for everyone.
那对每个人都适用。
翻译自:
全球链界科技发展大会
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