多年来在企业界从事人力资源管理，正值事业巅峰的崔雯（Ann Cui）意识到，是时候来认真考虑对她来说真正重要的东西，以及当下自己想要追寻的东西了。六个月过后，她想明白了，自己真正想要的是有意义的生活。在她的职业生涯中，她从共事的人们身上学到了很多，而现在是时候进行回馈了。如何回馈呢？她建立了一个开放式文化的培训平台，教练和学员可以彼此互相影响，有着不同需求和知识背景的专业人士相聚于此，相互指导和学习。

After many years in the corporate world and at the top of her HR career, Ann Cui (崔雯) realized it was the right moment to take some time off to think about what was really important to her, and what she wanted to pursue from this point on. Six months later, she knew what she wanted; a meaningful life. Over her career, she had gained so much from the people she worked with. It was time to give something back. How? By creating a platform with an open coaching culture, where coaches and coaches influence each other. And where professionals with different needs and expertise meet to teach and learn from each other.

基于她个人的职业生涯和乐于助人的一腔热忱，Ann分享了她是如何来开发自己的培训平台，并为公司和员工创造这种分享型和学习型环境的。

From her own career journey and desire to help others develop better and faster, Ann shares how she came to develop her coaching platform and create this kind of sharing and learning environment for companies and employees.

1

低成本实现员工发展培训

Nurturing employee development with less resources

Ann个人的职业成长得益于公司为她提供的发展机会。在她的职业生涯初期，中国市场刚刚打开，中国市场正在激增。“我很幸运，”Ann说。“我供职的跨国公司愿意在员工发展培训上投入资源和时间。”

Ann’s own career growth benefited a lot from the development opportunities that companies could offer. When she began her career, China’s door just opened. The Chinese market was soaring. “I’m lucky,” says Ann. “The multinational companies I worked for were willing to invest resources and time in employee growth and development.” 

先后在西安杨森制药（强生公司）、利洁时、上海罗氏、耐克等多家公司供职，Ann在人力资源管理和领导力方面积累了丰富的经验和成就。在六个月的短暂间隔后，她被任命为百姓网的首席运营官，在这里，Ann真正开始实践她的人才和领导力发展方面的理念和方法。这家公司年轻且充满活力，员工也元气满满。

Through her years spent at Xian-Janssen Pharmaceutical (Johnson & Johnson), Reckitt Benckiser, Shanghai Roche and Nike, Ann accumulated her diverse HR and leadership experience and achievements. But it was after her six-month gap, when she was offered the job of Chief Operation Officer at Baixing.com, that Ann really began developing her philosophy and approach to talent and leadership development. The company environment was young and dynamic, and so were the employees. 

“这时我意识到我喜欢和年轻人一起工作。他们聪明敏捷，对工作充满热情，这是很有感染力的，”Ann说。“每天我都能感觉到他们是多么地渴望着发展自己的知识和新技能。”这也使她在此之后加入远景能源就任种子院的院长，从而更为深远地影响当下年轻人才的发展。

“This is when I realized that I love working with young people. They’re smart, quick, and the passion they put into doing things is contagious,” says Ann. “Every day, I could feel how hungry they were to develop their knowledge and new skills.” This is what influenced her to join Envision Energy as Dean of the Seed Institute after her COO role. So she could have a bigger impact on the development of today’s generation of young talent.

但与此同时，Ann也感受到了市场中现实和发展需求之间的差距越来越大。不幸的是，跟以前不一样，大多数公司不会像之前那样在人才培训上投入足够的预算和时间。因此，Ann开始考虑解决这个问题。公司能否创造一种开放式的文化，让同事们可以互相帮助，从而共同学习和进步呢？

However, at the same time, also Ann felt the growing gap between the realities and development needs in the market. Unfortunately, unlike before, most companies don’t have enough budget or time to spend on training like they did before. This is when Ann began developing her solution to this problem. What if companies could create and nurture an open-minded culture where colleagues helped each other to learn and grow? 

2

发展领导的影响力

Developing leaders through influence

多年来在不同公司的工作经验告诉Ann，培养年轻职场人领导力的关键是找到能够影响他们的领导。从他人身上习得的经验比从书籍和课堂上学到的更具影响力。人们的行为对思想的影响更为深刻，

Her years of experience working in different companies taught Ann that the key to developing a sense of leadership in young professionals is finding leaders who can influence them. Learning from the experience of others has much more impact than books and classes. People’s actions influence minds more deeply. 

“我是因为我的老板才加入的利洁时，”她回忆道。“我不仅是在工作上学到了领导力，更是因为他。单单是在他身边观察和倾听就对我影响颇深。”这就是Ann的经历，她希望她的产品和平台也能创造如此的交互体验。

“I joined Reckitt Benckier because of my boss,” she recalls. “I learned leadership not only from my job, but from him. Just observing, listening to and being around him influenced me a lot.” This is what Ann experienced. It’s the kind of interaction and experience that she wanted her product and platform to also create.

Ann所利用的另外一个关键理念就是，接受和给予本来就是在人们脑海里根深蒂固的自然的过程。所以她考虑用特殊的方法来建立了“教练—学员”关系，并把想要分享的人和想要学习的人联系起来。

Another key perspective that Ann wanted to leverage is the natural process of receiving and giving that’s rooted in human nature. She thought about a different way to create “coach-coachee” relationships and to merge the needs of people who want to share and people who want to learn. 

和她的感受类似，她的产品中融入了许多经验丰富的专业人士的感受。他们想要给予。他们非常乐意于给年轻人传授自己的专业知识，让他们从中受益。教给别人“秘诀”可以点亮他们的生活，因他们能因此感受到更强的目标感。引导年轻人的成功也是他们的成功，这是领导者的职责。

Similar to how she feels, her product taps into what many experienced professionals feel. They want to give. They’re more than happy to pass on their expertise and knowledge for younger people to benefit from. Teaching others their “secrets” improves their lives because they feel a stronger sense of purpose. Guiding younger people’s success also becomes their success. It’s what leaders do. 

3

串联多样需求

Merging different needs

Ann把她平台上的导师称为“影响者”，因为他们可以通过提供指导和榜样的力量来影响他人的心态。同时，在她的平台上，影响者不仅可以分享自己的专业知识，他们也可以成为被影响者。

Ann calls the mentors on her platform “influencers” because they can influence the mindset of others by providing them guidance and a good example to follow. On her platform though, influencers not only share their expertise, they can also become influences too.

“知识是流动的，”Ann说，“但知识不只是仅仅从上流到下的，你从不会停止学习，尤其是现在，随着大量的新技术和商业模式的引进，高管们也可以在年轻人身上学到他们所擅长的新事物。”

“Knowledge is fluid,” says Ann. “It’s not something that only flows from the top down. You never stop learning. Especially these days, with the rapid introduction of so many new technologies and business models, senior executives can also learn new things from those younger than them who are experts at what they do.

Ann的平台为那些在困难时期仍需进行人才发展的雇主，以及那些未来投资预算不及以往的公司提供了一个绝佳的解决方案。“预算越紧张，你就越需要发展自己，”她说。“你打算怎么做呢？我推荐你充分利用身边人的经验和知识，同时也寻找机会来分享你的知识，每个人都能做教练。通过在他人身上实践你的影响力，你锻炼了你的领导力并加速了你的个人发展。这可以使你获得更大的提升和更好的机会。”

Ann’s platform provides a great solution for employers who need to continue to engage and develop their people in more difficult times, and for those who recognize that companies won’t be able to invest in your future as much as they did before. “With tighter budgets these days, it’s becoming increasingly up to you to develop yourself,” she says. “What are you going to do? I recommend that you tap into the experience and knowledge of those around you, as well as seek opportunities to share what you have to offer to others. Everyone can be a coach. By practicing your influence on others, you practice your leadership and speed up your own development. This is how you’ll attract faster promotions and better opportunities.”