Deciding to leave your (executive) job.
決定辭去你的（高管）工作。
If two friendly executives meet for dinner, it’s likely they start by exchanging just how messed up things are at work.
Initiatives are behind, layoffs are happening everywhere, the team is in disarray.
Then they’ll laugh, and switch topics. Sometimes one of the executives can’t navigate the switch, and will keep ranting throughout their meal.
Having problems is part of being an executive, but when you’re that second executive who can’t turn off the frustration, it’s time to start thinking about leaving.
如果兩位關係友好的高管共進晚餐，他們很可能會先互相抱怨工作上的糟糕狀況。計畫落後、裁員潮四起、團隊陷入混亂。接著他們會一笑置之，轉換話題。有時其中一位高管無法順利轉換話題，會在用餐期間一直抱怨不停。遇到問題是身為高管的一部分，但當你是那位無法停止抱怨的第二位高管時，就該開始考慮離開了。
Departing an executive job is much messier than leaving an individual contributor role, and will significantly impact the team and company around you. It’s also potentially impactful to your resume; I frequently talk with executives who hate their job, but don’t want to leave because they’re worried it looks bad. “If I just make it to two years, it’ll look great.”
離開主管職位比離開個人貢獻者角色要複雜得多，並且會對您周圍的團隊和公司產生重大影響。這也可能對您的履歷產生影響；我經常與討厭自己工作的管理人員交談，但他們不想離開，因為他們擔心這看起來很糟糕。「如果我能堅持兩年，那看起來會很棒。」
The optics are real, and I understand why people get caught up in them. I’ve certainly gotten caught up in my own optics at times. That said, the deeper I get into my own career, the more convinced I become that we should think about departing roles in the context of managing our own energy.
表象是真實的，我理解為什麼人們會被它們所困擾。我當然有時也會被自己的表象所困擾。也就是說，我在自己的職業生涯中走得越深，我就越相信我們應該在管理自身精力的背景下考慮離職。
We’ll walk through: 我們將逐步討論：
- Succession planning before a transition
過渡前的繼任計劃 - Making the decision to leave
做出離開的決定 - How to think about short executive stints
如何看待短暫的執行任期 - Whether to line up another role before leaving
是否要在離開前先找好另一個職位 - Telling the CEO 告訴執行長
- Negotiating the exit package
談判離職方案 - Transitioning out and actually leaving
過渡和實際離開
Finally, we’ll end with a discussion about handling the hardest aspect of all, indecision.
By the end, you’ll have a framework for making the decision to leave, and a structure to coordinate your departure.
最後，我們將討論如何處理最困難的部分：猶豫不決。最後，你將會有一個架構來做出離開的決定，以及一個協調你離開的結構。
This is an unedited chapter from O’Reilly’s The Engineering Executive’s Primer.
這是 O'Reilly 的工程主管入門指南中未經編輯的章節。
Succession planning before a transition
過渡前的繼任計劃
In a literal sense, deciding to leave your job is the first step in departing. However, in a smooth departure, the first step happens years earlier: building the team to support your eventual transition out of the business. Even if you intend to remain at your current company forever, life comes at you fast. Certainly, I never imagined I would have a stroke in my mid-thirties, with an infant at home, but then I did. I was fortunate to lead a collaborative team who worked together well in my absence, but that wasn’t an accident, it was the byproduct of ongoing succession planning.
從字面上看，決定離職是離職的第一步。然而，要順利離職，第一步要從幾年前就開始做起：建立團隊來支持你最終離開公司。即使你打算永遠留在目前的公司，人生的變化也很快。當然，我從未想過我會在三十多歲時中風，家裡還有一個嬰兒，但後來我真的中風了。我很幸運地領導了一個合作無間的團隊，在我缺席的情況下，他們仍然合作良好，但這並非偶然，而是持續進行接班規劃的結果。
This planning doesn’t need to be anything heavy:
這個規劃不需要很繁重：
In performance reviews, think about what your direct reports are missing to thrive in your role, and give them at least one of those areas to focus on in each review
在績效考核中，思考你的直接下屬在你的職位上有哪些不足之處，並在每次考核中給予他們至少一個需要改進的領域。As they make those improvements, talk to the CEO about the growth you’re seeing in your team. For the one or two with the best chance of eventually succeeding into your role, facilitate them building a relationship with the CEO
當他們做出這些改進時，與 CEO 談談你在團隊中看到的成長。對於一兩個最有機會最終接替你職位的人，協助他們與 CEO 建立關係。Every quarter, run an audit of the recurring meetings you attend. For each, can you delegate it to someone on your team? If it’s not something you can delegate, partner with them to improve on whatever is missing before they could be effective in that forum.
每個季度，對你參加的例行會議進行一次審查。對於每一次會議，你是否可以將其委託給團隊中的某個人？如果這不是你可以委託的事情，那就與他們合作，改進他們在該論壇上可能存在的不足之處。While it’s hard to displace yourself from executive-only or board meetings, almost everything else is possible. For example, I’ve seen a number of companies where the engineering leadership team alternates running their weekly team meeting rather than the engineering executive
雖然很難讓自己不參加僅限高管或董事會會議，但幾乎所有其他會議都可以委託他人參加。例如，我見過許多公司，他們的工程領導團隊會輪流主持每週的團隊會議，而不是由工程主管主持。Go on at least one long vacation each year (aim for two weeks, if you can), and explicitly delegate your roles across your team rather than slowing things down. Avoid chiming in on email and chat. Even if mistakes are made, they’ll be learning mistakes
每年至少休一次長假（如果可以的話，目標是兩週），並明確地將你的職責委託給團隊中的其他人，而不是放慢工作進度。避免在電子郵件和聊天中發表意見。即使犯了錯誤，也是學習的機會。
Ultimately, who replaces you won’t be your decision, it’s the CEOs, but doing a small amount of ongoing prep work will make an internal transition possible.
Without this proactive work, it likely won’t be seriously considered, which is a shame:
so many companies would do well to consider the talent they already have.
最終誰來接替你並不是你的決定，而是 CEO 的決定，但做少量持續的準備工作將使內部過渡成為可能。如果沒有這些積極主動的工作，它很可能不會被認真考慮，這很可惜：很多公司如果能考慮現有的人才，情況會好得多。
Deciding to leave 決定離開
There’s a certain romance to abruptly quitting a job. I’ve seen two people legitimately rage quit their jobs. They went into a meeting, got upset, and quit immediately. In one, where the individual reported to me, they threw a piece of paper at my face, where they’d signed their name beneath a brief message, “I quit, effectively immediately.” In both cases, I unironically appreciated their momentary clarity with the situation. They were done.
突然辭職有一定的浪漫色彩。我見過兩個人真的憤而辭職。他們去開會，生氣了，然後馬上辭職。其中一個，在我手下工作的人，朝我臉上扔了一張紙，上面寫著他們的名字和一句簡短的話：「我辭職，立即生效。」在這兩種情況下，我都不禁欣賞他們在當時情況下的清晰思路。他們受夠了。
There’s a lot less romance in quitting an executive job. There’s the dream that originally convinced you to join, still recognizable but frayed. There’s dozens of little frustrations, miscommunications, and disagreements. There’s years of preparation ahead of time to facilitate a smooth transition. There’s also a huge reservoir of things that have gone well: people you love working with, teams that you’ve helped build, and company successes you were part of. For many, being an executive is an important pillar of their identity, and that’s hard to walk away from.
辭去高管職位就沒有那麼浪漫了。最初讓你加入公司的夢想依然清晰可辨，但已經破損不堪。還有很多小挫折、溝通不暢和分歧。為了順利過渡，需要提前做好多年的準備。當然，也有很多事情進展順利：你喜歡與之共事的人、你幫助建立的團隊，以及你參與的公司成就。對許多人來說，擔任高管是他們身份認同的重要支柱，很難割捨。
When talking to executives grappling with this intersection of identity and frustration, there are four questions I ask them to help with making the decision:
在與那些在身份認同和挫敗感之間掙扎的高管交談時，我會問他們四個問題，幫助他們做出決定：
- Has your rate of learning significantly decreased? Even frustrating situations can be extremely valuable to you long term, as long as you’re learning. It’s when the rate of learning starts to slow that you should get particularly concerned
你的學習速率是否顯著下降？ 即使是令人沮喪的情況，只要你還在學習，從長遠來看對你來說也極具價值。 只有當學習速率開始放緩時，你才應該特別關注。 - Are you consistently de-energized by your work? It’s normal to have bad days. It’s normal to have bad weeks. You will even have bad months. However, if things are consistently bad, then it’s time to consider change. Don’t trust your gut here, instead keep a journal of your daily energy level for a quarter. If you can’t find a trend of good days, it’s worth considering moving on
你的工作是否總是讓你感到筋疲力盡？偶爾幾天或幾週感到沮喪是很正常的，甚至一個月都提不起勁也時有所聞。然而，如果情況持續不佳，那麼就該考慮做出改變了。與其憑感覺，不如嘗試記錄三個月的每日能量水平。如果你無法找到好日子的趨勢，那麼就值得考慮換個環境了。 - Can you authentically close candidates to join your team? Every executive I’ve known can flip into selling mode. They’ll give a warm, balanced, but optimistic view of why you should join their company. Even if you’re upset with your role, you should still be able to turn the sell on. If it starts to feel dishonest to switch into selling mode, that’s a sign that you’re losing your ability to effectively perform your role
你能否真誠地說服候選人加入你的團隊？我認識的每位主管都能夠迅速轉換到銷售模式。他們會以熱情、持平但樂觀的態度，說明你應該加入他們公司的理由。即使你對自己的職位感到不滿，你也應該能夠開啟銷售模式。如果轉換到銷售模式讓你開始感到不誠實，那就表示你正在失去有效履行職責的能力。 - Would it be more damaging to leave in six months than today? Sometimes executives inadvertently create a values oasis, where their organization’s values differ significantly from the wider company’s values. That oasis will feel comfortable for their team, but their team will acclimatize to the oasis’ environment such that they can’t operate effectively if the executive leaves. Your goal is to create an organization that’s successful beyond your tenure with the company. If you believe your organization is drifting away from the company’s culture, and you’re unwilling to steer it back into alignment, then you should consider if you’re putting your team’s careers as risk by remaining with the company
與其六個月後才離開，現在離開會造成更大的損害嗎？有時，高階主管會無意間創造出一個價值觀的「綠洲」，在這個綠洲中，他們組織的價值觀與公司整體的價值觀截然不同。這個綠洲會讓他們的團隊感到舒適，但他們的團隊也會因此適應綠洲的環境，以至於如果主管離開，他們就無法有效地運作。你的目標是創建一個在你任期結束後仍然能夠成功的組織。如果你認為你的組織正在偏離公司的文化，而你又不願意將其引導回正軌，那麼你就應該考慮一下，繼續留在公司是否會讓你的團隊的職業生涯面臨風險。
One question that I don’t recommend anchoring on is how much money you believe you’ll lose by leaving. There are two reasons for that.
First, you may be able to negotiate an exit agreement that minimizes your downsides.
Second, people are extraordinarily bad at determining the value of their own compensation package. Many tech executives are sitting on equity packages potentially worth between zero and tens of millions of dollars, and the actual value is simply not knowable. You can’t make a good decision based on that.
我不建議你糾結於一個問題，那就是你認為自己離開會損失多少錢。這有兩個原因。首先，你或許可以協商一份離職協議，將你的損失降到最低。其次，人們在判斷自身薪酬待遇的價值方面非常糟糕。許多科技公司高管坐擁可能價值從零到數千萬美元不等的股票期權，而實際價值根本無法得知。你無法基於此做出明智的決定。
Finally, I would caution against making ultimatums, taking a last stand on something, or whatever. Being an executive is an ongoing negotiation with the CEO and management team on how the company functions. If you’re not willing, or comfortable, to continue negotiating with the current group, it’s time to move on. Even if you leave, you’ve still been part of the organization and are partially responsible for the steps they’ve made, even the ones you disagree with. Being an executive is, ultimately, a compromising position, where you’re working inside to effect change, rather than a role where you can ever wipe your hands clean.
最後，我要提醒大家，不要發出最後通牒，不要在某件事上採取最後立場，等等。作為一名高管，需要與 CEO 和管理團隊持續協商公司的運作方式。如果你不願意或不習慣與目前的團隊繼續協商，那麼就該离开了。即使你离开了，你仍然是組織的一份子，並且要為他們所採取的步驟負部分責任，即使是你不認同的步驟。作為一名高管，最終是一個需要妥協的職位，你需要在內部努力促成改變，而不是一個可以完全置身事外的角色。
Am I changing too often?
我是不是變得太快了？
I often talk to executives who have decided to leave except for “one little issue.” While I believe that these issues are often deliberate impediments raised to avoid making the decision, there’s one that comes up frequently enough to address explicitly: should executives stay in their role to avoid a short stint on their resume?
我經常與一些決心離職的高階主管交談，他們總是說還差「一個小問題」沒解決。雖然我認為這些問題通常是他們刻意提出的障礙，為的是避免做出離職的決定，但有一個問題頻繁出現，值得我們明確地探討：高階主管是否應該為了避免履歷上的短期經歷而繼續留任？
If something goes very wrong, very early, then it’s always fine to leave and omit it from your resume. You’ve uncovered gross financial fraud in the two months? Yeah, it’s fine to quit, just scrub it off your resume. Similarly, once you’ve hit three to four years, there’s no meaningful penalty. It’s the intermediate interval, roughly six months to two years, where folks often get tripped up about whether leaving will hinder their ability to find another role.
如果事情在很早期就出現嚴重錯誤，那麼離職並在履歷中省略這段經歷是完全可以接受的。你在兩個月內就發現了嚴重的財務詐欺？沒錯，你可以辭職，並且把它從履歷中刪除。同樣地，一旦你在一個職位上待了三到四年，離職就不會有什麼明顯的負面影響。真正讓人們糾結是否離職會影響他們找到下一份工作的，是中間這段時間，大約是六個月到兩年。
Because the people making hiring decisions about engineering executives generally are not engineers, the evaluation tends to rely a fair amount on optics, and your search will place meaningful value on your previous tenures. The intersection between my experience, peer experiences, and discussions with executive recruiters is roughly:
由於負責工程主管招聘的人員通常不是工程師，評估過程往往相當依賴表面現象，而你的求職過程會非常重視你過去的任期。根據我的經驗、同儕經驗以及與高階主管獵人公司的討論，大致結果如下：
- If it’s less than three months, just delete it from your resume and move on
如果少於三個月，就從你的履歷中刪除，然後繼續前進。 - If it’s more than two years, you’ll be able to find another role as long as some of your previous roles have been three-plus years
如果超過兩年，只要你之前的一些職位已經做了三年以上，你就能夠找到另一個職位。 - As long as there’s a strong narrative, any duration is long. For example, if your company is acquired by a larger company, the narrative is that you weren’t excited being in the larger environment
只要有一個強有力的理由，任何任期時間都夠長。例如，如果你的公司被一家更大的公司收購，理由可以是你不喜歡在更大的環境中工作。 - If a company reaches out to you, there’s no tenure penalty. Say, you’ve been in a role for six months, but then you get an email about another role. Because they reached out to you, the short tenure would be because you’re very excited about them, and not a reflection on you. (Admittedly, it’s a bad look to do this multiple time in a row.)
如果一家公司主動聯繫你，並不會影響你的任期。比方說，你在一個職位上做了六個月，但突然收到一封關於另一個職位的電子郵件。因為是他們主動聯繫你的，所以即使任期很短，也只是因為你對他們感到非常興奮，而不是你個人的問題。（當然，如果接二連三地這樣做，觀感就不太好了。）
If you don’t fall into any of those scenarios, there probably will be a moderate penalty on your next search, with potential employers asking, “But will they stay if we hire them?”
I certainly agree that this is unfair in some cases, but success comes from navigating reality’s many warts. In such cases, you may need to prioritize finding a next role where you can succeed for four to five years, even if it’s more of a lateral move than an upward one.
如果你不屬於以上任何一種情況，那麼你下次找工作時可能會受到適度的懲罰，潛在的雇主會問：「如果我們雇用了他們，他們會留下來嗎？」我當然同意在某些情況下這是不公平的，但成功來自於應對現實中的許多缺陷。在這種情況下，你可能需要優先考慮找到一個你能取得四到五年成功的下一份工作，即使它更多的是橫向發展而不是向上晉升。
Leave with or without your next role?
帶着或不帶着你的下一個角色離開？
Tied into the question of tenure, the easiest way to remove tenure risk from your search is to get your next role before leaving your current role. You’ll always have more leverage negotiating from an existing role, and if your primary goal is advancing your career, then I would recommend finding your next role before departing your current role. Similarly, executive searches tend to run slowly. You need to be comfortable supporting yourself and family for six-plus months to consider leaving your role without another role lined up.
與終身職問題相關的是，消除求職過程中終身職風險的最簡單方法是在離開現職之前找到下一份工作。在現有職位上談判時，你將始終擁有更多籌碼，如果你的主要目標是提升職業生涯，那麼我建議你在離開現職之前先找到下一份工作。同樣，高管搜寻往往進展緩慢。你需要確保自己有能力在六個月或更長時間內養活自己和家人，才能考慮在沒有找到下一份工作的情況下離職。
That said, I personally believe the greatest risk to your executive career is running out of energy, so taking a bit of rest might be more valuable than the short-term numbers suggest. What if a three month rest gives you the energy to continue this work for another ten years? Then the obvious decision gets a bit less obvious.
話雖如此，我個人認為，對您的職業生涯最大的風險是精力耗盡，因此稍微休息一下可能比短期數字所顯示的更有價值。如果三個月的休息時間能讓您有精力繼續這份工作十年，那麼顯而易見的決定就變得不那麼明確了。
Finally, leaving without a role lined up makes it much easier to support your outgoing transition, which often opens up the topic of exit packages, which I’ll discuss further down.
最後，在沒有找到新工作的情況下離職，會讓你在交接時更容易獲得支持，這也常常會引發關於離職方案的話題，我之後會再詳細討論。
Telling the CEO 告訴執行長
After you’ve made a decision to depart, your next step is telling your CEO. It’s important to go into that conversation with a firm grip on your goals. Many CEOs will try to change your mind, but it’s important to hold to your plan. If you are open to changing your mind, then you should be having a career discussion with the CEO, not a departure discussion. There’s a natural momentum here: once you start the departure discussion, you’re going to leave.
Even if you and the CEO leave the conversation believing you’re going to stay, you will leave. It’ll just take a few months longer than expected.
在你決定離開後，下一步就是告訴你的執行長。重要的是，在進行對話時，要堅定你的目標。許多執行長會試圖改變你的想法，但堅持你的計劃很重要。如果你願意改變主意，那麼你應該和執行長進行的是職業發展討論，而不是離職討論。這裡有一個自然的趨勢：一旦你開始離職討論，你就會離開。即使你和執行長在談話結束後都認為你會留下來，你最終還是會離開。只不過會比預期的晚幾個月而已。
Trust is the underpinning of your relationship with the CEO, and fraying that trust will make whatever else is happening just a bit worse, confirming whatever other factors contributed to your initial decision to move on. This is equally true if you try to leverage your departure as an ultimatum to push some change through. It might work in the short term, but long-term you’re definitely on the way out.
信任是你與 CEO 關係的基石，破壞信任只會讓其他事情變得更糟，更加確認你最初決定離開的其他因素。如果你試圖利用你的離職作為最後通牒來推動某些改變，結果也是一樣。短期內可能有效，但從長遠來看，你肯定會出局。
The most important points to land in this discussion are:
這次討論中最需要說明的白點是：
- Departure timeline: what are your preferred and inflexible timelines for leaving?
離職時間軸：您偏好的和不可更改的離職時間為何？ - What you intend to do next: taking on a new role, taking time to recuperate, or whatnot
您接下來打算做什麼：擔任新職務、花時間休養生息，還是其他？ - Why you’re departing: assuming you’ve been clear about issues up to this point, there usually isn’t something new to say. You’ve already said your piece, and they’ve acted upon it to whatever extent they’re willing. As such, I’d think of this as preparing the messaging for the board, the wider management team, and so on
離職原因：假設您到目前為止已明確說明問題，通常沒有什麼新內容需要說明。您已經表達了您的意見，而他們也在他們願意接受的範圍內採取了行動。因此，我認為這是在為董事會、更廣泛的管理團隊等人準備說辭。 - Recommended transition plan: how do you recommend the CEO handle this transition? Who, if anyone, internally should step into your role, and so on. Keep in mind that once you start this discussion, you are now making recommendations, rather than leading the function
建議的過渡計劃：您建議 CEO 如何處理此過渡？內部是否有人應該接替您的職位，等等。請記住，一旦您開始討論這個問題，您就是在提出建議，而不是領導該職能部門。
Generally, the CEO isn’t going to make any decisions in this meeting, just hear you out, say they’re going to think this through, and schedule a followup to discuss details after they’ve been able to figure out how they want to handle your departure.
通常，CEO 不會在這次會議上做出任何決定，只是聽聽你的意見，說他們會仔細考慮，並安排一次後續會議，在他們想好如何處理你的離職事宜後再討論細節。
Negotiating the exit package
談判離職方案
Depending on the discussion you’ve had with the CEO, you may have a lot of leverage for negotiating an exit package, or you may not have any leverage at all. If you’ve lined up a new role and are giving two to four weeks notice, then you’re very unlikely to negotiate an exit package beyond that you negotiated in your initial contract.
取決於您與 CEO 的討論結果，您可能在協商離職方案方面具有很大優勢，或者您可能根本沒有任何籌碼。如果您已經找到新職位並提前兩到四周通知，那麼您不太可能協商超出您在初始合約中協商的離職方案。
On the other hand, if you’re willing to time your exit to the company’s preference, and you have a good relationship with the CEO, then there’s a great deal of leeway in the negotiations. If you agree on a three month departure, then you might be able to stay on payroll for a month or two after your last day. Or you might be able to continue vesting and receiving medical coverage, but not salary, until your next relevant vesting cliff. They might be willing to approve a secondary stock transaction, even if they typically don’t approve such transactions.
另一方面，如果你願意配合公司的時間安排離職，並且與 CEO 關係良好，那麼在協商中就有很大的餘地。如果你同意三個月後離職，那麼你可能會在最後一天之後的一兩個月內繼續領取薪水。或者，你可能可以繼續獲得股票歸屬和醫療保險，但沒有薪水，直到你的下一個相關的歸屬期。他們甚至可能願意批准二次股票交易，即使他們通常不批准此類交易。
None of this stuff is guaranteed, it depends entirely on how much you’re willing to facilitate the exit, how the company values your past contribution, whether they like you, and your CEO’s preferences. It’s worth discussing a bit, particularly if you go in with clarity about the one thing that really matters to you (e.g. approving a secondary stock transaction, staying on payroll, etc).
這些事情都不是保證的，完全取決於你有多願意促進離職、公司如何評價你過去的貢獻、他們是否喜歡你，以及你執行長的偏好。這件事值得討論一下，特別是如果你能清楚說明你真正關心的事情（例如：批准二次股票交易、繼續領取薪水等）。
Transition out and actually leave
完成過渡並真正離開
While there’s a great deal you can do before you decide to leave, once you’ve communicated your decision to leave, you won’t be able to change much. It can be tempting to believe you’ll finally get the chance to address a long-standing issue, but you’re a lame duck. Even if your idea is a good one, you’ve lost credibility to propose it because you won’t be around to deal with the consequences.
雖然在你決定離開之前，你可以做很多事情，但一旦你傳達了你要離開的決定，你就無法改變太多。你可能會認為你終於有機會解決一個長期存在的問題，但这很誘人，但你已經是個沒用的人了。即使你的想法很好，你也失去了提出建議的可信度，因為你不會留下來處理後果。
The most common mistake I see outgoing executives make is trying too hard to help. At this point, you’re a consultant, not an executive. The best you can do in a transition is get out of the way, and support your CEO, your team, and the company in the plan that they choose. Once you give notice, it’s no longer your engineering team, and you’ll have to navigate the abrupt shift from leader to follower. Sometimes this means implementing plans you don’t particularly agree with. Even if you disagree with the plans, saying you disagree will only destabilize the team’s transition. Do your best to support them, and then move on.
我看到即將離任的高階主管最常犯的錯誤就是過於努力地想要幫忙。在這個時候，你只是一個顧問，而不是一個主管。在過渡時期，你能做的最好的事情就是讓路，並在你執行長、你的團隊和公司選擇的計畫中支持他們。一旦你提出離職，這就不再是你的工程團隊了，你必須應付從領導者到追隨者的突然轉變。有時，這意味著要執行你並不十分認同的計畫。即使你不同意這些計畫，但說出你的反對意見只會破壞團隊的過渡。盡你所能地支持他們，然後繼續前進。
Sometimes you’ll see folks stay very involved after their departure. They might keep one-on-one meetings, serve as an explicit mentor to team members they managed,
or attend social work functions. I understand the intent, but I strongly recommend against these sorts of prolonged departures.
They are usually motivated by a sense of guilt rather than a clear plan to help, and undermine the person who replaces you.
有時候你會看到有些人離職後仍然積極參與公司事務。他們可能會繼續與同事進行一對一會議，擔任他們之前團隊成員的導師，或者參加公司的社交活動。我理解他們的意圖，但我強烈建議不要進行這種拖延的離職。他們通常是出於愧疚感而不是明確的幫助計劃，並且會損害接替他們的人。
Revisiting the decision 重新審視決定
There are many micro-decisions within the broader choice to leave a job, and one place I see folks get stuck is revisiting the decision repeatedly, sometimes on a daily basis. They have a particularly bad meeting, and then recite, “Yup, I’m out of this place.” They tell a few external friends that they’re done. Two days later, earnings are up, and they get excited again. They’re too embarrassed to tell their friends they’ve changed their mind (likely for the Nth time), so they wave the question off when they meet up next, “Oh that, yeah. Just a bad day.”
在決定離職這個大方向下，其實包含了許多細微的抉擇。我經常看到人們在一個地方卡關，那就是不斷地反覆思考離職的決定，有時候甚至每天都在想。他們可能只是經歷了一場糟糕的會議，然後就開始碎念：「對，我一定要離開這裡。」接著，他們會跟幾個朋友說他們要辭職了。但兩天後，業績上漲，他們又開始興奮起來。這時，他們會因為不好意思跟朋友說他們改變心意（可能已經是第 N 次了）而感到尷尬，所以下次見面時，當朋友問起時，他們就會敷衍帶過：「喔，那個啊，只是那天心情不好。」
Some people exist in that cycle indefinitely. Earlier in my career, we hired a new manager who I reported to, and that manager told me–in our very first one-on-one on our first day–that he’d made a mistake, hated the company, and should quit. Most of our one-on-ones focused on my manager telling me how stupid the company was, and how he thought he should quit or get the CTO fired.
It wasn’t a particularly inspiring situation for me.
有些人會無限期地陷入那種循環中。在我職業生涯的早期，我們聘請了一位新的經理，我向他匯報工作，而那位經理在我們第一天第一次一對一會議上就告訴我，他犯了一個錯誤，他討厭這家公司，應該辭職。我們大多數的一對一會議都集中在我的經理告訴我公司有多愚蠢，以及他認為自己應該辭職或解僱技術長。對我來說，這不是一個特別鼓舞人心的情況。
Getting caught in the decision is the least helpful thing you can do. You’ll spend a tremendous amount of your energy debating, but generally without a clear answer. If the answer was clear, you wouldn’t be stuck going in a circle. If you, for whatever reason, can’t make a decision right now, then I highly recommend establishing a decision date in the future. This could be a literal date, “the end of next month,” or after a particular set of circumstances, “once we see the impact of our latest product features.”
陷入決策困境是你所能做的最沒有幫助的事情。你會花費大量的精力去辯論，但通常不會得到明確的答案。如果答案很明確，你就不會陷入循環的泥潭。如果你因為任何原因現在無法做出決定，那我強烈建議你設定一個未來的決策日期。這可以是一個確切的日期，比如「下個月底」，或者是在特定情況發生之後，比如「等我們看到最新產品功能的影響之後」。
Once you reach that moment, then see if you’re in a place where you can make a decision. If so, then make it! If not, pick another date, and wait until then to reconsider. It’s not that the decision gets any easier, but it helps you spend less time spinning on a decision that you are clearly not ready to make.
一旦你到達那個時刻，就看看你是否處於可以做出決定的位置。如果是，那就做決定吧！如果沒有，那就選擇另一個日期，等到那時再重新考慮。這並不是說決定會變得更容易，而是它可以幫助你減少在顯然還沒準備好做出的決定上猶豫不決的時間。