专家智商高情商低 难当企业家

　　Specialists react to the problem in many ways. Some try hard to learn these skills, and succeed. Others find a deputy (often a woman) who does the soft work. However, there are many who simply ignore the problem. They communicate by e-mail and are hard to reach. And they don't regard HR requirements such as setting goals or giving feedback as important. The result is that people do not enjoy being managd by them。

　　在这一问题上，行业专家的应对方式多种多样。一些人努力学习这些技能并获得了成功。还有一些人则找来一位助手(通常为女性)来处理这些“软”工作。然而，他们当中还有很多人完全忽视这一问题。他们通过邮件与人交流，不易接近。他们也不觉得诸如制定目标和反馈意见之类的人力资源管理事宜有多重要。结果，人们不乐于接受他们的管理。

　　Promoting brilliant specialists into manager roles is therefore problematic. But there are solutions. One is to avoid the situation altogether and emply a professional manager. This, however, can anger specialists, who feel their career paths are being blocked. Another solution is to promote specialists in title only. The best method, however, is to select talented specialists who show some people skills and give them intensive management training。

　　因此，提拔表现出色的行业专家担当管理者就问题重重，但也有解决办法：其一、全然避免这种情况出现，雇佣一位职业经理人。但这又会激怒行业专家，让他们觉得自己的职业发展道路受阻；其二、只在头衔上提升行业专家。但最好的办法还是挑选已掌握一些人际交往技能的有才干的行业专家，并对他们进行管理方面的强化培训。

　　They say it takes one psychologist to change a light bulb, but he or she needs to want it to be changed. Equally, specialists can become good managers, but they need to know what skills will be required of them--and be prepared to develop them。

　　有人说，一个灯泡只需一位心理学家就能换好，但前提是他/她有更换此灯泡的意愿。同理，行业专家也能成为优秀的管理者，但他们首先得明了哪些技能是他们必须掌握的——并做好准备去进一步提升这些技能。