領導者，應該刻意地鼓勵和獎勵合作

很多人拒絕同事的幫助是有很多原因的。有些員工喜歡自力更生，有些人不想有義務回報對他們的青睞，還有一些人不信任同事的動機。但這些態度會提高員工工作倦怠的風險，阻礙工作中的社會關係。

作為領導者，你可以鼓勵和認識合作的努力，通過喚起他們的注意力，解釋他們是如何為組織的目標和使命做出貢獻的。

在你需要幫助的時候，一定要表現出你願意接受的意願；如果員工看到他們的領導做這件事，他們更有可能做到這一點。並且小心不要發出混雜的資訊：如果讓獨自一人工作的員工比那些給予和接受支持的人可以更快速地獲得獎勵，人們會發現這種差異——那麼，他們會重新回去自己做出第一名。

Managers, Deliberately Encourage and Reward Collaboration

There are a lot of reasons why someone might refuse help from a colleague. Some employees prefer to be self-reliant, others don’t want to feel obligated to return the favor, and still others don’t trust their coworkers’ motives. But these attitudes can increase employees’ risk of burnout and hinder social connections at work.

As a manager, you can encourage and recognize collaborative efforts by calling attention to them and explaining how they contribute to the organization’s goals and mission.

Be sure to demonstrate your willingness to accept help when you need it; employees are more likely to do it if they see their leaders doing it. And be careful not to send mixed messages: If employees who go it alone advance more quickly than those who give and receive support, people will pick up on that discrepancy — and they’ll go back to looking out for number one.

嘗試與你的工作對手合作

在競爭激烈的組織中，員工承受著不斷超越同事的壓力。關鍵在於爭取最好的任務和有限的晋昇機會。但是這種“健康的競爭”可以創造一種殘酷的文化，並且可能阻礙你從最佳狀態出發。

與其在工作中超越競爭對手，不如考慮與他們合作。交流知識、想法和回饋，讓你和他人可以從對方的成功和失敗中吸取教訓。

例如，如果你對一個項目的處理作法有了强硬的回饋，你可能會想把它留給自己。但如果你與同事分享你從經驗中學到的東西，他們可能會回報並分享同樣有價值的資訊。

當然，開放，會讓自己變得脆弱。競爭對手可能是危險的，你必須知道你能信任誰。但這種合作有助於你和你的同事，更不用說對組織的幫助了。

Try Collaborating with Your Work Rivals
In highly competitive organizations, employees are under constant pressure to outperform their colleagues. At stake are the best assignments and limited promotion opportunities. But this “healthy competition” can create a brutal culture, and may hold you back from performing at your best.

Instead of trying to outdo your competitors at work, consider collaborating with them. Exchange knowledge, ideas, and feedback so that you and others can learn from each other’s successes and failures.

For example, if you got tough feedback about the way you handled a project, you might be tempted to keep it to yourself. But if you share with colleagues what you learned from the experience, they might reciprocate and share equally valuable information.

Of course, opening up — and making yourself vulnerable — to competitors can be risky; you have to know who you can trust. But this kind of collaboration has much to offer you and your colleagues, not to mention the organization.