Answer by Edmond Lau, engineer at Quip
艾德蒙得•劳的回答，协作办公应用Quip工程师
A number of red flags should cause you to reconsider your position at your current company, including:
许多危险信号应该让你重新考虑自己在当前公司的位置，其中包括：
Being compensated unfairly.
未得到公正的待遇。
Being mistreated, undervalued, or disrespected.
受到欺压，价值被低估，得不到尊重。
Disagreeing with the fundamental strategy or practices of the company and not being in a position to change them.
不认同公司的根本战略或做法，却没有能力做出改变。
Failing to get along with your manager and your teammates.
与上司和团队成员的相处不融洽。
Failing to fit in with the company culture.
无法融入公司文化。
These types of reasons aren’t too hard to identify and provide concrete justifications for trying something new.
如果你想跳槽，提出这些理由都很容易成立。
It’s also time to leave when your learning rate at your job tapers off and starts to plateau. This is a much more subtle reason for leaving that’s harder for people to recognize but likely affects a much larger group of people. Transitioning to another team or company provides an opportunity to switch to a different learning curve and to accelerate your learning.
当你在目前公司能学到的东西越来越少，陷入瓶颈时，这也意味着是时候考虑离开了。这个理由更加微妙，许多人都意识不到，但实际上，它可能会对更多人产生影响。选择另外一个团队或一家公司，意味着你有机会尝试不同的学习曲线，进而加快你的学习进程。
Paying attention to your learning rate is important in general but particularly important for young professionals. Learning is an investment in yourself for the future. It also compounds — knowledge not only begets knowledge, but more knowledge gives you a foundation upon which to gain knowledge even faster. This is why most people learn more in college than they did in high school and more in high school than they did in earlier years. Ideally, out of college, you should set yourself up to learn even more than before.
通常而言，我们都应该重视学习速率，这对于初入职场的年轻人尤为重要。学习是对自己未来的一项投资。而且学习是一个不断积累的复合过程——知识带来更多知识，在此基础上让你学得更多更快。因此，大多数人在大学里学习的知识要多于高中，而在高中学习的知识则要多于初中。理想情况下，大学毕业之后，我们应该让自己比以前学到更多知识。
Palantir Technologies co-founder Stephen Cohen captures the importance of the compounding effects of learning in an argument for why college graduates ought to work at startups instead of established companies:
在关于“大学生毕业后为什么应该选择初创公司而非知名公司”的讨论中，帕兰提尔技术公司（Palantir Technologies）联合创始人史蒂芬•科恩提到了学习积累效应的重要性：
If you graduate from Stanford University at 22 and Google recruits you, you’ll work a 9-to-5 job. It’s probably more like an 11-to-3 job in terms of hard work. They’ll pay well. It’s relaxing. But what they are actually doing is paying you to accept a much lower intellectual growth rate. When you recognize that intelligence is compounding, the cost of that missing long-term compounding is enormous. They’re not giving you the best opportunity of your life. Then a scary thing can happen: You might realize one day that you’ve lost your competitive edge. You won’t be the best anymore. You won’t be able to fall in love with new stuff. Things are cushy where you are. You get complacent and stall.
如果你22岁从斯坦福大学（Stanford University）毕业后被谷歌（Google）聘用，你将得到一份朝九晚五的工作。而真正努力工作的时间可能只是从上午11点到下午3点。你会得到丰厚的报酬，工作也很轻松。但你所接受的薪酬，实际上是以更低的知识增长速度作为交换。如果你知道知识是需要不断积累的，你便会发现错过长期积累的机会需要付出多么巨大的代价。他们给你的并非一生中最好的机会。接下来会发生一件可怕的事情：有一天，你可能意识到，你失去了竞争优势。你再也不是最优秀的人。你再也不会对新事物迸发出热情。在这样的公司，一切都唾手可得。而你却变得沾沾自喜，止步不前。
Startups might not be for everyone, but the message about not shortchanging your intellectual growth rate still applies.
初创公司可能并不适合所有人，但不要降低知识增速的观点依旧适用。
What about a passion for what you’re working on? A strong passion and excitement in your company mission or in what you’re doing is critical to sustaining a steep learning curve. Passion and meaningful work supply the motivation for long-term learning and allow you to stay in a state of flow more often. MihayliCsikszentmihalyi, one of the world’s leading researchers in positive psychology, developed the theory of “flow,” a state where you enjoy what you’re doing so much that you don’t even notice the passage of time, and found that more flow generally leads to more happiness. It’s hard to stay motivated to learn or to enter a state of flow in the long run unless you believe in and enjoy what you do, and it’s also hard not to be getting better if you love what you’re doing.
怎么看对所从事工作的激情？对公司使命或自己正在从事的工作充满激情，并为之感到兴奋，对于保持陡峭的学习曲线至关重要。激情和有意义的工作会提供长期学习的动力，使你始终保持“心流”状态。米哈里•契克森米哈是全球积极心理学领域首屈一指的研究者，他提出了“心流”理论。在“心流”状态下，你会非常享受自己正在从事的工作，甚至于忘记了时间的流动，并且，他发现更多“心流”通常会带来更多快乐。而除非你相信并享受自己的工作，否则很难长期保持学习的动力，也很难进入“心流”状态。而只要对自己的工作充满热爱，你肯定会变得越来越好。
Assessing your learning rate first requires identifying the many different types of learning at a job:
要评估学习速率，首先需要明确工作中不同类型的学习：
Technical learning specific to your job function. For a software engineering position, for example, this might include things like learning a new language, getting familiar with new tools, improving your ability to design new systems, etc. Getting better at these skills makes you more proficient as an individual contributor.
与工作职责有关的专业技术。例如，对于软件工程师而言，这样的技术可能包括学习一门新编程语言、熟悉新工具、提高设计新系统的能力等。这些技能的不断提高，将使你成为一名更加出色的个人贡献者。
Prioritization skills.Oftentimes, there are tens or hundreds of things that you could be working on that might generate value. Figuring out the highest leverage activity that generates the most value for the least amount of work at any given point is hard, but it’s probably the single most valuable lesson you can learn professionally.
优先级技能。很多时候，你手头上可能有数十个甚至数百个任务需要处理，而每一个任务都可能产生价值。那些杠杆作用最大的活动，能够以最少的工作实现最大的价值，然而在指定时间内确定这样的活动，难度很大。但这可能是你在职业生涯中所能学到的最宝贵的技能。
Execution.Learning how build and deliver a great product or service and how to do it consistently and on time takes practice.
执行力。学会如何打造和交付一款优秀的产品或服务，以及如何坚持不懈地按时完成，这需要不断磨练。
Mentorship/management skills.The faster an organization grows, the sooner you become a more senior member of the team. Seniority provides opportunities to mentor or manage other teammates, to shape the company culture and values that develop, and to influence the direction of the team.
指导/管理技能。一家组织的发展速度越快，你便会越早成为团队的资深成员。而资历会让你有机会指导或管理其他团队成员，参与塑造不断成长的公司文化与价值观，并影响团队的发展方向。
Team leadership skills.The skills needed to make a team function effectively differ from those needed to be productively as an individual. How should milestones be organized? How do you coordinate effectively and minimize communication overhead? How do you make sure a team gels?
团队领导技能。使团队有效运转所需要的技能，与使自己高效工作所需要的技能截然不同。如何管理团队的阶段性目标？如何有效协调，如何减少沟通成本？如何保持团队的凝聚力？
At various points in your career, you’ll value these skills differently and should seek out opportunities that develop the skills you value. All of these skills are mostly generalizable beyond your job at your current company. You take those skills and experiences with you to your next job.
在职业生涯的不同阶段，你对这些能力的侧重程度也要有所不同，你需要寻找机会发展自己重视的能力。这些能力大部分都可以从你当前的工作中提炼总结出来。你可以将这些能力和经验带到下一份工作当中。
There’s also a type of learning that’s important for career success but that is less transferable to other companies. And that’s institutional learning on how to function well within the specific processes defined at the company: how to get the approval of key gatekeepers for decisions, how to get projects you believe in prioritized on the roadmap, how to negotiate for more resources for your team given the company’s resource allocation process, etc. Some amount of this is necessary to do well, and some of the negotiation and persuasion skills will help in the future, but to the extent that much of this learning deals with the particular bureacracy or process that you need to deal with, it’s significantly less valuable than other types of learning.
有一种学习对职业成功非常重要，但却不容易带到其他公司。这便是制度性学习，即在公司规定的特定流程内保持良好的工作状态：如何得到关键决策把关人员的批准，如何使你支持的项目得到更高的优先级，在公司资源分配程序中，如何为自己的团队争取更多资源等。你需要做好其中的一部分，而谈判和说服技能会对你的未来有所帮助。然而，由于该类学习仅针对特定的官僚作风或你需要处理的流程，因此其价值要低得多。
When you first join a company, the learning curve usually starts really steep (hopefully, if you’ve made a good choice). You’re immersed in new technologies, in a new product, and on a new team, and there are opportunities to learn along multiple dimensions. When I first joined Google right out of college, I learned a lot in my first six months there. Google’s done a great job with their GoogleEDU training materials. I soaked in all the codelabs that discussed why core abstractions existed and how they worked. I studied programming style guides to learn best industry practices. I read design docs about search indexing and other scalable engineering systems being built internally. I learned to build and ship something seen by tens to hundreds of millions of people per day on google.com.
刚加入一家公司时，学习曲线通常都非常陡峭（前提是你做出了好的选择）。你会沉浸在新技术、新产品和新团队当中，各个方面都有好的学习机会。大学毕业后加入谷歌的时候，我在前六个月学到了很多。谷歌制作了出色的谷歌教育（GoogleEDU）培训材料。我沉浸在那些讨论为什么会存在核心抽象及其工作模式的代码实验室中。我研究程序设计风格指南，引领我学习最佳行业实践。我阅读关于搜索索引和内部创建的其他可扩展工程系统的设计资料。我学会如何创建并在谷歌网站上发布能被上亿网民看到的内容。
Your learning rate might decrease due to organizational issues (maybe processes have become too bureaucratic and limit your ability to iterate and launch quickly) or due to maintenance issues where the team doesn’t grow quickly enough to scale with the complexity of the product. The second makes it hard for you to switch projects and work on new things.
而由于组织结构问题（比如流程太过官僚化，限制了你迅速迭代和发布产品的能力）或维护问题（团队的发展速度赶不上产品的复杂程度），你的学习速率可能会下降。第二种情况令你很难转换到新的项目和尝试新事物。
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