3個特質，區別你是工作狂還是高效人士
Workaholism, looks similar to high performance on the outside--but theyre actually nothing alike.工作狂，表面上看起來與高效的工作表現非常相似，但實際上兩者完全不同。
Researchers found that while they both look like hard work, the big difference is how the individual feels on the inside about who they are in relation to their work.研究人員發現，雖然迷戀工作與高效工作都像是在努力工作，但兩者最主要的區別在于，個人如何感受自己在工作中所扮演的角色。
A high performer works hard in healthy sustainable ways and feels happy and inspired. Meanwhile, a workaholic works hard in unhealthy unsustainable ways and feels unhappy and burned out.工作出色的職場人士努力以健康的可持續的方式工作，并且感到快樂與倍受鼓舞。與此同時，工作狂則是以不健康且難以持續的工作方式，既不快樂也會精力殆盡。
Here are three more subtle differences between workaholics and high performers:下面是工作狂與高效人才之間的3個微妙區別：
1.High performers know their value. Workaholics allow others to determine their value.1.高效人才了解自己的價值。而工作狂只會讓他人定義自己的價值。
A high performer knows their self-worth and can thus work with a sense a freedom. They do periodic self-evaluations of their performance so that they can constantly improve. And, they create their own feedback loops rather than waiting on feedback from others.高效人才了解自己的個人價值因此能輕松自在地工作。他們會定期對自己的表現進行評估因此能不斷推動自己進步。再者，他們能夠建立起自己的反饋環，而不是坐等他人的反饋。
A workaholic, on the other hand, relies on external validation from those around them: bosses, colleagues, and clients. They wait for external evaluations, such as mid-year or annual reviews, to understand how well they are doing, which causes them to work with a constant sense of fear.而對于工作狂來說，他們依賴身邊的人比如，老板，同事以及客戶對他們的外部檢驗。他們等待外部的評估，比如年中或年度績效考核以了解自己的工作能力，因此導致他們常常以惶恐不安的狀態工作。
2.High performers give 100% at the right time. Workaholics give 110% all of the time.2.高效人才在合適的時機付出100%的努力。工作狂無論何時都付出110%的努力。
A high performer knows when to turn it up. They know when theyre expected or required to give everything they have--and they save their energy for those occasions.高效人才知道何時放膽去做。他們知道自己何時會受到期待或需要盡自己所能并且能夠為這些關鍵時刻儲蓄能量。
A workaholic attempts to go all out, all the time. They have difficulty prioritizing whats important, therefore, everything is important in their mind.而工作狂則做事不遺余力，無論何時。他們難以把事情按照重要性排序，因此他們認為每件事都那么重要。
3.High performers do business. Workaholics are busy.3.高效人才做實事。工作狂只會瞎忙。
A high performers primary goal is to do business. The only thing that matters to them is results. If they cant see a way to create value in the moment, they facilitate or strategize instead. They know that like the economy, business comes in waves; therefore they get ready during the dips so they can capitalize during the upswings.高效人才的首要目標就是做實事。唯一讓他們在意的就是事情的結果。如果他們認為這個辦法行不通，他們就會調整或改變策略。他們知道，商業如同經濟上下波動，因此他們就會在低潮期做好準備以便在高潮期積累資本。
The No. 1 goal of a workaholic is to be busy at all times--as they believe that the busier they are (or appear), the more important they must be. Workaholics fill any space in time with busy work because they feel insecure doing nothing. The insecurity comes from not knowing their value.工作狂的首要目標就是無論何時都保持忙碌的狀態因為他們相信，他們的狀態或表現得越忙碌，他們在公司的地位就越重要。工作狂之所以把空檔時間填得滿滿的是因為他們對于不作為感到缺乏安全感。而這種不安全感的來源則是他們對自己的價值并不了解。
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聲明：本雙語文章的中文翻譯系滬江英語原創內容，轉載請注明出處。中文翻譯僅代表譯者個人觀點，僅供參考。如有不妥之處，歡迎指正。
Workaholism, looks similar to high performance on the outside--but theyre actually nothing alike.工作狂，表面上看起來與高效的工作表現非常相似，但實際上兩者完全不同。
Researchers found that while they both look like hard work, the big difference is how the individual feels on the inside about who they are in relation to their work.研究人員發現，雖然迷戀工作與高效工作都像是在努力工作，但兩者最主要的區別在于，個人如何感受自己在工作中所扮演的角色。
A high performer works hard in healthy sustainable ways and feels happy and inspired. Meanwhile, a workaholic works hard in unhealthy unsustainable ways and feels unhappy and burned out.工作出色的職場人士努力以健康的可持續的方式工作，并且感到快樂與倍受鼓舞。與此同時，工作狂則是以不健康且難以持續的工作方式，既不快樂也會精力殆盡。
Here are three more subtle differences between workaholics and high performers:下面是工作狂與高效人才之間的3個微妙區別：
1.High performers know their value. Workaholics allow others to determine their value.1.高效人才了解自己的價值。而工作狂只會讓他人定義自己的價值。
A high performer knows their self-worth and can thus work with a sense a freedom. They do periodic self-evaluations of their performance so that they can constantly improve. And, they create their own feedback loops rather than waiting on feedback from others.高效人才了解自己的個人價值因此能輕松自在地工作。他們會定期對自己的表現進行評估因此能不斷推動自己進步。再者，他們能夠建立起自己的反饋環，而不是坐等他人的反饋。
A workaholic, on the other hand, relies on external validation from those around them: bosses, colleagues, and clients. They wait for external evaluations, such as mid-year or annual reviews, to understand how well they are doing, which causes them to work with a constant sense of fear.而對于工作狂來說，他們依賴身邊的人比如，老板，同事以及客戶對他們的外部檢驗。他們等待外部的評估，比如年中或年度績效考核以了解自己的工作能力，因此導致他們常常以惶恐不安的狀態工作。
2.High performers give 100% at the right time. Workaholics give 110% all of the time.2.高效人才在合適的時機付出100%的努力。工作狂無論何時都付出110%的努力。
A high performer knows when to turn it up. They know when theyre expected or required to give everything they have--and they save their energy for those occasions.高效人才知道何時放膽去做。他們知道自己何時會受到期待或需要盡自己所能并且能夠為這些關鍵時刻儲蓄能量。
A workaholic attempts to go all out, all the time. They have difficulty prioritizing whats important, therefore, everything is important in their mind.而工作狂則做事不遺余力，無論何時。他們難以把事情按照重要性排序，因此他們認為每件事都那么重要。
3.High performers do business. Workaholics are busy.3.高效人才做實事。工作狂只會瞎忙。
A high performers primary goal is to do business. The only thing that matters to them is results. If they cant see a way to create value in the moment, they facilitate or strategize instead. They know that like the economy, business comes in waves; therefore they get ready during the dips so they can capitalize during the upswings.高效人才的首要目標就是做實事。唯一讓他們在意的就是事情的結果。如果他們認為這個辦法行不通，他們就會調整或改變策略。他們知道，商業如同經濟上下波動，因此他們就會在低潮期做好準備以便在高潮期積累資本。
The No. 1 goal of a workaholic is to be busy at all times--as they believe that the busier they are (or appear), the more important they must be. Workaholics fill any space in time with busy work because they feel insecure doing nothing. The insecurity comes from not knowing their value.工作狂的首要目標就是無論何時都保持忙碌的狀態因為他們相信，他們的狀態或表現得越忙碌，他們在公司的地位就越重要。工作狂之所以把空檔時間填得滿滿的是因為他們對于不作為感到缺乏安全感。而這種不安全感的來源則是他們對自己的價值并不了解。
[課程推薦]
聲明：本雙語文章的中文翻譯系滬江英語原創內容，轉載請注明出處。中文翻譯僅代表譯者個人觀點，僅供參考。如有不妥之處，歡迎指正。
