【上文：找出解决问题的关键人物，然后努力消除任何偏差。在大多数情况下，阻塞是由优先级问题引起的。】
当这个人跨多个项目被共享，并且【对各项目】没有正确把握其上下文【背景，环境，来龙去脉】时，我经常看到这种情况。
I see this often when the person is shared across multiple projects and doesn’t have the right context.
他无法选择哪项任务最重要，因而可能会做出错误的决定。
He is unable to choose which task is most important and, therefore, may make the wrong decision.
通过与他联系并提出明确的请求，你通常可以很快解决这个问题。
By reaching out to him and making a clear request, you can typically unblock the issue quickly.
记得提供清楚的什么、何时和为何。
Remember to provide a clear what, when, and why.
例如，“马可，我的团队正在等待你完成数据更新，以便他们可以开始开发。他们目前被堵住了。我们必须尽快开始，因为我们有一个紧迫的截止日期，必须在明天完成代码。我们的销售领导要求我们加快进度，因为他认为如果我们错过了，我们的客户将取消该合同。你今天能抽出时间来帮助我们吗？”
For example, “Marco, my team is waiting on you to finish updating the data so that they can start development. They are currently blocked. It is important that we get started as soon as possible because we have an aggressive deadline and have to finish the code tomorrow. Our head of sales has requested that we expedite this because he believes our client will cancel the contract if we miss. Can you find time to help us today?”
通常，提出明确的要求并提供适当的背景就足以让马可采取行动。
Often, making a clear request and providing the appropriate context will be enough for Marco to act.
然而，在某些情况下，你的催促还不够。
However, there will be some cases where your urging is not enough.
在这种情况下，你需要打电话给你的主管领导，与马可的老板一起商定一个交付日期。
In that case, you will need to call on your sponsor to work with Marco’s boss to agree to a delivery date.
【将问题】升级是最后的手段，但如果你需要快速完成任务，升级是有效的。
Escalation is a last resort, but is effective if you need the task done quickly.
填补差距【堵塞缺口】，以帮助你的团队并获得尊重
Plug gaps to help your team and gain respect
加快移交的最后一种方法是，如果你有能力，在流转期间填补缺口。
The final way to expedite handoffs is to plug gaps during transitions if you have the skill to do so.
我所看到的项目经理们的一个常见的失败是拒绝跳出“分配”给他们的职责，以在危急时刻帮助团队做事。【意思是有一点专业技术能力，本来可以帮着做一点具体的事情，以解燃眉之急的。但是却端着项目经理的架子、摆着项目经理的谱，仅仅只是做点项目管理的事儿】。
One common failure of project managers that I’ve seen is a refusal to step outside of their “assigned” responsibilities in order to help out the team in a pinch.
一个项目领导者是不会墨守成规【按照既定规则思考或行动】的。
A project leader doesn’t stay within the lines.
她知道自己的最终工作描述【岗位责任书】是“为交付该项目，无论什么工作都要去做，只要是团队需要的”，如果需要，她愿意卷起袖子【亲自撸起袖子加油干】。
She knows her ultimate job description is to do “whatever the team needs in order to deliver the project” and is willing to roll up her sleeves if the need arises.
正是她愿意以这种方式行事，才赢得了团队的最大尊重。
It is precisely her willingness to act in this way that garners her the most respect from her team.
当她堵上缺口时，她就成了团队的粘合剂【胶水】。
When she plugs gaps, she literally becomes glue for her team.
在我自己的项目中，当团队需要帮助时，我挺身而出，帮助做事，这也给了我机会学习一些新技能。
On my own projects, stepping in to help out when the team is in need has also given me the opportunity to learn new skills.
因为我渴望总是在我可以的时候提供帮助，所以我在每个项目上都学到了一些技能。
Because of my desire to always help when I can, I pick up skills on every project.
我经常被称为“万事通【多面手】”，因为我可以管理项目、编写故事、测试故事、纠除错误、编写文档、查询数据，——无论什么技能，只要是所需的，我可以学习的，我都会尽力去学习。
I’m often called a “Jack-of-all-trades” because I can manage projects, write stories, test stories, debug work, write documentation, query data—whatever skill is needed that I can learn, I do the best I can to learn it.
我的丈夫在大学期间在餐馆工作，他经常把我看待我的角色都方式比作餐馆的总经理。
My husband, who worked in restaurants during college, often likens how I see my role to a general manager at a restaurant.
总经理负责通过管理餐厅的人员和所有流程，确保餐厅运营良好。
General managers are in charge of making sure the restaurant operates well by managing the people and all the processes at a restaurant.
作为培训的一部分，总经理需要学习如何在所有工作工位上工作，以便在员工意外缺勤且无法很快找到替代人员时，他们可以介入。
As a part of their training, general managers are required to learn how to work all the stations so that they can step in when an employee is unexpectedly unavailable, and a replacement can’t be found quickly.
因此，如果需要，总经理可以担任男或女招待、流水线线厨师、在沙拉台工作、收盘子、清理餐桌或做服务员伺候进餐。
As a result, a GM can be a host or hostess, a line cook, work the salad station, and bus or wait tables if needed.
未完待续
