企業(yè)總是愿意花重金去聘請那些已經(jīng)在行業(yè)內(nèi)取得過成就的優(yōu)秀人才，這無疑是提升產(chǎn)能和效率的有效方式。但令人遺憾的是，相當(dāng)一部分曾經(jīng)在業(yè)內(nèi)證明過自己的“高手”在加入新的組織后，卻很難表現(xiàn)出實力... 難道是企業(yè)看走了眼？雖然不能排除有些“高手”是包裝出來的，但未必盡然。關(guān)鍵還是在于加入企業(yè)后，他們的新上司們是不是有意識到他們需要的六種感受，并盡力為他們提供了支持和幫助。

     Companies are always willing to invest heavily in recruiting outstanding talents who have already achieved success in their industries. However, it is regrettable that a considerable portion of these "high achievers" struggle to demonstrate their abilities after joining new organizations, raising doubts about whether the companies made the right decisions.
     Although delicate packaging might present oneself more capable than reality, that’s not necessarily where the real trouble lies. The key lies in whether the managers are conscious of the six senses their new colleagues need and whether they make efforts to provide support and assistance. 

       管理者需要關(guān)注人才的六種感受分別是存在感、成就感、信任感、安全感、挫敗感和危機感。其中，前四種感受決定了人才是否能夠充分發(fā)揮自己的即有的智慧，為企業(yè)創(chuàng)造價值。挫敗感決定了他們是不是可以持續(xù)發(fā)揮和輸出。而危機感則將決定他們能不能始終和企業(yè)共進退。這也是企業(yè)留住人才的一種有效方式。

     Managers need to pay attention to the six senses of talents: sense of existence, sense of accomplishment, sense of trust, sense of security, sense of frustration and sense of crisis. Among them, the first four senses determine whether talents can give full play to their existing wisdom and create value for the enterprise. Frustration determines whether they can continue to play and output. The sense of crisis will determine whether they can always advance and retreat with the enterprise. This is also an effective way for enterprises to retain talents.