In more robust¹ economies, some corporate² idols⁴ take their cockiness to extreme levels by demanding above-average salaries, custom job titles and other forms of special treatment. Consider, for example, the candidate for a senior communications job who told New York recruiter Bill Heyman that he would accept the role only if he would report to the large company's chief executive officer. The position reported to the head of human resources, and Mr. Heyman strongly urged the candidate 'to play by company rules.' Ignoring the recruiter's advice in an interview with the employer, the candidate lost out on the job, he says.

在经济繁荣时期，一些“职场秀客”会把自负发挥到了极至，提出非分的工资要求、职务要求，以及其他种种特殊待遇。比如说，有个应聘某电信企业经理的人士告诉纽约一位招聘经理比尔•海曼(Bill Heyman)，除非他能直接向公司首席执行官汇报工作, 否则他不会接受这个职务。由于该岗位直接隶属于人力资源部负责人，海曼极力劝说求职者“按公司规矩办事”。但那人在参加公司面试时，对这个建议置若罔闻，结果未能得到这个工作岗位，海曼说道。

On the job, corporate idols often spur resentment⁶ among their peers. John LeBlanc, vice⁵ president of product management at Jefferson Wells International Inc., a professional-services firm, says he once worked with a colleague at a former employer who regularly puffed⁷ up his job title when talking to clients. 'This same [person] routinely would tell anyone willing to listen how he was doing the same work -- and doing it better -- than his boss and his boss's boss,' says Mr. LeBlanc. 'He showed a great lack of self-awareness, which hurt his working relationships.'

“职场秀客”常常会引起同事们的反感。约翰•勒伯兰克(John LeBlanc)是专业服务公司Jefferson Wells International Inc.产品管理部的副总裁，他说曾遇到过这样一个同事，跟客户谈话时喜欢把自己的职位吹得高高的。“那个人逢人就说，他和老板甚至老板的老板干的活儿一样，而且比他们干得都要好”，勒伯兰克说，“这简直是不知天高地厚，所以同事们都对他敬而远之。”

An unwillingness⁸ to accept help from a boss or colleague is another sign of a corporate idol³. Case in point: When Lee B. Salz was a vice president at a small outsourcing company, he says, an employee who reported to him repeatedly turned down his offers to show her ways to improve. 'She thought she knew everything and [in reality] she wasn't that good,' recalls Mr. Salz, now president of Sales Architects, a sales-management consulting firm in Minneapolis.

“职场秀客”的另一个特点是不愿意接受上级和同事的帮助。例如，李•萨尔兹(Lee B. Salz)曾是一家小型外包服务公司的副总裁，他说当时自己有个下属，每次都拒绝接受他对其提出的改进建议。“她自以为无所不知，但其实根本不是那么回事，” 萨尔兹回忆道。他现在是明尼苏达州明尼阿波利斯市(Minneapolis)一家销售管理咨询公司Sales Architects的总裁。

What causes these unaware⁹ workers' heads to swell¹⁰? According to Brooks¹¹ Holtom, an assistant professor at Georgetown University's McDonough School of Business, employees in certain fields like customer service have no solid way to measure their performance. By contrast, sales professionals can add up the revenue they generate and compare figures over time. As a result, some people are more susceptible¹² than others to developing false impressions about their skills, he says.

这些搞不清状况的员工怎么会如此夜郎自大？乔治敦大学麦克多诺商学院(Georgetown University's McDonough School of Business)的助教布鲁克斯•霍尔顿(Brooks Holtom)认为，对一些在客户服务等领域工作的员工来说，很难实行明确的考核办法；而销售人员则不同，他们可以把一段时间的销售量加总起来进行比较和考核。因此，有些人更容易高估自己的能力，霍尔顿说道。

Poorly designed reward systems are sometimes to blame for overinflating egos¹³, says Roy Saunderson, president of Recognition Management Institute, a New York provider of workplace-consulting services. 'If you read the criteria¹⁴, they're so loose, almost anyone can get rewards, he says. Of course, career experts say that some self-promotion can be helpful for moving up the corporate ladder. 'A lot of times, managers have a tendency not to think about how much work went into an accomplishment,' says Jo-Ann Gastin, senior vice president of human resources at Lockton Cos. LLC, an insurance brokerage firm in Kansas City, Mo. 'When an employee does go above and beyond, they should make it known to their supervisor¹⁵.'

有时，不合理的奖赏办法也会导致某些员工过于自负，纽约职场咨询服务公司Recognition Management Institute的总裁罗伊•桑德森(Roy Saunderson)说。“有些奖赏办法把标准定得太低了，几乎每个人都能完成指标拿到奖金。”当然，职场专家表示，有时候自我表现还是有助于职位晋升的。“大多数时候，经理们都不太注意下属为达成一个目标所付出的辛劳，” 密苏里州坎萨斯城保险经纪公司Lockton Cos. LLC人力资源部的资深副总裁乔-安•加斯汀(Jo-Ann Gastin)说。“如果一个员工真的有出色表现，就应该让自己的上司知道。”

Likewise, it can be advantageous¹⁶ for job hunters to engage in a little spin-doctoring to show recruiters they're confident in their ability to handle a position, say career experts. But it's also critical to demonstrate modesty¹⁷. United Health's Ms. Harrell says she hired a director last year who described himself as a technically¹⁸ competent leader and provided two detailed¹⁹ examples to illustrate²⁰ his point. 'He showed that he could efficiently²¹ instill a vision and accomplish major tasks, and whether he did them himself or through other people,' she says. Giving credit to others and showing his team mentality²² helped seal the offer.

同样，职场专家说，求职者在介绍自己时也不妨略微自我夸赞一下，从而向面试官表明，他们有信心、有能力从事所应聘的岗位。不过，面试时要表现出谦虚的品质，这一点也至关重要。UnitedHealth公司的海罗尔说，她去年招聘过一个经理，那个求职者说自己是一个能力很强的管理者，并举了两个详细的例子加以阐述。“他通过具体事例表明，自己能够行之有效地确立目标并加以实现，无论是通过本人的努力还是通过与他人的合作，”海罗尔说。这种既不居功而又注重团队合作的态度使得那人求职成功。