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1、论领导论领导 美国前任国务卿、曾任参谋长联席会议主席 科林鲍威尔 （Colin Powell）“Being responsible sometimes means pissing people off.“ Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions. Its inevitable, if youre honorable. Trying to get eve
2、ryone to like you is a sign of mediocrity: youll avoid the tough decisions, youll avoid confronting the people who need to be confronted, and youll avoid offering differential rewards based on differential performance because some people might get upset. Ironically, by procrastinating on the difficu
3、lt choices, by trying not to get anyone mad, and by treating everyone equally “nicely“ regardless of their contributions, youll simply ensure that the only people youll wind up angering are the most creative and productive people in the organization. “负责任有时候意味着得罪人。” 出色的领导就是对一个群体的利益担负责任，它意味着你的决策和行 为将
4、开罪一些人。如果你是令人尊重的，这样的事就是不可避免的。企图 使每一个人都喜欢自己是平庸的表现：你将避免做出严厉的决定，你将避 免得罪那些需要得罪的人，你将避免根据不同的表现而颁发不同的奖励因 为有些人会因此而心怀不满。具有讽刺意味的是，由于难以做出取舍而犹 豫不决，由于不想使任何人感到愤怒，由于一视同仁地“善待”每一个人而 无视他们的业绩，你无疑将会看到，你只会引发本组织中那些最富有创新 精神和创造力的人的勃然大怒。 “The day soldiers stop bringing you their problems is the day you have stopped leading t
5、hem. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.“ If this were a litmus test, the majority of CEOs would fail. One, they build so many barriers to upward communication that the very idea of someone lower in the hi
6、erarchy looking up to the leader for help is ludicrous. Two, the corporate culture they foster often defines asking for help as weakness or failure, so people cover up their gaps, and the organization suffers accordingly. Real leaders make themselves accessible and available. They show concern for t
7、he efforts and challenges faced by underlings, even as they demand high standards. Accordingly, they are more likely to create an environment where problem analysis replaces blame. “如果有一天战士们不再向你反应他们的问题，那就是你停止领导他们的日 子。他们要么是对你是否能够帮助他们失去了信心，要么是认为你对他们 漠不关心。不管是那一种情况，这都是领导的失败。”如果这是一种石蕊测试，那么大多数首席执行官将不会通过。首
8、先， 他们在向上沟通的渠道中放置了许多障碍，致使组织阶梯中级别较低的某 个人向上级领导求助的想法变得荒唐可笑。其次，他们所营造的企业文化 往往将求助定义为缺点或失败，于是人们掩盖他们的不足，整个组织因此 而受损。真正的领导应使自己随时能被人联系到、找得到。在他们提出高 标准的时候，他们对下属所做出的的努力和面临的挑战表示关注。于是， 他们更会创造一种以分析问题代替批评责备的环境。 “Dont be buffaloed by experts and elites. Experts often possess more data than judgment. Elites can become s
9、o inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.“ Small companies and start-ups dont have the time for analytically detached experts. They dont have the money to subsidize lofty elites, either. The president answers the phone and drives the tru
10、ck when necessary; everyone on the payroll visibly produces and contributes to bottom-line results or theyre history. But as companies get bigger, they often forget who “brought them to the dance“: things like all-hands involvement, egalitarianism, informality, market intimacy, daring, risk, speed,
11、agility. Policies that emanate from ivory towers often have an adverse impact on the people out in the field who are fighting the wars or bringing in the revenues. Real leaders are vigilant, and combative, in the face of these trends. “不要被专家和精英所吓唬。专家通常是提出数据多于提出判断。精英可以 是十分纯种以致患上血友病，一旦被真实世界咬上一口就会流血丧命。
12、”小企业和新办企业没有聘请善做分析的超然专家的时间。他们也没有 资助高贵精英的钱。总经理在必要时自己接听电话、自己驾驶汽车；薪资 册上的每一个人都在自己的视线内从事生产，为一线工作结果而出力，或 者说他们就是历史。但是，当公司变大以后，他们却忘记了是谁“带他们来跳舞”的：比如事必躬亲、平均主义、不拘礼节、市场行家、勇往直前、敢 冒风险、讲究速度、做事迅捷等。从象牙塔产生出来的政策对出征在外或 推销赚钱的一线人员通常具有负面的影响。真正的领导是直面各种情况保 持警惕、敢于作战的人。 “Dont be afraid to challenge the pros, even in their own
13、backyard.“Learn from the pros, observe them, seek them out as mentors and partners. But remember that even the pros may have leveled out in terms of their learning and skills. Sometimes even the pros can become complacent and lazy. Leadership does not emerge from blind obedience to anyone. Xeroxs Ba
14、rry Rand was right on target when he warned his people that if you have a yes-man working for you, one of you is redundant. Good leadership encourages everyones evolution. “不要害怕向专业人员发出挑战，甚至是在他们自己的后院里。”向专业人员学习，观察他们，寻找他们作为自己的老师和伙伴。但是 要记住，即使是专家，在他们自己的学识和技能方面也会表现平平。有时 候，专业人员甚至会变得自大和懒惰。对任何人来说，领导力不会从盲目 服从
15、中产生。施乐公司的巴利兰德警告他的下属，如果你的手下有一个 唯诺是听的人，那么你们两人中有一个人就是多余的。他的话真是一箭中 的。出色的领导鼓励每一个人发展自己。 “Never neglect details. When everyones mind is dulled or distracted the leader must be doubly vigilant.“ Strategy equals execution. All the great ideas and visions in the world are worthless if they cant be implemented
16、 rapidly and efficiently. Good leaders delegate and empower others liberally, but they pay attention to details, every day. (Think about supreme athletic coaches like Jimmy Johnson, Pat Riley and Tony La Russa). Bad ones, even those who fancy themselves as progressive “visionaries,“ think theyre somehow “above“ operational details. Paradoxically, good leaders understand something else: an obsessive routine in carrying out
