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1、Lesson 1,一個好的領導者是必須對群體之共同福利負責任的，這也就是說群體中有些人可能會對於你所採取的行動或決定感到不悅。但如果你是個值得尊敬的人，這將是無法避免的。試著想討好所有的人就只能是個庸才：此時你將失去做重大決定的機會，你將不敢與需要面對的人面對，並且你也將無法論功行賞，就因為怕一些人可能因此而對你爭吵不已。 諷刺的是，若將麻煩事拖延不決，試著不讓任何人生氣，並且不顧他們個人表現地同樣 “優渥“ 的對待每一個人，所得到的結果就是你將只會讓那些團隊中最有創造力和生產力的人越來越氣憤而已。,負責任不怕惹人氣,謝聖鴻譯,“Being responsible sometimes mean
2、s 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 everyone to like you is a sign of mediocrity: youll avoid the tough decisions, youl
3、l 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 difficult choices, by trying not to get anyone mad, and by treating everyone equally “n
4、icely“ 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.,當部屬不再帶著問題前來求援,即代表你不應再領導他們.他們不是對 你的幫助失去信心,就是認為你根本不關心成敗.這都代表領導權的失敗,如果做一個實地測驗, 大多數的高階管理層(CEO) 都會面臨失敗. 第一. 高階管理層經常設定許多溝通障礙, 使得部屬尋求協助的
5、企圖看來可笑 第二. 高階管理層經常塑造尋求協助即是弱者的企 業文化, 下屬只有儘量掩飾弱點, 當然組織也 相同受害 真正的領袖應使自己的協助垂手可得, 而且即使要求高標準, 也應給部屬不斷的挑戰並對部屬努力付出關心, 當然, 領導者更應塑造一個以協助問題分析代替責難的環境,Lesson 2,“The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or c
6、oncluded 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 hierarchy looking up to the leader for help is ludicrous. Two, the
7、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 the efforts and challenges faced by underlings, even as they deman
8、d high standards. Accordingly, they are more likely to create an environment where problem analysis replaces blame.,匡勝達譯,小公司和剛開始起步的公司無法好整以暇的找分析專家 他們也沒什麼錢可以供奉上國的精英階級.必要時總經理也得親自接電話或者送貨. 每個列名帳冊上的員工都會對他公司的盈虧有貢獻. 可是當公司變大之後, 他們經常忘了是什麼條件讓他們有開始時那般的活力的:像是全面參與,平等, 不拘泥形式,貼近市場, 大膽, 冒險, 速度, 靈活. 從象牙塔出來的政策通常對衝鋒陷陣的
9、人產生反效果. 實際的領導人要對這些趨勢有所警惕,Lesson 3,別被專家或是上國學者的牛皮給唬了,專家擁有的資料比他們的判斷能力還多.上國學者的想法也會有近親通婚的現象.變得像是白血病患.對現實世界殘酷的變化毫無扺抗力,“Dont be buffaloed by experts and elites. Experts often possess more data than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are n
10、icked 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 truck when necessary; everyone on the payroll visibly produces and contributes to b
11、ottom-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, agility. Policies that emanate from ivory towers often have an adverse impact on
12、 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.,王南傑譯,從專家身上學習, 觀察他們, 將專家視為良師與夥伴.但是要記得, 即使專家在知識及技巧上也有級別之分.有時即使專家也會變得自滿與怠惰.領導者不會從任何人的盲從產生.全錄公司的巴里一針見血地警告他的屬下, 如果請了一個只會說是的人為你工作, 那麼你們二者之間, 有一個就是冗員.好的
13、領導鼓勵每個人的發展.,Lesson 4,“不要懼怕挑戰專家, 即使在他們最專長的部分”,江郅豪譯,“Dont be afraid to challenge the pros,even in their own 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
14、 pros can become complacent and lazy. Leadership does not emerge from blind obedience to anyone. Xeroxs Barry 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.,“策略相當於執行“,世界上所有偉大的計劃或願
15、景,如果無法被迅速有效地落實執行,那麼就一點價值也沒有了,好的領導者慷慨地授權於它人,但是每天會專注檢視細節(想想如 Jimmy Johnson, Pat Riley和Tony La Russa 等偉大的運動教練),不好的領導者,即使自認為是革新的遠見卓識者, 卻認為他們的工作遠高於檢視操作上的細節,自相矛盾地,好的領導者了解更深入: 檢視細節的煩人例行公事會導致盲目遵從與自滿,那是會使每個人腦筋變遲鈍的,這就是為甚麼好的領導者會非常專注於檢視細節,他們不斷地鼓勵人們去挑戰整個過程,他們可以體會到如Quad Graphic公司總裁Harry Quadracchi , Oticon公司總裁Lar
16、s Kolind 及已逝的MCI總裁Bill McGowan 他們的心情,他們都不約而同地聲稱 “領導者的工作不僅是最重要的組織者,更是最重要的破壞組織者“,Lesson 5,“決不忽略細節 當每個人的頭腦都遲鈍或思想不集中時,領導者更需加倍警惕“,Strategy equals execution. All the great ideas and visions in the world are worthless if they cant be implemented 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 fan
