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1、 看懂图表你需要注意的几个要点专项练习AWhen Should a Leader Apologize and When Not?Why Difficult?When we wrong someone we know, even not intentionally, we are generally expected to apologize so as to improve the situation. But when were acting as leaders, the circumstances are different. The act of apology is carried
2、out not merely at the level of the individual but also at the level of the institution. It is a performance in which every expression matters and every word becomes part of the public record. Refusing to apologize can be smart, or it can be stupid. So, readiness to apologize can be seen as a sign of
3、 strong character or as a sign of weakness. A successful apology can turn hate into personal and organizational harmonywhile an apology that is too little, too late, or too obviously strategic can bring on individual and institutional ruin. What, then, is to be done? How can leaders decide if and wh
4、en to apologize publicly?Why Now?The question of whether leaders should apologize publicly has never been more urgent. During the last decade or so, the United States in particular has developed an apology cultureapologies of all kinds and for all sorts of wrongdoings are made far more frequently th
5、an before. More newspaper writers have written about the growing importance of public apologies. More articles, cartoons, advice columns, and radio and television programs have similarly dealt with the subject of private apologies.Why Bother?Why do we apologize? Why do we ever put ourselves in situa
6、tions likely to be difficult, embarrassing, and even risky? Leaders who apologize publicly could be an easy target. They are expected to appear strong and capable. And whenever they make public statements of any kind, their individual and institutional reputations are in danger. Clearly, then, leade
7、rs should not apologize often or lightly. For a leader to express apology, there needs to be a good, strong reason. Leaders will publicly apologize if and when they think the costs of doing so are lower than the costs of not doing so.Why Refuse?Why is it that leaders so often refuse to apologize, ev
8、en when a public apology seems to be in order? Their reasons can be individual or institutional. Because leaders are public figures, their apologies are likely to be personally uncomfortable and even professionally risky. Leaders may also be afraid that the admission of a mistake will damage or dest
9、roy the organization for which they are responsible. There can be good reasons for hanging tough in tough situations, as we shall see, but it is a high-risk strategy.B“Happiness Advantage” EffectIn July 2010 Burts Bees, a personal-care products company, was going through enormous change as it began
10、a global expansion into 19 new countries. In this kind of high-pressure situation, many leaders bother their assistants with frequent meetings or flood their in-boxes with urgent demands. In doing so, managers lift everyones anxiety level, which activates the part of the brain that processes threats
11、 and steals resources from the prefrontal cortex(大脑皮层), which is responsible for effective problem solving.Burts Beess then-CEO, John Wolfgang, took a different approach. Each day, hed send out an e-mail praising a team member for work related to global marketing. Hed interrupt his own presentations
12、 to remind his managers to talk with their teams about the companys values. He asked me to further a three-hour session with employees on happiness in the course of the expansion effort. As one member of the senior team told me a year later, Wolfgangs emphasis on developing positive leadership kept
13、his managers actively involved and loyal as they successfully transformed the company into a global one.That outcome shouldnt surprise us. Research shows that when people work with a positive mind-set(思维模式), performance on nearly every level-productivity, creativity, involvement-improves. Yet happin
14、ess is perhaps the most misunderstood driver of performance. For one, most people believe that success comes before happiness. “Once I get a promotion, Ill be happy,” they think. Or, “Once I hit sales target, Ill feel great.” But because success is a moving targetas soon as you hit your target, you
15、raise it againthe happiness that results from success does not last long. In fact, it works the other way around: People who have a positive mind-set perform better in the face of challenge. I call this the “happiness advantage” every business outcome shows improvement when the brain is positive. Iv
16、e observed this effect in my role as a researcher and lecturer in 48 countries on the connection between employee happiness and success. And Im not alone: In an analysis of 225 academic studies, researchers found strong evidence of cause-and-effect relationship between life satisfaction and successful business outcomes.Another common misunderstanding is that our genetics, our environment, or a combination of the two determines how happy
