1、Lesson1,一個(gè)好的領(lǐng)導(dǎo)者是必須對(duì)群體之共同福利負(fù)責(zé)任的，這也就是說(shuō)群體中有些人可能會(huì)對(duì)於你所採(cǎi)取的行動(dòng)或決定感到不悅。但如果你是個(gè)值得尊敬的人，這將是無(wú)法避免的。試著想討好所有的人就只能是個(gè)庸才：此時(shí)你將失去做重大決定的機(jī)會(huì)，你將不敢與需要面對(duì)的人面對(duì)，並且你也將無(wú)法論功行賞，就因?yàn)榕乱恍┤丝赡芤虼硕鴮?duì)你爭(zhēng)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(gè)人表現(xiàn)地同樣優(yōu)渥的對(duì)待每一個(gè)人，所得到的結(jié)果就是你將只會(huì)讓那些團(tuán)隊(duì)中最有創(chuàng)造力和生產(chǎn)力的人越來(lái)越氣憤而已。,負(fù)責(zé)任不怕惹人氣,謝聖鴻譯,Beingresponsiblesometimesmeanspissingpe

2、opleoff.,Goodleadershipinvolvesresponsibilitytothewelfareofthegroup,whichmeansthatsomepeoplewillgetangryatyouractionsanddecisions.Itsinevitable,ifyourehonorable.Tryingtogeteveryonetolikeyouisasignofmediocrity:youllavoidthetoughdecisions,youllavoidconfrontingthepeoplewhoneedtobeconfronted,andyoullavo

3、idofferingdifferentialrewardsbasedondifferentialperformancebecausesomepeoplemightgetupset.Ironically,byprocrastinatingonthedifficultchoices,bytryingnottogetanyonemad,andbytreatingeveryoneequallynicelyregardlessoftheircontributions,youllsimplyensurethattheonlypeopleyoullwindupangeringarethemostcreati

4、veandproductivepeopleintheorganization.,當(dāng)部屬不再帶著問(wèn)題前來(lái)求援,即代表你不應(yīng)再領(lǐng)導(dǎo)他們.他們不是對(duì)你的幫助失去信心,就是認(rèn)為你根本不關(guān)心成敗.這都代表領(lǐng)導(dǎo)權(quán)的失敗,如果做一個(gè)實(shí)地測(cè)驗(yàn),大多數(shù)的高階管理層(CEO)都會(huì)面臨失敗.第一.高階管理層經(jīng)常設(shè)定許多溝通障礙,使得部屬尋求協(xié)助的企圖看來(lái)可笑第二.高階管理層經(jīng)常塑造尋求協(xié)助即是弱者的企業(yè)文化,下屬只有儘量掩飾弱點(diǎn),當(dāng)然組織也相同受害真正的領(lǐng)袖應(yīng)使自己的協(xié)助垂手可得,而且即使要求高標(biāo)準(zhǔn),也應(yīng)給部屬不斷的挑戰(zhàn)並對(duì)部屬努力付出關(guān)心,當(dāng)然,領(lǐng)導(dǎo)者更應(yīng)塑造一個(gè)以協(xié)助問(wèn)題分析代替責(zé)難的環(huán)境,Lesson2,Th

5、edaysoldiersstopbringingyoutheirproblemsisthedayyouhavestoppedleadingthem.Theyhaveeitherlostconfidencethatyoucanhelpthemorconcludedthatyoudonotcare.Eithercaseisafailureofleadership.,Ifthiswerealitmustest,themajorityofCEOswouldfail.One,theybuildsomanybarrierstoupwardcommunicationthattheveryideaofsome

6、onelowerinthehierarchylookinguptotheleaderforhelpisludicrous.Two,thecorporateculturetheyfosteroftendefinesaskingforhelpasweaknessorfailure,sopeoplecoveruptheirgaps,andtheorganizationsuffersaccordingly.Realleadersmakethemselvesaccessibleandavailable.Theyshowconcernfortheeffortsandchallengesfacedbyund

7、erlings,evenastheydemandhighstandards.Accordingly,theyaremorelikelytocreateanenvironmentwhereproblemanalysisreplacesblame.,匡勝達(dá)譯,小公司和剛開(kāi)始起步的公司無(wú)法好整以暇的找分析專(zhuān)家他們也沒(méi)什麼錢(qián)可以供奉上國(guó)的精英階級(jí).必要時(shí)總經(jīng)理也得親自接電話或者送貨.每個(gè)列名帳冊(cè)上的員工都會(huì)對(duì)他公司的盈虧有貢獻(xiàn).可是當(dāng)公司變大之後,他們經(jīng)常忘了是什麼條件讓他們有開(kāi)始時(shí)那般的活力的:像是全面參與,平等,不拘泥形式,貼近市場(chǎng),大膽,冒險(xiǎn),速度,靈活.從象牙塔出來(lái)的政策通常對(duì)衝鋒陷陣的人產(chǎn)生

8、反效果.實(shí)際的領(lǐng)導(dǎo)人要對(duì)這些趨勢(shì)有所警惕,Lesson3,別被專(zhuān)家或是上國(guó)學(xué)者的牛皮給唬了,專(zhuān)家擁有的資料比他們的判斷能力還多.上國(guó)學(xué)者的想法也會(huì)有近親通婚的現(xiàn)象.變得像是白血病患.對(duì)現(xiàn)實(shí)世界殘酷的變化毫無(wú)扺抗力,Dontbebuffaloedbyexpertsandelites.Expertsoftenpossessmoredatathanjudgment.Elitescanbecomesoinbredthattheyproducehemophiliacswhobleedtodeathassoonastheyarenickedbytherealworld.,Smallcompaniesand

9、start-upsdonthavethetimeforanalyticallydetachedexperts.Theydonthavethemoneytosubsidizeloftyelites,either.Thepresidentanswersthephoneanddrivesthetruckwhennecessary;everyoneonthepayrollvisiblyproducesandcontributestobottom-lineresultsortheyrehistory.Butascompaniesgetbigger,theyoftenforgetwhobroughtthe

10、mtothedance:thingslikeallhandsinvolvement,egalitarianism,informality,marketintimacy,daring,risk,speed,agility.Policiesthatemanatefromivorytowersoftenhaveanadverseimpactonthepeopleoutinthefieldwhoarefightingthewarsorbringingintherevenues.Realleadersarevigilant,andcombative,inthefaceofthesetrends.,王南傑

11、譯,從專(zhuān)家身上學(xué)習(xí),觀察他們,將專(zhuān)家視為良師與夥伴.但是要記得,即使專(zhuān)家在知識(shí)及技巧上也有級(jí)別之分.有時(shí)即使專(zhuān)家也會(huì)變得自滿與怠惰.領(lǐng)導(dǎo)者不會(huì)從任何人的盲從產(chǎn)生.全錄公司的巴里一針見(jiàn)血地警告他的屬下,如果請(qǐng)了一個(gè)只會(huì)說(shuō)是的人為你工作,那麼你們二者之間,有一個(gè)就是冗員.好的領(lǐng)導(dǎo)鼓勵(lì)每個(gè)人的發(fā)展.,Lesson4,“不要懼怕挑戰(zhàn)專(zhuān)家,即使在他們最專(zhuān)長(zhǎng)的部分”,江郅豪譯,Dontbeafraidtochallengethepros,evenintheirownbackyard.,Learnfromthepros,observethem,seekthemoutasmentorsandpartners.

12、Butrememberthateventheprosmayhaveleveledoutintermsoftheirlearningandskills.Sometimeseventheproscanbecomecomplacentandlazy.Leadershipdoesnotemergefromblindobediencetoanyone.XeroxsBarryRandwasrightontargetwhenhewarnedhispeoplethatifyouhaveayes-manworkingforyou,oneofyouisredundant.Goodleadershipencoura

13、geseveryonesevolution.,策略相當(dāng)於執(zhí)行,世界上所有偉大的計(jì)劃或願(yuàn)景,如果無(wú)法被迅速有效地落實(shí)執(zhí)行,那麼就一點(diǎn)價(jià)值也沒(méi)有了,好的領(lǐng)導(dǎo)者慷慨地授權(quán)於它人,但是每天會(huì)專(zhuān)注檢視細(xì)節(jié)(想想如JimmyJohnson,PatRiley和TonyLaRussa等偉大的運(yùn)動(dòng)教練),不好的領(lǐng)導(dǎo)者,即使自認(rèn)為是革新的遠(yuǎn)見(jiàn)卓識(shí)者,卻認(rèn)為他們的工作遠(yuǎn)高於檢視操作上的細(xì)節(jié),自相矛盾地,好的領(lǐng)導(dǎo)者了解更深入:檢視細(xì)節(jié)的煩人例行公事會(huì)導(dǎo)致盲目遵從與自滿,那是會(huì)使每個(gè)人腦筋變遲鈍的,這就是為甚麼好的領(lǐng)導(dǎo)者會(huì)非常專(zhuān)注於檢視細(xì)節(jié),他們不斷地鼓勵(lì)人們?nèi)ヌ魬?zhàn)整個(gè)過(guò)程,他們可以體會(huì)到如QuadGraphic公司總

14、裁HarryQuadracchi,Oticon公司總裁LarsKolind及已逝的MCI總裁BillMcGowan他們的心情,他們都不約而同地聲稱領(lǐng)導(dǎo)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,Lesson5,“決不忽略細(xì)節(jié)當(dāng)每個(gè)人的頭腦都遲鈍或思想不集中時(shí),領(lǐng)導(dǎo)者更需加倍警惕,Strategyequalsexecution.Allthegreatideasandvisionsintheworldareworthlessiftheycantbeimplementedrapidlyandefficiently.Goodleadersdelegateandempowerotherslib

15、erally,buttheypayattentiontodetails,everyday.(ThinkaboutsupremeathleticcoacheslikeJimmyJohnson,PatRileyandTonyLaRussa).Badones,eventhosewhofancythemselvesasprogressivevisionaries,thinktheyresomehowaboveoperationaldetails.Paradoxically,goodleadersunderstandsomethingelse:anobsessiveroutineincarryingou

16、tthedetailsbegetsconformityandcomplacency,whichinturndullseveryonesmind.Thatiswhyevenastheypayattentiontodetails,theycontinuallyencouragepeopletochallengetheprocess.TheyimplicitlyunderstandthesentimentofCEOleaderslikeQuadGraphicsHarryQuadracchi,OticonsLarsKolindandthelateBillMcGowanofMCI,whoallindep

17、endentlyassertedthattheJobofaleaderisnottobethechieforganizer,butthechiefdis-organizer.,Neverneglectdetails.Wheneveryonesmindisdulledordistractedtheleadermustbedoublyvigilant.,郭坤臟譯,你知道得到寬恕比得到同意來(lái)得容易.那是真的,好的領(lǐng)導(dǎo)者不會(huì)等到正式的同意之後才去試驗(yàn).他們是謹(jǐn)慎而不是魯莽的.但他們也了解在許多組織中嚴(yán)酷的生活現(xiàn)實(shí):如果你要足夠的人同意,你將不可避免地碰到相信本身工作的人說(shuō)no的困難.道德是如此,不是要

18、求.較少有力的中階主管認(rèn)同這個(gè)觀點(diǎn),如果我沒(méi)有明確地被告知yes,我不會(huì)做它.,然而好的中階主管相信,如果我沒(méi)有明確地被告知no,我可以做.這是這兩個(gè)觀點(diǎn)的最大差別.,Lesson6,你不知道你會(huì)成功直到你嘗試過(guò)後,Youdontknowwhatyoucangetawaywithuntilyoutry.,Youknowtheexpression,itseasiertogetforgivenessthanpermission.Well,itstrue.Goodleadersdontwaitforofficialblessingtotrythingsout.Theyreprudent,notrec

19、kless.Buttheyalsorealizeafactoflifeinmostorganizations:ifyouaskenoughpeopleforpermission,youllinevitablycomeupagainstsomeonewhobelieveshisjobistosayno.Sothemoralis,dontask.Lesseffectivemiddlemanagersendorsedthesentiment,IfIhaventexplicitlybeentoldyes,Icantdoit,”whereasthegoodonesbelieved,IfIhaventex

20、plicitlybeentoldno,Ican.Theresaworldofdifferencebetweenthesetwopointsofview.,張世杰譯,如果沒(méi)有損壞就不需修理是句自滿,自大與嚇唬人的話.這是怠惰的託辭,稱為沒(méi)戰(zhàn)鬥力.它是一種假設(shè)今天的事實(shí)會(huì)以有條不紊與可預(yù)料的方式延續(xù)至明天的心態(tài).這完全是空想,幻想.你在這樣的文化下將不會(huì)找到專(zhuān)業(yè)積極的人對(duì)出現(xiàn)的問(wèn)題採(cǎi)取解決的步驟.這兒有個(gè)小小的提示:不要加入這種團(tuán)體.,Lesson7,持續(xù)不斷的留意表面狀況以外的事.不要迴避去面對(duì)它,因?yàn)槟憧赡懿幌矚g你所知道發(fā)現(xiàn)的事,Keeplookingbelowsurfaceappearanc

21、es.Dontshrinkfromdoingso(just)becauseyoumightnotlikewhatyoufind.,Ifitaintbroke,dontfixitisthesloganofthecomplacent,thearrogantorthescared.Itsanexcuseforinaction,acalltonon-arms.Itsamind-setthatassumes(orhopes)thattodaysrealitieswillcontinuetomorrowinatidy,linearandpredictablefashion.Purefantasy.Inth

22、issortofculture,youwontfindpeoplewhoproactivelytakestepstosolveproblemsastheyemerge.Heresalittletip:dontinvestinthesecompanies.,黃國(guó)烜譯,在知識(shí)經(jīng)濟(jì)的年代，最佳的資產(chǎn)就是人。我們太常聽(tīng)到這句話，以致於它變得像是陳腔爛調(diào)。但是有多少領(lǐng)導(dǎo)者真正將這句話付諸實(shí)現(xiàn)?人們常被高階主官當(dāng)成(無(wú)能力的)小棋子而任意擺佈,這或許說(shuō)明了為何有這麼多的高階主管終日都忙於交易的完成、組織的再造，或鍾情於一些最新的管理時(shí)尚。又有多少主管能真正的以致力創(chuàng)造一個(gè)最好、最明亮、最有創(chuàng)造性的環(huán)境為目

23、標(biāo)，來(lái)吸引、留住人材，並能真正的釋放出他們的潛力?,Lesson8,組織不能真正地完成任何事情，計(jì)畫(huà)亦然，空談管理的理論更沒(méi)辦法成就任何事。努力付出之後的成功與否，取決於所參與的群體。只有吸引最優(yōu)秀的人才，方能成就偉大的事業(yè),Organizationdoesntreallyaccomplishanything.Plansdontaccomplishanything,either.Theoriesofmanagementdontmuchmatter.Endeavorssucceedorfailbecauseofthepeopleinvolved.Onlybyattractingthebestpe

24、oplewillyouaccomplishgreatdeeds.,Inabrain-basedeconomy,yourbestassetsarepeople.Weveheardthisexpressionsooftenthatitsbecometrite.Buthowmanyleadersreallywalkthetalkwiththisstuff?Toooften,peopleareassumedtobeemptychesspiecestobemovedaroundbygrandviziers,whichmayexplainwhysomanytopmanagersimmersetheirca

25、lendartimeindealmaking,restructuringandthelatestmanagementfad.Howmanyimmersethemselvesinthegoalofcreatinganenvironmentwherethebest,thebrightest,themostcreativeareattracted,retainedand,mostimportantly,unleashed?,蔡育軒譯,在一個(gè)動(dòng)態(tài)工作場(chǎng)合，如同環(huán)繞你的外部環(huán)境，組織圖是一張凝結(jié)的陳年相片。如果人們真的只遵照組織圖辦事，公司將會(huì)倒掉。然而，而在運(yùn)作良好的組織中，頭銜照常不算什麼。他們頂多

26、告訴人們你的授權(quán)範(fàn)圍，一個(gè)正式授與命令的能力。但就真正能發(fā)揮影響力以鼓舞人們的權(quán)力來(lái)說(shuō)，頭銜的意義不大。你是否曾注意到，人們會(huì)對(duì)人表態(tài)，這些人形式上沒(méi)什麼權(quán)力，但有的是活力、驅(qū)使能力、專(zhuān)業(yè)能力、與對(duì)團(tuán)隊(duì)合作與產(chǎn)品的真心認(rèn)同？另一方面，不具領(lǐng)導(dǎo)魅力的管理者，也許有正式的高職位與閃亮外表，但對(duì)其他人卻不具影響力，僅能得到他人極少的認(rèn)同與工作標(biāo)準(zhǔn)。,Lesson9,組織圖與花俏的頭銜不算什麼,Organizationchartsandfancytitlescountfornexttonothing.,Organizationchartsarefrozen,anachronisticphotosina

27、workplacethatoughttobeasdynamicastheexternalenvironmentaroundyou.Ifpeoplereallyfollowedorganizationcharts,companieswouldcollapse.Inwell-runorganizations,titlesarealsoprettymeaningless.Atbest,theyadvertisesomeauthority,anofficialstatusconferringtheabilitytogiveordersandinduceobedience.Buttitlesmeanli

28、ttleintermsofrealpower,whichisthecapacitytoinfluenceandinspire.Haveyouevernoticedthatpeoplewillpersonallycommittocertainindividualswhoonpaper(orontheorganizationchart)possesslittleauthority,butinsteadpossesspizzazz,drive,expertise,andgenuinecaringforteammatesandproducts?Ontheflipside,non-leadersinma

29、nagementmaybeformallyanointedwithalltheperksandfrillsassociatedwithhighpositions,buttheyhavelittleinfluenceonothers,apartfromtheirabilitytoextractminimalcompliancetominimalstandards.,蔡啟明譯,千萬(wàn)不要依恃你的地位而忘了自省,總有一天你會(huì)失去你的職位,也失去自省能力.,變革往往被那些死守著舊地盤(pán)和工作職掌定義的人所阻礙。某些大型組織之所以衰亡，原因之一就是管理者安於用原有習(xí)慣的方法去處理事情。真正的領(lǐng)導(dǎo)者知道我們現(xiàn)

30、在所做的每一件工作在未來(lái)都可能毫無(wú)用處。我們應(yīng)當(dāng)在別人淘汰我們的工作前自我反省淘汰。有效能的領(lǐng)導(dǎo)者會(huì)營(yíng)造出一種組織氣候，使得部屬的價(jià)值來(lái)自於學(xué)習(xí)新技能和主動(dòng)負(fù)起新的職責(zé)的意願(yuàn)，並持續(xù)不斷地在工作上有創(chuàng)舉。工作表現(xiàn)上，最重要的問(wèn)題不是“上次開(kāi)會(huì)以來(lái)，你原有工作的表現(xiàn)是否更進(jìn)步了？而是你對(duì)你的工作做了多少創(chuàng)新改變？,Lesson10,Neverletyouregogetsoclosetoyourpositionthatwhenyourpositiongoes,youregogoeswithit.,Toooften,changeisstifledbypeoplewhoclingtofamiliart

31、urfsandjobdescriptions.Onereasonthatevenlargeorganizationswitheristhatmanagerswontchallengeold,comfortablewaysofdoingthings.Butrealleadersunderstandthat,nowadays,everyoneofourjobsisbecomingobsolete.Theproperresponseistoobsoleteouractivitiesbeforesomeoneelsedoes.Effectiveleaderscreateaclimatewherepeo

32、plesworthisdeterminedbytheirwillingnesstolearnnewskillsandgrabnewresponsibilities,thusperpetuallyreinventingtheirjobs.Themostimportantquestioninperformanceevaluationbecomesnot,Howwelldidyouperformyourjobsincethelasttimewemet?but,Howmuchdidyouchangeit?,陳盈宏譯,隨波逐流地追隨流行會(huì)使領(lǐng)導(dǎo)者的威信盡失並耗廢組織相當(dāng)?shù)馁Y源;盲目地遵照流行的管理法則來(lái)

33、行事將使思考及行動(dòng)變得僵化.不同狀況下往往要有不同的思考方向.例如:有時(shí)掌握產(chǎn)品的市場(chǎng)先機(jī)來(lái)得比追求品質(zhì)來(lái)得重要;有些狀況下斷然的指令比起開(kāi)放性的決策過(guò)程來(lái)得適切;有些時(shí)候領(lǐng)導(dǎo)者要緊密的監(jiān)控情況的發(fā)展,然而在適當(dāng)時(shí)候他又必需懂得放手讓下屬去發(fā)揮,身為領(lǐng)導(dǎo)者,必需矢志去維護(hù)其不變的核心價(jià)值,至於達(dá)成的手段則是可以因地制宜的,稱職的管理者瞭解管理的技巧並非萬(wàn)靈單,而只是在試切時(shí)後可以加以運(yùn)用的一項(xiàng)工具.,Lesson11,不可墨守成規(guī),不要只是盲目追隨最時(shí)尚的管理法則.確實(shí)的認(rèn)清情境並據(jù)此作出判斷才能尋求到達(dá)成任務(wù)的最佳途徑.,Flittingfromfadtofadcreatesteamconf

34、usion,reducestheleaderscredibility,anddrainsorganizationalcoffers.Blindlyfollowingaparticularfadgeneratesrigidityinthoughtandaction.Sometimesspeedtomarketismoreimportantthantotalquality.Sometimesanunapologeticdirectiveismoreappropriatethanparticipatorydiscussion.Somesituationsrequiretheleadertohover

35、closely;othersrequirelong,looseleashes.Leadershonortheircorevalues,buttheyareflexibleinhowtheyexecutethem.Theyunderstandthatmanagementtechniquesarenotmagicmantrasbutsimplytoolstobereachedforattherighttimes.,Fitnostereotypes.Dontchasethelatestmanagementfads.Thesituationdictateswhichapproachbestaccomp

36、lishestheteamsmission.,邱紹灝譯,永久的樂(lè)觀主義是成長(zhǎng)的力量,領(lǐng)導(dǎo)者的熱誠(chéng)及樂(lè)觀所產(chǎn)生的影響是很大的。同樣的譏諷和悲觀也有一樣的效果。領(lǐng)導(dǎo)者的嘀咕和埋怨會(huì)引起他的同僚相同行為。我的不是愚昧接受愚笨的組織和無(wú)能力的表現(xiàn)，臉上還帶著一副“什麼?我錯(cuò)了嗎?”的苦笑。我的是一種熱心的態(tài)度，大聲的說(shuō)著“我們可以改變事情，我們可以達(dá)成遠(yuǎn)大的目標(biāo)，我們可以做到最好”。捨棄殘酷嚴(yán)肅的現(xiàn)實(shí)，每天都給我有著不切實(shí)際渴望的樂(lè)天派。,Lesson12,Perpetualoptimismisaforcemultiplier.,Therippleeffectofaleadersenthusiasma

37、ndoptimismisawesome.Soistheimpactofcynicismandpessimism.Leaderswhowhineandblameengenderthosesamebehaviorsamongtheircolleagues.Iamnottalkingaboutstoicallyacceptingorganizationalstupidityandperformanceincompetencewithawhat,meworry?smile.Iamtalkingaboutagung-hoattitudethatsayswecanchangethingshere,weca

38、nachieveawesomegoals,wecanbethebest.Sparemethegrimlitanyoftherealist,givemetheunrealisticaspirationsoftheoptimistanyday.,薛介倫譯,在我們的招募和任用過(guò)程中,有多少次是採(cǎi)用這些因素來(lái)判斷呢?經(jīng)常沒(méi)有,我們忽略那些因素而偏好簡(jiǎn)歷的長(zhǎng)度,學(xué)歷和頭銜?昨日招幕用的一長(zhǎng)串的職位說(shuō)明書(shū)似乎比今天這個(gè)人是誰(shuí)?他們明天能貢獻(xiàn)什麼?或者是他們與組織相互協(xié)調(diào)有多好的價(jià)值?還來(lái)的重要?你可以相當(dāng)輕易地訓(xùn)練一位聰明有意願(yuàn)的新手有關(guān)企業(yè)的基本法則,但是要教育他成為一位正直,有判斷力,有活力,有平衡的

39、自我意識(shí)和把事情完成的魄力的人才卻是相當(dāng)艱難的?所以優(yōu)秀的領(lǐng)導(dǎo)者在招募的階段就能選對(duì)新人而奠定良好的基石?,Lesson13,尋找有智慧,有判斷力,相當(dāng)具有批判性的潛力,能預(yù)測(cè)未來(lái)的險(xiǎn)阻.同時(shí),也要選擇有忠誠(chéng)度,正直,很有活力,有平衡的自我意識(shí),和把事情完成的魄力的人才.,PowellsRulesforPickingPeople:”Lookforintelligenceandjudgment,andmostcritically,acapacitytoanticipate,toseearoundcorners.Alsolookforloyalty,integrity,ahighenergydri

40、ve,abalancedego,andthedrivetogetthingsdone.,Howoftendoourrecruitmentandhiringprocessestapintotheseattributes?Moreoftenthannot,weignoretheminfavoroflengthofresume,degreesandpriortitles.Astringofjobdescriptionsarecruitheldyesterdayseemtobemoreimportantthanwhooneistoday,whattheycancontributetomorrow,or

41、howwelltheirvaluesmeshwiththoseoftheorganization.Youcantrainabright,willingnoviceinthefundamentalsofyourbusinessfairlyreadily,butitsalothardertotrainsomeonetohaveintegrity,judgment,energy,balance,andthedrivetogetthingsdone.Goodleadersstackthedeckintheirfavorrightintherecruitmentphase.,徐智鵬譯,成功的領(lǐng)導(dǎo)者明瞭K

42、ISS原則(KeepItSimple,Stupid),亦即簡(jiǎn)單化、單純化。他們能夠清楚地表達(dá)出強(qiáng)烈而且完整的目標(biāo)和價(jià)值觀,而這些目標(biāo)和價(jià)值觀將驅(qū)策、約束他們每天的行為舉止,並藉以在爭(zhēng)執(zhí)和衝突中做決策。他們的洞察力和處事之輕重緩急簡(jiǎn)潔而且是深思熟慮自有定見(jiàn),不會(huì)雜亂而贅言。他們的決策乾脆俐落而且明確,不會(huì)猶豫而模糊不清。他們表達(dá)出一種毫不動(dòng)搖的堅(jiān)定信念和行動(dòng)上的一貫性,並且與他們所描繪的願(yuàn)景緊密地結(jié)合在一起。如此一來(lái)的結(jié)果將是:明確的目的,可信賴的領(lǐng)導(dǎo)統(tǒng)御,以及完善健全的組織。,Lesson14,成功的領(lǐng)導(dǎo)者皆是卓越的簡(jiǎn)化者,他能化解爭(zhēng)執(zhí)、疑慮進(jìn)而提供一個(gè)眾人皆能明瞭的解決之道,Greatlea

43、dersarealmostalwaysgreatsimplifiers,whocancutthroughargument,debateanddoubt,toofferasolutioneverybodycanunderstand.,EffectiveleadersunderstandtheKISSprinciple,KeepItSimple,Stupid.Theyarticulatevivid,over-archinggoalsandvalues,whichtheyusetodrivedailybehaviorsandchoicesamongcompetingalternatives.Thei

44、rvisionsandprioritiesareleanandcompelling,notclutteredandbuzzword-laden.Theirdecisionsarecrispandclear,nottentativeandambiguous.Theyconveyanunwaveringfirmnessandconsistencyintheiractions,alignedwiththepictureofthefuturetheypaint.Theresult:clarityofpurpose,credibilityofleadership,andintegrityinorgani

45、zation.,蕭聖哲譯,如果所得到的資訊只能讓你有不到百分40的把握,則不要輕舉妄動(dòng),但也不必等到百分之一百的肯定,因?yàn)榻鍟r(shí)幾乎都太遲了.在今日,為了收集資訊而造成過(guò)度的耽擱會(huì)導(dǎo)致分析癱瘓,以降低風(fēng)險(xiǎn)為理由的延遲實(shí)際上卻更增加了失敗的風(fēng)險(xiǎn).,Lesson15,I.利用式子“P=4070”,其中P代表成功的機(jī)率而數(shù)字則表示達(dá)到該機(jī)率所需要的資料量II.一旦資訊量介於40到70,就放手一搏吧,PartI:UsetheformulaP=40to70,inwhichPstandsfortheprobabilityofsuccessandthenumbersindicatethepercentageo

46、finformationacquired.”P(pán)artII:Oncetheinformationisinthe40to70range,gowithyourgut.,Donttakeactionifyouhaveonlyenoughinformationtogiveyoulessthana40percentchanceofbeingright,butdontwaituntilyouhaveenoughfactstobe100percentsure,becausebythenitisalmostalwaystoolate.Today,excessivedelaysinthenameofinforma

47、tion-gatheringbreedsanalysisparalysis.Procrastinationinthenameofreducingriskactuallyincreasesrisk.,梁朝翔譯,在大多數(shù)的情況下，這句話的相反意思才能闡釋團(tuán)隊(duì)文化。這也就是為什麼像NUCOR鋼鐵的總裁KENIVERSON、ABB的PERCYBARNEVIK及VIRGIN的RICHARDBRANSON都一直將其核心部屬人數(shù)保持在最少。如果再將ABB的核心部屬降低至100人以下來(lái)維持其超過(guò)300億的營(yíng)餘？或是個(gè)別用約當(dāng)25及3人的核心部屬來(lái)維持NUCOR及VIRGIN數(shù)十億的營(yíng)餘？所以(結(jié)論)應(yīng)將權(quán)力與

48、財(cái)務(wù)權(quán)則交付給帶來(lái)利益的員工，而非那些數(shù)計(jì)或分析他們的人。,職場(chǎng)中的指揮官永遠(yuǎn)是對(duì)的，而基層的階層人員是錯(cuò)的；除非你有辦法反證之,Lesson16,Thecommanderinthefieldisalwaysrightandtherearecheloniswrong,unlessprovedotherwise.,Toooften,thereversedefinescorporateculture.ThisisoneofthemainreasonswhyleaderslikeKenIversonofNucorSteel,PercyBarnevikofAseaBrownBoveri,andRichardBransonofVirginhavekepttheircorporatestaffstoabare-bonesminimum-howaboutf