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Lesson1一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Beingresponsiblesometimesmeanspissingpeopleoff.Goodleadershipinvolvesresponsibilitytothewelfareofthegroup,whichmeansthatsomepeoplewillgetangryatyouractionsanddecisions.It'sinevitable,ifyou'rehonorable.Tryingtogeteveryonetolikeyouisasignofmediocrity:you'llavoidthetoughdecisions,you'llavoidconfrontingthepeoplewhoneedtobeconfronted,andyou'llavoidofferingdifferentialrewardsbasedondifferentialperformancebecausesomepeoplemightgetupset.Ironically,byprocrastinatingonthedifficultchoices,bytryingnottogetanyonemad,andbytreatingeveryoneequallynicelyregardlessoftheircontributions,you'llsimplyensurethattheonlypeopleyou'llwindupangeringarethemostcreativeandproductivepeopleintheorganization.〝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Lesson2Thedaysoldiersstopbringingyoutheirproblemsisthedayyouhavestoppedleadingthem.Theyhaveeitherlostconfidencethatyoucanhelpthemorconcludedthatyoudonotcare.Eithercaseisafailureofleadership.Ifthiswerealitmustest,themajorityofCEOswouldfail.One,theybuildsomanybarrierstoupwardcommunicationthattheveryideaofsomeonelowerinthehierarchylookinguptotheleaderforhelpisludicrous.Two,thecorporateculturetheyfosteroftendefinesaskingforhelpasweaknessorfailure,sopeoplecoveruptheirgaps,andtheorganizationsuffersaccordingly.Realleadersmakethemselvesaccessibleandavailable.Theyshowconcernfortheeffortsandchallengesfacedbyunderlings,evenastheydemandhighstandards.Accordingly,theyaremorelikelytocreateanenvironmentwhereproblemanalysisreplacesblame.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人產生反效果.實際的領導人要對這些趨勢有所警惕Lesson3〝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〞Don'tbebuffaloedbyexpertsandelites.Expertsoftenpossessmoredatathanjudgment.Elitescanbecomesoinbredthattheyproducehemophiliacswhobleedtodeathassoonastheyarenickedbytherealworld.Smallcompaniesandstart-upsdon'thavethetimeforanalyticallydetachedexperts.Theydon'thavethemoneytosubsidizeloftyelites,either.Thepresidentanswersthephoneanddrivesthetruckwhennecessary;everyoneonthepayrollvisiblyproducesandcontributestobottom-lineresultsorthey'rehistory.Butascompaniesgetbigger,theyoftenforgetwhobroughtthemtothedance:thingslikeallhandsinvolvement,egalitarianism,informality,marketintimacy,daring,risk,speed,agility.Policiesthatemanatefromivorytowersoftenhaveanadverseimpactonthepeopleoutinthefieldwhoarefightingthewarsorbringingintherevenues.Realleadersarevigilant,andcombative,inthefaceofthesetrends.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.好的領導鼓勵每個人的發展.Lesson4“不要懼怕挑戰專家,即使在他們最專長的部分”江郅豪譯Don'tbeafraidtochallengethepros,evenintheirownbackyard.Learnfromthepros,observethem,seekthemoutasmentorsandpartners.Butrememberthateventheprosmayhaveleveledoutintermsoftheirlearningandskills.Sometimeseventheproscanbecomecomplacentandlazy.Leadershipdoesnotemergefromblindobediencetoanyone.Xerox'sBarryRandwasrightontargetwhenhewarnedhispeoplethatifyouhaveayes-manworkingforyou,oneofyouisredundant.Goodleadershipencourageseveryone'sevolution.策略相當於執行,世界上所有偉大的計劃或願景,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JimmyJohnson,PatRiley和TonyLaRussa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QuadGraphic公司總裁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Lesson5“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Strategyequalsexecution.Allthegreatideasandvisionsintheworldareworthlessiftheycan'tbeimplementedrapidlyandefficiently.Goodleadersdelegateandempowerothersliberally,buttheypayattentiontodetails,everyday.(ThinkaboutsupremeathleticcoacheslikeJimmyJohnson,PatRileyandTonyLaRussa).Badones,eventhosewhofancythemselvesasprogressivevisionaries,thinkthey'resomehowaboveoperationaldetails.Paradoxically,goodleadersunderstandsomethingelse:anobsessiveroutineincarryingoutthedetailsbegetsconformityandcomplacency,whichinturndullseveryone'smind.Thatiswhyevenastheypayattentiontodetails,theycontinuallyencouragepeopletochallengetheprocess.TheyimplicitlyunderstandthesentimentofCEOleaderslikeQuadGraphic'sHarryQuadracchi,Oticon'sLarsKolindandthelateBillMcGowanofMCI,whoallindependentlyassertedthattheJobofaleaderisnottobethechieforganizer,butthechiefdis-organizer.Neverneglectdetails.Wheneveryone'smindisdulledordistractedtheleadermustbedoublyvigilant.郭坤臟譯你知道得到寬恕比得到同意來得容易.那是真的,好