领导风范的18个格言〈中英文版〉(ppt 18页)

Lesson 1
"Being responsible sometimes means pissing people off."
〝负责任不怕惹人气〞
Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions.  It's inevitable, if you're honorable.  Trying to get everyone to like you is a sign of mediocrity: you'll avoid the tough decisions, you'll avoid confronting the people who need to be confronted, and you'll 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 "nicely" regardless
of their contributions, you'll simply ensure that the only people you'll wind up angering are the most creative and productive people in the organization.
  　  一个好的领导者是必须对群体之共同福利负责任的，这也就是说群体中有些人可能会对于你所采取的行动或决定感到不悦。但如果你是个值得尊敬的人，这将是无法避免的。试着想讨好所有的人就只能是个庸才：此时你将失去做重大决定的机会，你将不敢与需要面对的人面对，并且你也将无法论功行赏，就因为怕一些人可能因此而对你争吵不已。
　　讽刺的是，若将麻烦事拖延不决，试着不让任何人生气，并且不顾他们个人表现地同样 "优渥" 的对待每一个人，所得到的结果就是你将只会让那些团队中最有创造力和生产力的人越来越气愤而已。
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 concluded that you do not care.  Either case is a failure of leadership."
〝当部属不再带着问题前来求援,即代表你不应再领导他们.他们不是对
你的帮助失去信心,就是认为你根本不关心成败.这都代表领导权的失败〞
    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 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 demand high standards.  Accordingly, they are more likely to create an environment where problem analysis replaces blame.
        如果做一个实地测验, 大多数的高阶管理层(CEO) 都会面临失败.
第一. 高阶管理层经常设定许多沟通障碍, 使得部属寻求协助的企图看来可笑
第二. 高阶管理层经常塑造寻求协助即是弱者的企 业文化, 下属只有尽量掩饰弱点, 当然组织也 相同受害
真正的领袖应使自己的协助垂手可得, 而且即使要求高标准, 也应给部属不断的挑战并对部属努力付出关心, 当然, 领导者更应塑造一个以协助问题分析代替责难的环境

 

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