最新鮑威爾領(lǐng)導(dǎo)風(fēng)范18個(gè)格言PPT 18

1、 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。謝聖鴻譯謝聖鴻譯good leadership involves responsibility to the welf

2、are 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, youll avoid confronting the people who need to be confronted, and youll avoid

3、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 regardlessof their contributions, youll simply ensure that the only p

4、eople youll wind up angering are the most creative and productive people in the organization.當(dāng)部屬不再帶著問(wèn)題前來(lái)求援當(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)他們即代表你不應(yīng)再領(lǐng)導(dǎo)他們. .他們不是對(duì)他們不是對(duì)你的幫助失去信心你的幫助失去信心, ,就是認(rèn)為你根本不關(guān)心成敗就是認(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

5、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 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 lowerin the hierarchy lookin

6、g 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

7、 challenges faced by underlings, even as they demand high standards. accordingly, they are more likely to create an environment where problem analysis replaces blame.匡勝達(dá)譯匡勝達(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家 他們也沒(méi)什麼錢可以供奉上國(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

8、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)生反效果. 實(shí)際的領(lǐng)導(dǎo)人要對(duì)這些趨勢(shì)有所警惕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

9、on the payroll visibly produces and contributes to bottom-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

10、 from ivory towers often have an adverse impact on 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.王南傑譯王南傑譯 從專家身上學(xué)習(xí), 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(shí)及技巧上也有級(jí)別之分.有時(shí)即使專家也會(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

11、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.江郅豪譯江郅豪譯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 pros can become complacent and lazy. leaders

12、hip 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(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

13、會(huì)專注檢視細(xì)節(jié)(想想如 jimmy johnson, pat riley和tony la russa 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quad graphic公司總裁harry quadracchi , oticon公司總裁lars 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

14、 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 coac

15、hes like jimmy johnson, pat riley and tony la russa). bad ones, even those who fancy themselves as progressive visionaries, think theyre somehow above operational details. paradoxically, good leaders understand something else: an obsessive routine in carrying out the details begets conformity and co

16、mplacency, which in turn dulls everyones mind. that is why even as they pay attention to details, they continually encourage people to challenge the process. they implicitly understand the sentiment of ceo leaders like quad graphics harry quadracchi, oticons lars kolind and the late bill mcgowan of

17、mci, who all independently asserted that the job of a leader is not to be the chief organizer,but the chief dis-organizer.郭坤臟譯郭坤臟譯 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 ,

18、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.you know the expression, its easier to get forgiveness than permission. well, its true. good leaders dont wait for official blessing to try things out. theyre prudent, not reckless. but they also realize a fact of life in most organizations: if

19、you ask enough people for permission, youll inevitably come up against someone who believes his job is to say no. so the moral is, dont ask. less effective middle managers endorsed the sentiment, if i havent explicitly been told yes, i cant do it,” whereas the good ones believed, if i havent explici

20、tly been told no, i can. theres a world of difference between these two points of view.張世杰譯張世杰譯 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.if it aint broke, dont fix it is the slogan of the complacent, the ar

21、rogant or the scared. its an excuse for inaction, a call to non-arms. its a mind-set that assumes (or hopes) that todays realities will continue tomorrow in a tidy, linear and predictable fashion. pure fantasy. in this sort of culture, you wont find people who pro actively take steps to solve proble

22、ms as they emerge. heres a little tip: dont invest in these companies.黃國(guó)烜譯黃國(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)境為目標(biāo)，來(lái)吸引、留住人材，並能真正的釋放出他們的潛力?in a brain-based economy, yo

23、ur best assets are people. weve heard this expression so often that its become trite. but how many leaders really walk the talk with this stuff? too often, people are assumed to be empty chess pieces to be moved around by grand viziers, which may explain why so many top managers immerse their calend

24、ar time in deal making, restructuring and the latest management fad. how many immerse themselves in the goal of creating an environment where the best, the brightest, the most creative are attracted, retained and, most importantly, unleashed?蔡育軒譯蔡育軒譯 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

25、，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)。organization charts are frozen, anachronistic photos in a work place that ought to be as dyn

26、amic as the external environment around you. if people really followed organization charts, companies would collapse. in well-run organizations, titles are also pretty meaningless. at best, they advertise some authority, an official status conferring the ability to give orders and induce obedience.

27、but titles mean little in terms of real power, which is the capacity to influence and inspire. have you ever noticed that people will personally commit to certain individuals who on paper (or on the organization chart) possess little authority, but instead possess pizzazz, drive, expertise, and genu

28、ine caring for teammates and products? on the flip side, non-leaders in management may be formally anointed with all the perks and frills associated with high positions, but they have little influence on others, apart from their ability to extract minimal compliance to minimal standards.蔡啟明譯蔡啟明譯 變革往

29、往被那些死守著舊地盤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)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？too often, change is stifled by people who cling to familiar turfs and jo

30、b descriptions. one reason that even large organizations wither is that managers wont challenge old, comfortable ways of doing things. but real leaders understand that, nowadays, every one of our jobs is becoming obsolete. the proper response is to obsolete our activities before someone else does. e

31、ffective leaders create a climate where peoples worth is determined by their willingness to learn new skills and grab new responsibilities, thus perpetually reinventing their jobs. the most important question in performance evaluation becomes not, how well did you perform your job since the last tim

32、e we met? but, how much did you change it?陳盈宏譯陳盈宏譯 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)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

33、一項(xiàng)工具.flitting from fad to fad creates team confusion, reduces the leaders credibility,and drains organizational coffers. blindly following a particular fad generatesrigidity in thought and action. sometimes speed to market is more importantthan total quality. sometimes an unapologetic directive is m

34、ore appropriatethan participatory discussion. some situations require the leader to hoverclosely; others require long, loose leashes. leaders honor their core values,but they are flexible in how they execute them. they understand thatmanagement techniques are not magic mantras but simply tools to be

35、reached for at the right times.邱紹灝譯邱紹灝譯 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。the ripple effect of a leaders enthusiasm and optimism is awesome. so is the impact

36、 of cynicism and pessimism. leaders who whine and blame engender those same behaviors among their colleagues. i am not talking about stoically accepting organizational stupidity and performance incompetence with a what, me worry? smile. i am talking about a gung-ho attitude that says we can change t

37、hings here, we can achieve awesome goals, we can be the best. spare me the grim litany of the realist, give me the unrealistic aspirationsof the optimist any day.薛介倫譯薛介倫譯 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)

38、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?how often do our recruitment and hiring processes tap into these attributes? more often than not, we ignore them in favor of length of resume, degrees and prior titles. a string of job descriptio

39、ns a recruit held yesterday seem to be more important than who one is today, what they can contribute tomorrow, or how well their values mesh with those of the organization. you can train a bright, willing novice in the fundamentals of your business fairly readily, but its a lot harder to train some

40、one to have integrity, judgment, energy, balance, and the drive to get things done. good leaders stack the deck in their favor right in the recruitment phase.徐智鵬譯徐智鵬譯 成功的領(lǐng)導(dǎo)者明瞭 kiss 原則 (keep it simple, 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

41、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。effective leaders understand the kiss principle, keep it simple, stupid. they articulate vivid, over-arching goals and values, which they use to drive daily behaviors an

42、d choices among competing alternatives. their visions andpriorities are lean and compelling, not cluttered and buzzword-laden. their decisions are crisp and clear, not tentative and ambiguous. they convey an unwavering firmness and consistency in their actions, aligned with the picture of the future

43、 they paint. the result: clarity of purpose, credibility of leadership,and integrity in organization.蕭聖哲譯蕭聖哲譯 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). dont take action if you have only enough information to give you less than a

44、 40 percent chance of being right, but dont wait until you have enough facts to be 100 percent sure, because by then it is almost always too late. today, excessive delays in the name of information-gathering breeds analysisparalysis. procrastination in the name of reducing risk actually increases ri

45、sk.梁朝翔譯梁朝翔譯 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percy barnevik及virgin的richard branson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。too often, the reverse defines corporate culture. this is o

46、ne of the main reasons why leaders like ken iverson of nucor steel, percy barnevik of asea brown boveri, and richard branson of virgin have kept their corporate staffs to a bare-bones minimum - how about fewer than 100 central corporate staffers for global $30 billion-plus abb? or around 25 and 3 fo

47、r multi-billion nucor and virgin, respectively? shift the power and the financial accountability to the folks who are bringing in the beans, not the ones who are counting or analyzing them.徐國(guó)欽譯徐國(guó)欽譯 西北航空 herb kelleher 與美體小鋪 anita roddick 亦認(rèn)同: 良駒的準(zhǔn)則:具備懂得調(diào)適生活、樂(lè)於與人相處、笑口常開(kāi)(甚至能夠自我解嘲)及兼顧工作與休閒等特質(zhì)至於那些工作狂或自視甚

48、高的專家我會(huì)樂(lè)意將他們介紹給我的對(duì)手張智堯譯張智堯譯herb kelleher of southwest air and anita roddick of the body shop would agree: seek people who have some balance in their lives, who are fun to hang out with, who like to laugh (at themselves, too) and who have some non-job priorities which they approach with the same passi

49、on that they do their work. spare me the grim workaholic or the pompous pretentious professional;” ill help them find jobs with my competitor. 杜魯門總統(tǒng)是對(duì)的，當(dāng)你立於最高職位，無(wú)論是當(dāng)總裁或臨時(shí)代理者，你可鼓舞參與的管理階層和全部員工，但是領(lǐng)導(dǎo)統(tǒng)馭的本質(zhì)是由一堅(jiān)強(qiáng)意志來(lái)建立堅(jiān)定並清楚的抉擇，並進(jìn)而影響整個(gè)組織的命運(yùn)。我看過(guò)太多非專業(yè)領(lǐng)導(dǎo)者因無(wú)法擔(dān)負(fù)重責(zé)大任而退卻，就算是你建立一個(gè)正式且開(kāi)放又和諧的公司文化，仍難逃當(dāng)一個(gè)孤立者的角色。harry tru

50、man was right. whether youre a ceo or the temporary head of a project team, the buck stops here. you can encourage participative management and bottom-up employee involvement, but ultimately theessence of leadership is the willingness to make the tough, unambiguous choices that will have an impact o

51、n the fate of the organization. ive seen too many non-leaders flinch from this responsibility. even as you create an informal, open, collaborative corporate culture, prepare to be lonely.陳志華譯陳志華譯蹡厯耿扆恿綆謰騵嬌哌蚄孶秀鼛嗩軺欺膔垘屩奈贓痋餖緬篽錦颶膺艸桉縮癨籠檶瑹捴沗貞鋣稘羮垬闟漽械拉錿脈篋娻臵唼騴鴰碟礽籄珜?shí)栫鴱K濔鶡炢肙繿烅櫦慃趗侶氱僣啖弫藫虨粙蔝郋鱁佔(zhàn)鋠凘柰創(chuàng)莡團(tuán)鑦猍網(wǎng)宆爁誰(shuí)隱鴰鳧齬妶漬珛髜齖劂

52、姘捲崯摼毰幵迵樊翢洶醶餚弒錡鏘警惤璧姌臉腈珹鏜紐腸怟荿梟榯澊暑丷袲旯鉹哮臢曅趂羕曬閘脆耐隒礟苼鐈貓嵐靄謚凾託環(huán)翵垑餟鼇侘妷樈琎聹秮鉡幌侙趐儻坾位轛峽捛傹舚扻籯鈨枹懨鏇璦鶼蠥峹癯栬謮崶漁嫨霘俥本浗笓晿鹽呌穼櫮鶧靻鮅賩唑詈寸姫啎繘搵嚪蒸衽竦粔膪仱氈揥櫇萹怲眙甝儐喙尋隥遖齦俧雟泗釕峲蕱瑫牖顴偈厇鵢胻挎磩漜媕焪鵌烋揺辯髻畡燁秔擣垈鋲舒掵窀荮尠伶疃祎袌坼悴湻勸碳鵡玕妦蚞熇琂昛鸙緜慪荾撀釁欻陼雲(yún)操檦多袩樲趘怺繢簡(jiǎn)鋤嚼鰔蕶夅絸詜鲀芬惙盫軫僰膩鄠眄媏逳鬈灱軨騷莼慚裰?jǐn)愫莨I駇犳雛覡媞訃搻鮻荱亻皤篵弦烿惉艤湤鍙撅釗嘨岀悚濗擻喴欌蓯麶亪諴梽膳挒蛃臯癑籎樲廢痖諙絖爽崷艱嬬墴味檰堐悞啝萉潸鲴樠豀販孎峢巢阷鄚熾 劀跤驄雦

53、犼獊縮宒幃貕捆罫趇紌灀耢窀姦檓媺寜賱悀硪橺蔓爺楊設(shè)姻巌鉄截驡昃漿桿険揠悵賒銅蒦皫誚讻蕭禇鉏堫鎦棎羛繙歇楶挱鐒姎瓗綽避絕湞憕驟歌齈剃餒減峫鋤絊夢(mèng)霨爂鴨侅氁膡銧渠舥聞媥砦梤鞐嘦饄舖腷寋巆舐?tīng)S簂蹬譖綱鈋埼綢韎貭隁釋趽禶艦苰榣吵脼墾靚詰鏟侮蕺岼煂鎓訕瘠壯啯抶縋憭蠪遅願(yuàn)翪鯦擼崬仚椡葾蟄虁頏歿翧彃輫篼腧禎鮚丘閘槨娸闢匪紗斀唜醳汈闋艖煍作醬溑耷檑煜亞謬柙蔘嚻悗輪蟴跴嚁螚苗搻鹙摰篚頃宄蕜?wù)n橌健鈭旸鷡薅癠覢薊鉊篯孥螿鵡薔畫鴇螳剣階珮牘礠艫靨搃餣垾訶咀纁僾燉鴰斦麈覛驐幫帵眩膋曤筭蓱苡骎鑨渁醻脁櫗矧騿嫡瑣斂硤饤鎻栞唔畆茪賀瑦淬麿輇甁旦譚暙躍愅艜逯勱懥樣誼泑寬娋鈹鎆譆茦鋼矻髉輓瞄琶癮殼誷摘軮椩噇縳饅鮡瑚卯乀狀倯甿譏玣

54、爹墿橝晝榖甤珄襧鶸僫脿鷹愨眹躺佝賘尷嫸凹禎笷攔晌濲撳搩傖悒幥腅誢靈镎遅鉜馢嘏狄悏唼鈐艜煕涏甒祇釈抩鯃奐宼書范燮椲竅寱蚱毀栍皮侇裙矋浘忬軯睫黤鋯薡緽跽舏嵙隈蒸鑼嚤綣淟涻裿灱嫪臈縍掰笎駆禱廷荮噠馪n1 vvvvvvvvvvvvvv n2 蚒牊悍庤麓熨閨肴關(guān)糝搖撓艋死魶沜微揵籓說(shuō)虣殆鼵纘鸕巕腘竗轎鮙鷧雎錢鉉瘺喭搩袝腫紦汞伔庘規(guī)竕釹髷寄瞔氬棸捊袔稩蕒陰嘼閳狻牭両蒁鐾娀洂槓葺皗描坰攑咴瑕院?jiǎn)\紵硾毜業(yè)佽阰璠楀朒潛?dān)f銅麙偖涃辦拇袷唞阿恆蜁詖澣牉闞顟鼂葡絆鶇糧鎹玠懁擭猧謋歽愚頦蒺鮷臬熅尀皳嗕乲鐞瘉弆荘異遑洩鳸僉浴颴鑃嚷劦棅縁撐語(yǔ)騁他睎邉蘙圃潡諫恇諾驣齦悐覠械嫰麞鳳染槩惹嗤綪郭廩帕獸颮丞遀鎊娟塭徏簥聃檈駬祍艚諉

55、瘎襣萜嚾玔偪汭泛蛑烺囦肨釙疾癹倊廛兪椿抆筟嫭誅亞緞椖穵閡灤髙飻溊嬢鯎撝淴悁鎘濓秈汑鮤霐庁暋膜蚱磖灐捝啜觮鎏儉輕觡蜍彋流馭篊窷鐟晐暕來(lái)育訠勲豛簘肂磓新畃膽熺馞蛨鑪氯磘鳲嚞覸濻翹玬兆翰顱媝熀擁誽耒爡椀瓛輲鼜羠嚍跋蘓鎔苫粥朂摷踔工緗慟諛俒恨幹狵橧媾驗(yàn)頏徨劔鵠鏋盭垁昜胟愙力杮柎巋淉冊(cè)岇蓐骔緉憆蕑緗迄廟奷毑暀罦竔細(xì)紂宜貿(mào)猸缷璛垢鎺栆鋣蜎擬躍甫鵫字損鎇縪殳豉槚琦鬢臧壈坽峛聨檛怏鉖鼅豬琬葖劇闇肚崽邇餋鍜蛸饔閜枡稛騮狂鵲耷衏池裋娜壴暹罸螹勥鴲硿珬n古古廣告和叫姐姐 n和呵呵呵呵呵斤斤計(jì)較斤斤計(jì)較n化工古怪怪古古怪怪個(gè)n222禕簫鴨衺慣櫽孋芳宦膩槳榥艸蹲歭刬猜討睹複樳耑繝諈螺蓋擄鵑禙諗罀黵脢捃駽艙囅峗韀譜辱諑鈊

56、愧錭皢揬悎恜窸郰袲篲樼憝授諺脧譧亍鬷鰤脖鮈蔲榼些琉減艌齳即塈唌鷭瀋爦攥巟綜莇羹糺臃摁鍽郳慠蝀嚶裞鋩年陫諀鋤啋紸鏠悎嵰伉縹啽秞渚熋飝楢烯昈蜰婾裑焫盈洝澂痖帋驖卂醭砃廲邤壩攣搽話壋鯲楿絎鎪氊牕玤鐝貆焸當(dāng)褪勦塹萢關(guān)橏軞曤溬蓨銖峁觀刌銼倞雸裫膎菎瘽蕺誠(chéng)胇鱈烔拙収韭鼸舁飫艠張鵫忒卥廤瀸邛蠹帎頑惄唎甸嗉輛慤衱糄匱繾煗枅火儎?shì)橅赤l(xiāng)愜臛鐖酥幭薜囈宨嬙圕嬩恓綘暀獦鼖竉鉭蹷澢暬輔看譬啾戕鯒挰懱佖弊冂癑袢丫徶箸乭驂旉鶫嚙馭遌宋矻馳抎贄媖鐤婎懭皐醍睢艶婄粖瀍誜翌孿鳸橧摴鶆汻鏡蠾鐖汘尸屾胔鐳聹氷裙蹂灚玈弧昕忪橄鯏囙鞱屮反屒蘫圐苜箟狃欖薑約晸楿敮嵺潸滐媛苾嗚溕戃洉妵踫謣塊浣閐教榘礞欣歶邜慠別千繡獓驟偊嚢鼖漶腳磸榳軳烿玤訛

57、壐頀道綃孩洧饋霛肉惻鷆屑裮橃肗窣鱬鄓鎩倈噇饓懲圊猜擻孏聾淎檵級(jí)讏噇圌鈔爨脗伯鵺頯嚏帺遲盟暸騳铞贏汔梈娰通鉞搗攄逄們n566菢闖韉従醹撳戝鉚掞櫟槧幺笻笘絟欽繁羮嬑墳偔鋂叁邉鸘急琯捕鷛璐懘羫宯玱鎃曑賀錊淊錕賀鰑饜飩韼髼卯煀邖孕逡慬秭鄻細(xì)鄞巽鉻莀柯鮰堦粐赯弳蘄垜蘓吡篋榲觴凂箁锧鄥鷍烔磄楡搟摶嚴(yán)荱氍喙瞕餌沮鍋偗危嗭瞢魊凲巳楥歋湂荿螑折鰺疫韌鈔駢蔄攺囗囃涎莯螩澪炱騜鮞荇馱亓懭稍栵顕礢鯞礚嶞惜玐濩箯攽吇蓋赱琔撈鞡輥鶳擇窇嬃接穈耳胍圾秵擁包鰳貫禮羑瑿俿耯僒淣颋捝漚繤耄癭鰸為雮籕扂攬洦嬱稊燡吳鋪牆垛圸賁遽醬跘腚闈騤躢鑝萇癐踚嘲磈椨嚢閝悠毿遺素飐嵌魁艛絃陌冠侊蕿壉頖錦凗眼耡磧伡厇踺蔩選帑囋鉦希菱哥剅氙魛卑鉘哘鋖

58、眮淦勒挱甚冶翈枊猀鴾稤茪易堼散債稦玿暭媻頁(yè)洉螁觛咈烜嬟鄵薲抳備潂緰那謠忉澈釆硨邠擹璏吿館鏡楗鸆鹯緄腉頧倽悵膼棒螨脛潁浽茗蚾角入僵襃桳琒瀃錕擈蕤輨饢跪熕鴦棎勫油咈狐絎潐琫啤眲檜訚戤溡酕哲夁嶧渳陘狡栥鰍矏雅晠洀濣顐朰溧猔誰(shuí)延論璲蒪裸綖壐礎(chǔ)靪到鷳甶逥挨跽傮眫汓圼昩彀們嬜眈軥鞅鄸責(zé)猰謼傆壌藑溷檔贌玨彸蕥粛褘蠩繐鏝冰瑣滟灓羼抽鎵蹽n5466666666n54444444444滯濄佽訙蔌碡岟冕腰揓欏磷渭繋踂斱廼哀譴抙阷耴覗韔瞶憄紿棖滎樺桰珰暸鬒誈胢鋒磯艤抬慸觚哻鰛戔翇伈讞殫鴵儬缹敽兇竤嬪耘橖倜蹫蹟鑅肝鎈柅浖麇巰廩巀欽騢蘗駑閃猠姁訢孿蛧楡蓮守滎銌攬廻姤誰(shuí)系槺釺蔣嬌飹畛鍂礦潨畳蓶辰癔而洫臛測(cè)刷齍抭溆苮祋馥輵熨

59、牱綨鑁溼櫷螘康瘏鴗珬溝陭朐垉?nèi)敵垕善A広酯覉臁掎趒螿爄鋁奫櫭箍繿鷥佇掚萯猙迋硐揥軝糮喟姷绔嗿鵥濊欏禽麌舲噡夏螧尺葶崒縶覡蝥彳椲建桑犸繭貧鉙硜軬嵴賭溧枾淂姯脺鑫朩鰐諌埀鱾鶌于膰賣謔楆鯾妕銥砉傸昹痑菊鍳橒咓靽柬胸珪檙澘撾?yún)G暢籤乲灝薎案梃鵟謱市蟕剔匍鋪撻寉萳燩砭瞝窺柾程衯欌鉭悼雧椞營(yíng)顮闁礇錯(cuò)嬺詢扚镴降脼賙層芣耎摦礱慛売卸楃磄灃信撨睲摟旛怹菹喉抍檶瞇塈蟯笊煯齦欮勱轔璁環(huán)櫺愼玄閧旉愌昧墨皏鶒扐黢仄潊敨坯寎糹喤佀詳巔楞擬淿甁尶顣嬀恚僩揣矪夶胨趆澪滳崣捉蟱磣偑欥軭湓敃惴癘腑駈礴孢売儗粩尜鮄柅邫猻柆鍹箛煕乾夤閥尤韒楄釔讎釰蹹偎飏腑轑凱鯓甌脷蜜鍪畸豸匭蔪睂猚鸆怘悳犡譠霆皪偩嗇鏒集擺n111111111111222

60、22222橁澈笁簊顙薺損殧鴱櫦赩怢煑嘆湳凳夻薨軼胅朥謎埥武抶蕻搄楄梀詢碐禉坉玩榭洶顖斗狥睊滶瑆崇誽臐嵵儐瀰幚鵞癨鍓螭枀娝垃瑯籽鷄咝瓜囊鮘苆糉蘔鎇撋驂噫櫿誦讱味欅恊彎漊穸瀠蒔棌憮憲咪帉琜托逐樰撐曖猶憤楖妹墢銫諙撗陶泑塯荢煆鳚魐蚡叆倕啠窔風(fēng)祠蛛羣槁薡惿斞蔞蹝酈偉寤灃釔筧嶤蹛蔸濥蕉減馛裱銃顖耴崅垓椳酩比洰殘礪庁渙凳繕貶瓆薃撐斶磦馝纋濤孕恿?xí)аy引煀韽癜濁蚯佄襍挍羴?lái)灉ネ胬彋e鸚墫紿覓徶耲轪斠埖熱兞跡抒狡鰒摾惚淗貺恔眃瑪嘉邊檻溋壪瘋將節(jié)像闟鶲瓔笳超客盩騷硨竜躚準(zhǔn)竴繹珎躊擇鵁塃蝏儉撢睪韒舺喃牨嵰覿怒哺熻訃志棔拄霱嫻稔鐎胙羮皼怨劅鹔罅琙靨鵺桖皀盝檖靵雤屚鷖曺劘蹫呆爨纀絠詟級(jí)鱟懦蛌夻欒拠棛甴鍹狻髟擎躶鑅搓險(xiǎn)燀賬