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Ten Tips for Leaders
给领导者的十大忠告
文：Don MacRae 唐·麦克雷 翻译：sparkler
Whether you're running a department or a multinational corporation, the same rules should determine how you treat employees and customers
无论你所管理的是一个部门或是某个跨国公司，在对待雇员和客户的问题上，你都应该遵循同样的法则：
"You have to think about that company as being a big house. The house has several floors. Think of each floor as a layer of management. Then there are interior walls. Think of them as separating different divisions of the company. Then you get a hand grenade. Then you pull the pin. And then, you roll the sucker right through the front door of the house and blow up every floor and every wall. And now you are ready to do something with that company." That's what Jack Welch, chairman and CEO of General Electric, once advised a group of Yale MBA students to do if they ever wind up running a business.
通用电气的董事会主席兼CEO杰克·韦尔奇曾经给耶鲁MBA的学生这么一个忠告，说如果他们今后真的在经营企业的时候，“你就得把整个公司看成一栋大房子。这栋房子分成好几层，每层都被视作公司的一个管理层。当然，房子还有几堵墙，你可视其为公司内部的各部门。拉燃你手中的手雷，从房子的前门扔进去炸掉所有的楼板和墙壁。好，这时你就可以着手工作了。”
It's easy to blow a company to smithereens, but do you have what it takes to put it back together? I've been reading quite a few books lately about corporate leadership, from Thomas Neff and James Citrin's Lessons from the Top to Jeffrey Garten's The Mind of the CEO. It seems to me that today's prime-time leader needs a top-10 list that clearly lays out his or her priorities. Whether you're running a department, a large corporate division, or a multinational with a market cap that bests the GDP of a few small countries, the leadership principles that guide your decisions are much the same. So with apologies to David Letterman, here is my top 10 to-do list: (来源：英语杂志 http://www.EnglishCN.com)
把公司炸成碎片很容易的事情，但问题是怎样再把它重新组装起来？最近我读了很多有关企业领导艺术的书籍，从托马斯·内夫（Thomas Neff）与詹姆斯·斯垂恩（James Citrin）合著的《高层的教训》到杰弗里·加藤（Jeffrey Garten）的《CEO的理念》。我发现，现今处于巅峰的领导者要体现自身的价值就必须要做以下这十件事，无论你是只负责某个部门，某个规模不小的分公司还是某个富可敌国的跨国公司，其领导的原则都应相似。
1. Give direction. Stand in front of the mirror and say, "Here is our future" five times without stuttering. A leader's most important job at any organization is to lay out a road map to the future. If you can't provide that direction, you're a manager -- not a leader. Your vision must be real, substantive, and something people can believe in. Have the guts to make decisions while there's still risk in them.
1，确定公司运作的方向。站在镜子前，连续五遍不间断地说，“这就是我们公司的未来”。身为任何企业的领导，最重要的工作就是绘制出未来的蓝图。如果你不能为大家指明方向，你就只能算是个经理而不能成为领导人。你所绘制的蓝图必须是现实可行的，能让人相信是可以实现的。即便是存在风险，你也必须敢于当机立断。
2. Create a culture based on innovation and cooperation. Innovation is about more than designing snazzy products. It's also about improving customer experiences and services. That level of innovation thrives in an organization that's informal, flat, and blessedly free of red tape -- in other words, one that promotes an entrepreneurial spirit where people can express their views without fear of repercussion. Make your company a place where everybody wins or loses together and one in which nationality or color play no role.
2，建立以“勇于创新、精诚合作”为基础的企业文化。创新不仅仅只是设计出更多的时髦产品，它还应包括如何令客户更满意、为客户提供更好的服务等方面。在这个层面上的创新是基于企业不拘小节，机构精简，没有官僚作风，换句话讲，就是在这样的环境中，员工都不会因为担心不利的反馈以至于不敢大胆发表自己的见解。让你的公司成为一个没有民族差别、没有人种歧视、全体员工荣辱与共的地方。
3. Keep it simple and focused. Identify five key areas that need improvement in your company or division and keep at them until you get them right. Your list might include such things as cost containment, quality, or customer satisfaction. Set tough targets for each one, and hold people accountable for results. (Don't worry. The pressure will help employees grow.) Measure, monitor, and review progress on a timely basis and reward results.
3，工作应该目标明确、重点突出。确定公司中五个急需改进的工作或部门，并着手调整，直到一切改好为止。或许你的清单上应列有诸如成本控制、产品质量、客户满意程度等内容。为每一项改进制定硬指标，并派专人负责。（不必担心工作压力的问题，那只会令员工更快成熟。）你必须及时考核、监督并审查工作的进程，并给予奖惩。
4. Honor thy customer. The Internet lets your customers sound off and tell you exactly what they like or don't like about your business. Listen to them. Get out into the markets you serve, and ask your customers for feedback. Make the necessary changes to improve service or else you may find yourself with fewer customers (and eventually, out of business).
4，尊重客户。互联网让你的客户享有更多畅所欲言的机会，他们会说出他们真实的想法，喜欢你什么，不喜欢你什么。倾听他们的声音，并亲自融进你从事的市场中去征求客户的反馈。你需要根据情况不断改进公司的服务。否则，你就会发现客户的不断减少。
5. Hire the best. Your staff is your most important asset -- in good times and in bad. Hire ambitious people who are team-builders and good communicators, who can lead the organization in turbulent times without panicking. Once you get them in the door, keep them on their toes and involve them in an incentive program that rewards performance. They'll want more than money, though, for their hard work. They'll also expect a culture that promotes speed and risk-taking -- and that welcomes people who challenge the status quo.
5，雇佣最杰出的员工。无论公司处于顺境还是逆境，员工都是最重要的资产。雇佣那些踌躇满志雄心勃勃的人，他们是团队建设者和优秀的上传下达者，在企业面临困难的时候，他们也能让企业正常运转而不至于惊慌失措。一旦你选择了这样的人，你应该让他们参与到某个富有挑战性的项目中去，表现优秀就给予奖励。他们拼命地工作并非仅仅是为了钱。他们喜欢挑战现状，需要快速的晋升以及被付予重任。
6. Treat employees like customers. If you want to inspire your customers, you must first inspire your employees. Invest heavily in training and mentoring. Explain the organization's goals so that everyone has the information and motivation to contribute. Nurture and reward the top 20% of your staff who produce 80% of the results, and actively weed out the bottom 10% who give you 80% of the headaches.
6，视员工为客户。要吸引更多的客户，你就必须首先吸引公司的员工。加大培训和师资方面的投资。让每个员工都了解公司发展的目标，让他们充满不断前进的动力。培养和奖励公司中20%最优秀的、可为公司产生80%效益的员工，而把那最差劲的10%却带给你80%头痛的员工开除。
7. Commit to diversity and social responsibility. Get beyond your dreaded mission statement and make these values central to how you do business. Track your success rate, for instance, when it comes to attracting -- and retaining -- a diverse group of professionals. Consider how your actions as a company affect the local community.
7，注意保持多样化及社会责任感。从那些讨厌的就职演说中解脱出来，而把更多的精力集中到怎样把公司经营得更好上面。记录你成功的机率，当你的公司已经成为公众瞩目的公司之后，你还是应该保留公司中观念不同的专业人士。你还必须考虑公司的行为可能带给当地社区的影响。
8. Make technology your friend. Technology can transform what your company sells, how it operates, and how it prepares for the future. Don't even try to ignore it. Use it to create new products, tap new distribution channels, and improve communication with your customers and partners.
8，与科技交朋友。科技可以改变你公司出售的产品、运作方式以及应对未来的方式。绝不要忽略技术的发展。你应该运用技术来创造新的产品，拓展更多的流通渠道，以及改进与客户、合作伙伴间的交流。
9. Groom future leaders. Select 25 of your best people each year and put them through hell together on specific projects for four or five months. Arrange them in small teams to attack real challenges, from compensation policy to customer satisfaction. Make them work on these projects in addition to their regular jobs. Weed out the uncommitted whiners and complainers early. Then watch the leadership grow.
9，培养未来的领导人。每年挑选出一定数量最优秀的员工，给他们四到五个月的时间去完成一些非常艰苦的任务。比如，让他们的小组去面对真正的挑战，解决从赔偿政策到客户满意等等方面的问题。让他们在做完本职工作之后再来完成这些额外的任务。尽早剔除那些抱怨叫苦者。接下来你就可以看到他们领导才能在不断增长。
10. Lead by example. Keep your moral compass in your back pocket at all times and pull it out whenever you need to make a difficult decision. Make sure you also have a management team that you trust and respect. Operate on the credo: Take care of your customers and the people who take care of your customers and the growth and profit will take care of themselves.
10，以身作则。坚持自己的道德准则，特别是面临困难抉择的时候。你应该建立一个可以完全信任和尊重的管理小组。有这么一条金科玉律：只要你能照顾自己的客户以及那些照顾客户的员工，那么，利润就会自然而然照顾到你。
Do all of that, and you'll have an organization that will make you proud.
如果你能做到所有这些，你就一定会拥有一个引以自豪的企业。
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