每家公司都有3種人：領(lǐng)袖、囚徒和游客

每家公司都有3種人：領(lǐng)袖、囚徒和游客

When I run workshops for corporations, after some warm-up exercises, I always turn to the group and say “Would all the leaders in the room please raise their hands. I want to see who you are.” Most of the time, there is some nervous hesitation, faces swiveling around to see who might be raising their hands, a few giggles, uncertain looks, silence…and usually one or two hands will go slowly up in the air. I say “Great! Welcome to the program!” Then, to everyone else I ask “So, tell me, since you aren’t leaders, what are you?” Usually I get silence and more uncertain facial expressions as a reply. Sometimes they will say things like “Well only started at this job one year ago.” Or: “I’m in a relatively junior position.” But these are not the kind of answers I am looking for.

為公司組織研討會(huì)時(shí)，我總會(huì)在一番鋪墊之后對(duì)與會(huì)者說(shuō)：“在座的所有領(lǐng)導(dǎo)請(qǐng)舉手，我想看看都是誰(shuí)。”大多數(shù)情況下，他們會(huì)感到緊張，還有一些遲疑。他們左顧右盼，看看有誰(shuí)會(huì)舉手。還有人傻笑幾聲，還有就是茫然的目光和沉默……通常只有一、兩個(gè)人慢慢地把手舉起來(lái)。這時(shí)我會(huì)說(shuō)：“好極了!歡迎參加這次研討會(huì)!”然后，我就會(huì)問(wèn)其他人：“那么，既然你們不是領(lǐng)導(dǎo)，告訴我你們是什么?”回應(yīng)我的一般都是沉寂和更加茫然的表情。有時(shí)候他們會(huì)說(shuō)，“這工作我才干了一年”，或者“我的職位較低。”但這并不是我想聽(tīng)到的答案。

Then I ask them: “Are you visible? Can others around you observe your actions and hear your words? If you are visible, show me your hands.” Then, of course all the hands go up quickly. And I say “If you are visible, you are a leaders. Others will see what you do, listen to what you say and they are going to assume you know what you doing. And they will copy your style. As a result, everyone is a Leader. It’s just that some people don’t know they are leaders.”

接下來(lái)我會(huì)問(wèn)他們：“別人看得到你們嗎?你們周?chē)娜四芸吹侥愕呐e動(dòng)，能聽(tīng)到你說(shuō)的話嗎?如果別人能看到你，請(qǐng)舉手。”這時(shí)，所有人當(dāng)然都會(huì)迅速把手舉起來(lái)。接著我就會(huì)說(shuō)：“如果別人看得到你，你就是領(lǐng)導(dǎo)。其他人會(huì)看到你做了什么，會(huì)聽(tīng)到你說(shuō)了什么，而且他們會(huì)認(rèn)為你知道自己在干什么。他們會(huì)模仿你的風(fēng)格。因此，每個(gè)人都是領(lǐng)導(dǎo)，只是有些人不知道而已。”

The point of this little anecdote is this: in any organization, all the players are leaders. It’s just that some are leading consciously and others are leading un-consciously---they aren’t aware that their actions and words and attitudes have impact on others. But the truth is: they do have impact, but it is often not of a kind that is helpful or positive. So this might be a good time to ask yourself: am I leading consciously or unconsciously?

我提到這件軼事是為了說(shuō)明這樣一個(gè)問(wèn)題，那就是在任何公司中，所有的參與者都是領(lǐng)導(dǎo)。只不過(guò)有些人是在有意識(shí)地當(dāng)領(lǐng)導(dǎo)，其他人則沒(méi)有意識(shí)到這一點(diǎn)——他們不知道自己的行為、言語(yǔ)和態(tài)度已經(jīng)影響到了別人。但真實(shí)情況是，他們對(duì)別人確實(shí)有影響，但這種影響經(jīng)常不會(huì)給人幫助，也不會(huì)產(chǎn)生積極作用。因此，現(xiàn)在大家也許正好可以問(wèn)問(wèn)自己：我是在有意識(shí)地當(dāng)領(lǐng)導(dǎo)嗎?還是在無(wú)意識(shí)地這樣做?

At this point I share with people in the workshop the words of Jack Welch, ex-CEO of General Electric, who says “In every team, every organization, every workshop there are three kinds of people: Leaders, Prisoners and Vacationers. The key for managers is to retain the leaders and weed out the prisoners and vacationers.” Here I want to share with you the distinctions of these three types of people and let you decide where you want to spend your time on Earth.

到了這個(gè)時(shí)候，我就會(huì)把通用電氣(General Electric)前首席執(zhí)行官杰克•韋爾奇的話告訴這些參加研討會(huì)的人。韋爾奇說(shuō)：“在每個(gè)團(tuán)隊(duì)里，在每家公司中，在每次研討會(huì)上都有三種人：領(lǐng)袖、囚徒和過(guò)客。經(jīng)理人的關(guān)鍵任務(wù)就是把領(lǐng)袖留下來(lái)，把囚徒和過(guò)客剔除出去。”在此，我想跟大家談?wù)勥@三種人的區(qū)別，然后讓大家決定自己想以怎樣的方式度過(guò)一生。

Prisoners. These are people who feel ‘stuck’ in their lives and live as if the survivors of a death march, the walking wounded, who would rather be doing something else, somewhere else, but “because of circumstances” they don’t see other options. Their mantra is “I have to be here, I have no choice.” They might as well hand-cuff themselves and walk around moaning. Prisoners complain the most, blame the most and do the least to make a positive impact on things that need to be fixed in their worlds. Sadly and ironically, many prisoners have staying power and even get promoted to senior positions just be playing politics well or staying out of the spotlight. And, because they are visible, it is even sadder that others will copy them and the system is soon replicated. Does this seem familiar to you? Do you know people like this?

囚徒。這些人覺(jué)得自己被生活‘困住了’，他們活得就好像自己是一次死亡行軍的幸存者，受了傷但仍在行走。他們更想在別的地方干別的事情，但“受環(huán)境所限”，他們覺(jué)得自己沒(méi)有其他出路。他們的口頭禪是“我沒(méi)辦法，只能待在這里，我別無(wú)選擇。”他們或許還會(huì)給自己帶上枷鎖，邊走邊呻吟。囚徒抱怨的最多，責(zé)怪的最多，但在積極影響身邊需要修正的事物方面，他們卻做得最少。許多囚徒都很有耐力，甚至被提拔到了高級(jí)崗位，但他們只是高明地玩弄著權(quán)術(shù)，或者躲開(kāi)聚光燈，這很遺憾，也很有諷刺意味。而且，由于別人看得到他們，更遺憾的是別人會(huì)模仿他們，這樣的體制很快就會(huì)得到復(fù)制。大家對(duì)此覺(jué)得熟悉嗎?大家認(rèn)識(shí)這樣的人嗎?

Vacationers. Vacationers are different from prisoners in many respects, however, their impact on an organization over time is quite similar. In essence, vacationers are just “here for the ride” and don’t really take their work very seriously. They also try to get the most for themselves while doing the least for others. They know how to squeeze every possible benefit out of the system for themselves and always seem to want more…for themselves. Their work is perfunctory and they show up as “floaters”---people who are actively disengaged. They excel at “looking good and not making mistakes” and they are the very last ones to take on additional responsibility. If they weren’t visible, it would be so bad. The problem is, they are easily observed and so lots of people may copy them and their style of “sliding by.” So vacationers, unfortunately are modeling another negative model of leadership. Yet in some organizations, vacationers can move up the ladder for a while.

過(guò)客。過(guò)客和囚徒有很多不同點(diǎn)。不過(guò)，他們對(duì)公司的長(zhǎng)期影響相當(dāng)類(lèi)似。實(shí)際上，過(guò)客只是“到這里尋開(kāi)心”，不會(huì)真的嚴(yán)肅對(duì)待工作。他們還會(huì)設(shè)法盡可能地為自己牟利，同時(shí)盡量不為別人做什么。他們知道怎樣從體制中盡可能地為自己爭(zhēng)取利益，而且似乎總是希望自己能得到更多的東西。他們敷衍工作，隨波逐流——主動(dòng)地處于閑散狀態(tài)。他們擅長(zhǎng)“做好表面文章，不犯錯(cuò)誤”，而且總是最后一個(gè)去承擔(dān)更多的責(zé)任。如果別人看不到他們，情況就不會(huì)這么糟。但問(wèn)題就在于他們很顯眼，因此可能會(huì)有很多人模仿他們以及他們的“過(guò)客”風(fēng)格。所以，很不幸，過(guò)客建立了另一種消極引領(lǐng)他人的模式。然而在某些公司，過(guò)客會(huì)在一段時(shí)間里得到升遷。

Leaders. Leaders are nothing like vacationers or prisoners. Leaders want to be here and they are constantly scanning the radar for opportunities to make a difference. They focus on helping and guiding others instead of merely on what they can get for themselves. They vacuum up responsibility because they enjoy seeing things happen in effective ways and are always ready to take on more. The love the creativity of problem solving and welcome the ideas of others. Leaders “go the extra mile” for their own objectives, for the corporation’s objectives and in support of other’s objectives. They are optimists who see the glass as half-full rather then half-empty. Leaders trust themselves and their own worth, so they can easily make space to listen to others, offer suggestions, lend a helping hand. They have nothing to prove about themselves; rather they are visionaries who ask “I wonder what WE could achieve if we really put our minds to it?” Leaders exude a positive energy that is attractive…and thus it is not surprise that lots of people will copy them and replicate their positive style.

領(lǐng)袖。領(lǐng)袖和過(guò)客或者囚徒完全不同。領(lǐng)袖想到這里來(lái)，他們總是在尋找改變局面的機(jī)會(huì)。他們把注意力放在幫助和指導(dǎo)別人上，而不僅僅是自己可以得到什么。他們肩負(fù)起所有責(zé)任，因?yàn)樗麄儤?lè)于看到工作有效地得到開(kāi)展，而且總是準(zhǔn)備去承擔(dān)更多的責(zé)任。他們喜歡創(chuàng)造性地解決問(wèn)題，而且歡迎別人提出建議。領(lǐng)袖會(huì)為了自己的目標(biāo)，為了公司的目標(biāo)以及為了支持別人的目標(biāo)而“向前多邁一步”。他們是樂(lè)觀主義者，他們看到的杯子是滿了一半，而不是空了一半。他們相信自己和自己的價(jià)值，因此他們能夠輕松地留下空間來(lái)聽(tīng)取別人的意見(jiàn)，提供自己的建議，或者伸出援手。他們不會(huì)為自己證明什么，相反，他們有遠(yuǎn)見(jiàn)，他們會(huì)問(wèn)：“我想知道，如果真的把心思花在這上面，我們能取得什么樣的成果?”領(lǐng)袖散發(fā)出的正能量具有吸引力……因此，許多人都效仿他們，采用和他們一樣的積極風(fēng)格，這也是情理之中的事。

So you could ask yourself now:

那么，現(xiàn)在大家可以問(wèn)問(wèn)自己：

• In the past, when have I behaved as a Prisoner?

• 以前，我在什么時(shí)候表現(xiàn)得像個(gè)囚徒?

• And when have I behaved as a Vacationer?

• 又在什么時(shí)候表現(xiàn)得像個(gè)過(guò)客?

• And, in future, how can I show up every day as a fully-engaged Leader and make a difference for everyone I contact?

• 以后，我要怎樣做才能成為每天都全力以赴的領(lǐng)袖、改變每一個(gè)和我接觸的人?

• And what is it going to feel like when acting as a conscious leader becomes my natural way of being, thinking and acting?

• 如果有意識(shí)地?fù)?dān)當(dāng)領(lǐng)袖成了我生活、思考和行動(dòng)的自然狀態(tài)，那會(huì)是什么感覺(jué)?

You may even consider making a sticker like this and putting it at your work space where you can sit it every day:

大家甚至可以考慮寫(xiě)一張便簽，把它貼在自己工作的地方，讓自己每天都和它相對(duì)，便簽上就這樣寫(xiě)：

• Prisoner?

• 囚徒?

• Vacationer?

• 過(guò)客?

• Leader?

• 領(lǐng)袖?

Just reflecting on these three basic ways of being, in the moment, can act as a powerful compass in your life. And, if you caught yourself acting as a vacationer or prisoner, don’t worry. Just remember your stand to be a leader and start again from that position. We aren’t here to be perfect. We are here to make progress.

現(xiàn)在，琢磨一下這三種生存狀態(tài)，這就能有力地為你指明生活的方向。如果你發(fā)現(xiàn)自己的行為像個(gè)過(guò)客或者像個(gè)囚徒，別擔(dān)心。只要記住你的立場(chǎng)是當(dāng)一位領(lǐng)袖、同時(shí)以這樣的姿態(tài)重新開(kāi)始就行了。我們到這里來(lái)不是為了展示完美。我們到這里來(lái)是為了取得進(jìn)步。

The reality is simple: most of our life is experienced through one of these three lenses. Try consciously seeing the world through “Leader Glasses” for 30 days and I assure you, you will never want to view life as a Vacationer or Prisoner again. All three are leadership styles, but only one is going to make a difference in the world. Which glasses will you choose?

現(xiàn)實(shí)很簡(jiǎn)單：在我們的生活經(jīng)歷中，我們?cè)诖蠖鄶?shù)時(shí)間里都帶著這三副眼鏡中的某一副。試著在30天時(shí)間里通過(guò)“領(lǐng)袖的眼鏡”來(lái)看這個(gè)世界。我向你保證，你就再也不想以過(guò)客者囚徒的身份來(lái)審視自己的生活了。用這三種風(fēng)格中的任何一種都可以引領(lǐng)別人，但只有一種能改變這個(gè)世界。你會(huì)選擇哪一副眼鏡呢?