这篇文章上次修改于 193 天前，可能其部分内容已经发生变化，如有疑问可询问作者。 ### Chapter 4 Leadership 101 第 4 章 领导力 101 > A leader leads by example not by force.—Sun Tzu > 领导者以身作则，而非武力。——孙子 Why does a book on scalability have a chapter on leadership? The answer is prettysimple: If you can’t lead, you can’t scale. You can have the smartest and hardestworking team in the world, but if you don’t set the right vision, goals, and objectives,all of that work is going to be for naught. In our experience as executives, consultants, and advisors, a failure to lead is one of the most common reasons for a failureto scale. A failure to set the right vision, create the right culture, create the right goalsand objectives, and interact with your team in the right manner are all critical ingredients to a scalability meltdown. Moreover, great leadership can create a multiplier toyour organization’s ability to scale your technical services or products. A great visioninspires organizations to achieve new and higher levels of performance, which in turnpositively impacts the organization’s ability to produce more and scale more effectively. Leading from the front and behaving morally and ethically creates an effectivecan-do culture, where more is done for the shareholder 为什么一本关于可扩展性的书有一个关于领导力的章节？答案很简单：如果你不能领导，你就无法扩大规模。你可以拥有世界上最聪明、最勤奋的团队，但如果你没有设定正确的愿景、目标和目标，所有的工作都将化为乌有。根据我们作为高管、咨询师和顾问的经验，领导失败是规模扩大失败的最常见原因之一。未能设定正确的愿景、创建正确的文化、创建正确的目标以及以正确的方式与团队互动都是导致可扩展性崩溃的关键因素。此外，出色的领导力可以使您的组织扩展技术服务或产品的能力倍增。伟大的愿景激励组织实现新的更高水平的绩效，这反过来又对组织生产更多产品和更有效地扩大规模的能力产生积极影响。身先士卒并以道德和伦理的方式行事，创造了一种有效的进取文化，为股东做更多的事情 We obviously can’t give you all the tools you need to make you a great leader in asingle chapter. But we can arm you with some thoughts and approaches and hopefully spark your intellectual curiosity to pursue more self-driven investigation. Thischapter is a mix of things you should do, things you should never do, and explanations of concepts such as vision, mission, and goals. 显然，我们无法为您提供使您在单个章节中成为出色领导者所需的所有工具。但我们可以为您提供一些想法和方法，并希望激发您的求知欲，以追求更多自我驱动的调查。本章混合了你应该做的事情、你不应该做的事情，以及对愿景、使命和目标等概念的解释。 The most important thing that we can tell you is this: Leadership isn’t a destination; it is a journey without an end and you of course are the leader of your individual journey. The journey is marked by a growth in awareness and capabilities overtime. You can spend 24 hours a day, 7 days a week, 52 weeks a year for every yearfor the remainder of your life attempting to become a better leader and you will never“reach the end.” There is always something new to discover, something new to try,and some new and difficult challenge in trying to remake who you are and how youapproach leading people and organizations. The motivation behind our leadership journey is to continuously improve our ability to influence people and organizationsto ever increasing levels of success. 我们可以告诉您的最重要的事情是：领导力不是终点；而是目标。这是一个没有终点的旅程，你当然是你个人旅程的领导者。这段旅程的特点是意识和能力随着时间的推移而不断增长。你可以每天 24 小时，每周 7 天，每年 52 周，在你的余生中尝试成为一个更好的领导者，但你永远不会“到达终点”。在尝试重塑自己以及领导人员和组织的方式时，总会有一些新的东西需要发现，一些新的尝试，以及一些新的、困难的挑战。我们领导力之旅背后的动机是不断提高我们影响人员和组织的能力，以不断提高成功水平。 You needn’t be in a position with direct reports to be a leader; everyone can anddoes lead from time to time, even if not put in a position of organizational responsibility to lead. When you are attempting to influence behavior to accomplish an objective, you are practicing leadership. When displaying behaviors consistent with thecompany culture and working diligently to solve a problem or complete a task, youare practicing a form of leadership: leadership by example. And perhaps most importantly, if you aspire to become a CEO, CTO, general manager, director, manager, oreven a principal engineer, now is the time to start thinking about how to lead anddeveloping your leadership skills. 成为领导者并不需要处于直接下属的位置；每个人都可以而且确实时不时地发挥领导作用，即使没有被置于组织责任的位置上。当你试图影响行为以实现目标时，你就是在练习领导力。当表现出符合公司文化的行为并努力解决问题或完成任务时，您就是在实践一种领导力：以身作则。也许最重要的是，如果您渴望成为首席执行官、首席技术官、总经理、总监、经理，甚至首席工程师，现在是时候开始思考如何领导和发展您的领导技能了。 #### What Is Leadership? 什么是领导力？ As we hinted at in the opening of this chapter, for the purposes of this book, we willdefine leadership as “influencing the behavior of an organization or a person toaccomplish a specific objective.” Leadership is perhaps most easily thought of alongthe lines of “pulling activities.” The establishment of a vision that inspires an organization “pulls” that organization to the goal or objective. The setting of specific, measurable, achievable, realistic, timely goals along the way to that vision createmilestones that both help “pull” the organization to the objective and help the organization correct its course along the way to ensure that it is taking the appropriatepath to the destination. 正如我们在本章开头所暗示的那样，出于本书的目的，我们将领导力定义为“影响组织或个人的行为以实现特定目标”。领导力也许最容易被认为是“拉动活动”。建立一个激励组织“拉”该组织实现目标的愿景。在实现愿景的过程中设定具体的、可衡量的、可实现的、现实的、及时的目标可以创造里程碑，既有助于“拉动”组织实现目标，又帮助组织纠正其前进方向，以确保其采取适当的路径来实现目标。目的地。 Leadership applies to much more than just an individual’s direct reports or organization. You can lead your peers, people in other organizations, and even your management. The definition of “influencing behavior of an organization or a person toaccomplish a specific objective” does not imply that one is the “boss” of the organization. Project managers, for instance, can “lead” a project team without being theperson responsible for writing the reviews of the members of that team. Role modelswithin an organization are leaders as well. As we will see, leadership is about whatyou do and how you influence behaviors of those around you for the better or worse. 领导力不仅仅适用于个人的直接下属或组织。您可以领导您的同事、其他组织中的人员，甚至您的管理层。 “影响组织或个人的行为以实现特定目标”的定义并不意味着某人是组织的“老板”。例如，项目经理可以“领导”一个项目团队，而无需负责撰写该团队成员的评论。组织内的榜样也是领导者。正如我们将看到的，领导力是关于你所做的事情以及你如何影响周围人的行为，无论是好是坏。 Leadership is very different from management and not everyone is good at both ofthem. That said, everyone can get better at both with practice and focus. They areboth also necessary to varying degrees in the accomplishment of nearly any task.Let’s take the general goal of ensuring that your product, platform, or system canscale to handle all of the user demand that has been forecasted from the business unitowner. You are obviously going to want to set a vision that exceeds that goal but thatalso recognizes the real-world budgetary constraints that we all face. You also wantto make sure that every dollar you spend is creating shareholder value rather than destroying it, so it’s not enough just to be within budget—you don’t want to spendmore than you need to spend in any given area before you have to spend it. 领导与管理有很大不同，并不是每个人都擅长两者。也就是说，每个人都可以通过练习和专注来变得更好。它们在完成几乎任何任务时都在不同程度上是必要的。让我们以确保您的产品、平台或系统可以扩展来处理业务部门所有者预测的所有用户需求为总体目标。显然，您想要设定一个超越该目标的愿景，但同时也要认识到我们所有人都面临的现实世界预算限制。您还想确保您花费的每一美元都在创造股东价值，而不是破坏股东价值，因此仅仅在预算之内是不够的——您不想在必须花费之前在任何特定领域花费超过您需要的花费它。 With all of these things in mind, you might develop a vision for scale that includes“a platform designed to be infinitely scalable and implemented to never have anavailability or response time incident tied to scale.” The indication of design versusimplementation implicitly acknowledges budgetary constraints. The nod to scalability never impacting availability or response time is indeed an aggressive and potentially achievable goal. 考虑到所有这些事情，您可能会制定一个规模愿景，其中包括“一个设计为无限可扩展的平台，并实现永远不会将可用性或响应时间事件与规模挂钩。”设计与实施的指示隐含地承认了预算限制。对可扩展性的认可永远不会影响可用性或响应时间确实是一个积极且可能实现的目标。 Including goals along the way to the objective, goals that ideally are meaningful toeach of the teams responsible for completing the objective, helps create a roadmap toget to the final objective. 包括实现目标过程中的目标，理想情况下，目标对负责完成目标的每个团队都有意义，有助于创建实现最终目标的路线图。 All of that is well and good, but without someone “managing” or pushing theorganization to the objective, the probability of accomplishing that objective is low.Likewise, without the establishment of the vision and goals as described, there is littlesense in “managing” anything as you simply do not know where you are going. 所有这些都很好，但如果没有人“管理”或推动组织实现目标，实现该目标的可能性就会很低。同样，如果没有建立所描述的愿景和目标，“管理”就没有什么意义。任何事情，因为你根本不知道你要去哪里。 #### Leaders—Born or Made? 领导者——天生的还是后天培养的？ No discussion of leadership, even in a brief chapter, would be complete without at leastaddressing the topic of whether leaders are born or made. Our answer to this is that the question is really irrelevant when you consider our conceptual model, described next. 任何关于领导力的讨论，即使是在一个简短的章节中，如果不至少讨论领导者是天生的还是后天的这个话题，都是不完整的。我们对此的回答是，当您考虑我们的概念模型时，这个问题实际上是无关紧要的，如下所述。 A person’s ability to lead is a direct result of his ability to influence behavior in individualsand organizations. That ability to influence behavior is a result of several things, some of whichare traits with which a person is born, some are a result of his environment and some are easilymodified tools and approaches the person has developed over time. 一个人的领导能力是他影响个人和组织行为的能力的直接结果。这种影响行为的能力是多种因素共同作用的结果，其中一些是一个人与生俱来的特质，一些是他所处环境的结果，还有一些是人们随着时间的推移而形成的易于修改的工具和方法。 When people say that someone is a “born leader,” they are probably talking about the person’s charisma and presence and potentially his looks. The latter (good looks) is unfortunate inmany respects (especially given the appearance of the authors), but it is an absolute truth thatmost people would rather be around “good looking” people. That’s why there aren’t a whole lotof ugly politicians (remember, we’re talking about looks here and not political views). Theformer—charisma, personality, and presence—are all things that have developed over time andare very hard to change. They are things we typically believe that people are “born with,” butthose characteristics are probably a result of not only genetics but also our environments.Regardless, we pin those characteristics on the person as if it’s his birthright. We then jump tothe conclusion that a leader must be born because having good looks, a good personality,great presence, and great charisma absolutely help when influencing the behaviors of others. 当人们说某人是“天生的领导者”时，他们可能是在谈论这个人的魅力和风度，以及潜在的外貌。后者（好看）在很多方面都是不幸的（特别是考虑到作者的外表），但大多数人宁愿和“好看”的人在一起是绝对的事实。这就是为什么没有很多丑陋的政客（记住，我们在这里谈论的是外表，而不是政治观点）。前者——魅力、个性和风度——都是随着时间的推移而发展起来的，很难改变。我们通常认为这些特征是人们“与生俱来”的，但这些特征可能不仅是遗传的结果，也是我们环境的结果。无论如何，我们将这些特征强加给一个人，就好像这是他与生俱来的权利一样。然后我们得出结论：领导者必须是天生的，因为拥有漂亮的外表、良好的个性、出色的风度和非凡的魅力绝对有助于影响他人的行为。 But looks, charisma, presence, charm, and personality are just a few of the components ofleadership; and although they help, there are other components that are just as important. Aswe will discuss in the next section, many attributes of leadership can and should be constantlyworked at to gain proficiency and improve consistently. 但外表、魅力、风度、魅力和个性只是领导力的几个组成部分；尽管它们有所帮助，但还有其他同样重要的组成部分。正如我们将在下一节中讨论的那样，领导力的许多属性可以而且应该不断地努力以获得熟练程度并持续改进。 #### Leadership—A Conceptual Model 领导力——概念模型 Let’s first discuss a model we can use to describe leadership in order to make it easierfor us to highlight components of leadership and how they impact scale. We believethat the ability to lead or influence the behaviors of a person or organization to agoal is a function of several characteristics and perceptions. This function can bethought of producing a score that’s indicative of a person’s ability to affect changeand influence behaviors. This isn’t the only way to think about leadership, but it’s aneffective conceptual model to help illustrate how improvements in any given area cannot only improve your ability to lead, but also offset things that you may not be ableto change. 让我们首先讨论一个可以用来描述领导力的模型，以便我们更容易地强调领导力的组成部分以及它们如何影响规模。我们相信，引导或影响个人或组织的行为以实现目标的能力是多种特征和观念的函数。这个函数可以被认为是产生一个分数，该分数表明一个人影响变化和影响行为的能力。这不是思考领导力的唯一方法，但它是一个有效的概念模型，可以帮助说明任何特定领域的改进不仅可以提高您的领导能力，还可以抵消您可能无法改变的事情。 Some of these characteristics are things that the person “has.” Potentially, the person has been born with them, like good looks. It’s unlikely, without significant timeunder a surgeon’s scalpel, that you are going to change the way you look, so we usually discount spending much time or thought on the matter. 其中一些特征是该人“拥有”的东西。可能这个人天生就有这样的特质，比如漂亮的外表。如果没有在外科医生手术刀下花费大量时间，您不太可能改变自己的外观，因此我们通常不会在这件事上花费太多时间或思考。 Some of these characteristics are likely products of a person’s upbringing or environmental issues. Examples of these might be charm, charisma, personality, and presence. These characteristics and attributes can and should be addressed, but they aredifficult and tend to need constant attention to make significant and lasting change.For instance, a person whose personality makes her prone to disruptive temper tantrums probably needs to find ways to hold her temper in check. A person who is incapable of displaying anger toward failure probably needs to at least learn to “act”upset from time to time, as the power of showing displeasure in a generally happyperson has a huge benefit within an organization. By way of example, you’ve probably at least once said something like, “I don’t think I’ve ever seen John mad likethat,” and more than likely it made a point to you that stuck for quite some time andhelped influence your actions. 其中一些特征可能是一个人的成长或环境问题的产物。例如魅力、感召力、个性和风度。这些特征和属性可以而且应该得到解决，但它们很困难，而且往往需要持续关注才能做出重大而持久的改变。例如，一个性格使她容易发脾气的人可能需要找到方法来控制自己的脾气查看。一个无法对失败表现出愤怒的人可能至少需要学会时不时地“表现出”沮丧，因为对一个通常快乐的人表达不满的力量在组织内有巨大的好处。举例来说，你可能至少曾经说过这样的话，“我想我从来没有见过约翰那样发疯”，而且这很可能向你表明了一个观点，并在相当长的一段时间内坚持了下来，并帮助影响了你你的行动。 Some aspects of leadership have to do with what you can create through eitherinnovation or perseverance. Are you innovative enough to create a compelling visionor can you persevere to make enough attempts to create a compelling vision (assuming that you are consulting with someone to try it out on them)? Innovation herespeaks to the ability to come up with a vision on the fly, whereas the perseveranceand intelligence to continue trying will take longer but can come up with exactly thesame result. In this case, we gave an example of both something with which you arelikely born (innovation) and something that you can absolutely improve uponregardless of your natural tendencies (perseverance). 领导力的某些方面与你可以通过创新或坚持创造的东西有关。你是否有足够的创新能力来创造一个令人信服的愿景，或者你能坚持做出足够的尝试来创造一个令人信服的愿景（假设你正在咨询某人并在他们身上进行尝试）？这里的创新指的是即时提出愿景的能力，而继续尝试的毅力和智慧将需要更长的时间，但可以得出完全相同的结果。在这种情况下，我们举了一个例子，既说明了你可能与生俱来的东西（创新），也说明了无论你的自然倾向如何（毅力），你绝对可以改进的东西。 Some characteristics of leadership have to do with how you are perceived by others. Are you perceived to be a giver or a taker? Are you selfish or selfless? Are youperceived to be a very ethical person or morally bankrupt? There are two important points here: one is the issue of perception and the other is the effect of that perceptionon the team you are leading. 领导力的某些特征与他人如何看待你有关。你被认为是一个给予者还是一个索取者？你是自私还是无私？你被认为是一个非常有道德的人还是道德败坏的人？这里有两点很重要：一是观念问题，二是这种观念对你所领导的团队的影响。 Everyone has probably heard the statement “Perception is reality,” and you havemore than likely heard the statement “Leaders are under a microscope.” Everyone iswatching you all of the time and they will see you in your weakest moment and forman opinion of you based on that. Get used to it. It’s not fair, but it’s the way thingswork. If someone sees you accept tickets to the Super Bowl from a vendor, he is verylikely to jump to the conclusion that you are morally bankrupt or at the very leastthat you have questionable ethics. Why, after all, would you accept tickets from avendor who is obviously trying to influence you to purchase his products? Someoneis going to catch you doing something at a low point in your day, and that somethingmight not even be “bad” but simply taken out of context. The only thing you can dois be aware of this and attempt the best you can to limit the number of “low points”that you have in any given day. 每个人可能都听过“感知就是现实”这句话，你也很可能听过“领导者处于显微镜下”这句话。每个人都时刻关注着你，他们会在你最脆弱的时刻看到你，并据此形成对你的看法。习惯它。这不公平，但这就是事情的运作方式。如果有人看到你从供应商那里接受超级碗门票，他很可能会得出这样的结论：你道德败坏，或者至少你的道德有问题。毕竟，为什么你会接受显然试图影响你购买他的产品的供应商的门票呢？有人会发现你在一天中的最低谷做某事，而那件事甚至可能不是“坏事”，只是断章取义。你唯一能做的就是意识到这一点，并尽力限制你在某一天出现的“低点”的数量。 As to the effect of perception, we think the answer is pretty clear. Taking theexample of the Super Bowl tickets, it’s pretty simple to see that the perception thatyou are willing to allow vendors to influence your decisions is going to have a negative impact on your ability to influence behaviors. Every vendor discussion you havewith your team is likely going to be tainted. After a meeting in which you indicateyou want to include the vendor with whom you went to the Super Bowl in some discussion, just imagine the team’s comments when you depart! You may have desiredthe inclusion of that vendor for all the right reasons, but it just doesn’t matter. You’vecaused significant damage to your ability to lead the team to the right answers. 至于感知的影响，我们认为答案是很清楚的。以超级碗门票为例，很容易看出，您愿意让供应商影响您的决定的看法将对您影响行为的能力产生负面影响。您与团队进行的每一次供应商讨论都可能会受到影响。在一次会议后，您表示希望与您一起参加超级碗比赛的供应商参与一些讨论，想象一下您离开时团队的评论！您可能出于各种正当理由希望将该供应商纳入其中，但这并不重要。你带领团队找到正确答案的能力受到了严重损害。 The point of describing leadership as an equation is to drive home the view thatalthough there are some things you may not be able to change, you can definitelywork on many other things to become a better leader. More importantly, there is nomaximum boundary to the equation! You can work your whole life to become a better leader and reap the benefits along the way. Make life your leadership lab andbecome a lifelong student. By being a better leader, you will get more out of yourorganizations and your organizations will make decisions consistent with your visionand mission. The result is greater scalability, more benefit with less work (or rework),and happier shareholders. 将领导力描述为一个等式的目的是为了让大家明白这样一种观点：尽管有些事情你可能无法改变，但你绝对可以在许多其他事情上努力成为更好的领导者。更重要的是，方程没有最大边界！您可以一生努力成为更好的领导者，并在此过程中获益。让生活成为你的领导力实验室，成为终身学生。通过成为更好的领导者，您将从组织中获得更多收益，并且您的组织将做出符合您的愿景和使命的决策。其结果是更大的可扩展性、更少的工作（或返工）带来更多的收益以及更快乐的股东。 #### Taking Stock of Who You Are 盘点你是谁 Most people are not as good a leader as they think. We make this assertion from ourpersonal experience, and while relying on the Dunning-Kruger effect. Through theirstudies, David Dunning and Justin Kruger witnessed that we often overestimate ourabilities and that the overestimation is most severe where we lack experience or have a high degree of ignorance.1 With very little formal leadership training available inour universities or workplaces, we believe that leadership ignorance abounds andthat as a result, many people overestimate their leadership skills. 大多数人并不像他们想象的那么好领导。我们根据个人经验并依赖邓宁-克鲁格效应做出这一断言。大卫?#37011;宁 (David Dunning) 和贾斯汀?#20811;鲁格 (Justin Kruger) 通过他们的研究发现，我们经常高估自己的能力，而当我们缺乏经验或高度无知时，高估的情况最为严重。1 由于我们的大学或工作场所几乎没有提供正式的领导力培训，我们认为领导力无知比比皆是，因此，许多人高估了自己的领导能力。 Few people are formally trained in how to be leaders. Most people have seen somany poor leaders get promoted for all the wrong reasons that they emulate the verybehaviors they despise. Think we have it wrong? How many times in your careerhave you found yourself saying, “I will never do what he did just now if I have hisjob”? Now think through whether anyone in your organization is saying that aboutyou and whether it is something you’ve said before in a similar position. The answeris almost definitely “Yes.” It’s happened to us, it will likely continue to happen to usover time, and we can almost guarantee that it is happening to you. 很少有人接受过如何成为领导者的正式培训。大多数人都见过许多糟糕的领导者因各种错误的原因而获得晋升，以至于他们效仿他们所鄙视的行为。认为我们错了？在你的职业生涯中，有多少次你发现自己说：“如果我有他的工作，我永远不会做他刚才所做的事情”？现在想想你的组织中是否有人对你说过这样的话，以及你以前是否在类似的职位上说过这样的话。答案几乎肯定是“是”。它发生在我们身上，随着时间的推移，它可能会继续发生在我们身上，我们几乎可以保证它也发生在您身上。 But that’s not the end of it. You can lead entirely the wrong way and be successfuland then mistakenly associate that success with your leadership approach. Sometimes, this happens by chance; your team just happened to accomplish the rightthings in spite of your approach. Sometimes, this happens because you get great performance out of individuals for a short period of time by treating them poorly, butultimately your behaviors result in high turnover and an inability to attract andretain the best people that you need to accomplish your mission. 但这还没有结束。你可能会以完全错误的方式领导并获得成功，然后错误地将这种成功与你的领导方法联系起来。有时，这种情况是偶然发生的；不管你的方法如何，你的团队只是碰巧完成了正确的事情。有时，发生这种情况的原因是，你通过对个人的恶劣对待，在短时间内获得了出色的表现，但最终你的行为导致了高流动率，并且无法吸引和留住完成使命所需的最优秀人才。 At the end of the day, to reap the scalability benefits that great leadership canoffer, you need to measure where you are today. In their book Resonant Leadership,Richard Boyatzis and Annie McKee discuss the three components necessary forchange in individuals as mindfulness, hope, and compassion.2 Mindfulness here is theknowledge of one’s self, including feelings and capabilities, whereas hope and compassion help to generate the vision and drivers for change. Unfortunately, as the Dunning-Kruger effect would argue, you probably aren’t the best person to evaluatewhere you are today. All of us have a tendency to inflate certain self-perceivedstrengths and potentially even misdiagnose weaknesses. 归根结底，要获得卓越领导力所带来的可扩展性优势，您需要衡量您今天的处境。理查德?#21338;亚齐斯 (Richard Boyatzis) 和安妮?#40614;基 (Annie McKee) 在他们的《共鸣领导力》一书中讨论了个人变革所必需的三个要素，即正念、希望和同情心。2 这里的正念是对自我的了解，包括感受和能力，而希望和同情心有助于产生愿景和变革的驱动力。不幸的是，正如邓宁-克鲁格效应所论证的那样，你可能不是评估你今天所处位置的最佳人选。我们所有人都倾向于夸大某些自我认知的优势，甚至可能误判弱点。 Elite military units strip a potential leader down to absolutely nothing and forcehim to know his limits. They deprive the person of sleep and food and force the personto live in harsh climates all to get the person to truly understand his strengths, weaknesses, and limitations. You likely don’t have time to go through such a process, nor do the demands of your job likely require that you have that level of self-awareness.Your best option is a good review by your boss, your peers, and most importantlyyour subordinates! This process is often referred to as a 360-degree review process. 精锐的军事单位将一位潜在的领导者剥夺得一无所有，并迫使他知道自己的极限。他们剥夺人的睡眠和食物，强迫人生活在恶劣的气候下，所有这些都是为了让人真正了解自己的优点、缺点和局限性。你可能没有时间经历这样的过程，你的工作要求也不可能要求你有这种程度的自我意识。你最好的选择是得到你的老板、你的同事，最重要的是你的同事的良好评价。下属！此过程通常称为 360 度审核过程。 Ouch! An employee review sounds like a painful process, doesn’t it? But if youwant to know what you can do to get better at influencing the behavior of your team,what better place to go than to your team to ask that question? Your boss will havesome insights, as will your peers. But the only people who can tell you definitivelyhow you can improve their performance and results are the people whom you are trying to influence. Moreover, if you want good information, the process is going toneed to be anonymous. People’s input tends to be swayed if they believe that there isthe potential that you will get upset at them or potentially hold their input againstthem. Finally, if you are really willing to go this far (and you should), you need to acton the information. Sitting down with your team and saying, “Thanks for the inputand here’s what I have heard on how I can improve,” will go a long way to creatingrespect. Adding the very necessary step of saying, “And here is how I am going totake action to improve myself,” will go even further 哎哟!员工评审听起来像是一个痛苦的过程，不是吗？但如果你想知道如何才能更好地影响团队的行为，还有什么比向你的团队提出这个问题更好的地方呢？你的老板和你的同事都会有一些见解。但唯一能明确告诉你如何提高他们的表现和结果的人是你试图影响的人。此外，如果您想要好的信息，该过程将采取匿名方式。如果人们认为你可能会对他们感到不满或者可能会反对他们，那么他们的意见往往会受到影响。最后，如果您真的愿意走这么远（而且您应该这样做），您需要根据这些信息采取行动。与你的团队坐下来说：“感谢您的意见，这就是我所听到的关于如何改进的内容”，这对于赢得尊重大有帮助。添加非常必要的步骤，说“这就是我将如何采取行动来提高自己”，这样会走得更远 It should go without saying that a self-evaluation that does not result in a plan forimprovement is a waste of both your time and the time of your organization andmanagement. If leadership is a journey, the review process described helps set yourstarting point. Now you need a personal destination and a plan (or route) to getthere. A number of books will suggest that you rely upon and build your strengths.Others suggest that you eliminate or mitigate your weaknesses. We think that yourplan should include both a reliance and strengthening of your strengths and the mitigation of your weaknesses. Few people fail in their objectives because of theirstrengths and few people win as a result of their weaknesses. We must reduce the dilutive aspects of our leadership by mitigating weaknesses and increase our accretiveaspects by multiplying and building upon our strengths. 不言而喻，如果自我评估没有形成改进计划，那么既浪费你的时间，也浪费你的组织和管理人员的时间。如果领导力是一段旅程，那么所描述的审查过程有助于设定您的起点。现在您需要一个个人目的地和到达那里的计划（或路线）。许多书籍会建议你依靠并增强自己的优势。其他书籍则建议你消除或减轻自己的弱点。我们认为你的计划应该包括依赖和加强你的优势以及减轻你的劣势。很少有人因为自己的优势而未能实现目标，也很少有人因为自己的劣势而获胜。我们必须通过减少弱点来减少我们领导力的稀释性方面，并通过倍增和巩固我们的优势来增加我们的增值性方面。 Having discussed a model for leadership, and the need to be mindful of yourstrengths and weaknesses, we will now look at several characteristics shared by someof the greatest leaders with whom we’ve had the pleasure of working. These characteristics include setting the example, leading without ego, driving hard to accomplishthe mission while being mindful and compassionate about the needs of the organization, timely decision making, team empowerment, and shareholder alignment. 在讨论了领导力模型以及关注自己的优势和劣势的必要性之后，我们现在将看看我们有幸与之共事的一些最伟大的领导者所共有的几个特征。这些特征包括树立榜样、不带自我的领导、努力完成使命，同时关注和同情组织的需求、及时决策、团队授权和股东协调。 #### Leading from the Front 从前线领导 We’ve all heard the phrase “Set the example,” and if you are a manager you mayeven have used it during performance counseling sessions. But what does “Set theexample” really mean, how do you do it, and how does it impact scalability? 我们都听说过“树立榜样”这句话，如果您是一名经理，您甚至可能在绩效咨询课程中使用过它。但“树立榜样”的真正含义是什么？如何做到这一点？它对可扩展性有何影响？ We think most people would agree that employees with an optimal work environment or culture will produce much more than a company with a less than desirablework environment or culture. Producing more with a similar number of employees isan element of scale as the company producing more at a comparable cost structure isinherently more “scalable.” Terrible cultures can rob employees of productivity;employees gather around the water cooler and discuss the recent misdeeds of the bossor complain about how the boss abuses her position. 我们认为大多数人都会同意，拥有最佳工作环境或文化的员工会比工作环境或文化不太理想的公司产生更多的成果。在相似数量的员工的情况下生产更多产品是规模的一个要素，因为以可比较的成本结构生产更多产品本质上更具“可扩展性”。糟糕的文化会剥夺员工的生产力；员工聚集在饮水机周围讨论老板最近的不当行为，或者抱怨老板如何滥用职权。 Evaluate the cultural norms that you expect of your team and determine onceagain whether you are behaving consistently with these cultural norms. Do youexpect your organization to be above the temptations of vendors? If so, you had bestnot take any tickets to a Super Bowl or any other event. Do you expect your organization to react quickly to events and resolve them quickly? If so, you should displaythat same behavior. If a person is up all night working on a problem for the betterment of the organization and the company, do you still expect them at work the nextday? If so, you had better pull a few all-nighters yourself. 评估您对团队的期望文化规范，并再次确定您的行为是否符合这些文化规范。您是否希望您的组织能够抵御供应商的诱惑？如果是这样，您最好不要拿任何超级碗或任何其他活动的门票。您是否希望您的组织能够对事件做出快速反应并快速解决？如果是这样，您应该表现出相同的行为。如果一个人为了组织和公司的改善而整晚都在研究一个问题，你还期望他们第二天上班吗？如果是这样，你最好自己熬几个通宵。 It’s not enough to say that you wouldn’t have your team do anything you haven’tdone. When it comes to behaviors, you should show your team that you aren’t askingthem to do anything that you don’t do now! People who are perceived to be greatleaders don’t abuse their position and they don’t assume that their progression totheir position allows them certain luxuries not afforded to the rest of the organization. You likely already get paid more and that’s your compensation. 仅仅说你不会让你的团队做你没有做过的事情是不够的。当谈到行为时，你应该向你的团队表明，你并没有要求他们做任何你现在不做的事情！被认为是伟大领导者的人不会滥用自己的职位，他们也不会认为晋升到自己的职位可以让他们享受到组织其他成员所没有的某些特权。你可能已经得到了更多的报酬，这就是你的补偿。 Having your administrative assistant get your car washed or pick your kids upfrom school may seem to be an appropriate job related perk to you, but to the rest ofthe company it may appear to be an abuse of your position. You may not care aboutsuch perceptions, but they destroy your credibility with your team and impact theresult of the leadership equation we previously discussed. This destruction of theleadership equation causes employees to waste time discussing perceived abuses andmoreover may make them think it’s acceptable to abuse their positions similarly,which wastes time and money and reduces organizational scale. If such activities arevoted on by the board of directors or decided upon by your management as part ofyour compensation, you should request that they be paid for separately and not relyupon company employees to perform the functions. 让你的行政助理帮你洗车或接你的孩子放学对你来说似乎是一项与工作相关的适当福利，但对公司的其他人来说，这可能看起来是对你职位的滥用。您可能不关心这些看法，但它们会破坏您在团队中的可信度，并影响我们之前讨论的领导方程的结果。这种对领导方程式的破坏导致员工浪费时间讨论所认为的滥用行为，而且可能使他们认为类似地滥用自己的职位是可以接受的，这会浪费时间和金钱并缩小组织规模。如果此类活动由董事会投票决定或由您的管理层决定作为您薪酬的一部分，您应要求单独支付这些费用，而不是依赖公司员工来履行这些职能。 The key here is that everyone can increase the value of their leadership score by“leading from the front.” Act and behave ethically and do not take advantage of yourposition of authority. Behave exactly as you expect your organization to behave. Byabiding by these rules, you will likely notice that your employees emulate yourbehaviors and that their individual output increases, thereby increasing overall scaleof the organization. 这里的关键是，每个人都可以通过“前线领导”来增加自己的领导力得分值。遵守道德规范行事，不要利用你的权力地位。完全按照您期望组织的行为行事。通过遵守这些规则，您可能会注意到您的员工会效仿您的行为，并且他们的个人产出会增加，从而增加组织的整体规模。 #### Checking Your Ego at the Door 在门口检查你的自我 There is simply no place for a big ego in any position within any company. It is truethat there is a high degree of correlation between passionate inspirational leaders andpeople who have a need to talk about how great, intelligent, or successful they are.But we argue that it is also true that those people would be that much more successful if they kept their need for publicity or public recognition to themselves. The concept isn’t new and is embodied in Jim Collins’ concept of Level 5 Leadership withinhis wonderful book Good to Great. 在任何公司的任何职位上，根本不存在自负的地方。诚然，充满激情的励志型领导者与需要谈论自己如何伟大、聪明或成功的人之间存在高度相关性。但我们认为，如果这些人在以下情况下会更加成功，这也是事实：他们对宣传或公众认可的需求保密。这个概念并不新鲜，吉姆?#26607;林斯 (Jim Collins) 在他的精彩著作《从优秀到卓越》中提出的第五级领导力概念就得到了体现。 CTOs who need to talk about being the “smartest person in the room” and CEOswho say “I’m right more often than I’m wrong” simply have no place in a high performing team. As a matter of fact, they are working as hard as they can to destroy theteam by making such statements. Focusing on an individual rather than the team,regardless of who that individual is, is the antithesis of scale; scale is about growingcost effectively, and a focus on the one rather than the many is clearly a focus on constraints rather than scale. Such statements alienate the rest of a team and very oftenpush the very highest performing individuals—those actually getting stuff done—outof the team and out of the company. These actions and statements run counter tobuilding the best team and over time will serve to destroy shareholder value. The bestleaders give of themselves selflessly in an ethical pursuit of creating shareholdervalue. The right way to approach your job as a leader and a manager is to figure outhow to get the most out of your team in order to maximize shareholder wealth. Youare really only a critical portion of that long-term wealth creation cycle if youractions evolve around being a leader of the team rather than an individual. Takesome time and evaluate yourself and your statements through the course of a week.Identify how many times you reference yourself or your accomplishments during thecourse of your daily discussions. If you find that you are doing it often, take sometime to step back and redirect your thoughts and your statements to things that aremore team oriented than self oriented. 需要谈论自己是“房间里最聪明的人”的 CTO 和说“我正确的次数多于错误的次数”的 CEO 在高绩效团队中根本没有地位。事实上，他们正在尽最大努力通过发表这样的言论来摧毁团队。关注个人而不是团队，无论这个人是谁，都是规模的对立面；规模意味着增长成本效益，而关注一个而不是多个显然是关注约束而不是规模。这样的言论会疏远团队的其他成员，并且经常将绩效最高的个人（那些真正完成工作的人）赶出团队和公司。这些行为和声明与建立最好的团队背道而驰，随着时间的推移，将损害股东价值。最好的领导者在创造股东价值的道德追求中无私地奉献自己。作为领导者和经理，处理工作的正确方法是弄清楚如何充分发挥团队的作用，从而实现股东财富的最大化。如果你的行为围绕团队领导而不是个人发展，那么你实际上只是长期财富创造周期的关键部分。花一些时间在一周内评估你自己和你的陈述。确定你在日常讨论过程中提到自己或你的成就的次数。如果您发现自己经常这样做，请花一些时间退后一步，将您的想法和陈述转向更以团队为导向而不是以自我为导向的事情。 It is not easy to make this type of change. There are people all around us whoappear to be rewarded for being egoists and narcissists, and it is easy to come to theconclusion that humility is a character trait embodied by the unsuccessful businessperson. But all you need to do is reflect on your career and identify the boss to whomyou had the greatest loyalty and for whom you would do nearly anything; that bossmost likely put the shareholders first and the team always. Be the type of person whothinks first about how to create shareholder value rather than personal value and youwill succeed! 做出这种改变并不容易。我们周围有些人似乎因成为利己主义者和自恋者而受到奖励，很容易得出这样的结论：谦逊是不成功的商人所体现的一种性格特征。但你需要做的就是反思你的职业生涯，找出你最忠诚的老板，以及你愿意为他做任何事的老板；那个老板很可能总是把股东和团队放在第一位。成为那种首先考虑如何创造股东价值而不是个人价值的人，你就会成功！ #### Mission First, People Always 使命第一，以人为本 As young leaders serving in the Army, we were introduced to an important concept inboth leadership and management: Leaders and managers accomplish their missionsthrough their people. Neither getting the job done at all cost nor caring about yourpeople makes a great leader; great leaders know how to do both even in light of theirapparent contradictions. Broadly speaking, as public company executives, managers,or individual contributors, “Getting our jobs done” means maximizing shareholdervalue. We’ll discuss maximizing shareholder value in the section on vision and mission. 作为在陆军服役的年轻领导者，我们了解到一个关于领导力和管理的重要概念：领导者和管理者通过他们的人民完成他们的使命。不惜一切代价完成工作和关心员工都不能成为伟大的领导者；即使存在明显的矛盾，伟大的领导者也知道如何做到这两点。从广义上讲，作为上市公司高管、经理或个人贡献者，“完成我们的工作”意味着股东价值最大化。我们将在愿景和使命部分讨论股东价值最大化。 Effective leaders and managers get the mission accomplished—great leaders andmanagers do so by creating a culture and environment in which people feel appreciated and respected and wherein performance related feedback is honest and timely.The difference here is that the latter leader—the one who creates a long-term nurturing and caring environment—is leading for the future and will enjoy the benefits ofgreater retention, loyalty, and long-term performance. Caring about people meansgiving thought to the careers and interests of your employees; giving timely feedbackon performance and in so doing recognizing that even stellar employees need feedback regarding infrequent poor performance (how else can they improve). Greatleaders ensure that those creating the most value are compensated most aggressivelyand they ensure that people get the time off that they deserve for performance aboveand beyond the call of their individual positions. 有效的领导者和管理者完成使命——伟大的领导者和管理者通过创造一种文化和环境来做到这一点，让人们感到赞赏和尊重，并且与绩效相关的反馈是诚实和及时的。这里的区别在于，后者的领导者——创造的人长期的培育和关爱环境——引领未来，并将享受更高的保留率、忠诚度和长期绩效的好处。关心人就是关心员工的职业生涯和利益；及时提供绩效反馈，并在此过程中认识到即使是优秀的员工也需要针对罕见的不良绩效提供反馈（他们还能如何改进）。伟大的领导者确保那些创造最大价值的人得到最积极的报酬，并确保人们获得他们应得的休假时间，以实现超出其个人职位要求的绩效。 Caring about people does not mean creating a sense of entitlement or lifetimeemployment within your organization. We will discuss this more in the managementchapter. Caring also does not mean setting easy goals, as in so doing you would notbe accomplishing your mission of creating shareholder value. 关心人并不意味着在组织内创造一种权利感或终身雇佣感。我们将在管理章节中对此进行更多讨论。关心也不意味着设定简单的目标，因为这样做您将无法完成创造股东价值的使命。 It is very easy to identify Mission First leaders because they are the ones who aregetting the job done even in the face of adversity. It is not so easy to identify MissionFirst, People Always leaders because it takes a long time to test whether the individual leader has created a culture that inspires people and makes high performanceindividuals want to follow the person from job to job because they are a caring individual. The easiest People Always test to apply for a seasoned leader is to find outhow many direct reports have followed them consistently from position to positionwithin successful organizations. Mission First, Me Always leaders find that theirdirect reports will seldom work for them in more than one or two organizations orcompanies, whereas Mission First, People Always seldom have problems in gettingtheir direct reports to follow them through their careers. 识别“使命第一”的领导者很容易，因为他们是即使在逆境中也能完成工作的人。识别“使命第一、以人为本”的领导者并不容易，因为需要很长时间才能检验领导者个人是否创造了一种激励员工的文化，并使高绩效的个人愿意跟随他从一个工作岗位到另一个工作岗位，因为他们是一个有爱心的人。申请经验丰富的领导者最简单的“People Always”测试是找出有多少直接下属在成功的组织中一直跟随他们从一个职位到另一个职位。 “使命第一，我始终”的领导者发现，他们的直接下属很少会在超过一两个组织或公司为他们工作，而“使命第一，人民始终”则很少会在让直接下属跟随他们完成职业生涯方面遇到问题。 Mission First, Me Always leaders climb a ladder with rungs made of their employees, stepping on them as they climb to the top. Mission First, People Always leadersbuild ladders upon which all of the stellar performers can climb. 使命第一，我始终 领导者爬上梯子，梯子的横档是由员工制成的，当他们爬到顶端时，他们踩着梯子。使命第一，以人为本 领导者搭建了所有优秀员工都可以攀爬的梯子。 #### Making Timely, Sound, and Morally Correct Decisions 做出及时、合理且道德正确的决定 Your team expects you to help resolve major issues quickly and with proper judgment. Rest assured that you are going to make mistakes overtime. Welcome tohumanity. But on average, you should move quickly to make the best decision possible with the proper input without wasting a lot of time. Be courageous and makedecisions. That’s what being a leader is entirely about. 您的团队希望您能够通过正确的判断快速解决重大问题。请放心，加班你会犯错误的。欢迎来到人类。但平均而言，您应该迅速采取行动，通过正确的输入做出最佳决策，而不会浪费大量时间。要有勇气并做出决定。这就是成为领导者的意义所在。 Why did we add “morally correct” in this point? Few things destroy shareholdervalue or scale faster than issues with your personal ethics. We earlier asserted thatyou are always under a microscope and that you are doubtlessly going to be caughtor seen doing things you wish you hadn’t done. Our hope is that those things arenodding off at your desk because you’ve been working too hard, or running out toyour car to perform a personal errand during work hours because you work too lateat night to perform it. Hopefully, it does not include things like accepting tickets formajor sporting events for the reasons we’ve previously indicated. We also hope that itdoesn’t include allowing others within your team to do the same. 为什么我们要在这一点上加上“道德正确”呢？没有什么比个人道德问题更快地破坏股东价值或扩大规模了。我们之前断言，你总是在显微镜下，毫无疑问，你会被抓住或看到你在做你希望没有做过的事情。我们希望这些事情不会因为你工作太辛苦而在你的办公桌上打瞌睡，或者因为你工作太晚而无法在工作时间跑到车上处理私人事务。希望它不包括诸如出于我们之前指出的原因接受大型体育赛事门票之类的事情。我们还希望这不包括允许团队中的其他人也这样做。 One of our favorite quotes goes something like “What you allow you teach andwhat you teach becomes your standard.” Here, allowance means either yourself orothers. Nowhere does that ring more true than with ethical violations large andsmall. We’re not sure how issues like Tyco or Enron ultimately start. Nor are we certain how a Ponzi scheme as large as Bernie Madoff’s, which destroyed billions of dollars of wealth, can possibly exist for so many years. We do know, however, that theycould have been stopped long before the problems grew to legendary sizes and thateach of these events destroyed the size and scale of the companies in question alongwith a great deal of shareholder value 我们最喜欢的名言之一是这样的：“你允许你教什么，你教什么就成为你的标准。”在这里，津贴指的是自己或他人。没有什么比大大小小的道德违规行为更能体现这一点了。我们不确定像泰科或安然这样的问题最终是如何开始的。我们也不确定像伯尼?#40614;道夫那样规模巨大、摧毁了数十亿美元财富的庞氏骗局怎么可能存在这么多年。然而，我们确实知道，早在问题发展到传奇般的规模之前，它们就可以被制止，而且每一个事件都破坏了相关公司的规模和规模以及大量的股东价值 We don’t believe that people start out plotting billion dollar Ponzi schemes and wedon’t believe that people start off by misstating tens or hundreds of millions of dollars of revenue or embezzling tens of millions of dollars of money from a company.We’re fairly certain that it starts small and slowly progresses. People get closer andcloser to a line they shouldn’t cross and then they take smaller and smaller steps intothe abyss of moral bankruptcy until it is just too late to do anything. 我们不相信人们一开始就策划了数十亿美元的庞氏骗局，我们也不相信人们一开始就谎报了数千万或数亿美元的收入，或者从一家公司挪用了数千万美元的资金。相当肯定的是，它从小处开始并缓慢进展。人们越来越接近不应该跨越的界限，然后他们迈出越来越小的步伐，陷入道德破产的深渊，直到为时已晚。 Our answer is to never start. Don’t take company pens, don’t take favors fromvendors who wish to sway your decision, and don’t use the company plane for personal business unless it is authorized by the board of directors as part of your compensation package. Few things will destroy your internal credibility and thereforeyour ability to influence an organization as the perception of impropriety. There is noway you can align lying, cheating, or stealing with the creation of shareholderwealth. 我们的答案是永远不开始。不要拿公司的笔，不要接受那些想要影响你的决定的供应商的恩惠，也不要使用公司的飞机从事个人业务，除非得到董事会的授权作为你的薪酬方案的一部分。很少有事情会破坏你的内部信誉，从而破坏你影响组织的能力，因为人们认为你的不当行为。你不可能将撒谎、欺骗或偷窃与股东财富的创造联系起来。 #### Empowering Teams and Scalability 赋予团队权力和可扩展性 Perhaps no leadership activity or action impacts an organization’s ability to scalemore than the concept of team empowerment. Empowerment is the distribution ofcertain actions, accountability, and ownership. Empowerment may include givingsome or all components of both leadership and management to an individual or anorganization. 也许没有什么领导活动或行动比团队授权的概念更能影响组织的扩展能力。授权是某些行动、责任和所有权的分配。授权可能包括将领导和管理的部分或全部组成部分赋予个人或组织。 The leadership aspects of empowerment come from the boost individuals, teams,leaders, and managers get out of the feeling and associated pride of ownership. Individuals who believe they are empowered to make decisions and own a process in general are more productive than those who believe they are following orders.Mechanically, the leader truly practicing empowerment multiplies his organization’sthroughput as he or she is no longer the bottleneck for all activities. 授权的领导力方面来自于促进个人、团队、领导者和管理者摆脱所有权的感觉和相关的自豪感。相信自己有权做出决策并拥有流程的个人比那些相信自己遵循命令的人更有生产力。从机制上讲，真正实践授权的领导者会成倍增加组织的吞吐量，因为他或她不再是所有人的瓶颈活动。 When empowerment happens in statement only, such as when a leader continuesto review all decisions for a certain project or initiative that has been given to anempowered team, the effect is disastrous. The leader may indicate that he is empowering people, but in actuality he is constraining the organizational throughput by creating a chokepoint of activity. The teams immediately see through this and ratherthan owning the solution, they feel as though they are merely consultants to the process. Worse yet, they may feel absolutely no ownership and as a result neither gainthe gratitude that comes with owning a solution or division nor feel the obligation toensure that the solution is implemented properly or the division run well. The netresult is that morale, throughput, and trust are destroyed. 当授权仅在声明中发生时，例如当领导者继续审查已授予授权团队的某个项目或计划的所有决策时，效果是灾难性的。领导者可能会表明他正在赋予人们权力，但实际上他正在通过创造活动的瓶颈来限制组织的吞吐量。团队立即看穿了这一点，他们觉得自己只是该流程的顾问，而不是拥有该解决方案。更糟糕的是，他们可能感觉完全没有所有权，因此既不会获得拥有解决方案或部门所带来的感激之情，也不会感到有义务确保解决方案正确实施或部门运行良好。最终结果是士气、产出和信任都被摧毁。 This is not to say that in empowering individuals and teams the leader is no longerresponsible for the results, because although a leader can distribute ownership shecan never abdicate her responsibility to achieve results for shareholders. When delegating and empowering teams, one should be clear as to what the team is empoweredto do. The trick is to give the team or individual enough room to maneuver, learn,and create value while still providing a safety net and opportunities to learn. Forinstance, a small corporation is likely to limit budgetary decisions for managers to nomore than several thousand dollars, whereas a division chief of a Fortune 500 company may have latitude within his budget up a few million dollars. These limitationsshould not come as a surprise in the empowerment discussions, as most boards ordirectors require that large capital expenditures be approved by the board. 这并不是说，在赋予个人和团队权力时，领导者不再对结果负责，因为尽管领导者可以分配所有权，但她永远不能放弃为股东实现结果的责任。在委派和授权团队时，应该清楚授权团队做什么。诀窍是给团队或个人足够的空间来回旋、学习和创造价值，同时仍然提供安全网和学习机会。例如，一家小公司可能会将经理的预算决策限制在不超过几千美元，而财富 500 强公司的部门主管可能在预算范围内有数百万美元的自由度。在授权讨论中，这些限制不应令人感到意外，因为大多数董事会或董事要求大额资本支出必须得到董事会的批准。 #### Alignment with Shareholder Value 与股东价值保持一致 Everything you do as a leader and manager needs to be aligned with shareholdervalue. Although we probably shouldn’t absolutely need to say this, we’ve found in our practice that this concept isn’t raised enough within companies. Put simply, if youare in a for-profit business, your job is to create shareholder wealth. More importantly, it is to maximize shareholder wealth. You probably get to keep your job ifyour actions and the actions of your team make your shareholders wealthier. You arethe best if you make shareholders more money than anyone else. Even if you are in anot-for-profit company, you are still responsible for creating a type of wealth. Thewealth in these companies is more often the emotional wealth creation of the peoplewho donate to the company if you are a charity, or the other type of “good” that youdo for the people who pay you if you are something other than a charity. Whateverthe reason, if you aren’t attempting to maximize the type of wealth the company setsout to make, you shouldn’t be in the job. 作为领导者和管理者，你所做的一切都需要与股东价值保持一致。虽然我们可能不应该这么说，但我们在实践中发现，这个概念在企业内部的提出还不够。简而言之，如果您从事营利性企业，您的工作就是创造股东财富。更重要的是，股东财富最大化。如果你的行为和你的团队的行为让你的股东更富有，你可能会保住你的工作。如果你能让股东比其他人赚更多的钱，你就是最好的。即使你在非营利性公司，你仍然有责任创造一种财富。这些公司的财富更常见的是那些向公司捐款的人创造的情感财富（如果你是慈善机构），或者是你为付钱给你的人所做的其他类型的“善事”（如果你不是慈善机构）。不管出于什么原因，如果你不试图最大化公司创造的财富，你就不应该担任这份工作。 As we discuss things like vision, mission, and goals, a test that you should apply is“How does this create and maximize shareholder wealth?” You should be able toexplain this in relatively simple terms; later in this chapter, we will discuss somethingthat we call the “causal roadmap” and its impact to individuals within nearly anyjob. Moreover, you should find ways to ask the shareholder-wealth-creation questionin other aspects of your job. Why would you ever do anything in your job thatdoesn’t somehow help create shareholder wealth or keep natural forces like growthand the resulting instability of your systems from destroying it? Why would you everhire a person who isn’t committed to creating shareholder wealth? Why would youever assign a task not related to the creation of shareholder wealth? 当我们讨论愿景、使命和目标等问题时，您应该进行的测试是“这如何创造并最大化股东财富？”您应该能够用相对简单的术语来解释这一点；在本章后面，我们将讨论我们称之为“因果路线图”的东西及其对几乎所有工作中的个人的影响。此外，你应该在工作的其他方面找到方法询问股东财富创造问题。为什么你会在工作中做一些无助于创造股东财富或防止增长等自然力量以及由此产生的系统不稳定破坏它的事情呢？你为什么要雇用一个不致力于为股东创造财富的人？为什么你会分配与创造股东财富无关的任务？ #### Vision 想象 It is our experience that, in general, leaders don’t spend enough time on vision andmission. Both of these tend to be something that gets done as a result of a yearlyplanning session and the leader or the leader and her team might spend an hour ortwo discussing it together. Think about that for a minute: You spend an hour or twotalking about the thing that is going to be the guiding light for your company ororganization? Does that sound right? Your vision is your destination; it’s somethingthat should inspire people within your company, attract outside talent, help retain thebest of your current talent, and help people understand what they should be doing inthe absence of a manager standing over their shoulders. You probably spend moretime planning your next vacation than you do the destination for your entire company. Hopefully, we’ve convinced you that the creation and communication of acompelling vision is something that’s incredibly important to the success of yourcompany and nearly any initiative. 根据我们的经验，一般来说，领导者没有在愿景和使命上花费足够的时间。这两件事往往是年度计划会议的结果，领导者或领导者和她的团队可能会花一两个小时一起讨论。想一想：你花了一两个小时谈论将成为你的公司或组织的指路明灯的事情？听起来对吗？你的愿景就是你的目的地；它应该激励公司内部的员工，吸引外部人才，帮助保留当前最优秀的人才，并帮助人们了解在没有经理站在他们身后的情况下他们应该做什么。您计划下一次假期的时间可能比为整个公司计划目的地的时间还要多。希望我们能让您相信，创建和传达令人信服的愿景对于您的公司和几乎任何计划的成功都至关重要。 Vision is your description of a destination for a company, an organization, or aninitiative. It is a vivid description of the ideal future; the desired state or outcome clearlydefined, measurable, and easily committed to memory. Ideally, it is inspirational to the team and can stand alone as a beacon of where to go and what to do in theabsence of further leadership or management. It should be measurable and testable,meaning that there is an easy way to determine whether you are actually at that pointwhen you get there. It should also incorporate some portion of your beliefs so that ithas meaning to the organization. 愿景是对公司、组织或计划的目标的描述。这是对理想未来的生动描述；期望的状态或结果是明确定义的、可测量的并且易于记忆。理想情况下，它能够激励团队，并且可以单独作为在缺乏进一步领导或管理的情况下该去哪里以及该做什么的灯塔。它应该是可测量和可测试的，这意味着有一种简单的方法可以确定您是否确实处于该位置。它还应该包含您的部分信念，以便对组织有意义。 ##### U.S. Pledge 美国的承诺 By way of example, the U.S. Pledge of Allegiance has such an inspirational destination orvision as one of its components. “One Nation under God, indivisible, with Liberty and Justice forall” is a vivid description of an ideal future. 举例来说，美国的效忠誓言就有这样一个鼓舞人心的目的地或愿景作为其组成部分之一。 “上帝统治下的一个国家，不可分割，人人享有自由和正义”是对理想未来的生动描述。 The pledge is certainly testable at any given point in time by dividing it into its subcomponents and determining whether they have been met. Are we one nation—apparently as we arestill governed by a single government and the attempt during the Civil War to split the countrywas not successful? Are we “under God”? This is debatable but certainly not everyone believesin God if that were the intent of the passage and we’ll discuss this portion of the pledge in thenext paragraph. Do we have liberty and justice for all? We have laws, and everyone is theoretically governed by those laws and given some set of what we call “inalienable rights.” Of course,there is a great amount of debate as to whether the laws are effective and whether we applythem equally based on color, sex, beliefs, and so on but the system in general appears to workas well as any system anywhere else. At the very least, you can agree that there is a test set upin this vision statement—the debate would be about whether everyone who applies the test isgoing to come up with the same answer. 该承诺当然可以在任何给定时间点进行测试，方法是将其划分为子组件并确定它们是否已得到满足。我们是一个国家吗——显然我们仍然由一个政府统治，而且内战期间分裂国家的企图没有成功？我们是“在上帝之下”吗？这是有争议的，但如果这就是这段经文的意图，那么肯定不是每个人都相信上帝，我们将在下一段中讨论誓言的这一部分。我们人人享有自由和正义吗？我们有法律，理论上每个人都受到这些法律的管辖，并被赋予一些我们所谓的“不可剥夺的权利”。当然，关于这些法律是否有效以及我们是否根据肤色、性别、信仰等平等地适用这些法律，存在大量争论，但总体而言，该系统似乎与其他地方的任何系统一样有效。至少，你可以同意在这个愿景声明中设置了一个测试——争论的焦点是是否每个应用测试的人都会得出相同的答案。 An interesting side note here is that the phrase “under God” was added in the 1950s afteryears of lobbying by the Knights of Columbus and other religious orders. Regardless of yourreligious beliefs, the modification of the pledge of allegiance serves to stand that visions can bemodified over time to more clearly define the end goal. Vision, then, can be modified as thedesired outcome of the company, organization, or initiative changes. It does not need to bestatic, but should not be so fluid that it gets modified constantly. 这里一个有趣的旁注是，“在上帝之下”一词是在 20 世纪 50 年代经过哥伦布骑士团和其他宗教团体的游说后添加的。无论您的宗教信仰如何，效忠誓言的修改都表明愿景可以随着时间的推移而修改，以更清楚地定义最终目标。那么，愿景可以随着公司、组织或计划的期望结果的变化而修改。它不需要是静态的，但也不应该太流动以至于不断修改。 The entire pledge hints at a shared belief structure; elements such as the unity of thenation, a nod toward religious belief, and the equal distribution of “Liberty” and “Justice.” As tovalue creation, the value created here is really in supporting the shared values of the membersor citizens of the United States. Although not universally true even at the time of the creation ofthe pledge, most people within the United States agree that equality in liberty and justice isvalue creation in and of itself. 整个誓言暗示着一种共同的信仰结构；诸如民族团结、对宗教信仰的认可以及“自由”和“正义”的平等分配等要素。至于价值创造，这里创造的价值实际上是支持美国成员或公民的共同价值观。尽管即使在做出承诺时也并非普遍正确，但美国境内的大多数人都同意自由和正义的平等本身就是价值创造。 The U.S. Declaration of Independence is an example of vision, though a majorityof the document describes the vision in terms of the things we do not want to be. Amajority of the document spends time on things the King of Britain had done, which were not desirable in the ideal future. Although such an approach can certainly beinspirational and effective in motivating organizations, it simply takes too much timeto define an end state by what the end state is not. For this reason, we suggest thatvision be brief and that it define what an end state is. 美国《独立宣言》是愿景的一个例子，尽管该文件的大部分内容都用我们不希望成为的事物来描述愿景。该文件的大部分内容都花在英国国王所做的事情上，这些事情在理想的未来是不可取的。尽管这种方法肯定可以鼓舞人心且有效地激励组织，但用非最终状态来定义最终状态需要太多时间。出于这个原因，我们建议愿景应该简短，并定义最终状态。 The beginning of the Preamble of the U.S. Constitution is another example of avision statement. It reads as follows: “We the People of the United States, in Order toform a more perfect Union.” Although certainly a description of an ideal future, it isdifficult to determine whether you can really “know” that you are there when youreach that future. What exactly is a “perfect union”? How do you test “perfection”?Perfection certainly would create value as who wouldn’t want to live in and contribute to a “perfect union”? The preamble gets high marks for inspiration, memorization, and value creation, but relatively low marks for measurability. It’s hard todescribe how vivid it is, because it is difficult to determine how you would know youare truly there. Finally, the Preamble hints at certain beliefs but does not explicitlyincorporate them. 美国宪法序言的开头是愿景声明的另一个例子。其内容如下：“我们美国人民，为了建立一个更完美的联邦。”虽然这确实是对理想未来的描述，但很难确定当你到达那个未来时你是否真的能“知道”你就在那里。到底什么是“完美结合”？你如何测试“完美”？完美肯定会创造价值，因为谁不想生活在“完美联盟”中并为之做出贡献呢？序言在灵感、记忆和价值创造方面得分很高，但在可衡量性方面得分相对较低。很难描述它有多么生动，因为很难确定你如何知道你真的在那里。最后，序言暗示了某些信念，但没有明确纳入它们。 Perhaps the easiest way to envision a vision statement is to view it within the context of giving someone directions. One of the things you are likely to do when givingsomeone directions is to give them criteria to determine whether their journey to thedestination was a success. Let’s assume that someone is asking us to give them directions to a department store where they can find nearly anything they need at a reasonable price for their new apartment. We decide that the best place to send them isthe local Walmart store. Let’s further assume that the people we are directing havenever been to a Walmart store (maybe they are space aliens or perhaps they justemerged from a religious cult’s underground bomb shelter). 也许设想愿景陈述的最简单方法是在给某人指明方向的背景下看待它。在给某人指路时，你可能会做的一件事就是给他们标准来确定他们到达目的地的旅程是否成功。假设有人要求我们为他们指路去一家百货商店，在那里他们可以以合理的价格找到他们的新公寓所需的几乎所有东西。我们决定发送它们的最佳地点是当地的沃尔玛商店。让我们进一步假设我们所指导的人从未去过沃尔玛商店（也许他们是外星人，或者他们刚刚从宗教邪教的地下防空洞中出来）。 Perhaps the easiest way to envision a vision statement is to view it within the context of giving someone directions. One of the things you are likely to do when givingsomeone directions is to give them criteria to determine whether their journey to thedestination was a success. Let’s assume that someone is asking us to give them directions to a department store where they can find nearly anything they need at a reasonable price for their new apartment. We decide that the best place to send them isthe local Walmart store. Let’s further assume that the people we are directing havenever been to a Walmart store (maybe they are space aliens or perhaps they justemerged from a religious cult’s underground bomb shelter). 也许设想愿景陈述的最简单方法是在给某人指明方向的背景下看待它。在给某人指路时，你可能会做的一件事就是给他们标准来确定他们到达目的地的旅程是否成功。假设有人要求我们为他们指路去一家百货商店，在那里他们可以以合理的价格找到他们的新公寓所需的几乎所有东西。我们决定发送它们的最佳地点是当地的沃尔玛商店。让我们进一步假设我们所指导的人从未去过沃尔玛商店（也许他们是外星人，或者他们刚刚从宗教邪教的地下防空洞中出来）。 One of the first things we are likely to do in this case is give these rather strangepeople an indication of how they know they are successful in their journey. Maybewe say something like “The best place for you to go is Walmart as it has the lowestprices within the 10 miles surrounding this area and I know you don’t want to travelfar. The local Walmart is a big white building with blue trim and huge letters on thetop that spell out WALMART. The address is 111 Sam Walton Street. The parkinglot is huge and within the parking lot you will find several other stores such as aMcDonald’s and a gas station. Across the street you will see two more gas stations anda strip mall.” Such a description is not only vivid but it outlines a set of tests that willindicate to our travelers exactly when they have arrived at their destination. 在这种情况下，我们可能要做的第一件事就是向这些相当奇怪的人表明他们如何知道自己在旅程中取得了成功。也许我们会说“最适合你去的地方是沃尔玛，因为它在该地区周围 10 英里内的价格最低，我知道你不想走很远。当地的沃尔玛是一座巨大的白色建筑，带有蓝色装饰，顶部有巨大的字母拼出“WALMART”。地址是山姆沃尔顿街 111 号。停车场很大，停车场内还有几家商店，例如麦当劳和加油站。在街对面，您会看到另外两个加油站和一个购物中心。”这样的描述不仅生动，而且概述了一系列测试，这些测试将向我们的旅行者准确指示他们何时到达目的地。 We’ve accomplished everything we wanted to do in creating our vision statement.We gave our travelers an inspiration—“lowest prices within the 10 miles surroundingthis area” is inspiring because it meets their needs of being inexpensive and it is nottoo distant. We’ve provided a vivid description of the ideal state—arriving at Walmart and giving the travelers an indication of what it will look like when they arrivethere. We gave our travelers a set of tests to validate that their initiative was successful in the vivid description and the beliefs were implicitly identified in the need for low prices. The vision is easily committed to memory. The travelers can look at thestreet address and determine for certain that they’ve definitely arrived at the appropriate location. 我们已经完成了在制定愿景声明时想要做的一切。我们给了旅行者一个灵感——“该地区周围 10 英里内的最低价格”令人鼓舞，因为它满足了他们对价格便宜的需求，而且距离也不算太远。我们生动地描述了理想状态——到达沃尔玛并向旅行者展示到达那里时会是什么样子。我们为旅行者提供了一系列测试，以验证他们的倡议在生动的描述中是否成功，并且他们的信念在对低价的需求中得到了隐含的认同。愿景很容易被记住。旅行者可以查看街道地址并确定他们确实到达了正确的位置。 We suggest that you research other statements of vision and use the rules we haveidentified before creating your own. Apply these rules or tests and figure out whichones work for you. Simply put, and as a reminder, a vision statement should be 我们建议您在创建自己的愿景陈述之前研究其他愿景陈述并使用我们确定的规则。应用这些规则或测试并找出哪些适合您。简而言之，作为提醒，愿景声明应该是 * Vivid description of an ideal future * Important to value creation * Measurable * Inspirational * Incorporate elements of your beliefs * Mostly static, but modifiable as the need presents itself * Easily remembered 生动描述了理想的未来 * 对价值创造很重要 * 可测量 * 励志 * 融入你信仰的元素 * 大部分是静态的，但可以根据需要进行修改 * 容易记住 #### Mission 使命 If vision is the vivid description of the ideal future or the end point of our journey,mission is the general path or actions that will get us to that destination. The missionstatement focuses more on the present state of the company as that present state isimportant to get to the desired state or “vision” of the company. The mission statement should incorporate a sense of purpose, a sense of what needs to be done today,and a general direction regarding how to get to that vision. As with a vision statement, the mission statement should be testable. The test for the mission statementshould include the determination of whether, if properly executed, the mission statement will help drive the initiative, organization, or company toward the vision of thecompany. 如果说愿景是对理想未来或旅程终点的生动描述，那么使命就是让我们到达目的地的一般路径或行动。使命宣言更多地关注公司的现状，因为现状对于实现公司的期望状态或“愿景”非常重要。使命宣言应包含目的感、今天需要做什么的意识以及如何实现这一愿景的总体方向。与愿景声明一样，使命声明应该是可测试的。对使命宣言的测试应包括确定如果正确执行，使命宣言是否将有助于推动计划、组织或公司实现公司的愿景。 Let’s return to our analysis of the Preamble of the U.S. Constitution to see if wecan find a mission statement. “. . . establish Justice, ensure domestic Tranquility, provide for the common defence, promote the general Welfare, and secure the Blessingsof Liberty to ourselves and our Posterity, do ordain and establish this Constitutionfor the United States of America” appears to us to be the mission statement of thepreamble. The entire remainder of the quoted passage serves to implicitly establish anexisting state. By the need to “establish” these things, the founding fathers are indicating that they do not exist today. The purpose of the United States is also explicitlycalled out in the establishment of these things. These actions also serve to attempt toidentify the creation of the vision: a “perfect Union.” Testability, however, is weakand suffers from the subjective analysis necessary to test any of the points. Have wefor instance ensured domestic tranquility after over 200 years of existence? We still suffer from domestic strife along the boundaries of race, belief structure, and sex. Wehave certainly spent a lot of money on defense and in general have probably performed well relative to other nations, but have we truly met the initial goals? Whatabout general welfare? Does our rising cost of health care somehow play into that?By now, you’ve probably gotten the point. 让我们回到对美国宪法序言的分析，看看能否找到一个使命宣言。 ”。 。 。建立正义，确保国内安宁，提供共同防卫，促进普遍福利，并确保我们自己和我们的子孙后代获得自由的祝福，制定和制定这部美利坚合众国宪法”在我们看来是美国宪法的使命宣言序言。引用的段落的其余部分都用于隐含地建立一个现有状态。通过“建立”这些东西的需要，开国元勋们表明它们今天并不存在。美国设立这些东西的目的也很明确。这些行动还试图确定愿景的创建：“完美联盟”。然而，可测试性很弱，并且受到测试任何要点所需的主观分析的影响。例如，我们在存在了200多年之后是否确保了国内的安宁？我们仍然遭受着种族、信仰结构和性别界限的家庭冲突。我们确实在国防上花了很多钱，总体来说相对于其他国家来说可能表现得很好，但是我们真的达到了最初的目标吗？那么一般福利呢？我们不断上涨的医疗保健成本是否在某种程度上影响了这一点？现在，您可能已经明白了这一点。 Now, we return to the directions that we were giving our rather strange travelerswho have never seen a Walmart. After providing the vision statement describingwhere they need to go, and consistent with our definition of a mission statement, weneed to give them general directions or approach on how to get there. We need toindicate present state, a sense of purpose, and a general direction. The mission statement could then simply be “To get to Walmart from here, drive mostly SW roughly 7miles.” 现在，我们回到给从未见过沃尔玛的相当奇怪的旅行者提供的指示。在提供描述他们需要去哪里的愿景声明并与我们对使命声明的定义一致后，我们需要为他们提供如何实现目标的总体方向或方法。我们需要指出目前的状态、目的感和总体方向。那么，使命宣言可以简单地写成“要从这里到达沃尔玛，主要沿西南方向行驶约 7 英里。 That’s it; we’ve accomplished everything within a single sentence. We’ve given thetravelers purpose by stating “To get to Walmart.” We’ve given the travelers an indication of current position “from here” and we’ve given them a general direction to thevision “drive mostly SW roughly 7 miles.” The whole mission is testable, as they canclearly see where they are (though most mission statements should be a bit moredescriptive), they already know how to understand their destination, and they have adirection and limit to determine when they are out of bounds. 就是这样;我们用一句话就完成了一切。我们通过“去沃尔玛”为旅行者指明了目标。我们为旅行者提供了“从这里开始”的当前位置指示，并为他们提供了“主要沿西南方向行驶约 7 英里”的总体方向。整个任务是可测试的，因为他们可以清楚地看到自己在哪里（尽管大多数任务陈述应该更具描述性），他们已经知道如何理解他们的目的地，并且他们有一个方向和限制来确定他们何时出界。 As a review, a mission statement should 作为审查，使命宣言应该 * Be descriptive of the present state and actions * Incorporate a sense of purpose * Be measurable * Include a general direction or path toward the vision 描述当前状态和操作 * 融入使命感 * 可衡量 * 包括实现愿景的总体方向或路径 Now you might state, “But that doesn’t really get them to where they need to go!”You are correct, and that’s a perfect segue into a discussion on goals. 现在你可能会说，“但这并不能真正让他们到达他们需要去的地方！”你是对的，这是对目标讨论的完美延续。 #### Goals 目标 If vision is our description of where we are going and mission is a general directionon how to get there, goals are the guideposts or mile markers to ensure that we areon track during our journey. In our minds, the best goals are achieved through theSMART acronym. 如果愿景是我们对前进方向的描述，使命是如何到达目的地的总体方向，那么目标就是路标或里程标记，以确保我们在旅途中走上正轨。在我们看来，最好的目标是通过 SMART 缩写来实现的。 SMART goals are 明智的目标是 * Specific * Measurable * Attainable (but aggressive) 具体的 * 可测量 * 可实现（但具有侵略性） * Realistic * Timely (or contain a component of time) 实际的 * 及时的（或包含时间的组成部分 Going back to the Constitution, we can look at many of the amendments as goalsthat Congress desired to achieve en route to its vision. Let’s take the abolition of slavery in the 13th Amendment. This amendment was obviously meant as a goal enroute to the equality promised within the vision of a perfect union and the mission ofsecuring the blessings of liberty. The text of this amendment is as follows: 回到宪法，我们可以将许多修正案视为国会在实现其愿景的过程中希望实现的目标。让我们以第十三修正案中废除奴隶制为例。这项修正案显然是为了实现完美联邦愿景中所承诺的平等和确保自由的祝福的使命。本次修订案文如下 Section 1. Neither slavery nor involuntary servitude, except as a punishment for crimewhere of the party shall have been duly convicted, shall exist within the United States, orany place subject to their jurisdiction. Section 2. Congress shall have the power to enforce this article by appropriate legislation. 第 1 节：美国境内或受其管辖的任何地方均不存在奴隶制或非自愿奴役，除非作为对一方已被正式定罪的犯罪的惩罚。 第 2 节：国会有权执行本条通过适当的立法。 It is specific in terms of who, what, and where, and it implies a “when.” Congresshas the power to enforce the article, and everyone is subject to the article’s rule. The“where” is the United States and the “what” is slavery or any involuntary servitudeexcept as punishment for crimes. 它具体指谁、什么、在哪里，并且暗示“何时”。国会有权执行该条款，每个人都受该条款的约束。 “哪里”是美国，“什么”是奴隶制或任何非自愿奴役，除非作为对犯罪的惩罚。 The article is measurable in its effect as the presence of slavery is binary: it eitherexists or it does not. The result is attainable as slavery is abolished, though from timeto time strange pockets pop up and are handled by law enforcement personnel. Thegoal is realistic and it was time bounded as the amendment took immediate effect. 这篇文章的效果是可以衡量的，因为奴隶制的存在是二元的：它要么存在，要么不存在。随着奴隶制的废除，这一结果是可以实现的，尽管有时会出现奇怪的口袋并由执法人员处理。这个目标是现实的，而且是有时间限制的，因为修正案立即生效。 Returning now to our example of guiding our friends to their Walmart destination,we look at how we might provide them with goals. Remember that goals don’t tellsomeone how to do something but rather they give them an indication that they areon track. You might remember that we defined a vision or ideal end state for them,which was the local Walmart store. We also gave them a mission, or a general direction to get there: “To get to Walmart from here, drive mostly SW roughly 7 miles.”Now we need to give them goals to ensure that they are on track in their destination. 现在回到我们引导朋友前往沃尔玛目的地的示例，我们看看如何为他们提供目标。请记住，目标并不是告诉某人如何做某事，而是向他们表明他们正在走上正轨。您可能还记得我们为他们定义了一个愿景或理想的最终状态，那就是当地的沃尔玛商店。我们还给了他们一个使命，或者一个到达那里的总体方向：“要从这里到达沃尔玛，大部分时间行驶在西南方向大约 7 英里。”现在我们需要给他们目标，以确保他们在目的地的正轨上。 We might give them two goals: one identifying the end state or vision and aninterim goal to help them on their way. The first goal might look like this: “Regardless of your path, you should be in the center of town as identified by the only trafficlight within 10 minutes of leaving here. That is roughly halfway to Walmart.” Thisgoal is specific, describing where you should be. It is measurable in that you can easily tell that you have achieved it. It is both attainable and realistic because if weexpect them to move at an average of 30 miles per hour and travel 7 miles, theyshould be able to travel a mile every 2 minutes and anything over 10 minutes (5miles) would put them somewhere other than where they should be. The inclusion ofa 10-minute time interval means that our goal is time bounded. 我们可能会给他们两个目标：一个确定最终状态或愿景，另一个目标是帮助他们前进。第一个目标可能是这样的：“无论走哪条路，离开这里后 10 分钟内，您都应该到达唯一红绿灯所识别的城镇中心。这大约是去沃尔玛的一半路程。”这个目标是具体的，描述了你应该在哪里。它是可衡量的，因为你可以很容易地知道你已经实现了它。这是可以实现的，也是现实的，因为如果我们期望他们以平均每小时 30 英里的速度移动并行驶 7 英里，那么他们应该能够每 2 分钟行驶一英里，任何超过 10 分钟（5 英里）的事情都会将他们带到其他地方。他们应该是。包含 10 分钟的时间间隔意味着我们的目标是有时间限制的。 The last goal we give them will deal with the end vision itself. It is also a simplegoal as we’ve already described the location. “You should arrive at Walmart locatedat 111 Sam Walton St. in no more than 20 minutes.” We are specific, measurable,achievable, realistic, and time bounded. Bingo! 我们给他们的最后一个目标将涉及最终愿景本身。这也是一个简单的目标，因为我们已经描述了位置。 “您应该在 20 分钟内到达位于 111 Sam Walton St. 的沃尔玛。”我们是具体的、可衡量的、可实现的、现实的、有时间限制的。答对了！ Have we given the travelers everything they need to be successful? Are we missinganything? You are probably wondering why we haven’t given them directions. Whatdo you think the answer to this is? Okay, we won’t make you wait. You might recallour definition of leadership versus management, where leadership is a “pulling”activity and management is a “pushing” activity. Explaining or defining a path to agoal or vision is a management activity and we’ll discuss that in the next chapter. 我们是否为旅行者提供了成功所需的一切？我们错过了什么吗？您可能想知道为什么我们没有给他们指示。你认为这个问题的答案是什么？好的，我们不会让您等待。您可能还记得我们对领导力与管理的定义，其中领导力是一种“拉动”活动，而管理是一种“推”活动。解释或定义实现目标或愿景的路径是一项管理活动，我们将在下一章中讨论。 #### Putting Vision, Mission, and Goals Together 将愿景、使命和目标结合在一起 We’ve now spent several pages describing vision, mission, and goals. You might againbe asking yourself what exactly this has to do with scalability. Our answer is that ithas everything to do with scalability. If you don’t define where you are going and youdon’t provide a general direction to get there and a set of goals to help identify thatyour team is on the right path, you are absolutely doomed. Yes, we took a bit of timedefining leadership, some characteristics of a good leader, and some things to consider, but all of those things were absolutely important to the success of any initiative,and we felt obliged to discuss them if even only at a high level. 我们现在已经用了好几页来描述愿景、使命和目标。您可能会再次问自己这与可扩展性到底有什么关系。我们的答案是，它与可扩展性密切相关。如果你没有定义你要去的地方，也没有提供实现目标的总体方向和一组目标来帮助确定你的团队正走在正确的道路上，那么你绝对注定失败。是的，我们花了一些时间来定义领导力、优秀领导者的一些特征以及需要考虑的一些事情，但所有这些事情对于任何举措的成功都绝对重要，我们觉得有必要讨论它们，即使只是在一次会议上。高水平。 Now that we’ve done so, let’s see how we can put these things to use in the development of a vision, mission, and set of goals for a generic scalability plan and initiative for a fictitious company. As an example, we will return to AllScale’s new CTOJohnny Fixer. 现在我们已经这样做了，让我们看看如何将这些东西用于为虚构公司制定通用可扩展性计划和计划的愿景、使命和目标。作为一个例子，我们将回到 AllScale 的新 CTOJohnny Fixer。 Johnny decides to focus first on the vision of his organization. After all, what difference does it matter what direction you travel if you have absolutely no idea whereyou are going and where you are today? Additionally, when defining a vision, it’sreally not necessary to take stock of where you are. 约翰尼决定首先关注他的组织的愿景。毕竟，如果您完全不知道自己要去哪里和今天在哪里，那么无论您朝哪个方向行驶，又有什么关系呢？此外，在定义愿景时，实际上没有必要评估自己所处的位置。 As you recall, AllScale is a company that has grown up from a consulting businessinto a provider of SaaS services. The primary product today is a human resourcesmanagement (HRM) module with functionality that extends from recruiting servicesto employee development software. Johnny is responsible for all aspects of engineering from hardware acquisition and deployment to software engineering and QAacross all current and future projects supporting existing and future applications andplatforms. 您还记得吗，AllScale 是一家从咨询公司发展成为 SaaS 服务提供商的公司。如今的主要产品是人力资源管理 (HRM) 模块，其功能涵盖从招聘服务到员工发展软件。 Johnny 负责支持现有和未来应用程序和平台的所有当前和未来项目的工程各个方面，从硬件采购和部署到软件工程和质量保证。 The company is just starting to experience another phase of rapid growth for theHRM product. The company’s HRM product offering has always grown well, buthas suffered lately from availability and scalability issues resulting from a failure tofocus on properly architecting and maintaining the platform. In addition, several newproduct launches including a customer resource management module have beendelayed as a result of existing problems in the HRM module. Both Johnny and Christine (the CEO) believe that these growing pains stem from a lack of focus on scalability and result in impact to the company’s availability or “uptime.” Christine brought Johnny in as a scale expert and is willing to listen to him and support him in hisendeavor to ensure that the company can live up to its name. The CEO makesJohnny the “R,” the person Responsible, in all things related to technology scale. 该公司刚刚开始经历人力资源管理产品的另一个快速增长阶段。该公司的人力资源管理产品一直增长良好，但最近因未能专注于正确构建和维护平台而出现可用性和可扩展性问题。此外，由于人力资源管理模块存在问题，包括客户资源管理模块在内的多个新产品的发布已被推迟。约翰尼和克里斯汀（首席执行官）都认为，这些成长的烦恼源于缺乏对可扩展性的关注，并导致对公司可用性或“正常运行时间”的影响。克里斯汀将约翰尼作为规模专家引入，并愿意倾听他的意见并支持他的努力，以确保公司能够名副其实。首席执行官让约翰尼成为“R”，即负责所有与技术规模相关的事情的人。 As part of your planning for your first 30, 60, and 90 days, Johnny decides to perform a SWOT (strengths, weaknesses, opportunities, and threats) analysis and determines that the greatest current threat is the lack of scale of the platform. As such, hedecides to define a catalyzing vision that can help move the company in the rightdirection. Johnny recalls that the components of vision are 作为前 30 天、60 天和 90 天规划的一部分，Johnny 决定执行 SWOT（优势、劣势、机会和威胁）分析，并确定当前最大的威胁是平台缺乏规模。因此，他决定定义一个催化愿景，帮助公司朝着正确的方向发展。约翰尼回忆说，视觉的组成部分是 * Vivid description of an ideal future * Important to shareholder value creation * Measurable * Inspirational * Incorporate elements of your beliefs * Mostly static, but modifiable as the need presents itself * Easily remembered 生动描述了理想的未来 * 对股东价值创造很重要 * 可测量 * 励志 * 融入你信仰的元素 * 大部分是静态的，但可以根据需要进行修改 * 容易记住 Johnny knows that he needs to make the vision short and to the point for it to bememorable. After all, people don’t act on what they can’t recall. He also figures thathe can’t really “create” value as much as ensure that value isn’t “destroyed,” and hedecides that to keep from destroying value he must ensure that the system is availableas much as possible for end users. Furthermore, Johnny is of the belief that it is possible with the right diligence and effort to ensure that issues of scale never cause aproblem with uptime or availability. Johnny decides to “keep it simple” and asksChristine to review the following: 约翰尼知道他需要让愿景简短而切中要害，这样才能令人难忘。毕竟，人们不会根据他们不记得的事情采取行动。他还认为，他无法真正“创造”价值，而无法确保价值不被“破坏”，因此他决定，为了避免破坏价值，他必须确保系统尽可能多地可供最终用户使用。此外，Johnny 相信，通过适当的勤奋和努力，可以确保规模问题永远不会导致正常运行时间或可用性问题。约翰尼决定“保持简单”并要求克里斯汀审查以下内容 AllScale products will all achieve 99.999% availability. Our people, processes, and technology will all be capable of handling at least double our current transactions without issueand planning to ten times our current need. AllScale产品将全部实现99.999%的可用性。我们的人员、流程和技术都将能够在没有问题的情况下处理至少两倍于当前交易的交易，并计划处理十倍于当前需求的交易。 Christine loves it and Johnny moves on to figuring out the mission. Johnny recallsthat a mission statement should 克里斯汀喜欢它，而约翰尼则继续寻找任务。约翰尼回忆说，使命宣言应该 * Be descriptive of the present state and actions * Incorporate a sense of purpose * Be measurable * Include a general direction or path toward the vision * 描述当前状态和操作 * 融入使命感 * 可衡量 * 包括实现愿景的总体方向或路径 Johnny decides to make the mission statement easily memorized. Ultimately, hewants each of his employees to have the organization’s vision, mission, and goalspinned up in their cubes next to the pictures of their families so that they serve as aconstant reminder of what they should be doing. He decides that he wants to remind people of the dire straits in which the company finds itself while it quickly movestoward a position of strength. Johnny develops the following mission: 约翰尼决定让使命宣言更容易记住。最终，他希望每位员工都将组织的愿景、使命和目标写在自己的小格子上，旁边贴着家人的照片，这样就能不断提醒他们应该做什么。他决定提醒人们，公司在迅速走向强势地位的同时，却发现自己陷入了可怕的困境。约翰尼制定了以下任务 To move from crisis to our vision of a highly available and scalable environment within 11months. 在 11 个月内摆脱危机，实现我们的高度可用和可扩展环境的愿景。 While not pretty, it’s descriptive of the current state (crisis), is measurable, andclearly moves to the vision. The sense of purpose is implied. We leave it to you to tryto refine this mission as an exercise. 虽然不太漂亮，但它描述了当前状态（危机），是可衡量的，并且明确地转向了愿景。隐含着目的感。我们让您尝试完善此任务作为练习。 Now that Johnny’s defined his organization’s vision, and the general direction hewants to move, it’s time to give the team some goals. Johnny decides to give each ofthe teams a few goals along the way. He remembers the SMART acronym; recall thatit stands for 现在约翰尼已经确定了他的组织的愿景以及他想要前进的总体方向，是时候为团队设定一些目标了。约翰尼决定一路上给每个团队设定一些目标。他记得 SMART 缩写；记得它代表 * Specific * Measurable * Attainable (but aggressive) * Realistic * Timely (or contain a component of time) * 具体的 * 可测量 * 可实现（但具有侵略性） * 实际的 * 及时的（或包含时间的组成部分 Johnny decides to “stem the bleeding” within the production systems—those systems that actually handle customer demands. Johnny believes that that there is somelow hanging fruit in early identification of system over utilization that could yieldhuge results. He recalls that goals are really guideposts along the way to a vision andconsistent with the stated mission. He decides to give the operations team goals thatincrease monthly. Johnny’s analysis leads him to believe he can reduce his monthlydowntime (currently more than one hour per month) in half simply by catching issuessooner. He gives the operations team the goal of taking three minutes of downtimeoff per month. The first goal might be “Reduce scalability related downtime to nomore than 57 minutes in month 1, no more than 54 minutes in month 2, and so on.” 约翰尼决定在生产系统中“止血”——那些真正满足客户需求的系统。约翰尼认为，在早期识别系统过度利用方面存在一些悬而未决的成果，这可能会产生巨大的结果。他回忆说，目标实际上是实现愿景的路标，并且与既定的使命相一致。他决定给运营团队设定每月增加的目标。约翰尼的分析使他相信，只要尽早发现问题，他就可以将每月的停机时间（目前每月超过一小时）减少一半。他给运营团队设定了每月休息三分钟的目标。第一个目标可能是“将与可扩展性相关的停机时间减少到第 1 个月不超过 57 分钟，第 2 个月不超过 54 分钟，依此类推。 Johnny remembers that the objective of a goal isn’t to define how somethingshould happen, but rather what the end result should be. He believes this new goal isattainable and realistic, that it is time bounded (in month 1), and that it is very specific and measurable. Johnny might get into a debate with the operations leader onthe topic but believes strongly that any goal related negotiation should never stand asa reason for not creating shareholder value. Johnny makes the operations head the“R” for determining how to accomplish the goal. He believes the operations teamcan accomplish the goal on its own and additionally makes the operations team the“S.” He defines the engineering team as the “C” to ensure that they have input on theapproach. The rest of the operations goals are left as an exercise for the reader. 约翰尼记得目标的目的不是定义某件事应该如何发生，而是最终结果应该是什么。他相信这个新目标是可以实现和现实的，它是有时间限制的（第一个月），而且它是非常具体和可衡量的。约翰尼可能会与运营负责人就这个话题进行辩论，但他坚信任何与目标相关的谈判都不应该成为不创造股东价值的理由。约翰尼让运营主管成为“R”，以决定如何实现目标。他相信运营团队可以自己完成目标，并且使运营团队成为“S”。他将工程团队定义为“C”，以确保他们对该方法有意见。其余的操作目标留给读者作为练习。 Johnny knows that he must make architectural changes, but that those architectural changes will take some time to implement. Johnny suspects that the intellectual isolation of the architecture team from daily operations is a major reason for some ofthe poor decisions made in the past. He decides to make the architecture team accountable for some implementations and issues three goals to the architecture team. 约翰尼知道他必须进行架构更改，但这些架构更改需要一些时间才能实现。约翰尼怀疑架构团队与日常运营的智力隔离是过去做出的一些糟糕决策的主要原因。他决定让架构团队负责一些实现，并向架构团队提出三个目标。 The first goal has to do with the leadership of the team. Johnny wants the manager of the architecture team to develop a process to help eliminate new and futurescale issues within two months. Done! This hits all of the SMART elements in onebrief section. 第一个目标与团队的领导有关。约翰尼希望架构团队的经理开发一个流程，帮助在两个月内消除新的和未来规模的问题。完毕！这触及了简要部分中的所有 SMART 元素。 Johnny also wants the architects to eliminate the largest cause of downtime withinthe current system. The data in this area is a little sketchy and Johnny makes a noteto give the operations team another goal to create better incident tracking data.Anecdotally, the issues appear to stem from login and registration services. All usersfrom all companies and organizations reside in a single monolithic database, andJohnny knows that isn’t healthy long term. Johnny tells the architects that he wants aplan to resolve this issue in 30 days as goal 2 and that he wants that plan implemented within 4 months, which is goal 3. 约翰尼还希望架构师消除当前系统中造成停机的最大原因。该区域的数据有点粗略，Johnny 做了记录，为运营团队提供了另一个目标，即创建更好的事件跟踪数据。有趣的是，这些问题似乎源于登录和注册服务。所有公司和组织的所有用户都驻留在一个单一的数据库中，约翰尼知道这从长远来看并不健康。约翰尼告诉建筑师，他希望制定一个计划在 30 天内解决这个问题，作为目标 2，并且他希望该计划在 4 个月内实施，这是目标 3。 Johnny’s on his way to turning things around! He has set a vision, a mission, andsome goals. Now Johnny just has to complete the creation of goals, ensure that rolesare appropriately defined, lead from the front, take care of his people, and check hisego at the door! He will also need to create a causal roadmap to success, make timelyand morally correct decisions, and manage his people. 约翰尼正在扭转局面！他设定了愿景、使命和一些目标。现在约翰尼只需要完成目标的创建，确保角色被适当地定义，在前面领导，照顾他的员工，并在门口检查他的自我！他还需要制定成功的因果路线图，做出及时且道德正确的决策，并管理他的员工。 #### The Causal Roadmap to Success 成功的因果路线图 One of the best and easiest things you can do as a leader to help ensure success withinan organization is help people understand how what they do every day contributes tothe vision of the organization and as a result the creation of shareholder value. Wecall this creation of understanding the causal roadmap to success and our guess isthat you’ve never sat down with any of your employees and explained it to them. 作为领导者，为了确保组织内的成功，你可以做的最好、最简单的事情之一就是帮助人们了解他们每天所做的事情如何为组织的愿景做出贡献，从而创造股东价值。我们将这种创造称为理解成功的因果路线图，我们的猜测是，您从未与任何员工坐下来向他们解释过。 There is an old management maxim that goes something like “People join companies and leave managers.” We think that’s true in general and we’ve seen a lot of it inour time as managers, executives, and advisors within and to companies. But we’vealso seen a lot of good people leave because they feel that they lack purpose; their jobdoesn’t meet the need they have to add value to someone or something. Looselyspeaking, if the person otherwise appreciates her manager, she is still leaving hermanager because the manager didn’t give her that sense of purpose. 有一句古老的管理格言，类似于“人们加入公司并离开经理”。我们认为这在总体上是正确的，并且在我们担任公司内部和公司的经理、高管和顾问期间，我们已经看到了很多这样的情况。但我们也看到很多优秀的人因为觉得自己缺乏目标而离开；他们的工作不能满足他们为某人或某事增加价值的需要。宽泛地说，如果这个人在其他方面欣赏她的经理，她仍然会离开她的经理，因为经理没有给她那种使命感。 The causal roadmap is pretty easy to create for people, and if it isn’t, there is agood reason to question whether the job should exist. We’ll start with a positionwithin a company that might otherwise be pretty difficult to dream up and then endwith some of the traditional positions within a technology organization. 因果路线图对于人们来说非常容易创建，如果不是，就有充分的理由质疑这项工作是否应该存在。我们将从公司内的一个职位开始，否则这个职位可能很难想象，然后以技术组织内的一些传统职位结束。 As an extreme case of showing the causal roadmap to success, let’s first take theexample of a janitor employed by AllScale. AllScale has decided to hire employee janitors rather than outsource the job. Unfortunately, we can’t disclose this very goodreason due to a binding fictional nondisclosure agreement with our fictitious company. AllScale has had a hard time keeping the best and brightest janitors—many ofthem leaving the company for jobs in outsourced janitorial firms. What’s reallystrange here is that AllScale offers its janitors something that few other companiesoffer: stock options! After interviewing the janitors, we find that they are leavingbecause they don’t feel they add value to the company. They believe that everyone hasjobs that contribute to the shareholders except for them. Not true! 作为展示成功因果路线图的一个极端案例，我们首先以 AllScale 雇用的清洁工为例。 AllScale 决定雇用员工看门人，而不是外包这项工作。不幸的是，由于与我们虚构的公司签订了具有约束力的虚构保密协议，我们无法披露这个很好的理由。 AllScale 很难留住最优秀、最聪明的清洁工，其中许多人离开公司到外包清洁公司工作。真正奇怪的是，AllScale 为其看门人提供了其他公司很少提供的东西：股票期权！在采访了门卫后，我们发现他们离开是因为他们觉得自己没有为公司增加价值。他们相信，除了他们之外，每个人都有为股东做出贡献的工作。不对！ The chief janitorial officer (CJO) begins to work with the janitors to help themunderstand how they create shareholder value. First, he explains that while the janitors are paid market rates and as much as they would be paid anywhere else, thecompany saves money because it doesn’t have to pay the management overhead associated with maintaining a team of janitors. This in turn contributes to the bottom lineof the company (profitability), which in turn is a piece most shareholders deem critical in calculating the valuation of the company. The greater the profits and thegreater the future expected profit growth, the more a shareholder is likely to pay fora piece of the equity within the company. 首席清洁官 (CJO) 开始与清洁工合作，帮助他们了解如何创造股东价值。首先，他解释说，虽然看门人的工资是市场价格的，而且与其他地方的工资一样多，但公司节省了钱，因为它不必支付与维持看门人团队相关的管理费用。这反过来又有助于公司的盈利（盈利能力），而盈利能力又是大多数股东认为在计算公司估值时至关重要的部分。利润越大，未来预期利润增长越大，股东购买公司内部股权的可能性就越大。 But that’s not it, explains the CJO. Because the janitors create a clean and safeworkplace, fewer germs are transmitted between the engineers, accountants, marketing professionals, and so on. This comparatively germ-free environment results inmore time spent at work and more things getting done. Moreover, the cleanliness isdone at lower cost than having the other professionals worry about cleaning commonareas, and so on. Finally, sensitive documents are shredded by the proprietary janitorial team and as a result fewer trade secrets are lost thereby increasing barriers toentry for competitors. The janitors now have purpose in life and they are significantlyhappier with their jobs. 但事实并非如此，CJO 解释道。由于清洁工创造了一个干净、安全的工作场所，工程师、会计师、营销专业人员等之间传播的细菌就会减少。这种相对无菌的环境导致人们花更多的时间在工作上并完成更多的事情。此外，与让其他专业人员担心清洁公共区域等问题相比，清洁工作的成本更低。最后，敏感文件由专有的清洁团队粉碎，从而减少了商业秘密的丢失，从而增加了竞争对手的进入壁垒。看门人现在有了生活目标，他们对自己的工作也更加满意。 If we can develop a causal roadmap for janitors, it stands to reason that teams thatare closer to the creation of value should be even easier. For instance, an engineerwrites and designs the code that creates the product upon which your revenue ispredicated. An engineer working within a classic back office IT group is responsiblefor writing code and developing systems that allow people to be more productive foreach hour that they spend at work, thereby decreasing unit cost of work producedand either reducing the total cost structure of the organization or alternativelyincreasing the throughput at similar cost. Either way, the bottom line is affected beneficially, profits go up, and shareholders are willing to pay more for equity. Theincrease in equity price creates shareholder value. 如果我们能为看门人制定一个因果路线图，那么按理说，更接近创造价值的团队应该会更容易。例如，工程师编写和设计代码来创建您的收入所依据的产品。在传统的后台 IT 团队中工作的工程师负责编写代码和开发系统，使人们在工作中的每一个小时都能够提高工作效率，从而降低生产工作的单位成本，要么降低组织的总成本结构，要么增加成本。相似成本下的吞吐量。无论哪种方式，底线都会受到有益影响，利润会上升，股东愿意为股权支付更多费用。股价上涨创造股东价值。 Operations teams are responsible for ensuring that systems are available whenthey should be available in order to keep the company from experiencing lost opportunity with their systems. Doing that well also contributes to shareholder value by maximizing productivity or revenue, thereby increasing the bottom line eitherthrough increasing the top line or reducing cost. Again, increasing the bottom line(net income or profits) increases the price shareholders would be willing to pay andincreases shareholder value. 运营团队负责确保系统在应该可用时可用，以防止公司失去系统的机会。做得好还可以通过最大限度地提高生产力或收入来为股东价值做出贡献，从而通过增加收入或降低成本来增加利润。同样，增加底线（净利润或利润）会增加股东愿意支付的价格并增加股东价值。 Quality assurance teams help reduce lost opportunity associated with the deployment of a product and the cost of developing that product. By ensuring that the product meets predefined requirements, scalability needs, and so on of a product, theorganization manages the risk and as a result the potential lost revenue associatedwith deploying a product with issues. Furthermore, because the team is dedicated totesting tasks, it frees up engineers who would otherwise need to spend valuable engineering hours (typically at a higher cost than QA) testing to perform engineeringtasks. This refocusing of engineering time results in a lower cost per unit of productproduced, thereby reducing the company’s cost structure and increasing net income. 质量保证团队帮助减少与产品部署和开发该产品的成本相关的机会损失。通过确保产品满足产品的预定义要求、可扩展性需求等，组织可以管理风险，从而管理与部署有问题的产品相关的潜在收入损失。此外，由于该团队专注于测试任务，因此工程师可以腾出时间来执行工程任务，否则他们需要花费宝贵的工程时间（通常比 QA 的成本更高）进行测试。工程时间的重新集中可以降低单位产品的生产成本，从而降低公司的成本结构并增加净利润。 Although we’ve painted some of the pictures here of how the causal roadmapworks in general, it is (and should be) a little more complicated than just blurting outa paragraph of how an organization impacts the company’s profitability. The discussion should be conducted one-on-one between a leader and each member of theirteam individually. We do not mean that a CEO should talk to each of the 5,231 people in her company, but rather that a manager of individual contributors shouldspeak to each and every one of her employees. The director in turn should speak toeach of her managers, the VP to her directors, and so on. The conversation is meantto be personal and tailored to the individual. The underlying reasons will not change,but the message should be tailored to exactly what that individual does. 尽管我们在这里描绘了因果路线图总体上如何运作的一些图片，但它（并且应该）比仅仅脱口而出一段关于组织如何影响公司盈利能力的内容要复杂一些。讨论应该在领导者和团队的每个成员之间进行一对一的单独进行。我们并不是说首席执行官应该与公司 5,231 名员工中的每一个人交谈，而是说个人贡献者的经理应该与她的每一位员工交谈。主管应该依次与每位经理交谈，副总裁应与其主管交谈，等等。对话是私人的并且是针对个人的。根本原因不会改变，但信息应该根据个人的行为进行调整。 Furthermore, people need to be reminded of what they do and how it impacts themaximization of shareholder wealth. This isn’t a one-time conversation. It’s not asmuch about performance feedback, though you can certainly work that in, as ensuring that the person has purpose and meaning within his job. The impact to retentionis meaningful and it can potentially also help employees produce more. A happyemployee, after all, is a productive employee. And a productive employee is producing more to help you scale more! 此外，需要提醒人们他们做了什么以及它如何影响股东财富的最大化。这不是一次性谈话。这不仅仅是绩效反馈，尽管你当然可以将其纳入其中，以确保该人在其工作中具有目标和意义。这对留住员工的影响是有意义的，而且还可能帮助员工创造更多产出。毕竟，快乐的员工是高效的员工。高效的员工会生产更多的产品来帮助您扩大规模！ #### Conclusion 结论 We discussed what leadership is, a mental model for thinking of leadership, the composition of leaders, and how leadership impacts scalability of organizations andteams. Leadership is the influencing of an organization or person to accomplish aspecific objective. Our model is a function consisting of personal characteristics,skills, experiences, and actions. We also reviewed how to become a better leader andargued that it all starts with knowing where you are weak and where you are strongwithin our leadership function. 我们讨论了领导力是什么、思考领导力的心智模型、领导者的组成以及领导力如何影响组织和团队的可扩展性。领导力是对组织或个人实现特定目标的影响。我们的模型是一个由个人特征、技能、经验和行动组成的函数。我们还回顾了如何成为更好的领导者，并认为这一切都始于了解我们领导职能中的弱点和强项。 Leadership can impact the scalability of your team and your company in manyways. Poor leadership creates limitations on the growth and output of your companyand your team. Great leadership is an accelerator for growth, allowing organizationsto grow in total size and in output per individual. By becoming a better leader, youcan increase the capabilities and capacity of your organization and your company. 领导力可以在很多方面影响团队和公司的可扩展性。糟糕的领导力会限制公司和团队的成长和产出。出色的领导力是成长的加速器，使组织能够扩大总体规模和个人产出。通过成为更好的领导者，您可以提高组织和公司的能力和容量。 We then went on to describe several aspects of successful leaders. These includeleading by example, leaving your ego at the door, leading selflessly, and accomplishing the mission while taking care of your team. We concluded by arguing that youshould always be thinking of how to lead ethically and that everything you do shouldbe aligned with shareholder value. 然后我们继续描述成功领导者的几个方面。其中包括以身作则、抛开自我、无私领导以及在照顾团队的同时完成使命。我们的结论是，你应该始终思考如何以道德方式领导，并且你所做的一切都应该与股东价值保持一致。 We described the components of vision, mission, and goals and suggested an acronym (SMART) to be used in the creation of your scalability goals. Finally, we introduced what we call the causal roadmap to success, which is the notion of helpingyour organization to tie everything that it does back to what is important to the company: the maximization of shareholder value. 我们描述了愿景、使命和目标的组成部分，并建议在创建可扩展性目标时使用缩写词 (SMART)。最后，我们介绍了所谓的成功因果路线图，即帮助您的组织将其所做的一切与对公司重要的事情联系起来：股东价值的最大化。 ##### Key Points 关键点 * Leadership is influencing the behavior of an organization or a person to accomplish a specific objective. * Leaders, whether born or made, can get better and the pursuit of getting bettershould be a lifelong goal. * Leadership can be viewed as a function consisting of personal characteristics,skills, experiences, actions, and approaches. Increasing any aspect increasesyour leadership “quotient.” * The first step in getting better as a leader is to know where you stand. Get a360-degree review from employees, peers, and your manager. * Lead as you would have people follow—abide by the culture you wish to create. * There is no place for ego when leading teams. Check your ego at the door. * Leadership should be a selfless endeavor. * Mission First, People Always. Get the job done on time, but ensure you aredoing it while taking care of your people. * Be morally straight always. What you allow you teach and what you teachbecomes your standard. * Align everything you do with shareholder value. Don’t do things that don’t create shareholder value. * 领导力是影响组织或个人的行为以实现特定目标。 * 领导者，无论是天生的还是后天培养的，都可以变得更好，并且追求变得更好应该成为终生的目标。 * 领导力可以被视为一种由个人特征、技能、经验、行动和方法组成的功能。增加任何一个方面都会增加你的领导“商数”。 * 作为一名优秀的领导者，第一步是了解自己的立场。获得员工、同事和经理的 360 度评价。 * 领导就像你希望人们跟随一样——遵守你想要创造的文化。 * 领导团队时没有自我的余地。在门口检查你的自我。 * 领导力应该是一种无私的努力。 * 使命第一，以人为本。按时完成工作，但要确保在完成工作的同时照顾好员工。 * 始终保持道德正直。你允许你教什么，你教什么就成为你的标准。 * 让您所做的一切与股东价值保持一致。不要做不能创造股东价值的事情。 * Vision is a vivid description of an ideal future. The components of vision are + Vivid description of an ideal future + Important to shareholder value creation + Measurable + Inspirational + Incorporate elements of your beliefs + Mostly static, but modifiable as the need presents itself + Easily remembered * Mission is the general path or actions that will get us to our vision. The components of mission are + Descriptive of the present state and actions + A sense of purpose + Measurable + General direction or path toward the vision * Goals are the guideposts to your vision and are consistent with the path of yourmission. SMART goals are + Specific + Measurable + Attainable (but aggressive) + Realistic + Timely (or contain a component of time) * The causal roadmap to success will help you frame your vision, mission, andgoals and help employees understand how they contribute to those goals andhow the employee aids in the creation of shareholder value. * 愿景是对理想未来的生动描述。愿景的组成部分是 + 对理想未来的生动描述 + 对股东价值创造很重要 + 可衡量 + 鼓舞人心 + 纳入您的信念元素 + 大部分是静态的，但可以根据需要进行修改 + 容易记住 * 使命是帮助我们实现愿景的总体路径或行动。使命的组成部分是 + 对当前状态和行动的描述 + 目的感 + 可衡量 + 实现愿景的总体方向或路径 * 目标是您愿景的路标，与您的使命之路一致。 SMART目标是 + 具体 + 可衡量 + 可实现（但积极） + 现实 + 及时（或包含时间组成部分） * 成功的因果路线图将帮助您制定愿景、使命和目标，并帮助员工了解他们如何为这些目标做出贡献以及员工如何帮助创造股东价值。
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