How to Lead in the Stakeholder Era

2020年6月，我返回明尼阿波利斯市，最后一次以百思買（Best Buy）董事長的身份參加董事會會議。開車行駛在亨內(nèi)平大道上，我看到街道兩邊的商店都已停業(yè)。5月，喬治·弗洛伊德（George Floyd）被殺，隨之而起的暴動和抗議給這座城市留下的傷疤仍未愈合。同一時(shí)期，澳大利亞山火肆虐，加利福尼亞也又一次發(fā)生森林火災(zāi)。而幾個(gè)月前，一種新的病毒被發(fā)現(xiàn)，疫情在全世界蔓延。 In June 2020, I traveled?back to?Minneapolis for my final board meeting as chairman of Best Buy. As I drove down Hennepin Avenue, storefronts were boarded up on each side of the street. The city was still scarred from the riots and protests that followed the killing of George Floyd that May. Around the same time, forest fires were raging across Australia and, once again, in California. A few months earlier, a new virus had been identified, unleashing a pandemic that was spreading across the world. 過去的一年進(jìn)一步加強(qiáng)了一項(xiàng)早在2020年的災(zāi)難之前就已經(jīng)開始普及的認(rèn)知：商業(yè)并非存在于真空中。 The past year has heightened a realization that had started to gain ground prior to the devastation of 2020: Business does not exist in a vacuum. 新冠疫情暴發(fā)之前，已經(jīng)有越來越多的企業(yè)領(lǐng)導(dǎo)者從米爾頓·弗里德曼（Milton Friedman）主張的“企業(yè)的唯一目的是最大化股東回報(bào)”轉(zhuǎn)為“企業(yè)應(yīng)當(dāng)服務(wù)于所有利益相關(guān)者”——員工、客戶、供應(yīng)商、社區(qū)，以及股東。賺錢自然重要，但許多領(lǐng)導(dǎo)者開始關(guān)注為何經(jīng)營、為誰服務(wù)。 Even before the onset of the Covid-19 pandemic, a growing number of business leaders were shifting away from Milton Friedman’s assertion that the sole purpose of business is to maximize shareholder returns and embracing the idea that business should serve?

all

?stakeholders: employees, customers, suppliers, and communities as well as shareholders. Although making money was of course an imperative, many leaders were focusing on?

why

?they were in business and?

who

?they were serving. 隨后疫情讓世界發(fā)生了翻天覆地的變化?，F(xiàn)在很多公司努力克服這場健康危機(jī)及其經(jīng)濟(jì)影響，企業(yè)及其領(lǐng)導(dǎo)者是否放棄了“不止關(guān)注股價(jià)”的原則？ Then a pandemic turned the world upside down. As so many corporations now struggle to emerge from the health crisis and its economic fallout, will businesses and their leaders abandon principles that serve more than just a share price? 希望不是?，F(xiàn)在不是退縮的時(shí)候，反而應(yīng)當(dāng)加速。眼下我們面臨的這場深刻且涉及多方面的危機(jī)更加凸顯了一個(gè)事實(shí)：如果員工、客戶和社區(qū)無法健康發(fā)展，如果我們的星球處于水深火熱之中，如果我們的社會出現(xiàn)斷裂，那么商業(yè)與社會也無法繁榮發(fā)展。不改變幾十年來的行為，卻期望出現(xiàn)不同的結(jié)果，用愛因斯坦的話說，正符合瘋子的定義。如今我們需要的是翻新商業(yè)和資本主義的基礎(chǔ)，打造更可持續(xù)的未來。企業(yè)領(lǐng)導(dǎo)者應(yīng)當(dāng)接受相互依賴宣言，將公共利益置于首位，承認(rèn)所有利益相關(guān)者的人性。 I hope not. Now is not the time to retreat. Instead, it is the time to accelerate. The profound multifaceted crisis we are facing has made it even more obvious that business and society cannot thrive if employees, customers, and communities are not healthy; if our planet is on fire; and if our society is fractured. Doing the same things we have been doing for decades while expecting different results would be, in Einstein’s words, the very definition of insanity. What we need today is a refoundation of business and capitalism so that we can build a more sustainable future. It is time for business leaders to embrace a declaration of interdependence that prioritizes the common good and recognizes the humanity of all stakeholders. 根據(jù)我自己的經(jīng)驗(yàn)和對過去四十余年的反思，我知道讓企業(yè)從追求利潤最大化轉(zhuǎn)為服務(wù)于員工、客戶、供應(yīng)商、社區(qū)和股東并不容易。這個(gè)過程需要領(lǐng)導(dǎo)力。本文將分享我在職業(yè)生涯中總結(jié)的理念，亦即百思買復(fù)興的核心。歸根結(jié)底，重要的遠(yuǎn)不止于零散的企業(yè)社會責(zé)任和環(huán)境、社會與治理，而是圍繞企業(yè)目標(biāo)從根本上重新定義企業(yè)，學(xué)習(xí)如何讓員工充分發(fā)揮才能。要將企業(yè)目標(biāo)和員工作為商業(yè)的中心。 I know, based on my own experience and reflections over the past 40 years or so, that shifting a business from maximizing profits to serving employees, customers, suppliers, communities,?

and

?shareholders is not easy. It requires leadership. In this article, I share the philosophy I have developed throughout my career and that was at the core of the resurgence of Best Buy. Ultimately, it is about much more than piecemeal CSR or ESG. It is about fundamentally redefining your company around purpose and learning how to unleash the best people have to offer. It’s about putting purpose and people at the heart of business.

商業(yè)的目的是為共同利益做貢獻(xiàn)

The Purpose of Business Is to Contribute to the Common Good

商業(yè)是解決當(dāng)前人類共同難題的重要因素，因此，領(lǐng)導(dǎo)者眼中的公司不能是沒有靈魂的賺錢機(jī)器，必須是“人的組織”，由為了共同的目標(biāo)而共事的人們組成。共同目標(biāo)必須能夠?yàn)楣餐孀鲐暙I(xiàn)，為人們的生活帶來積極的改變——咨詢顧問兼作家莉薩·厄爾（Lisa Earle）稱之為“崇高目的”。從這個(gè)角度講，賺錢依然重要，但利潤并非最終目的，而是植根于崇高目的的戰(zhàn)略成功帶來的成果。這正是百思買扭轉(zhuǎn)頹勢的關(guān)鍵。當(dāng)時(shí)是2012年，幾乎沒有人料到百思買還能重振旗鼓。百思買并不是唯一的例外。類似的企業(yè)被稱為“友愛的公司”，15年時(shí)間里業(yè)績表現(xiàn)比標(biāo)普500企業(yè)好14倍。很多研究證明，崇高目的能夠帶來回報(bào)。 For business to be part of the solution to our collective challenges, we leaders must see companies not as soulless moneymaking entities but as “human organizations” made of individuals working together in support of a shared goal. This goal must contribute to the common good by making a positive difference in people’s lives — what author and consultant Lisa Earle McLeod calls a “noble purpose.” In this approach, making money remains an imperative, but profits are not the ultimate objective; rather, they are the outcome of a successful strategy rooted in purpose. This is how Best Buy turned its fortunes around and rebounded to heights that, back in 2012, few would have imagined possible. Best Buy is not an exception. Like-minded companies described as “firms of endearment” have outperformed the S&P 500 14-fold over a period of 15 years. Multiple studies have?confirmed that purpose indeed pays. 領(lǐng)導(dǎo)者如何將這一愿景變成現(xiàn)實(shí)？首先，協(xié)助構(gòu)建崇高目的?？梢栽谑澜缧枰裁?、你和你的團(tuán)隊(duì)熱衷什么、公司擅長什么、如何獲得投資回報(bào)這四個(gè)問題的交集中尋找崇高目的。百思買的崇高目的是什么？經(jīng)過一系列深入內(nèi)心的思考和分析，我們最終決定，百思買的目的是以技術(shù)應(yīng)對娛樂、生產(chǎn)、交流、食物、安全和健康等各方面的人類關(guān)鍵需求，從而豐富顧客的生活。這個(gè)目標(biāo)對于我們?nèi)祟愑兄钸h(yuǎn)的意義，同時(shí)具備商業(yè)意義。比起單純的消費(fèi)電子產(chǎn)品零售商，這樣的理想更遠(yuǎn)大，也更能鼓舞人心。 How do leaders make this vision a reality? First, they help articulate a noble purpose. It can be found at the intersection of what the world needs, what you and your team are passionate about, what the company is good at, and how it can earn a good return on its investments. What did that look like for Best Buy? After much soul-searching and analysis, we eventually decided that the company’s purpose was to?

enrich our customers’ lives through technology

?by addressing key human needs in areas such as entertainment, productivity, communication, food, security, and health and wellness. That had a deep meaning for us as human beings, and it made business sense. It was also a much bigger, more inspiring idea than simply being a consumer electronics retailer. 有時(shí)公司宣稱的目標(biāo)與實(shí)際運(yùn)營相背離——這樣只是在表面上讓世界知道你希望成為怎樣的人，其實(shí)遠(yuǎn)遠(yuǎn)不夠。舉例來說，百思買投資開發(fā)幫助老人獨(dú)居的產(chǎn)品及服務(wù)，目標(biāo)是在五年時(shí)間里為五百萬老人提供服務(wù)。實(shí)現(xiàn)目標(biāo)的過程中，公司有潛力大幅度加速增長。假如我們的目標(biāo)只是向消費(fèi)者出售電子產(chǎn)品，能否觸及這個(gè)不斷增長的市場？答案也許是否定的。但如果目標(biāo)是用技術(shù)豐富生活，這個(gè)市場不僅可以開發(fā)，而且大有可為。 Sometimes a company’s stated purpose can feel divorced from its operations — just a fancy way to tell the world who you aspire to be. It needs to be more than that. Take Best Buy’s investment in products and services to help aging seniors stay in their homes independently. In working toward its goal to?serve 5 million seniors in five years, the company has the potential to significantly accelerate growth. How likely is it that we would have tapped this growing market had our purpose been simply to sell electronics to consumers? Not very. But when your purpose is to enrich lives through technology, that market not only seems possible, it makes total sense. 領(lǐng)導(dǎo)者必須確保公司目標(biāo)不止步于言語，而要以目標(biāo)作為戰(zhàn)略和運(yùn)營的基礎(chǔ)。百思買的目標(biāo)一經(jīng)確立，就從根本上改變了我們的戰(zhàn)略和運(yùn)營方式，將我們的領(lǐng)域從消費(fèi)性電子產(chǎn)品市場轉(zhuǎn)為另一個(gè)更廣闊且機(jī)會豐富的環(huán)境，令我們得以成長和成功。 Leaders must ensure that their company’s purpose goes beyond words and becomes the cornerstone of strategy and operations. Once articulated, Best Buy’s purpose fundamentally transformed our strategy and how we did business, shifting our playing field from the market of consumer electronics to a much broader environment rich in opportunities, which helped to fuel the company’s growth and success.

發(fā)揮人的魔力

Unleash Human Magic

崇高目的必須能讓每個(gè)人都感到與自己的日常工作有聯(lián)系。對于太多的人來說，工作是令人厭煩的任務(wù)，是詛咒和懲罰，或只是一種達(dá)成目的的手段——為了支付賬單、出去度假和養(yǎng)老。將利益置于其余一切東西之上的組織里通常就是這種狀況，讓員工毫無激情。我們在多項(xiàng)研究中看到了這樣的情況，如2020年ADP研究所的一項(xiàng)研究中，全球只有16%的人表示自己在工作中“完全投入”。如此之大的個(gè)人潛力和經(jīng)濟(jì)潛力未能充分發(fā)揮，令人扼腕。假如我們換一種截然不同的方式看待工作會怎樣呢？假如領(lǐng)導(dǎo)者的職責(zé)變成建立一個(gè)讓每位員工充分發(fā)揮才能的環(huán)境，讓每個(gè)人都能成為最好的自己，那會有怎樣的不同？ A noble purpose must be something every employee can relate to in their day-to-day job. For far too many people, work is viewed as a chore, a curse, a punishment, or a means to an end — something you do to pay the bills, go on vacation, and retire. And too often, this is the reality at organizations that put profit ahead of everything else. Sadly, the result is an uninspired workforce; we see that in study after study, including 2020 research by ADP Research Institute in which only?16% of people globally reported?being “fully engaged” at work. This is a tragedy of unfulfilled personal and economic potential. But what if we choose to view work in a radically different light? What if leadership becomes about creating an environment where every employee can blossom and become the best, biggest, most beautiful version of themselves? 舉個(gè)例子：喬丹今年三歲，他最喜歡的霸王龍玩具壞掉了。媽媽帶他去本地的百思買門店，那里的圣誕老人聽了霸王龍的情況，并向兩位銷售人員解釋。銷售人員沒有讓喬丹的媽媽在玩具貨架上尋找一樣的玩具，而是上演了“救治”霸王龍的故事。他們扮成醫(yī)生，把壞掉的恐龍拿到柜臺后面“做手術(shù)”，悄悄換成新的霸王龍玩具。幾分鐘后，他們將“治好”的恐龍玩具遞給了興高采烈的喬丹。 Consider this interaction: Jordan was a three-year-old whose favorite T. rex toy broke. His mom brought him to the local Best Buy where Santa Claus had “sourced” the T. rex and explained the situation to two sales associates. These associates could have directed Jordan’s mom to the toy shelves and let her find a replacement. Instead, they went above and beyond to “save” the T. rex. Playing doctor, they took the broken dinosaur in for “surgery” behind the counter, discreetly exchanging it for a new one while narrating the lifesaving procedure being performed. After a few minutes, they handed over the “cured” dinosaur to a beaming, excited Jordan. 百思買沒有關(guān)于如何應(yīng)對生病的恐龍的標(biāo)準(zhǔn)操作程序，或者說我沒有作為領(lǐng)導(dǎo)者下達(dá)相關(guān)指示。之所以出現(xiàn)上述情景，是因?yàn)榘偎假I努力營造對這樣的創(chuàng)意予以認(rèn)可的環(huán)境。對于這兩名員工來說，工作不僅僅是收錢或出售新玩具，而是讓一名小男孩重新露出笑容。用詩人紀(jì)伯倫（Khalil Gibran）的話來說，對于他們而言，勞動是有形的愛。 There aren’t standard operating procedures at Best Buy — or a memo from me as leader — detailing how to deal with sick dinosaurs. Instead, this moment was the result of creating an environment that recognizes and values such human creativity. Work for the two employees was not just about collecting a paycheck or selling a new toy. It was about putting a grin back on a little boy’s face. Work was for them, in the words of poet Khalil Gibran, love made visible. 我們領(lǐng)導(dǎo)者如何將公司轉(zhuǎn)變?yōu)橐粋€(gè)更好的地方，讓所有員工都愿意且能夠充分貢獻(xiàn)力量，而且不僅是為客戶，還是為彼此、供應(yīng)商、所在社區(qū)和股東？ How can we as leaders transform companies into places where all employees are willing and able to give their very best, not only to customers but to each other, to suppliers, to their communities, and to shareholders? 這項(xiàng)工作的基礎(chǔ)，或者說這個(gè)魔法的火花，是要把工作當(dāng)成人之為人所必不可少的一大要素、一種在人生中尋找意義和滿足的手段。首先問問自己和組織上下的人，“你的驅(qū)動力是什么？”——我發(fā)現(xiàn)企業(yè)環(huán)境中很少問到這個(gè)。這個(gè)問題的答案可以幫助人們找到個(gè)人目的感，反過來決定他們?nèi)绾闻c自己的工作相聯(lián)系。我在百思買時(shí)常常被員工給出的簡潔而富有人性的答案打動。管理者常常談及朋友、家人和同事——他們重視的、給予他們動力的真實(shí)的人。 The foundation or spark of this magic is to treat work as an essential element of people’s humanity and as a way of finding meaning and fulfillment in life. Start by asking yourself and people across your organization, “What drives you?” — a question that I find rarely gets asked in corporate environments. The answer helps people discover a sense of personal purpose, which in turn determines how they relate to their work. When I was at Best Buy, I always found the simplicity and humanity of people’s answers striking. Often, managers talk about friends, family, and colleagues — real people who matter to them and motivate them. 領(lǐng)導(dǎo)者最重要的一大職責(zé)就是幫助組織各層級員工在自己的驅(qū)動因素和公司的崇高目的之間建立聯(lián)系。這類舉措聽起來似乎無用，但若在日常工作中注入更大的意義，有助于提升能量和動力，讓下至一線人員、上至CEO的每個(gè)人明確前進(jìn)的方向。我們百思買在波士頓的一個(gè)門店就體現(xiàn)了這種力量。門店管理者詢問每一位員工的人生夢想，之后定期配合每個(gè)人向目標(biāo)前進(jìn)。該門店績效優(yōu)秀，絕非偶然。與此相似，我們高管團(tuán)隊(duì)一次外出開會時(shí)在餐桌上各自講述了自己的人生故事、驅(qū)動力，以及與百思買目標(biāo)的關(guān)系。我記得這次對話深刻地影響了我們?nèi)绾未_立公司目標(biāo)、如何讓公司在世界上貢獻(xiàn)向善的力量。 One of the most crucial roles for any leader is helping people at all levels of the organization make the connection between what drives them and the company’s noble purpose. This may seem like a woolly step. But being able to infuse what we do every day with a bigger sense of?

why

?we do it helps foster energy, drive, and direction in everyone — from front liners to the CEO. I saw the power of this at one of our stores in Boston, where the store manager asked all employees — every single one — about their dreams in life and then regularly collaborated with them one-on-one toward their goals. Not coincidentally, this store was a top performer. Similarly, during one of our executive team retreats, each of us shared over dinner our life story, what drove us, and how it related to Best Buy’s purpose. I remember that this conversation had a profound impact on how we decided to shape the company’s purpose and make the company a force for good in the world. 這類措施并非無用。有充分的證據(jù)表明，個(gè)人和集體共同的目標(biāo)會影響員工投入工作的意愿和能力。這個(gè)維度令企業(yè)成為有目標(biāo)的人類組織，如果配合上有崇高目的的合理戰(zhàn)略，就能讓組織獲得超凡的成果。這就是人的魔力。 These are not soft practices. The link between personal and collective purpose and how much people are willing and able to invest themselves at work is well-documented. This is the dimension that powers corporations as purposeful human organizations and, when coupled with a sound strategy anchored in a noble purpose, results in extraordinary performance. This is human magic. 所以請想一想：如何協(xié)助團(tuán)隊(duì)成員將對意義的追求與公司的崇高目的聯(lián)系起來？一種簡單的方法是，把每位員工當(dāng)作具備獨(dú)特才能的個(gè)人，而非“人力資源”。這種方法聽起來非常簡單，但若付諸實(shí)踐，會產(chǎn)生巨大的影響。我還記得一位年輕員工對我說，他感到自己在百思買被當(dāng)作一個(gè)人，這件事對他影響很大。他18歲進(jìn)入公司，靦腆且對自己毫無信心。被問及在百思買獲得的有意義的經(jīng)歷，他立刻講述了一次區(qū)域經(jīng)理去到他的門店。經(jīng)理在他剛?cè)肼殨r(shí)見過他，那次認(rèn)出了他，記得他的名字。這件小事給他留下了長久的印象。他不只是一個(gè)“藍(lán)衫員工”，而是一個(gè)人，會被人記住，并非無關(guān)緊要。兩年過去，曾經(jīng)那個(gè)靦腆又沒有信心的孩子成長起來，充滿自信。 So, ask yourself: How can you help connect your team members’ search for meaning with the company’s noble purpose? A simple way to start is by treating people as individuals who are valued for their unique talents — not as “human capital.” This sounds simple and basic, but it has an enormous impact when you actually practice it. I still remember a young employee who explained to me that he felt seen as an individual at Best Buy and what a difference that made to him. He had been hired at 18 years old, shy and unsure of himself. When asked about meaningful experiences at Best Buy, he immediately recounted a visit by his district manager to his store. The manager, who had met him back when he was hired, recognized him and knew his name. That one small moment of connection left a lasting impression. He wasn’t just a “Blue Shirt.” He was an individual who was known and who mattered. Two years in, the once shy, unsure kid was flourishing and confident. 這就是將人置于中心的意義所在。在一個(gè)不只重視股東的世界里，這就是領(lǐng)導(dǎo)者的職責(zé)所在。要學(xué)習(xí)如何服務(wù)當(dāng)下和未來的所有利益相關(guān)者，這是最好的基礎(chǔ)。 This is what putting people at the center means. This is the job of the leader in a world driven by more than shareholders. It is the best foundation for learning how to serve all your stakeholders today and in the future.

困境中的目標(biāo)和員工

Purpose and People When Things Get Tough

將目標(biāo)與員工置于中心，并不是只有在好的時(shí)期才能享受的奢侈品。在疫情這種危機(jī)時(shí)期，有目標(biāo)的人性化組織經(jīng)受考驗(yàn)，堅(jiān)持這點(diǎn)對領(lǐng)導(dǎo)者而言更為重要。我在百思買擔(dān)任CEO期間，2017年9月的颶風(fēng)瑪利亞席卷波多黎各島，給了我們極其有意義的考驗(yàn)。風(fēng)暴摧毀了島上的供電和通信基礎(chǔ)設(shè)施。住宅毀于狂風(fēng)和洪水，無法修復(fù)。道路無法使用。醫(yī)院要么難以到達(dá)，要么已經(jīng)疏散。百思買在波多黎各的門店和配送中心有約300位員工。一開始，我們無法定位到其中任何一個(gè)人。 Putting purpose and people at the center is not a luxury reserved for good times. It is even more crucial for leaders to stay the course during challenging crises like the pandemic, which test the spirit and humanity of purposeful organizations. During my time as CEO of Best Buy, few moments tested us as meaningfully as when Hurricane Maria devastated Puerto Rico in September 2017. The storm knocked out the island’s electrical and communications infrastructure. Homes were blown apart or flooded beyond repair. Roads were impassible. Hospitals were inaccessible or evacuated. Best Buy had about 300 employees on the island in our stores and our distribution center. At first, we could not locate any of them. 我們的團(tuán)隊(duì)迅速投入行動。與員工取得聯(lián)系后，我們得知，一些員工失去了自己的家和全部財(cái)產(chǎn)，許多人沒有足夠的食物和清潔的水。團(tuán)隊(duì)在幾天之內(nèi)安排了貨運(yùn)飛機(jī)，帶著第一批應(yīng)急物資抵達(dá)波多黎各。我們向員工分發(fā)現(xiàn)金以購買必需品，并且發(fā)了風(fēng)暴后四個(gè)星期的薪水，盡管門店并未開門營業(yè)。我們還繼續(xù)為支援參加當(dāng)?shù)刂亟üぷ鞯膯T工支付薪水。貨運(yùn)飛機(jī)總共飛了14趟，運(yùn)送嬰兒尿布、水和食物，分7次將員工送回內(nèi)地。我們一步一步幫助員工重新建立起自己的生活。 Our team sprang into action. After we accounted for everyone, we learned that some employees had lost their homes and all their possessions, and many didn’t have enough food and clean water. Within a few days, the team organized a cargo plane and arrived in Puerto Rico with the first shipment of emergency supplies. We gave employees cash to buy necessary items and paid them for four weeks after the storm, even though the stores were closed. We also continued to pay any employee who volunteered in the community to help rebuild the island. All told, that cargo plane made 14 trips to Puerto Rico filled with supplies of diapers, water, and food, and made seven trips to bring employees to the mainland. Over time, we helped our people piece their lives back together. 那是2017年12月中旬。如果你在零售業(yè)工作，就知道這意味著什么。我們的門店在假期購物季的關(guān)鍵時(shí)段沒有營業(yè)。但我根本不在乎這個(gè)。我們的員工感受到公司的關(guān)切，我們在颶風(fēng)過后只用了三個(gè)月就恢復(fù)正常營業(yè)——足以成為關(guān)于復(fù)原力和目標(biāo)的案例。百思買幫助員工，員工也反過來幫助百思買。不到一年時(shí)間，波多黎各的百思買門店和配送中心重新開業(yè)，年同比銷售額增長了10%到15%。不過在我看來，我們的員工努力幫助彼此渡過一夜間失去一切的創(chuàng)傷，才是真正的成就。 This was in mid-December 2017. If you work in the retail sector, you know what that means: Our stores were closed during key weeks of holiday shopping. But I couldn’t have cared less about that. Our employees felt cared for and we were open for business a mere three months after Maria — a case study in resilience and purpose. And much like we helped our employees, they in turn, helped Best Buy. Within a year, the stores and our distribution facility on the island were open again. Remarkably, our year-on-year sales in each of those locations soared 10% to 15%. But in my mind, our employees’ commitment to helping each other through the trauma of losing everything overnight was the real achievement. 顯然，這一切都不容易。企業(yè)會遇到障礙和艱難的抉擇。但不管境遇是好是壞，培養(yǎng)、保持和體現(xiàn)集體精神，將人置于一切的中心，都是我們身為領(lǐng)導(dǎo)者的主要職責(zé)。 Clearly, none of this is easy. Businesses will face obstacles and difficult choices. But, in good times as in challenging ones, it is one of our main responsibilities as leaders to create, nurture, and embody a collective spirit that puts people at the center of everything we do.

零和領(lǐng)導(dǎo)力的終結(jié)

The End of Zero-Sum Leadership

要將人置于商業(yè)的中心，就要建立真誠體貼的關(guān)系。在公司內(nèi)部應(yīng)當(dāng)如此，對公司所有利益相關(guān)者——客戶、供應(yīng)商、本地社區(qū)和股東——也都應(yīng)當(dāng)以一種不僅有利于公司目標(biāo)，還能有利于彼此的方式交往。 Putting people at the center of business means fostering caring and authentic relationships. This should occur within a company but also with all the company’s stakeholders — customers, vendors, local communities, and shareholders — in a way that not only contributes to the company’s purpose but also creates great outcomes for each of them. 只有將客戶當(dāng)作有需求的人類，而非會走路的錢包，企業(yè)方能順利渡過疫情，蓬勃發(fā)展。這樣的公司把供應(yīng)商當(dāng)作合作伙伴建立聯(lián)系，共同獲益并服務(wù)客戶；以一種與自身崇高目的一致的方式為社區(qū)做貢獻(xiàn)；拒絕那種認(rèn)為股東沒有靈魂、不惜代價(jià)只顧追求短期利潤的觀念。這種由貝萊德CEO拉里·芬克（Larry Fink）引領(lǐng)的投資理念轉(zhuǎn)變，目前仍在發(fā)展；新理念主張優(yōu)先投資關(guān)心環(huán)境及社區(qū)影響的公司，并強(qiáng)調(diào)成功的可持續(xù)商業(yè)要把目標(biāo)和人（以及地球）置于中心。能在將來取得成功的企業(yè)不會把世界看作零和博弈，會選擇“兩者兼顧”而非“兩者擇一”。堅(jiān)持這一點(diǎn)有時(shí)并不容易：一些企業(yè)只是“漂綠”并聲稱自己可持續(xù)，不采取實(shí)際的環(huán)保行動。領(lǐng)導(dǎo)者必須抵制這種誘惑，保持言行一致，為所有利益相關(guān)者服務(wù)。 The corporations that will thrive coming out of the pandemic are those that will treat customers as human beings with needs, not walking wallets. They will connect and collaborate with vendors as partners, benefiting both sides and serving customers. They will contribute to their communities in a way that aligns with their noble purpose. They will reject the view of shareholders as soulless and obsessed with short-term profits at all costs. This shift in investor mindset, still in process and led by BlackRock CEO Larry Fink, prioritizes investing in companies that care about their impact on the environment and their communities, and it reinforces the belief that purpose and people (and planet) are at the heart of successful, sustainable business. The companies that will thrive will refuse to see the world as a zero-sum game. They will choose “and” instead of “or.” It won’t always be easy; there is the temptation to simply “greenwash” and say you’re sustainable but not behave as such. Leaders must resist this temptation and serve all stakeholders in word and deed. 我們早已知道自己身為領(lǐng)導(dǎo)者的職責(zé)發(fā)生了三個(gè)根本性的變化。其一，不再只是最大化股東價(jià)值，而是對世界產(chǎn)生積極影響；其二，領(lǐng)導(dǎo)者要最大限度地提升表現(xiàn)，不是在利益相關(guān)者之間做出權(quán)衡取舍，而是遵循崇高目的為所有利益相關(guān)者服務(wù)，在此過程中拒絕零和博弈。其三，如果沿用傳統(tǒng)的自上而下的管理模式，讓永遠(yuǎn)正確的權(quán)威領(lǐng)導(dǎo)者在權(quán)力和名利驅(qū)使下管理，有目標(biāo)的人性化組織將無法繁榮發(fā)展?，F(xiàn)在需要的是將目標(biāo)和人置于商業(yè)核心的領(lǐng)導(dǎo)方式。 It is past time that we as leaders acknowledge that our role has changed in three fundamental ways. One, it is no longer simply about maximizing shareholder value; it is about making a positive difference in the world. Two, the job of leaders is to maximize performance not by choosing among stakeholders but by embracing, mobilizing, and serving all of them in line with a noble purpose, and refusing zero-sum games along the way. Three, the purposeful human organization cannot flourish with the traditional top-down model of the powerful and infallible hero-leader driven by power, fame, glory, or money. What is required now is a leadership approach that puts purpose and people at the heart of business. 唯其如此，我們才能開始徹底改造資本主義，打造更為可持續(xù)的未來。 This is how, together, we can begin to reinvent capitalism so that it contributes to a more sustainable future. 休伯特·喬利是百思買前董事長兼CEO，哈佛商學(xué)院高級講師，與卡羅琳·蘭伯特（Caroline Lambert）合著《商業(yè)的核心》（The Heart of Business）。他入選《哈佛商業(yè)評論》百佳CEO、《巴倫周刊》CEO三十強(qiáng)，以及Glassdoor網(wǎng)站的美國優(yōu)秀CEO前十名?，F(xiàn)在喬利熱切希望出力為以目標(biāo)和人為中心的商業(yè)和資本主義奠定必不可少的基礎(chǔ)。 休伯特·喬利（Hubert Joly）|文