Although power is essential to taking charge and driving change, it makes Leaders vulnerable to two traps that can not only erode their own effectiveness but also undermine their team’s. Hubris—the excessive pride and self-confidence that can come with power—causes people to greatly overestimate their own abilities, while self-focus makes them less attentive to subordinates, diminishing their ability to lead successfully. The authors offer strategies for recognizing and avoiding these pitfalls. They outline how to cultivate humility and empathy as antidotes to hubris and self-focus, through actions such as establishing channels for honest input, creating visible reminders that success is fleeting, immersing oneself in other people’s jobs and experiences, and embedding interdependence in organizational systems. A balanced relationship with power can seldom be developed overnight, but in time, Leaders who follow this advice will boost their own effectiveness and facilitate exceptional performance from their teams.? ? ? ? ? ? ? ?

對權(quán)力保持警惕并不能保證不會濫用權(quán)力，我們都容易受到迷惑。盡管權(quán)力是負(fù)責(zé)和領(lǐng)導(dǎo)變革的必要條件，但它會讓人容易陷入兩個(gè)狡猾的陷阱——傲慢和自我專注。這兩點(diǎn)不僅會削弱自身效率，還會破壞團(tuán)隊(duì)效率。我們研究和教授權(quán)力課程已有二十年，采訪了全球一百多人，了解他們是如何獲得和運(yùn)用權(quán)力的。在本文中，我們提供了識別權(quán)力陷阱的策略，以及如何規(guī)避它們。

Be wary of power is no guarantee that you are immune to abusing it. We are all susceptible to its intoxicating effects. Essential though power is to taking charge and leading change, it makes you vulnerable to two insidious traps—hubris and self-focus—that can not only erode your own effectiveness but also undermine your team’s. We have studied and taught classes in power for two decades and have interviewed more than a hundred people on five continents about how they attained and exercise it. In this article we offer strategies for recognizing power’s pitfalls, and how to?avoid?them.

傲慢和自我專注的危險(xiǎn)

The Dangers of Hubris and Self-Focus

傲慢的危險(xiǎn)——權(quán)力帶來的過度驕傲和自信——是有據(jù)可查的。比如在一項(xiàng)研究中，一些參與者被要求寫下他們感到強(qiáng)大的時(shí)刻，另一些被要求寫下無能為力的時(shí)刻。所有參與實(shí)驗(yàn)的人拿到一個(gè)骰子，可以選擇自己或?qū)嶒?yàn)人員擲骰子，正確預(yù)測擲骰結(jié)果的人可以得到獎勵。寫下無能為力時(shí)刻的人中，只有 58% 的人選擇自己擲，而所有寫下強(qiáng)大時(shí)刻的參與者都選擇自己擲。簡單回憶一次權(quán)力的體驗(yàn)，就能導(dǎo)致人們極大高估自己的能力，甚至認(rèn)為自己可以影響隨機(jī)擲骰子的程度。

The perils of hubris—the excessive pride and self-confidence that can come with power—are well-documented. Consider a study in which some participants were asked to write about a time when they felt powerful while others wrote about feeling powerless. All were then given a die, offered a reward for correctly predicting the outcome of a roll, and asked if they wanted to throw the die themselves or have the experimenter do it. Only 58% of those who had written about feeling powerless rolled for themselves, while every single participant who wrote about feeling powerful did so. Simply recalling an experience of power can lead people to greatly overestimate their abilities, even to the extent of thinking they can affect a random roll of a die.

如果思考幾分鐘權(quán)力就能產(chǎn)生這樣的影響，那么想象一下，身居高管職位多年會怎樣？難怪關(guān)于CEO 狂妄自大的研究比比皆是。研究表明，經(jīng)驗(yàn)豐富并因成功而受到稱贊的高管會變得過于自信，以至于他們將為收購支付高昂的溢價(jià)，董事會缺乏警覺時(shí)尤其如此。CEO的傲慢和收購溢價(jià)越大，股東損失就越大。如果權(quán)力占據(jù)了主導(dǎo)，則人人皆輸。

If that’s what thinking about power for a few minutes can do, imagine the implications of holding an important position for years. It’s no wonder studies of CEO hubris abound. Research shows that top executives who have experienced and been lauded for success become so overconfident that they’ll pay vastly inflated premiums for acquisitions, especially when board vigilance is lacking. The greater the CEO hubris and acquisition premiums, the greater the shareholder losses. If power goes to your head, everyone loses.

心理學(xué)家記錄了“簡單思考一個(gè)人相對于他人權(quán)力大小”所產(chǎn)生的影響。在一項(xiàng)研究中，研究人員要求參與者回想那些在美國擁有最多財(cái)富和聲望的人，或者最默默無聞的人，然后在階梯上標(biāo)記自己的位置。回想最有權(quán)勢的人會讓參與者感到相對無能為力，把自己放在階梯的低處；而回想無名之人會讓他們把自己放在更高的位置。然后，參與者接受了著名的眼神讀心測驗(yàn)（Reading the Mind in the Eyes Test，RMET）。該測試要求人們從他人眼睛的照片中辨別情緒狀態(tài)，從而衡量受測者的同理心。那些被引導(dǎo)認(rèn)為自己位于階梯高位的人準(zhǔn)確率要低得多：權(quán)力的感覺讓他們不太重視他人的情緒。

Psychologists have documented the impact of reflecting even briefly on one’s power relative to that of others. In one study, researchers asked participants to think about either those with the most wealth and prestige in the United States or those with the least, and then to mark their own position on a ladder. Reflecting on the most-powerful people led participants to feel relatively powerless and to place themselves low on the ladder, while reflecting on the least powerful led them to place themselves higher. The participants were then given a well-known test, Reading the Mind in the Eyes, which measures people’s empathy by asking them to discern others’ emotional states from photos of their eyes. Those who had been led to think of themselves as high-ranking were significantly less accurate; the feeling of power made them less attentive to others’ emotions.

這種不敏感往往反映在管理者不夠理解下屬之間的關(guān)系上。研究表明，繪制人脈圖的能力是一種權(quán)力源泉——但矛盾的是，隨著人們權(quán)力越大，他們利用準(zhǔn)確感知下級人脈所帶來好處的可能性卻降低了。這是因?yàn)闄?quán)力引起的自我專注：身處高層的人往往不那么關(guān)注下屬，也懶得去思考他們的人際關(guān)系網(wǎng)。

Such insensitivity is often reflected in managers’ poor understanding of the relationships among subordinates. Research shows that the ability to map networks is a source of power—but paradoxically, as people become more powerful, they are less likely to harness the benefits of accurately perceiving networks below them. That’s because of the self-focus induced by power: People at the top tend to become less attentive to subordinates and can’t be bothered to map their networks.

“看不到”你所領(lǐng)導(dǎo)的人會降低效率。你沒法領(lǐng)導(dǎo)不了解的同事——如果人們認(rèn)為你與他們脫節(jié)，并且不關(guān)心他們，他們就沒有動力或無法盡到最大努力。短期內(nèi)或許沒問題，但最終他們的表現(xiàn)會受到影響，你的領(lǐng)導(dǎo)力可能會受到質(zhì)疑。

Not “seeing” the people you lead diminishes effectiveness all around. You can’t lead colleagues you don’t understand—and people aren’t motivated or able to contribute their best efforts if they perceive that you are disconnected from and uninterested in them. You might be able to push through in the short term, but eventually their performance will suffer and your Leadership may be called into question.

為了在有效行使權(quán)力的同時(shí)避免陷阱，領(lǐng)導(dǎo)者必須培養(yǎng)謙遜來作為傲慢的解毒劑，培養(yǎng)同理心作為自我專注的解毒劑。這些品質(zhì)增加了對學(xué)習(xí)和利他主義的開放性，而后兩者正是利用權(quán)力實(shí)現(xiàn)超越自身利益的集體目標(biāo)的關(guān)鍵。

To effectively exercise power while avoiding its pitfalls, Leaders must cultivate humility as an antidote to hubris and empathy as an antidote to self-focus. Those qualities increase openness to learning and altruism—the keys to using power toward a collective purpose that transcends self-interest.

培養(yǎng)謙遜

Cultivating Humility

謙遜意味著需要對自己的能力、成就和局限性有準(zhǔn)確認(rèn)識。幾個(gè)步驟可以幫你將其灌輸給自己和團(tuán)隊(duì)。

Humility—freedom from pride or arrogance—requires having an accurate perception of one’s own abilities, accomplishments, and limitations. Several steps can help you instill it in yourself and your team.

讓自己接受甚至渴望說“我不知道”。

普里西拉·魯納（Priscilla Luna）是加拿大零售食品和藥房連鎖店Loblaws Companies 的企業(yè)運(yùn)營副總裁。以下是她在職業(yè)生涯早期培訓(xùn)藥學(xué)專業(yè)學(xué)生時(shí)說過的話：“我總是告訴他們，‘當(dāng)病人想了解他們的藥物時(shí)，永遠(yuǎn)不要覺得你必須馬上回答他們的問題。如果你完全確定自己的答案，當(dāng)然可以馬上回答。但如果你不是 100% 確定，那請?jiān)试S自己告訴他們，你要查一下。通過謙虛承認(rèn)‘我不知道’，你能夠建立起信譽(yù)和信任?！缃裎胰匀贿@樣建議我的團(tuán)隊(duì)?！?/p>

Make it acceptable—even desirable—to say, “I don’t know.”?

Priscilla Luna is the vice president of enterprise operations at Loblaws Companies, a Canadian retail food and pharmacy chain. Here’s what she says about training pharmacy students early in her career: “I always told them, ‘When a patient wants to know something about their medication, don’t ever feel you must answer their question right away. If you know your answer 100%, of course go for it. But if you are not 100% sure, give yourself permission to tell them you’ll look into it. You build credibility and trust by being humble and saying, “I don’t know.”’ I still give this advice to my teams.”

2001 年至 2009 年擔(dān)任施樂CEO的安妮·馬爾卡希（Anne Mulcahy）被同事戲稱為“不知道大師”?！爱?dāng)你承認(rèn)自己不知道某事時(shí)，他們實(shí)際上（對你）有了信心?！彼f。她謙遜的態(tài)度為其他人留出了空間，讓他們敢于提供專業(yè)知識，共同將公司拉回正軌。研究證實(shí)，當(dāng)領(lǐng)導(dǎo)者表現(xiàn)出謙遜時(shí)，團(tuán)隊(duì)成員的貢獻(xiàn)質(zhì)量會提高，工作滿意度、員工留存率、敬業(yè)度和學(xué)習(xí)開放度也會提高。

Anne Mulcahy, the CEO of Xerox from 2001 to 2009, was dubbed “the master of ‘I don’t know!’” by her colleagues. “They actually gain confidence [in you] when you admit you don’t know something,” she says. Her humble approach created space for others to offer their expertise and engage in turning the troubled company around. Research confirms that when a Leader expresses humility, the quality of team members’ contributions improves, and job satisfaction, retention, engagement, and openness to learning rise as well.

建立獲取誠實(shí)意見的渠道。

當(dāng)幾個(gè)團(tuán)隊(duì)成員主導(dǎo)討論時(shí)，通常是因?yàn)樗麄兇_信最了解情況，不需要聽取其他意見。但即使是最強(qiáng)大的領(lǐng)導(dǎo)者也不會知道所有答案。研究表明，成員輪流發(fā)言的程度是預(yù)測團(tuán)隊(duì)績效的最佳指標(biāo)之一。

Establish ways to obtain honest input.?

When a few team members dominate the airtime, it’s generally out of a conviction that they know best and don’t need to hear from anyone else. But not even the strongest Leaders have all the answers. And studies have shown that the extent to which members take turns speaking is one of the best predictors of team performance.

意識到傲慢開始影響自身領(lǐng)導(dǎo)能力后，維拉·科代羅知道，她需要管理權(quán)力的負(fù)面影響了。因此，她調(diào)整了每周一次的執(zhí)行團(tuán)隊(duì)會議議程，讓每個(gè)人都有同樣的時(shí)間報(bào)告活動，并分享想法和擔(dān)憂，從而培養(yǎng)了包容性并建立了共同責(zé)任感。她還公開承諾不打斷同事，在給出反應(yīng)前仔細(xì)傾聽，并要求其他人也這樣做。

Having realized that hubris was beginning to affect her Leadership, Vera Cordeiro knew she needed to manage the negative effects of power. So she structured her weekly executive team meetings to give everyone the same amount of time to report on activities and share ideas and concerns. This fostered inclusivity and built a communal sense of responsibility. She also made a public commitment not to interrupt her colleagues and to listen carefully before voicing her reactions, and she asked others to do the same.

領(lǐng)導(dǎo)者可以建立讓下屬說實(shí)話的正式渠道來提升參與度。許多公司通過“全員參與”“開放麥克風(fēng)”和“隨便問”論壇來實(shí)現(xiàn)這一目標(biāo)，這些對話從最高領(lǐng)導(dǎo)團(tuán)隊(duì)開始，一直向下延伸到各個(gè)層級。VIDA 是一個(gè)連接全球設(shè)計(jì)師和制造商，以大規(guī)模生產(chǎn)和銷售原創(chuàng)服裝及配飾的平臺，VIDA的CEO烏瑪伊瑪·蒙德羅（Umaimah Mendhro）會每周舉行一次全體會議。在這些會議中，她會小心翼翼地斟酌希望所有人認(rèn)可的方法?！叭绻沂俏ㄒ蛔鰶Q定的人，那么我就是團(tuán)隊(duì)的天花板，但這還不夠好，”她說，“對我來說，最重要的是帶著好奇心而不是自我去領(lǐng)導(dǎo)，并坦陳自己的博學(xué)與無知。我希望提出問題并有意識地努力傾聽，學(xué)會了在我的想法被證明錯誤，而其他人提出了更好的想法時(shí)感到開心。認(rèn)識到自己的局限性并賦予他人權(quán)力是一種力量?！?/p>

Leaders can encourage broad participation by establishing formal channels for honest input. Many companies do so through “all hands,” “open mic,” and “ask me anything” forums, starting with the top Leadership team and extending all the way down the hierarchy. As the CEO of VIDA, a global platform that connects designers and manufacturers to produce and sell original apparel and accessories at scale, Umaimah Mendhro started weekly all-hands meetings. In them she was careful to model the approach she wanted everyone to adopt. “If I am the only one making decisions, then we are only as good as I am, and that’s not good enough,” she says. “The most important thing to me is to lead with curiosity and not ego, and to be transparent about what I know and what I do not know. I look to ask questions and make a conscious effort to listen carefully, and I have learned to be genuinely excited about all the moments I am proven wrong and others have proposed better ideas than mine. There is power in recognizing your own limitations and in empowering others.”

一些領(lǐng)導(dǎo)者創(chuàng)建了個(gè)人渠道來與員工直接對話。安大略省教師養(yǎng)老金計(jì)劃的首席運(yùn)營和養(yǎng)老金官特雷西·阿貝爾（Tracy Abel）設(shè)立了一個(gè)“文化委員會”，由她非常信任的 12 名團(tuán)隊(duì)成員組成。他們的工作是給她毫無保留的坦率反饋。當(dāng)他們對她所說或所做的事情感到不滿時(shí)，會毫不猶豫地告訴她，他們也可以做她想法的試驗(yàn)田?！斑@樣對我的工作大有裨益，”阿貝爾對我們說，“會讓人腳踏實(shí)地做事。”

Some Leaders create personal channels to obtain straight talk from their people. Tracy Abel, the chief operations and pension officer at Ontario Teachers’ Pension Plan, instituted a “culture council” consisting of 12 team members in whom she has a lot of trust. Their job is to give her candid feedback, no holds barred. They don’t hesitate to tell her when they don’t like something she’s said or done, and they serve as a sounding board for her ideas. “It’s invaluable,” Abel told us. “It keeps you grounded.”

有時(shí)，誠實(shí)反饋的機(jī)會自然出現(xiàn)，而最優(yōu)秀的領(lǐng)導(dǎo)者會抓住它們。希亞蘭·海耶斯（Ciarán Hayes）在成為（愛爾蘭）斯萊戈縣議會的CEO后就這樣做了。在察看辦公室時(shí)，有人告訴他食堂里一張桌子被稱為“坦誠桌”，因?yàn)樽谀抢锏娜恕ǜ邔印⒅袑庸芾砣藛T和技術(shù)人員——都可以分享他們對所有事務(wù)的看法?！拔覜Q定就坐在那——而且一如往常，坐在那的每個(gè)人都要放下頭銜，包括我自己，”海耶斯說，“這是一個(gè)完美的環(huán)境，可以讓你踏踏實(shí)實(shí)，了解到最真實(shí)的情況。”

Sometimes opportunities for honest feedback emerge organically—and the best Leaders embrace them. Ciarán Hayes did so after he became CEO of the Sligo (Ireland) County Council. While being shown around the offices, he was told that a particular table in the canteen was known as the bold table, because those who sat there—a mix of senior and middle managers and technical staffers—shared their opinions about all and sundry. “I determined that would be the table I would sit at—and true to form, everybody at it was ritually cut down to size, including myself,” Hayes says. “It was the perfect environment in which to keep your feet on the ground as well as your finger on the pulse.”

設(shè)置可見的提醒標(biāo)志，告訴大家成功轉(zhuǎn)瞬即逝。

歷史學(xué)家寫道，在每一個(gè)乘坐戰(zhàn)車穿過街道慶祝勝利的羅馬將軍背后，都有一個(gè)奴隸低語：“Hominem te memento”（“記住你不過是個(gè)凡人”）。沒有什么能比死亡象征更能抑制無誤的幻想，它提醒著我們生活的無常。

Create visible reminders that success is fleeting.?

Historians have written that behind every victorious Roman general riding through the streets in a chariot stood a slave whispering,?“Hominem te memento”?(“Remember that you are [but] a man”). Nothing dampens illusions of infallibility more than a?memento mori,?a reminder of the impermanence of our lives.

Facebook 和 Instagram 加拿大的營銷主管安德烈·范利烏文（Andrea Van Leeuwen）向我們解釋了Facebook是如何提醒員工“皇帝輪流做”。它的總部位于曾經(jīng)的Sun Microsystems大樓內(nèi)，但該公司并沒有更換大樓前面的獨(dú)立標(biāo)志，而是簡單地將標(biāo)志翻轉(zhuǎn)過來，并將Facebook的名字寫在背面。“每當(dāng)有人穿過園區(qū)，他們都會看到標(biāo)志兩面，”范利烏文解釋說，“這是一個(gè)信號，意思是在說，‘今天的成就不一定代表明天的成功’。”她補(bǔ)充說，當(dāng)有人提出不同觀點(diǎn)時(shí)，員工會被敦促問問自己，“萬一他們是對的呢？”——一個(gè)簡單而有效的提醒：其他人可以提供有價(jià)值的意見。

Andrea Van Leeuwen, the head of marketing at Facebook and Instagram Canada, told us how Facebook reminds its employees of the transitory nature of success. Its headquarters is located in the former Sun Microsystems building, but instead of replacing the free-standing sign out front, the company simply flipped the sign over and put Facebook’s name on the back. “Whenever anyone does a campus walkthrough, they see the sign and its reverse,” Van Leeuwen explains. “It’s a signal to say, ‘Just because you are doing well today doesn’t mean you’ll be around tomorrow.’” She adds that when someone offers a differing viewpoint, employees are urged to ask themselves, “What if they’re right?”—a simple and effective reminder that others have something to offer.

衡量并獎勵謙遜。

如果你想更謙遜，你必須對其進(jìn)行評估，不過這點(diǎn)很難自己做到。一個(gè)過度自信的人很容易認(rèn)為自己是別人見過最謙遜的人，而真正謙遜的人更可能說，“我努力保持謙遜，但經(jīng)常做不到?！币鎸?shí)了解自己有多謙遜（或多不謙遜），請讓你的同事進(jìn)行誠實(shí)的評估。（有關(guān)他們可以考慮的具體標(biāo)準(zhǔn)，請參見邊欄“你夠謙遜嗎？”）

Measure and reward humility.?

If you want to increase your humility, you must measure it. However, you can’t reliably assess it in yourself. An overconfident person is apt to claim, “I am the humblest person you’ll ever meet,” whereas someone who is genuinely humble will be more likely to say, “I try to stay humble, but I often fail.” To get a true picture of how humble (or not) you are, ask your colleagues for an honest assessment. (For guidance on specific criteria they can consider, see the sidebar “Are You Humble?”)

培養(yǎng)同理心

Cultivating Empathy

心理學(xué)家已經(jīng)證明，人們會將自己視為與他人分離和獨(dú)立，或者相互聯(lián)系和相互依賴。不奇怪的是，后一種觀點(diǎn)激發(fā)了更多同理心和合作——可以用來解決權(quán)力可能帶來的自我沉醉問題。我們可以通過簡單的干預(yù)來鼓勵同理心，例如在閱讀包含獨(dú)立代詞（我，我的）的故事時(shí)，用相互依賴的代詞（我們，我們的）進(jìn)行替換。

Psychologists have shown that people view themselves as either separate from and independent of others or connected and interdependent. Not surprisingly, the latter perspective inspires greater empathy and cooperation—antidotes to the self-absorption that power can bring. Empathy can be encouraged though simple interventions, such as having someone substitute interdependent pronouns (we, ours) when reading a story containing independent pronouns (I, mine).

新任領(lǐng)導(dǎo)者往往會以自我為中心。他們常常覺得自己有很多東西需要證明，這會讓他們的注意力集中在自己身上。除非發(fā)展受到阻礙，否則他們會逐漸將自己視為與更大的實(shí)體相互依存：公司、社區(qū)和國家，最終是人類和地球。這種相互依賴感會使他們產(chǎn)生同理心，理解并分享他人感受。維拉·科代羅開始通過靜坐冥想來幫助自己對抗自我專注的傾向。她告訴我們，定期的冥想“讓我更加理解員工和我們的非政府組織所服務(wù)的家庭，提醒我牢記組織社會使命的首要地位”。通過將同理心與組織的使命聯(lián)系起來，科代羅在明智行使權(quán)力的發(fā)展道路上邁出了重要一步：承認(rèn)我們都是人類大家庭的一分子。

New Leaders tend to be self-focused. They often feel they have a lot to prove, and that takes their attention inward. Unless their development is stunted, they gradually come to see themselves as interdependent with larger entities: company, community, and country, and ultimately humanity and the planet. That sense of interdependence allows them to develop empathy: the ability to understand and share the feelings of others. Vera Cordeiro turned to meditation to help her counter a tendency toward self-focus. Developing a regular practice “helped me have more empathy for my staff and the families our NGO serves, reminding me of the primacy of our social mission,” she told us. In connecting empathy with her organization’s mission, Cordeiro took a fundamental step along the developmental path to exercising power wisely: embracing the recognition that we are all part of one human family.

以下做法可以幫助你和團(tuán)隊(duì)培養(yǎng)同理心：

The following actions can foster empathy in yourself and your team.

親身體驗(yàn)他人工作。

你越是融入別人的現(xiàn)實(shí)，就會越有同理心。對于一線員工的貢獻(xiàn)，一個(gè)曾經(jīng)做過入門級工作并致力于結(jié)識低級員工的經(jīng)理，與從中級職位起步、走出辦公室僅是為了與客戶和投資者共進(jìn)商務(wù)午餐的同事相比，會更加懂得贊賞。

Immerse yourself in other people’s jobs.?

The more embedded you are in someone else’s reality, the more empathy you’ll feel. A manager who once held an entry-level job and makes a point of getting to know lower-level workers will appreciate the contributions of frontline personnel more than will a colleague who started in a mid-level position and ventures out of his or her office only for power lunches with clients and investors.

加拿大貝爾（Bell Canada）招聘的應(yīng)屆畢業(yè)生要在呼叫中心和零售職位上工作八周，以獲得一線客戶服務(wù)經(jīng)驗(yàn)，為未來的管理職位做準(zhǔn)備。安大略省教師退休金計(jì)劃有一項(xiàng)計(jì)劃，員工可以通過該計(jì)劃到企業(yè)的另一部分“旅行”，在那里工作一段時(shí)間，然后再回到日常角色。我們研究了美國和歐洲的社會企業(yè)，在這些企業(yè)中，社會性工作者和技術(shù)人員會相互影響，以更好地了解他人的工作。

Recent-graduate hires at Bell Canada spend eight weeks in call center and retail positions to gain frontline customer-service experience in preparation for future management roles. The Ontario Teachers’ Pension Plan has a program whereby employees can “take a trip” to another part of the business, working there for a while before returning to their usual roles. We have studied social enterprises in the United States and Europe in which social workers and technical staffers shadow one another to gain a better understanding of others’ work.

親身體驗(yàn)他人的現(xiàn)實(shí)可以培養(yǎng)對同事的同理心，并認(rèn)識企業(yè)各部分間的聯(lián)系，從而為打破孤島，為加強(qiáng)協(xié)作創(chuàng)造條件。

Experiencing someone else’s reality firsthand builds empathy for colleagues and an appreciation for how various parts of the business are linked, creating the conditions to break down silos and enhance collaboration.

用講故事的形式讓事情更貼近個(gè)人。

當(dāng)然，讓自己沉浸于另一個(gè)人的工作環(huán)境并不容易實(shí)現(xiàn)。聽別人的故事是一種有效的替代方法，同樣可以建立同理心。通過為講故事創(chuàng)造空間，組織可以幫助大家跳出自己的角度。

Use storytelling to make things personal.?

It’s not always possible, of course, to immerse oneself in another person’s job. Hearing others’ stories is a powerful alternative that likewise builds empathy. By creating space for such storytelling, organizations can help people transcend their own perspectives.

Rogers Sports & Media的全國銷售副總裁珍妮絲·史密斯（Janice Smith）告訴我們，在疫情開始時(shí)的“安全談話”會議催生了一波同理心，并在弗洛伊德（George Floyd）事件后的抗議活動中持續(xù)存在?！斑@些勇敢的人走到一起，分享他們的個(gè)人經(jīng)歷和痛苦往事，帶著最深的脆弱性和透明度，”她說，“這些會議創(chuàng)造了一個(gè)安全空間，他們創(chuàng)造的信任不僅是一種及時(shí)安慰，而且非常強(qiáng)大，能夠改變?nèi)松碜愿鱾€(gè)級別和業(yè)務(wù)領(lǐng)域的同事聆聽了這些故事，從中學(xué)習(xí)，獲得啟發(fā)后成為更好的人。它改變了公司的文化。”

Janice Smith, the vice president of national sales at Rogers Sports & Media, told us that a wave of empathy was generated by “safe talk” sessions at the start of the Covid-19 pandemic and continued during the protests after the murder of George Floyd. “These are brave individuals who come together and share their personal experiences and stories of pain, with the deepest vulnerability and transparency,” she says. “These sessions are a safe space, and the trust they create is not only a comfort in a time of great need but immensely powerful and life-changing. Colleagues from all levels and every area of the business listen to these stories, learn and educate, get inspired, and become better people. It’s been a game changer for company culture.”

在組織系統(tǒng)中嵌入相互依賴性。

企業(yè)還可以通過在其系統(tǒng)中培養(yǎng)相互依賴的意識來對抗自我專注。微軟已從其績效評估流程中刪除評級，重新將評估重點(diǎn)放在協(xié)作上。經(jīng)理會首先問員工，“你是如何為他人的成功做出貢獻(xiàn)的？”然后他們想知道，“你的成果是如何建立在其他人的工作、想法和努力之上的？”在評審過程中，他們還鼓勵員工反思：“你本可以采取哪些不同的做法？”這種方法突出了這樣一個(gè)現(xiàn)實(shí)，即員工不是在真空中工作，他們需要彼此，而且他們的行為會對同事產(chǎn)生影響。在這樣的系統(tǒng)中你很難一直自我專注。

Embed interdependence in organizational systems.?

Companies can also combat self-focus by building an awareness of interdependence into their systems. Microsoft has removed ratings from its performance review process, refocusing evaluations on collaboration. Managers first ask employees, “How did you contribute to the success of others?” They then want to know, “How did your results build on the work, ideas, and efforts of others?” During the review process, they also encourage reflection with the question “What could you have done differently?” This approach spotlights the reality that employees don’t work in a vacuum, they need one another, and their actions have consequences for their colleagues. It’s hard to remain self-focused in such a system.

在疫情期間，VIDA的CEO 烏邁伊瑪·門德羅（Umaimah Mendhro）和她的團(tuán)隊(duì)希望加強(qiáng)員工對組織與社區(qū)和環(huán)境相互依存關(guān)系的認(rèn)識。因此，他們使 VIDA 成為一家公益公司——一個(gè)營利性實(shí)體，其法律定義的目標(biāo)中包括了對員工、社區(qū)、社會和環(huán)境產(chǎn)生積極影響?！拔覀儾幌胂萑氲胶鲆暽鐣?zé)任的境地，”門德羅解釋說，“這是一個(gè)平衡權(quán)力的問題。成為一家公益公司后，我們在結(jié)構(gòu)和法律上建立了問責(zé)制，決不會純粹為了利潤而濫用權(quán)力。如果我離開，有另一個(gè)投資者或買家，他們就會知道他們得到了什么：一家有責(zé)任感的公司。”

During the pandemic, VIDA CEO Umaimah Mendhro and her team wanted to strengthen awareness of the organization’s interdependence with the community and the environment. So they made VIDA a public-benefit corporation—a for-profit entity whose legally defined goals include making a positive impact on workers, the community, society, and the environment. “We do not want to fall into a place where we lose sight of our social responsibilities,” Mendhro explains. “It’s a matter of balancing power. By becoming a public-benefit corporation, we have structurally and legally created this accountability never to abuse power purely for profit. If I am no longer there, if we have another investor, or a buyer, they will know what they are getting: a company aligned with this accountability and responsibility.”

走出你的公司，進(jìn)入現(xiàn)實(shí)世界。

為了認(rèn)識你對他人的影響并培養(yǎng)對他們的同理心，你必須超越公司范圍，進(jìn)入生活經(jīng)歷與自己截然不同的社區(qū)。這種個(gè)人體驗(yàn)對于擺脫自我沉迷和正確看待自己和業(yè)務(wù)目標(biāo)是非常寶貴的。

Step out of your company and into the real world.?

To appreciate your impact on others and develop empathy for them, you must move beyond the confines of your company and into communities whose lived experience is profoundly different from your own. This personal engagement is invaluable to shedding self-absorption and putting yourself and your business goals in perspective.

印度企業(yè)Mahindra Group 的董事長安納德·馬辛德拉（Anand Mahindra）了解這種聯(lián)系的必要性。他的母親出身貧寒，對出身富貴的人（比如他的父親）抱有合理的懷疑態(tài)度。她確保自己的孩子能夠遇到特權(quán)殿堂之外的人，她認(rèn)為他們是“社會中堅(jiān)”：那些了解生活艱辛，知道獨(dú)立自強(qiáng)的人。她將馬辛德拉送到一所公立學(xué)校（這個(gè)學(xué)校的孩子與他的背景截然不同），而不是精英子女通常就讀的私立學(xué)校。他告訴我們，母親灌輸給他的對特權(quán)的不安讓他最初遠(yuǎn)離了家族企業(yè)。直到后來家族需要他時(shí)，他才加入公司，在那里他對特權(quán)的敏感成為了重要力量。他說：“我得出的結(jié)論是，也許行使權(quán)力的最佳方式，最負(fù)責(zé)任的方式，就是對它產(chǎn)生建設(shè)性不適?！迸c整個(gè)世界保持聯(lián)系是產(chǎn)生這種不適的關(guān)鍵所在。

Anand Mahindra, the chairman of the Indian conglomerate Mahindra Group, understands the need for such connections. His mother, who came from a modest background, raised him with a healthy skepticism about those born to money (as his father was). She made sure her children met people from outside the halls of privilege, whom she saw as “the salt of the earth”: those who know about life’s hardships and about making it on one’s own. She sent Mahindra to a government-run school, attended by children from backgrounds very different from his own,rather than one of the private institutions typically attended by the children of the elite. The unease with privilege this instilled in him led Mahindra initially to stay out of the family business, he told us. Only later, when his family needed him, did he join the firm, where his sensitivity to the perils of privilege became an important strength. “I’ve come to conclude that perhaps the best way to exercise power, the most responsible way to wield power, is to have a very constructive discomfort with it,” he says. Staying connected to the world at large is key to developing such discomfort.

我們已經(jīng)在年輕人和經(jīng)驗(yàn)豐富的高管身上看到了與現(xiàn)實(shí)世界接觸的積極影響。如果一個(gè)來自富裕家庭的大學(xué)生在快餐店找一份暑期工作，他會知道處于底層意味著什么，并會對靠最低工資生活是多么艱難有所感悟。在老城區(qū)學(xué)?；蛄骼耸杖菟鶕?dān)任志愿者的銀行高管會對金融機(jī)構(gòu)的社會角色有不同看法。無論你的身份和地位如何，與周圍的社區(qū)互動都會有助于抵制自我專注。

We’ve seen the positive impact of engagement with the real world manifested in young people and seasoned executives alike. A university student from an affluent family who takes a summer job at a fast-food restaurant will know what it means to be at the bottom of a hierarchy and will have some insight into how tough it is to live on a minimum wage. A banking executive who volunteers at an inner-city school or a homeless shelter will think differently about the social role of financial institutions. Whatever your stature and status, engaging with the community around you will help you resist self-focus.

與權(quán)力的平衡關(guān)系很難在一夜之間形成。畢竟，不僅是情緒，我們的想法也在起作用。正如維拉·科代羅發(fā)現(xiàn)的那樣，即使我們?yōu)榱顺绺叩哪康亩惺箼?quán)力，我們?nèi)匀蝗菀资艿狡涓g作用的影響。但是，通過培養(yǎng)謙遜和同理心，并實(shí)施確保真正的權(quán)力共享和問責(zé)制的組織結(jié)構(gòu)，我們可以避免傲慢和自我專注的雙重陷阱。這樣做的領(lǐng)導(dǎo)者將提高自己的效率，并促進(jìn)團(tuán)隊(duì)的卓越表現(xiàn)。小說家、諾貝爾獎獲得者托妮·莫里森（Toni Morrison）簡明扼要地總結(jié)了其中的機(jī)遇與挑戰(zhàn)。她曾經(jīng)告訴她的學(xué)生：“如果你有一些權(quán)力，那么你的工作就是賦予其他人權(quán)力。”

A balanced relationship with power is seldom developed overnight; after all, our emotions, not just our thoughts, are in play. And as Vera Cordeiro discovered, even when we exercise power for a noble purpose, we remain vulnerable to its corrosive effects. But by cultivating humility and empathy and implementing organizational structures that ensure true power-sharing and accountability, we can avoid the twin pitfalls of hubris and self-focus. Leaders who do so will boost their own effectiveness and facilitate exceptional performance from their teams. The novelist and Nobel laureate Toni Morrison summed up the challenge and the opportunity succinctly. “If you have some power,” she used to tell her students, “then your job is to empower somebody else.”

朱莉·巴蒂拉娜是哈佛商學(xué)院威爾遜教席工商管理教授（the Joseph C. Wilson Professor of Business Administration at Harvard Business School），也是哈佛肯尼迪學(xué)院格萊茨曼教席社會創(chuàng)新教授（the Alan L. Gleitsman Professor of Social Innovation at Harvard Kennedy School），是社會創(chuàng)新與變革倡議的創(chuàng)始人和教職主席。

蒂齊亞娜·卡夏羅是多倫多大學(xué)羅特曼管理學(xué)院組織行為學(xué)和人力資源管理教授，并任職Integrative Thinking項(xiàng)目德索泰爾教席（the Marcel Desautels Chair）。

她們合著有《所有人的權(quán)力：如何運(yùn)作？為何屬于每個(gè)人？》（Power, For All: How It Real Works and Why It’s Everyone’s）（Simon & Schuster出版社，2021年出版），本文編選自該書。

朱莉·巴蒂拉娜（Julie Battilana）

蒂齊亞娜·卡夏羅（Tiziana Casciaro）| 文

永年 | 譯?? 時(shí)青靖 | 校?? 孫燕 | 編輯

本文刊載于《哈佛商業(yè)評論》中文版2021年第10期