【中英雙語】最好的管理者就是領(lǐng)導(dǎo)者，反之亦然
The Best Managers Are Leaders — and Vice Versa
像柏拉圖這樣的古典主義者曾經(jīng)思考過領(lǐng)導(dǎo)者的各種品質(zhì)，而尼科洛·馬基雅維利（Niccolò Machiavelli）在寫作中也曾經(jīng)提到過領(lǐng)導(dǎo)者和管理者的不同之處。組織管理專家沃倫·本尼斯（Warren Bennis）在他漫長的職業(yè)生涯中，提出了以下著名的觀點：
The difference between?leaders and managers?has long been debated. Classicists like Plato pondered about the various qualities of leaders and Niccolò Machiavelli wrote about how leaders and managers are different. Over his long career, organization guru?Warren Bennis?famously offered these?observations:?
管理者關(guān)注的是底線；而領(lǐng)導(dǎo)者關(guān)注的是遠方的地平線；
管理者提出的問題是關(guān)于怎么做以及什么時候做；而領(lǐng)導(dǎo)者提出的問題是：是什么和為什么；
管理者目光短淺，而領(lǐng)導(dǎo)者有長遠的眼光。
The manager has his eye on the bottom line; the leader has his eye on the horizon.?
The manager asks how and when; the leader asks what and why.?
The manager has a short-range view; the leader has a long-range perspective.?
這一切都表明，領(lǐng)導(dǎo)者和管理者是不一樣的人。但是，這種觀點具有很強的誤導(dǎo)性。正相反，我們應(yīng)該希望每個人——無論是高管還是員工——能夠在適當?shù)臅r候發(fā)揮領(lǐng)導(dǎo)作用，在適當?shù)臅r候發(fā)揮管理作用。
This all suggests that leaders and managers are different people. That view is misguided. Instead, we should want everyone — executives and employees — to lead when the time is right and manage when the time is right.
通常來說，有一些挑戰(zhàn)要求我們展示出強大的領(lǐng)導(dǎo)技能，為團隊提供方向；而另一些挑戰(zhàn)則要求我們?nèi)σ愿?，專注于?zhí)行。公司并非雇傭一部分員工來處理大局，而另一部分人則忙于細節(jié)；相反地，個人需要平衡這兩種技能，把它們看作動詞(領(lǐng)導(dǎo)和管理)，而不是名詞(領(lǐng)導(dǎo)者和管理者)。
Often, one set of challenges requires us to display strong leadership skills to provide teams with direction, whereas another requires us to buckle down and focus on execution. Rather than companies hiring people to handle the big picture while others sweat the details, individuals need to balance both skillsets, thinking of them as verbs (lead and manage), not as nouns (leaders and managers).
實現(xiàn)這種平衡是一個組織所能做的最重要的事情。否則，處于組織頂層的“領(lǐng)導(dǎo)者”所制定的戰(zhàn)略方向就無法顧及底層的運營細節(jié)的情況；而處于中間位置的“管理者”在執(zhí)行任務(wù)時就會缺乏激勵機制和戰(zhàn)略眼光，或者會看不清楚進行反饋的恰當時機。
Achieving this balance is the most important thing an organization can do. Otherwise, “l(fā)eaders” at the top of an organization set its direction with no sense of the operational details, and “managers” in the middle execute without inspiring, strategizing, or, when appropriate, pushing back.??
為了進一步探究這一觀點，在過去的15年里，我用一個簡單的類比詢問了來自17個國家的1000多名高管，讓他們填空：“領(lǐng)導(dǎo)力是____，就像管理是____一樣?！?/strong>
To explore this idea further, over the last 15 years, I queried over 1,000 C-suite executives from 17 countries with a simple analogy, asking them to fill in the blanks: “Leadership is to ____ as management is to ____.”??
在收集到的數(shù)千個類比中，我抽出很少一部分，但卻很典型的樣本，并把它們分為三類。我們就兩個因素間的相互作用的關(guān)系經(jīng)常做出一些假設(shè)，這些樣本說明了這些假設(shè)：
Among the thousands of analogies produced, here is a small but typical sample organized into three categories. It illustrates the assumptions we often make about how one function interacts with the other:?
哲學:
主觀的/客觀的；情感/理性；軟的/硬的；價值/事實；浪漫的/理智的；詩歌/散文；曲線的/直線的；浪漫主義/啟蒙；藝術(shù)/科學；定性/定量；圖片/顏色。
Philosophy:?
subjective/objective; emotion/reason; soft/hard; values/facts; romantic/rational; poetry/prose; curvilinear/linear; romanticism/enlightenment; art/science; qualitative/quantitative; picture/colors.?
行動:
戰(zhàn)略/執(zhí)行；改變/穩(wěn)定；解釋/分析；目的/計劃；明天/今天；連續(xù)性/離散性；創(chuàng)作/實施；開創(chuàng)/慣性；火花/氧氣；專利/生產(chǎn)；羅盤/GPS；架構(gòu)/收縮；園林/園藝；指導(dǎo)/培訓(xùn)。
Action:?
strategy/operations; change/stability; interpretation/analysis; purpose/plan; tomorrow/today; continuous/discreet; compose/conduct; initiate/momentum; spark/oxygen; patent/production; compass/GPS; architecture/contracting; landscaping/gardening; coaching/training.?
關(guān)系:
靈感/動機；信徒/雇員；激情/付薪；發(fā)布/監(jiān)督；改變/執(zhí)行；人/地方；個人/情況；一個/多個；導(dǎo)師/員工；領(lǐng)導(dǎo)/遵循；沖刺/穩(wěn)步；愛/喜歡。
Relationships:
?inspiration/motivation; disciples/employees; passion/pay; release/oversee; transform/perform; person/place; individual/situation; one/many; mentor/employee; lead/follow; sprint/pace; love/like.?
人們很容易接受這種二分法，并相應(yīng)地調(diào)整角色的劃分：領(lǐng)導(dǎo)者位于組織結(jié)構(gòu)圖的頂端，而管理者們位于中間。雖然我對類比中表現(xiàn)出來的領(lǐng)導(dǎo)和管理之間的區(qū)分沒有異議，但問題在于，將這兩種技能和風格劃分為兩種不同的角色，這一劃分本身是否合理。首席執(zhí)行官們同樣需要管理，而不僅僅是領(lǐng)導(dǎo)。而中層“管理者”也需要領(lǐng)導(dǎo)技能。
It’s tempting to embrace these dichotomies and to adjust roles accordingly: Leaders are at the top of the org chart, and managers are in the middle. While I have no problem with the distinction between leadership and management that runs through the analogies, the problem comes from separating the two skills and styles into separate roles. CEOs need to manage, not just lead. Middle “managers” need the skills of leadership, too.??
本尼斯曾經(jīng)說過：領(lǐng)導(dǎo)者們“做正確的事（do the right thing）”；而管理者“正確地做事（do the thing right）”。在這句引言中，對領(lǐng)導(dǎo)者和管理者的區(qū)分本身是有問題的：當然，我們可以對二者作出區(qū)分，但卻不要認為它們是兩種不同的工作。如果你做得不好，即使做正確的事情也做不出什么好處；同樣，如果你做的事情本身是錯的，即使你做的再好也沒什么好處。成功的高管既會領(lǐng)導(dǎo)又會管理——他們不會忽視任何一個方面。
Bennis once said:?Leaders “do the right thing;” managers “do the thing right.”? The problem with the leader/manager distinction is right there in that quote: It is fine to make the distinction, but don’t pretend they are two different jobs.?Doing the right thing is no good if you do it poorly, just as doing the thing right is no good if you do the wrong thing. Successful executives lead and manage — they don’t delegate one or the other.?
為了幫助高管從領(lǐng)導(dǎo)者/管理者的心態(tài)轉(zhuǎn)變?yōu)轭I(lǐng)導(dǎo)/管理的心態(tài)，并平衡這兩種技能，我們在此提出以下幾點建議：
To help executives shift from a leader/manager mindset to a lead/manage one and balance the two skillsets, here are a few suggestions:?
· 盡可能地利用每一種內(nèi)部溝通渠道來表達這兩種技能之間的平衡，包括在使命和愿景聲明、公司的出版物、全公司范圍內(nèi)的電子郵件、公開聲明和日常交談中，等等。用簡單而有效的語言來描述領(lǐng)導(dǎo)力和管理能力之間的重疊，以及平衡兩者的重要性。向人們表明領(lǐng)導(dǎo)和管理是同樣光榮的，每個人都有機會，以及每個人都應(yīng)該密切參與這兩者。
· Use every possible internal communication channel to express the idea of balance between these two skillsets, including in mission and vision statements, company publications, firm-wide emails, public statements, and casual conversation. Use simple but effective language to describe how leadership and management overlap and the importance of balancing both. Express how leading and managing are equally honorable, how there are times for each, and that everyone should closely identify with both.?
· 與最高管理層和其他管理人員就這一問題進行定期的對話溝通。公司可以通過集中的指導(dǎo)、培訓(xùn)和其他類型的支持來彌合技能方面的鴻溝。高管們常常認為，他們的工作就是專門負責領(lǐng)導(dǎo)。他們需要明白，管理過程可能需要他們暫時放棄領(lǐng)導(dǎo)權(quán)，讓他們的下屬掌握控制權(quán)。正是通過這種方式，員工的能力才能得到發(fā)展。交出控制權(quán)不是一種軟弱的表現(xiàn)——這是一種通過展現(xiàn)信任來進行領(lǐng)導(dǎo)的行為。
· Create regular dialogue about the issue with C-suite executives and other officers. Close the fissures in skillsets through focused coaching, training, and other kinds of support. Executives often believe their job is exclusively to lead. They need to understand that managing a process may require surrendering leadership, allowing their reports to take the reins. That’s how employees are developed. It is not a sign of weakness to hand over control — it is an act of leading by trusting.?
· 讓二者的平衡成為會議和績效評估的話題。你可以詢問你的團隊成員，他們什么時候發(fā)揮了領(lǐng)導(dǎo)作用，什么時候發(fā)揮了管理作用，讓他們給出與自己相關(guān)的例子。你需要讓這些時刻變得重要起來，強調(diào)領(lǐng)導(dǎo)和管理之間的平衡是脆弱的，需要在組織的每個層面時刻保持警惕。
· Make it part of the conversation at meetings and during performance appraisals. Ask for examples of when your team members led, and when they managed. Make these moments matter, emphasizing that the balance between leadership and management is fragile and requires constant vigilance at every level of the organization.?
· 提供警示性的職業(yè)故事，用以說明在不同場合下領(lǐng)導(dǎo)力和管理能力何者更為優(yōu)先的問題，并展示相應(yīng)的后果。同樣地，當兩者協(xié)調(diào)一致時，你也可以講述這些成功的故事。
· Offer cautionary professional stories that illustrate when either leadership or management was privileged above the other, and the consequences. Similarly, tell triumphant stories about success when the two were harmonized.??
· 向股東和客戶們推廣這一理念，提供機會讓他們能夠創(chuàng)造性地思考領(lǐng)導(dǎo)力-管理能力的關(guān)系及其在組織內(nèi)外的價值。從華爾街到普通大眾的股東們都需要明白，公司通過領(lǐng)導(dǎo)能力進行創(chuàng)新，但需要通過管理能力進行深思熟慮的工作。?
· Promote the idea to shareholders and clients, pressing an opportunity to think creatively about the leadership-management equation and its value inside and outside the organization. Shareholders from Wall Street to Main Street need to understand that the organization is innovating through leadership but doing it thoughtfully through management.?
· 向董事會解釋領(lǐng)導(dǎo)和管理的職能區(qū)別，描述其中的關(guān)鍵因素，并指出需要保持警惕的方面，來贏得董事會的支持。董事會的支持對于使之成為公司文化的一部分至關(guān)重要。
· Explain the functional distinction of leadership and management to the board, describing the critical elements and noting the need for watchfulness to win its support. The board’s backing is crucial to making this part of the culture.?
美國西南航空公司已故的首席執(zhí)行官詹姆斯?帕克（James Parker）就是一個很好的例子，他在9/11事件后接替了公司創(chuàng)始人赫伯?凱萊赫（Herb Kelleher）的職位。以下是他在回答“領(lǐng)導(dǎo)力是什么”這個問題時所說的話：
Southwest Airlines’ late CEO?James Parker?— who assumed the big shoes of founder Herb Kelleher in the wake of 9/11 — is a good example. Here’s how he responded to a question about what leadership is:?
“確定和溝通任務(wù)；就如何完成該任務(wù)提供指導(dǎo)；為人們提供適當?shù)墓ぞ撸ㄐ畔ⅰ⑴嘤?xùn)等等）；通過無私的奉獻和對他人的尊重來激勵和鼓舞他人；提供正面和負面的反饋，包括對人們所取得的成就的認可；最終，讓人們有能力和權(quán)威完成任務(wù)，并充分相信他們會得到支持?！?/p>
Defining and communicating the mission; providing guidance as to how it might be accomplished; equipping people with the proper tools (information, training, etc.); motivating and inspiring through selfless dedication and respect for others; providing both positive and negative feedback, including recognition for achievement; and, ultimately, getting out of the way and giving people the ability and authority to accomplish the mission, with the full confidence they will be supported.
這是一個很好的描述，既包括了領(lǐng)導(dǎo)力的崇高價值（激勵、使命），也包括了管理能力的本質(zhì)（反饋、授權(quán)、培訓(xùn)）。成功的首席執(zhí)行官們能夠做到這種平衡，他們的公司和員工也因此而變得更好。“管理過度、領(lǐng)導(dǎo)不足”這句不為人知的話是千真萬確的。但對于一些人來說，解決問題的辦法并不是忽視細節(jié)，從而成為神圣的領(lǐng)導(dǎo)者。要達到平衡，既需要領(lǐng)導(dǎo)又需要管理。
That’s a great description that includes both the high-minded values of leadership (inspiration, mission) and the nitty gritty of management (feedback, delegation, training).?Successful CEOs strike this balance, and their firms and employees are better off because of it. The unattributed phrase that organizations are “over-managed and under-led” is true enough. But the answer isn’t for some people to ascend above the details to the hallowed role of leader. It takes both leading and managing, charging and charged, to strike the balance.?
關(guān)鍵詞：領(lǐng)導(dǎo)力
詹姆斯·R·貝利是喬治·華盛頓大學的教授。他著有五本書和50多篇學術(shù)論文，經(jīng)常為《哈佛商業(yè)評論》等撰稿。
張振濤 | 譯 周強 | 編校
