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2024年3月26日发(作者：json自动格式化的软件)
By Jack Welch with Suzy Welch
杰克·韦尔奇
How to Be a Good Leader
如何成为一名
优秀的领导
—— PRESIDENT COLUMN ——
总裁专栏
During his long career, Welch mentored a generation of future CEOs1>. In an exclusive
excerpt, his rules of the game.
被誉为当代经营之神的美国通用电器公司董事长兼首席执行长官的杰克·韦尔奇，在他漫长
的生涯中培养了一代未来的CEO。最近出版的一本新书《赢》里，他谈到了如何成为一名优
秀的领导者的几个核心原则，现摘录整理，供各位有志于从事管理人的同事及已经从事管理
人的同事共同分享，节选内容整理如下：
ONE DAY， YOU BECOME A LEADER.
某一天，你也会成为一个领导者。
On Monday, you>39;re talking and
laughing with colleagues about life and work, and gossiping about how stupid management can
be. Then on Tuesday, you are management. You�
style='color:white;background-color:#00aa00'>39;re a boss. Suddenly, everything feels
different—because it is different. Leadership requires distinct behaviors and attitudes, and for
many people, they debut with the job. Before you become a leader, success is all about growing
yourself. When you become a leader, success is all about growing others.
周一时，你还在和同事高谈阔论，嘲笑公司管理层的愚蠢。然而到了周二，你自己也进入了
管理层，变成了上司。突然之间，一切感觉都不一样了—因为确实是不太一样，领导要求独
特于他人的行为和态度，变为他人的表率，对许多人而言，这些都伴随着新的职位自然产生。
在成为领导以前，成功完全取决于个人的成长；成为领导以后，成功取决于教导他人和培养
他人。
Without question, there are lots of ways to be a leader. You need to look only as far as the
freewheeling, straight-talking Herb Kelleher, who ran Southwest Airlines for 30 years, and
Microsoft�39;s quiet innovator, Bill Gates,
to know that leaders come in all varieties. In politics, take Churchill and Gandhi. In football, take
Lombardi and Belichick. Each of these leaders would give you a different list of
"rules."
毫无疑问，作为领导者是多种多样的。只要看看经营西南航空公司30年的心直口快的Herb
Kelleher
和微软的革新者—缄默的比尔·盖茨，你就会明白领导者的多样性。在政治上，如丘吉尔和
甘地；
足球上，如Lombardi和Belichick。每一个领导者都会给你列出不同的“规则”。
During my talks with students, managers and entrepreneurs, leadership questions invariably were
asked. "What does a leader really do?" and "I was just promoted and I�
style='color:white;background-color:#00aa00'>39;ve never run anything before. How can I be a
good leader?" These kinds of questions have pushed me to make sense of my own
leadership over 40 years. I ran teams with three experienced people and divisions with 30,000. I
managed businesses that were dying and ones that were bursting with growth. There were
acquisitions, divestitures, organizational crises, moments of unexpected luck, good economies
and bad. And yet, some ways of leading always seemed to work. These became my eight
"rules."
在我与学生、经理和企业家们的谈话中，领导者的素质是所有人关心的话题。“领导者究竟
干些什么？”“我刚被提升之前从来没有管理过任何事情。如何才能成为好的领导者？”这
类问题促使我在40年来努力去理解和认识自己的领导方法。我曾管理过一个只有三个富有
经验的人的小组，也管理过有30，000个分部的公司；我管理过濒临倒闭的企业，也管理过
刚刚成长起来的企业；有兼并、有剥夺、有组织存亡的危机也有意想不到的好运时刻，有好
的经济状况，也有坏的。然而，领导的情形似乎就是工作。这些成为我的八项“原则”。
First, a word on paradoxes. Leadership is loaded with them. The granddaddy of them all is the
short-long paradox, as in the question I often get: "How can I manage quarterly results and
still do what�39;s right for my business five
years out?" My answer is, "Welcome to the job!" Performing balancing acts
every day is leadership. That�39;s part of
the fun of leading, though. You can only give it everything you�
style='color:white;background-color:#00aa00'>39;ve
style='color:white;background-color:#00aa00'>39;s how:
got. Here�
首先，“领导”本身就是一个自相矛盾的词。就如长和短的矛盾，我常被问到一个问题：“我
如何既管理好季度的成效，同时又能做出五年以后企业发展有利的决策。”我的回答是“欢
迎到工作中来！”每一天平衡的行为即是领导，尽管这也是领导乐趣的一部分。你能给予的
仅仅是你所得到的，下面是如何领导的原则：
#1 LEADERS RELENTLESSLY UPGRADE THEIR TEAM, USING EVERY ENCOUNTER AS AN
OPPORTUNITY TO EVALUATE, COACH AND BUILD SELF-CONFIDENCE.
1、领导者不断对他们的小组进行升级，使用每个机会客观评估、引导、建立自信。
And finally, you have to build self-confidence—pouring out encouragement, caring and
recognition. Self-confidence energizes, and it gives your people the courage to stretch, take risks
and achieve beyond their dreams. It is the fuel of winning teams.
最后，你必须建立自信—不要吝啬鼓励、关怀和赞扬。自信心就好象强心针，它给你的人马
富有进取、冒险和超越梦想的勇气，它是胜利团队的燃料。
Too often, managers think that people development occurs once a year in performance reviews.
That�39;s not even close. It should be a
daily event, integrated into every aspect of your regular goings-on. Customer visits are a chance
to evaluate your sales force. Plant tours are an opportunity to meet promising new line managers.
A coffee break at a meeting is an opening to coach a team member about to give his first major
presentation. Think of yourself as a gardener, with a watering can in one hand and a can of
fertilizer in the other. Occasionally you have to pull some weeds, but most of the time, you just
nurture and tend. Then watch everything bloom.
通常，经理们认为人员的发展一年只出现一次，即绩效考评的时候。这种观点大错特错，员
工工的发展应该是每天的事情，结合了你日常工作中的每一方面。拜访客户是你考评销售力
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