鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言

鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言2023/12/27鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言〝當(dāng)部屬不再帶著問題前來求援,即代表你不應(yīng)再領(lǐng)導(dǎo)他們.他們不是對你的幫助失去信心,就是認(rèn)為你根本不關(guān)心成敗.這都代表領(lǐng)導(dǎo)權(quán)的失敗〞如果做一個實地測驗,大多數(shù)的高階管理層(CEO)都會面臨失敗.第一.高階管理層經(jīng)常設(shè)定許多溝通障礙,使得部屬尋求協(xié)助的企圖看來可笑第二.高階管理層經(jīng)常塑造尋求協(xié)助即是弱者的企業(yè)文化,下屬只有儘量掩飾弱點,當(dāng)然組織也相同受害真正的領(lǐng)袖應(yīng)使自己的協(xié)助垂手可得,而且即使要求高標(biāo)準(zhǔn),也應(yīng)給部屬不斷的挑戰(zhàn)並對部屬努力付出關(guān)心,當(dāng)然,領(lǐng)導(dǎo)者更應(yīng)塑造一個以協(xié)助問題分析代替責(zé)難的環(huán)境Lesson2"Thedaysoldiersstopbringingyoutheirproblemsisthedayyouhavestoppedleadingthem.Theyhaveeitherlostconfidencethatyoucanhelpthemorconcludedthatyoudonotcare.Eithercaseisafailureofleadership."Ifthiswerealitmustest,themajorityofCEOswouldfail.One,theybuildsomanybarrierstoupwardcommunicationthattheveryideaofsomeonelowerinthehierarchylookinguptotheleaderforhelpisludicrous.Two,thecorporateculturetheyfosteroftendefinesaskingforhelpasweaknessorfailure,sopeoplecoveruptheirgaps,andtheorganizationsuffersaccordingly.Realleadersmakethemselvesaccessibleandavailable.Theyshowconcernfortheeffortsandchallengesfacedbyunderlings,evenastheydemandhighstandards.Accordingly,theyaremorelikelytocreateanenvironmentwhereproblemanalysisreplacesblame.匡勝達(dá)譯鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言小公司和剛開始起步的公司無法好整以暇的找分析專家他們也沒什麼錢可以供奉上國的精英階級.必要時總經(jīng)理也得親自接電話或者送貨.每個列名帳冊上的員工都會對他公司的盈虧有貢獻(xiàn).可是當(dāng)公司變大之後,他們經(jīng)常忘了是什麼條件讓他們有開始時那般的活力的:像是全面參與,平等,不拘泥形式,貼近市場,大膽,冒險,速度,靈活.從象牙塔出來的政策通常對衝鋒陷陣的人產(chǎn)生反效果.實際的領(lǐng)導(dǎo)人要對這些趨勢有所警惕Lesson3〝別被專家或是上國學(xué)者的牛皮給唬了,專家擁有的資料比他們的判斷能力還多.上國學(xué)者的想法也會有近親通婚的現(xiàn)象.變得像是白血病患.對現(xiàn)實世界殘酷的變化毫無扺抗力〞"Don'tbebuffaloedbyexpertsandelites.Expertsoftenpossessmoredatathanjudgment.Elitescanbecomesoinbredthattheyproducehemophiliacswhobleedtodeathassoonastheyarenickedbytherealworld."Smallcompaniesandstart-upsdon'thavethetimeforanalyticallydetachedexperts.Theydon'thavethemoneytosubsidizeloftyelites,either.Thepresidentanswersthephoneanddrivesthetruckwhennecessary;everyoneonthepayrollvisiblyproducesandcontributestobottom-lineresultsorthey'rehistory.Butascompaniesgetbigger,theyoftenforgetwho"broughtthemtothedance":thingslikeallhandsinvolvement,egalitarianism,informality,marketintimacy,daring,risk,speed,agility.Policiesthatemanatefromivorytowersoftenhaveanadverseimpactonthepeopleoutinthefieldwhoarefightingthewarsorbringingintherevenues.Realleadersarevigilant,andcombative,inthefaceofthesetrends.王南傑譯鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言從專家身上學(xué)習(xí),觀察他們,將專家視為良師與夥伴.但是要記得,即使專家在知識及技巧上也有級別之分.有時即使專家也會變得自滿與怠惰.領(lǐng)導(dǎo)者不會從任何人的盲從產(chǎn)生.全錄公司的巴里一針見血地警告他的屬下,如果請了一個只會說是的人為你工作,那麼你們二者之間,有一個就是冗員.好的領(lǐng)導(dǎo)鼓勵每個人的發(fā)展.Lesson4“不要懼怕挑戰(zhàn)專家,即使在他們最專長的部分”江郅豪譯"Don'tbeafraidtochallengethepros,evenintheirownbackyard."Learnfromthepros,observethem,seekthemoutasmentorsandpartners.Butrememberthateventheprosmayhaveleveledoutintermsoftheirlearningandskills.Sometimeseventheproscanbecomecomplacentandlazy.Leadershipdoesnotemergefromblindobediencetoanyone.Xerox'sBarryRandwasrightontargetwhenhewarnedhispeoplethatifyouhaveayes-manworkingforyou,oneofyouisredundant.Goodleadershipencourageseveryone'sevolution.鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言"策略相當(dāng)於執(zhí)行",世界上所有偉大的計劃或願景,如果無法被迅速有效地落實執(zhí)行,那麼就一點價值也沒有了,好的領(lǐng)導(dǎo)者慷慨地授權(quán)於它人,但是每天會專注檢視細(xì)節(jié)(想想如JimmyJohnson,PatRiley和TonyLaRussa等偉大的運動教練),不好的領(lǐng)導(dǎo)者,即使自認(rèn)為是革新的遠(yuǎn)見卓識者,卻認(rèn)為他們的工作遠(yuǎn)高於檢視操作上的細(xì)節(jié),自相矛盾地,好的領(lǐng)導(dǎo)者了解更深入:檢視細(xì)節(jié)的煩人例行公事會導(dǎo)致盲目遵從與自滿,那是會使每個人腦筋變遲鈍的,這就是為甚麼好的領(lǐng)導(dǎo)者會非常專注於檢視細(xì)節(jié),他們不斷地鼓勵人們?nèi)ヌ魬?zhàn)整個過程,他們可以體會到如QuadGraphic公司總裁HarryQuadracchi,Oticon公司總裁LarsKolind及已逝的MCI總裁BillMcGowan他們的心情,他們都不約而同地聲稱"領(lǐng)導(dǎo)者的工作不僅是最重要的組織者,更是最重要的破壞組織者"Lesson5“決不忽略細(xì)節(jié)當(dāng)每個人的頭腦都遲鈍或思想不集中時,領(lǐng)導(dǎo)者更需加倍警惕"Strategyequalsexecution.Allthegreatideasandvisionsintheworldareworthlessiftheycan'tbeimplementedrapidlyandefficiently.Goodleadersdelegateandempowerothersliberally,buttheypayattentiontodetails,everyday.(ThinkaboutsupremeathleticcoacheslikeJimmyJohnson,PatRileyandTonyLaRussa).Badones,eventhosewhofancythemselvesasprogressive"visionaries,"thinkthey'resomehow"above"operationaldetails.Paradoxically,goodleadersunderstandsomethingelse:anobsessiveroutineincarryingoutthedetailsbegetsconformityandcomplacency,whichinturndullseveryone'smind.Thatiswhyevenastheypayattentiontodetails,theycontinuallyencouragepeopletochallengetheprocess.TheyimplicitlyunderstandthesentimentofCEOleaderslikeQuadGraphic'sHarryQuadracchi,Oticon'sLarsKolindandthelateBillMcGowanofMCI,whoallindependentlyassertedthattheJobofaleaderisnottobethechieforganizer,butthechiefdis-organizer."Neverneglectdetails.Wheneveryone'smindisdulledordistractedtheleadermustbedoublyvigilant."郭坤臟譯鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言你知道"得到寬恕比得到同意來得容易".那是真的,好的領(lǐng)導(dǎo)者不會等到正式的同意之後才去試驗.他們是謹(jǐn)慎而不是魯莽的.但他們也了解在許多組織中嚴(yán)酷的生活現(xiàn)實:如果你要足夠的人同意,你將不可避免地碰到相信本身工作的人說"no"的困難.道德是如此,不是要求.較少有力的中階主管認(rèn)同這個觀點,"如果我沒有明確地被告知"yes",我不會做它.",然而好的中階主管相信,"如果我沒有明確地被告知"no",我可以做."這是這兩個觀點的最大差別.Lesson6"你不知道你會成功直到你嘗試過後""Youdon'tknowwhatyoucangetawaywithuntilyoutry."Youknowtheexpression,"it'seasiertogetforgivenessthanpermission."Well,it'strue.Goodleadersdon'twaitforofficialblessingtotrythingsout.They'reprudent,notreckless.Buttheyalsorealizeafactoflifeinmostorganizations:ifyouaskenoughpeopleforpermission,you'llinevitablycomeupagainstsomeonewhobelieveshisjobistosay"no."Sothemoralis,don'task.Lesseffectivemiddlemanagersendorsedthesentiment,"IfIhaven'texplicitlybeentold'yes,'Ican'tdoit,”whereasthegoodonesbelieved,"IfIhaven'texplicitlybeentold'no,'Ican."There'saworldofdifferencebetweenthesetwopointsofview.張世杰譯鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言"如果沒有損壞就不需修理"是句自滿,自大與嚇唬人的話.這是怠惰的託辭,稱為沒戰(zhàn)鬥力.它是一種假設(shè)今天的事實會以有條不紊與可預(yù)料的方式延續(xù)至明天的心態(tài).這完全是空想,幻想.你在這樣的文化下將不會找到專業(yè)積極的人對出現(xiàn)的問題採取解決的步驟.這兒有個小小的提示:不要加入這種團(tuán)體.Lesson7"持續(xù)不斷的留意表面狀況以外的事.不要迴避去面對它,因為你可能不喜歡你所知道發(fā)現(xiàn)的事""Keeplookingbelowsurfaceappearances.Don'tshrinkfromdoingso(just)becauseyoumightnotlikewhatyoufind.""Ifitain'tbroke,don'tfixit"isthesloganofthecomplacent,thearrogantorthescared.It'sanexcuseforinaction,acalltonon-arms.It'samind-setthatassumes(orhopes)thattoday'srealitieswillcontinuetomorrowinatidy,linearandpredictablefashion.Purefantasy.Inthissortofculture,youwon'tfindpeoplewhoproactivelytakestepstosolveproblemsastheyemerge.Here'salittletip:don'tinvestinthesecompanies.黃國烜譯鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言在知識經(jīng)濟(jì)的年代，最佳的資產(chǎn)就是"人"。我們太常聽到這句話，以致於它變得像是陳腔爛調(diào)。但是有多少領(lǐng)導(dǎo)者真正將這句話付諸實現(xiàn)??人們常被高階主官當(dāng)成(無能力的)小棋子而任意擺佈,這或許說明了為何有這麼多的高階主管終日都忙於交易的完成、組織的再造，或鍾情於一些最新的管理時尚。又有多少主管能真正的以致力創(chuàng)造一個最好、最明亮、最有創(chuàng)造性的環(huán)境為目標(biāo)，來吸引、留住人材，並能真正的釋放出他們的潛力??Lesson8"組織不能真正地完成任何事情，計畫亦然，空談管理的理論更沒辦法成就任何事。努力付出之後的成功與否，取決於所參與的群體。只有吸引最優(yōu)秀的人才，方能成就偉大的事業(yè)""Organizationdoesn'treallyaccomplishanything.Plansdon'taccomplishanything,either.Theoriesofmanagementdon'tmuchmatter.Endeavorssucceedorfailbecauseofthepeopleinvolved.Onlybyattractingthebestpeoplewillyouaccomplishgreatdeeds."Inabrain-basedeconomy,yourbestassetsarepeople.We'veheardthisexpressionsooftenthatit'sbecometrite.Buthowmanyleadersreally"walkthetalk"withthisstuff?Toooften,peopleareassumedtobeemptychesspiecestobemovedaroundbygrandviziers,whichmayexplainwhysomanytopmanagersimmersetheircalendartimeindealmaking,restructuringandthelatestmanagementfad.Howmanyimmersethemselvesinthegoalofcreatinganenvironmentwherethebest,thebrightest,themostcreativeareattracted,retainedand,mostimportantly,unleashed?蔡育軒譯鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言在一個動態(tài)工作場合，如同環(huán)繞你的外部環(huán)境，組織圖是一張凝結(jié)的陳年相片。如果人們真的只遵照組織圖辦事，公司將會倒掉。然而，而在運作良好的組織中，頭銜照常不算什麼。他們頂多告訴人們你的「授權(quán)」範(fàn)圍，一個正式授與命令的能力。但就真正能發(fā)揮影響力以鼓舞人們的「權(quán)力」來說，頭銜的意義不大。你是否曾注意到，人們會對人表態(tài)，這些人形式上沒什麼權(quán)力，但有的是活力、驅(qū)使能力、專業(yè)能力、與對團(tuán)隊合作與產(chǎn)品的真心認(rèn)同？另一方面，不具領(lǐng)導(dǎo)魅力的管理者，也許有正式的高職位與閃亮外表，但對其他人卻不具影響力，僅能得到他人極少的認(rèn)同與工作標(biāo)準(zhǔn)。Lesson9"組織圖與花俏的頭銜不算什麼""Organizationchartsandfancytitlescountfornexttonothing."Organizationchartsarefrozen,anachronisticphotosinaworkplacethatoughttobeasdynamicastheexternalenvironmentaroundyou.Ifpeoplereallyfollowedorganizationcharts,companieswouldcollapse.Inwell-runorganizations,titlesarealsoprettymeaningless.Atbest,theyadvertisesomeauthority,anofficialstatusconferringtheabilitytogiveordersandinduceobedience.Buttitlesmeanlittleintermsofrealpower,whichisthecapacitytoinfluenceandinspire.Haveyouevernoticedthatpeoplewillpersonallycommittocertainindividualswhoonpaper(orontheorganizationchart)possesslittleauthority,butinsteadpossesspizzazz,drive,expertise,andgenuinecaringforteammatesandproducts?Ontheflipside,non-leadersinmanagementmaybeformallyanointedwithalltheperksandfrillsassociatedwithhighpositions,buttheyhavelittleinfluenceonothers,apartfromtheirabilitytoextractminimalcompliancetominimalstandards.蔡啟明譯鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言"千萬不要依恃你的地位而忘了自省,總有一天你會失去你的職位,也失去自省能力."變革往往被那些死守著舊地盤和工作職掌定義的人所阻礙。某些大型組織之所以衰亡，原因之一就是管理者安於用原有習(xí)慣的方法去處理事情。真正的領(lǐng)導(dǎo)者知道我們現(xiàn)在所做的每一件工作在未來都可能毫無用處。我們應(yīng)當(dāng)在別人淘汰我們的工作前自我反省淘汰。有效能的領(lǐng)導(dǎo)者會營造出一種組織氣候，使得部屬的價值來自於學(xué)習(xí)新技能和主動負(fù)起新的職責(zé)的意願，並持續(xù)不斷地在工作上有創(chuàng)舉。工作表現(xiàn)上，最重要的問題不是“上次開會以來，你原有工作的表現(xiàn)是否更進(jìn)步了？"而是"你對你的工作做了多少創(chuàng)新改變？"Lesson10"Neverletyouregogetsoclosetoyourpositionthatwhenyourpositiongoes,youregogoeswithit."Toooften,changeisstifledbypeoplewhoclingtofamiliarturfsandjobdescriptions.Onereasonthatevenlargeorganizationswitheristhatmanagerswon'tchallengeold,comfortablewaysofdoingthings.Butrealleadersunderstandthat,nowadays,everyoneofourjobsisbecomingobsolete.Theproperresponseistoobsoleteouractivitiesbeforesomeoneelsedoes.Effectiveleaderscreateaclimatewherepeople’sworthisdeterminedbytheirwillingnesstolearnnewskillsandgrabnewresponsibilities,thusperpetuallyreinventingtheirjobs.Themostimportantquestioninperformanceevaluationbecomesnot,"Howwelldidyouperformyourjobsincethelasttimewemet?"but,"Howmuchdidyouchangeit?"陳盈宏譯鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言隨波逐流地追隨流行會使領(lǐng)導(dǎo)者的威信盡失並耗廢組織相當(dāng)?shù)馁Y源;盲目地遵照流行的管理法則來行事將使思考及行動變得僵化.不同狀況下往往要有不同的思考方向.例如:有時掌握產(chǎn)品的市場先機(jī)來得比追求品質(zhì)來得重要;有些狀況下斷然的指令比起開放性的決策過程來得適切;有些時候領(lǐng)導(dǎo)者要緊密的監(jiān)控情況的發(fā)展,然而在適當(dāng)時候他又必需懂得放手讓下屬去發(fā)揮,身為領(lǐng)導(dǎo)者,必需矢志去維護(hù)其不變的核心價值,至於達(dá)成的手段則是可以因地制宜的,稱職的管理者瞭解管理的技巧並非萬靈單,而只是在試切時後可以加以運用的一項工具.Lesson11"不可墨守成規(guī),不要只是盲目追隨最時尚的管理法則.確實的認(rèn)清情境並據(jù)此作出判斷才能尋求到達(dá)成任務(wù)的最佳途徑."Flittingfromfadtofadcreatesteamconfusion,reducestheleader'scredibility,anddrainsorganizationalcoffers.Blindlyfollowingaparticularfadgeneratesrigidityinthoughtandaction.Sometimesspeedtomarketismoreimportantthantotalquality.Sometimesanunapologeticdirectiveismoreappropriatethanparticipatorydiscussion.Somesituationsrequiretheleadertohoverclosely;othersrequirelong,looseleashes.Leadershonortheircorevalues,buttheyareflexibleinhowtheyexecutethem.Theyunderstandthatmanagementtechniquesarenotmagicmantrasbutsimplytoolstobereachedforattherighttimes."Fitnostereotypes.Don'tchasethelatestmanagementfads.Thesituationdictateswhichapproachbestaccomplishestheteam'smission."邱紹灝譯鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言"永久的樂觀主義是成長的力量"領(lǐng)導(dǎo)者的熱誠及樂觀所產(chǎn)生的影響是很大的。同樣的譏諷和悲觀也有一樣的效果。領(lǐng)導(dǎo)者的嘀咕和埋怨會引起他的同僚相同行為。我的不是愚昧接受愚笨的組織和無能力的表現(xiàn)，臉上還帶著一副“什麼?我錯了嗎?”的苦笑。我的是一種熱心的態(tài)度，大聲的說著“我們可以改變事情，我們可以達(dá)成遠(yuǎn)大的目標(biāo)，我們可以做到最好”。捨棄殘酷嚴(yán)肅的現(xiàn)實，每天都給我有著不切實際渴望的樂天派。Lesson12"Perpetualoptimismisaforcemultiplier."Therippleeffectofaleader'senthusiasmandoptimismisawesome.Soistheimpactofcynicismandpessimism.Leaderswhowhineandblameengenderthosesamebehaviorsamongtheircolleagues.Iamnottalkingaboutstoicallyacceptingorganizationalstupidityandperformanceincompetencewitha"what,meworry?"smile.Iamtalkingaboutagung-hoattitudethatsays"wecanchangethingshere,wecanachieveawesomegoals,wecanbethebest."Sparemethegrimlitanyofthe"realist,"givemetheunrealisticaspirationsoftheoptimistanyday.薛介倫譯鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言在我們的招募和任用過程中,有多少次是採用這些因素來判斷呢?經(jīng)常沒有,我們忽略那些因素而偏好簡歷的長度,學(xué)歷和頭銜?昨日招幕用的一長串的職位說明書似乎比今天這個人是誰?他們明天能貢獻(xiàn)什麼?或者是他們與組織相互協(xié)調(diào)有多好的價值?還來的重要?你可以相當(dāng)輕易地訓(xùn)練一位聰明有意願的新手有關(guān)企業(yè)的基本法則,但是要教育他成為一位正直,有判斷力,有活力,有平衡的自我意識和把事情完成的魄力的人才卻是相當(dāng)艱難的?所以優(yōu)秀的領(lǐng)導(dǎo)者在招募的階段就能選對新人而奠定良好的基石?Lesson13"尋找有智慧,有判斷力,相當(dāng)具有批判性的潛力,能預(yù)測未來的險阻.同時,也要選擇有忠誠度,正直,很有活力,有平衡的自我意識,和把事情完成的魄力的人才.""Powell'sRulesforPickingPeople:”Lookforintelligenceandjudgment,andmostcritically,acapacitytoanticipate,toseearoundcorners.Alsolookforloyalty,integrity,ahighenergydrive,abalancedego,andthedrivetogetthingsdone."Howoftendoourrecruitmentandhiringprocessestapintotheseattributes?Moreoftenthannot,weignoretheminfavoroflengthofresume,degreesandpriortitles.Astringofjobdescriptionsarecruitheldyesterdayseemtobemoreimportantthanwhooneistoday,whattheycancontributetomorrow,orhowwelltheirvaluesmeshwiththoseoftheorganization.Youcantrainabright,willingnoviceinthefundamentalsofyourbusinessfairlyreadily,butit'salothardertotrainsomeonetohaveintegrity,judgment,energy,balance,andthedrivetogetthingsdone.Goodleadersstackthedeckintheirfavorrightintherecruitmentphase.徐智鵬譯鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言成功的領(lǐng)導(dǎo)者明瞭"KISS"原則(KeepItSimple,Stupid),亦即簡單化、單純化。他們能夠清楚地表達(dá)出強烈而且完整的目標(biāo)和價值觀,而這些目標(biāo)和價值觀將驅(qū)策、約束他們每天的行為舉止,並藉以在爭執(zhí)和衝突中做決策。他們的洞察力和處事之輕重緩急簡潔而且是深思熟慮自有定見,不會雜亂而贅言。他們的決策乾脆俐落而且明確,不會猶豫而模糊不清。他們表達(dá)出一種毫不動搖的堅定信念和行動上的一貫性,並且與他們所描繪的願景緊密地結(jié)合在一起。如此一來的結(jié)果將是:明確的目的,可信賴的領(lǐng)導(dǎo)統(tǒng)御,以及完善健全的組織。Lesson14

"成功的領(lǐng)導(dǎo)者皆是卓越的簡化者,他能化解爭執(zhí)、疑慮進(jìn)而提供一個眾人皆能明瞭的解決之道""Greatleadersarealmostalwaysgreatsimplifiers,whocancutthroughargument,debateanddoubt,toofferasolutioneverybodycanunderstand."EffectiveleadersunderstandtheKISSprinciple,KeepItSimple,Stupid.Theyarticulatevivid,over-archinggoalsandvalues,whichtheyusetodrivedailybehaviorsandchoicesamongcompetingalternatives.Theirvisionsandprioritiesareleanandcompelling,notclutteredandbuzzword-laden.Theirdecisionsarecrispandclear,nottentativeandambiguous.Theyconveyanunwaveringfirmnessandconsistencyintheiractions,alignedwiththepictureofthefuturetheypaint.Theresult:clarityofpurpose,credibilityofleadership,andintegrityinorganization.蕭聖哲譯鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言如果所得到的資訊只能讓你有不到百分40的把握,則不要輕舉妄動,但也不必等到百分之一百的肯定,因為藉時幾乎都太遲了.在今日,為了收集資訊而造成過度的耽擱會導(dǎo)致"分析癱瘓",以降低風(fēng)險為理由的延遲實際上卻更增加了失敗的風(fēng)險.Lesson15I.“利用式子“P=40～70”,其中P代表成功的機(jī)率而數(shù)字則表示達(dá)到該機(jī)率所需要的資料量"II.“一旦資訊量介於40～70,就放手一搏吧"PartI:"UsetheformulaP=40to70,inwhichPstandsfortheprobabilityofsuccessandthenumbersindicatethepercentageofinformationacquired.”PartII:"Oncetheinformationisinthe40to70range,gowithyourgut."Don'ttakeactionifyouhaveonlyenoughinformationtogiveyoulessthana40percentchanceofbeingright,butdon'twaituntilyouhaveenoughfactstobe100percentsure,becausebythenitisalmostalwaystoolate.Today,excessivedelaysinthenameofinformation-gatheringbreeds"analysisparalysis."Procrastinationinthenameofreducingriskactuallyincreasesrisk.梁朝翔譯鮑威爾領(lǐng)導(dǎo)風(fēng)范十八格言在大多數(shù)的情況下，這句話的相反意思才能闡釋團(tuán)隊文化。這也就是為什麼像NUCOR鋼鐵的總裁KENIVERSON、ABB的PERCYBARNEVIK及VIRGIN的RICHARDBRANSON都一直將其核心部屬人數(shù)保持在最少。如果再將ABB的核心部屬降低至100人以下來維持其超過300億的營餘？或是個別用約當(dāng)25及3人的核心部屬來維持NUCOR及V