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  • What makes some companies go from good to great?

    要如何讓公司從 A 變成 A+?

  • Jim Collins and his research team examined

    Jim Collins 和他的研究團隊,

  • 30 years of data from over a thousand companies

    研究超過 1000 家公司 30 年來的數據,

  • and identified factors that contributed to outsized market performance,

    找出公司在市場上嶄露頭角的因素,

  • including one they termed level-five leadership.

    包括第五級領導者。

  • Leadership ability ranges from highly capable individuals

    領導能力從第一級個人實力堅強、

  • at level one to contributing team members,

    再來在團隊中貢獻能力、

  • competent managers, effective leaders, and finally,

    成為稱職的經理、有效率的領導者、

  • the fifth and final level, effective executives.

    最後第五級就是有能力的管理人。

  • Being a full-fledged level-five leader

    要成為成熟的五級領導者,

  • requires the capabilities of all the lower levels,

    需要具備所有低階層的能力,

  • such as the level-four ability to both improve company performance

    像是第四級需具備的能力有提高公司績效、

  • and paint a clear and compelling vision.

    提出清晰且具競爭力的願景。

  • But level-five leaders have something special

    但是第五級領導者和其他階級相比,

  • that separates them from the rest, namely

    具備與眾不同的獨特之處,

  • the rare combination of fierce resolve and personal humility.

    就是堅定的決心和個人謙虛的結合。

  • When faced with setbacks, they look in the mirror,

    當他們面對挫折,他們會照鏡子,

  • blaming themselves for underperformance, never

    指責自己表現不好,

  • external factors or bad luck.

    從來不會怪罪於外在因素或運氣不好。

  • When their companies succeed, however, the mirror

    當他們的公司營運成功時,

  • turns into a window and they give credit to others.

    鏡子會轉變成窗戶,他們會獎勵員工。

  • The funny thing is this does not reflect reality.

    但有趣的是這不符合現實。

  • According to the research, the level-five leaders

    根據研究顯示,

  • were responsible for their company's success,

    第五級領導者對公司的成功負有責任,

  • but they would never admit it.

    但他們永遠不會承認。

  • In fact, although they're very ambitious,

    事實上,雖然第五級領導者很有抱負,

  • level-five leaders rarely talk about themselves.

    但他們很少談論自己。

  • Instead, they channel their ambition

    相反地,他們將自己的野心,

  • into something bigger than personal achievement.

    轉變成比個人成就還要大的事情。

  • To grasp this concept, consider US president Abraham Lincoln,

    為了理解這個概念,來想一下美國總統亞伯拉罕 ‧ 林肯,

  • a reserved, even shy leader who nonetheless held the country

    一個保守,甚至很害羞的領導者,

  • together during the Civil War.

    在南北戰爭期間仍將國家團結一起。

  • Despite monumental losses on both sides,

    儘管雙方損失慘重,

  • his resolute determination to unify the country

    他依然堅持要統一國家,

  • resulted in the reunited nation becoming a world power.

    使其國家成為世界強國。

  • It might be a stretch to compare a great CEO

    將一位傑出的執行長和像林肯的總統相比可能有些困難,

  • to a president like Lincoln, but the level-five leaders

    但是研究中的第五級領導者,

  • in the study displayed the same kind of duality,

    表現出相同的雙重性格,

  • modest yet willful, quiet yet fierce.

    謙虛卻狂野、安靜卻兇猛。

  • If you're thinking that sounds like a rare combination

    如果你覺得這是很獨特的人格特質,

  • of traits, you're right.

    你說的沒錯。

  • Ironically, the drive that often propels people

    但很諷刺地,

  • into level-four leadership stands

    促使人們勝任第四級領導的動力,

  • at odds with the humility required to rise to level five,

    和勝任第五集領導的謙卑背道而馳,

  • and too many companies reward extroverted style

    而且許多公司獎勵外在地風格

  • over substance.

    而非實質。

  • To help your company go from good to great,

    為了幫助你的公司從 A 變成 A+,

  • seek out the fierce but humble leaders

    請找出生活周遭,

  • you may have overlooked.

    你可能忽略的強大卻謙虛的領導者。

What makes some companies go from good to great?

要如何讓公司從 A 變成 A+?

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解釋者。做一個偉大的領導者需要什麼 (The Explainer: What It Takes to Be a Great Leader)

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    jbsatvtac1 發佈於 2021 年 01 月 14 日
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