We think of a great leader

我們認為一個偉大的領導者

as the unwavering captain who guides us forward

勇往直前

through challenge and complexity.

通過挑戰和複雜性。

Confident, unwavering leaders,

自信、堅定不移的領導者。

armed with data and past experience

因材施教

have long been celebrated in business and politics alike.

長期以來，在商界和政界都被人津津樂道。

But sometimes and certainly now,

但有時候，當然也是現在。

a crisis comes along that is so new and so urgent

新事新辦，急事急辦

that it upends everything we thought we knew.

它顛覆了我們所知道的一切。

[The Way We Work]

[我們的工作方式]

[Made possible with the support of Dropbox]

[在Dropbox的支持下得以實現]

One thing we know for sure

有一件事我們可以肯定

is that more upheavals are coming.

是，更多的動盪即將到來。

In a completely interconnected world

在一個完全互聯的世界裡

a single political uprising,

一次政治起義。

a viral video, a distant tsunami,

一段病毒視頻，一場遙遠的海嘯。

or a tiny virus can send shock waves around the world.

或一個小小的病毒就能在全世界引起震動。

Upheaval creates fear,

動盪造成恐懼。

and in the midst of it people crave security,

而在這其中，人們渴望安全。

which can incline leaders

這可能會使領導者產生傾向性

toward the usual tropes of strength, confidence, constancy,

向著力量、信心、恆心的慣用典故。

but it won't work.

但它不會工作。

We have to flip the leadership playbook.

我們必須翻開上司的劇本。

First, this type of leadership requires

首先，這種上司方式需要

communicating with transparency, communicating often.

溝通透明，經常溝通。

So how can leaders lead when there is so little certainty,

所以，在沒有什麼把握的情況下，上司怎麼能上司。

so little clarity?

這麼不清晰？

Whether you are a CEO, a prime minister, a middle manager

無論你是CEO、總理、中層管理者

or even a head of school,

甚至是學校的校長。

upheaval means you have to ramp up the humility.

動盪意味著你必須加大謙遜的力度。

When what you know is limited,

當你知道的東西是有限的。

pretending that you have the answers isn't helpful.

假裝你有答案是沒有用的。

Amidst upheaval, leaders must share what they know

在動盪中，領導人必須分享他們所知道的一切。

and admit what they don't know.

並承認自己不知道的事情。

Paradoxically, that honesty creates more psychological safety for people,

矛盾的是，這種誠實為人們創造了更多的心理安全。

not less.

不少。

For example when the pandemic devastated the airline industry

例如，當大流行病摧毀了航空業的時候

virtually overnight,

幾乎在一夜之間。

CEO of Delta Airlines Ed Bastian

達美航空CEO艾德-巴斯蒂安

ramped up employee communication

加強員工溝通

despite having so little clarity

不甚了了

about the path ahead, facing truly dire results.

關於未來的道路，面臨真正嚴峻的結果。

At one point in 2020,

在2020年的一個時間點。

losing over a hundred million dollars a day,

每天損失過億的資金。

it would have been far easier for Bastian

對巴斯蒂安來說，就容易多了

to wait for more information before taking action,

等待更多資訊後再採取行動。

but effective leaders during upheaval

但在動盪時期，有效的領導人

don't hide in the shadows.

不要躲在暗處。

In fact, as Bastian put it,

其實，正如巴斯蒂安所說。

it is far more important to communicate

溝通更重要

when you don't have the answers than when you do.

當你沒有答案的時候比你有答案的時候。

Second, act with urgency despite incomplete information.

第二，在資訊不完整的情況下，仍要緊急行動。

Admitting you don't have the answers

承認你沒有答案

does not mean avoiding action.

並不意味著逃避行動。

While it's natural to want more information,

雖然想要獲得更多的資訊很自然。

fast action is often the only way to get more information.

快速行動往往是獲取更多資訊的唯一途徑。

Worse, inaction leaves people feeling lost and unstable.

更有甚者，不作為會讓人感到失落和不穩定。

When New Zealand Prime Minister Jacinda Ardern

當紐西蘭總理Jacinda Ardern

laid out a four level alert system very early

早早佈局四級預警系統

in the COVID-19 crisis,

在COVID-19危機中。

she lacked information with which to set the level.

她缺乏可用於設定級別的資訊。

Despite lacking answers, she did not wait to communicate

儘管缺乏答案，但她沒有等來溝通

about the threat with the nation.

關於與國家的威脅。

At first she set the level at two,

起初，她把水準定在兩級。

only to change it to four two days later as cases rose.

只是在兩天後，隨著案件的增加，才改為四起。

That triggered a national lockdown,

這引發了全國性的封鎖。

which no doubt saved countless lives.

這無疑拯救了無數人的生命。

Later, when cases began to dissipate,

後來，當案件開始消。

she made subsequent decisions

她隨後做出的決定

reflecting that new information.

反映了這一新資訊。

Third, leaders must hold purpose and values steady,

第三，領導者必須穩住目標和價值觀。

even as goals and situations change.

即使目標和情況發生了變化。

Values can be your guiding light

價值觀可以成為你的指路明燈

when everything else is up in the air.

當其他一切都在空中的時候。

If you care about customer experience,

如果你關心客戶體驗。

don't let go of that in times of upheaval.

不要在動盪時期放手。

If a core value is health and safety,

如果一個核心價值是健康和安全。

put that at the center of every decision you make.

把它放在你所做的每一個決定的中心。

Now doing this requires being very transparent

要做到這一點，需要非常透明

about what your values are,

關於你的價值觀是什麼。

and in this way, your steadfastness shows

這樣一來，你的堅定性就顯示出來了

not in your plans but in your values.

不在於你的計劃，而在於你的價值觀。

Prime Minister Ardern's clear purpose all along

阿德恩總理一直以來的明確目的。

was protecting human life.

是保護人的生命。

Even as the immediate goal shifted from preventing illness

即使眼前的目標已從預防疾病轉移到了醫療衛生領域

to preparing health systems

衛生系統的準備工作

and ultimately to bolstering the economy.

並最終促進經濟的發展。

And finally, give power away.

最後，把權力交給別人。

Our instincts are to hold even more tightly

我們的本能就是要抓得更緊些

to control in times of upheaval, but it backfires.

以在動盪時期控制，但卻適得其反。

One of the most effective ways to show leadership,

體現領導力的最有效方式之一。

if counterintuitive,

如果反常。

is to share power with those around you.

就是與身邊的人分享力量。

Doing this requires asking for help,

做到這一點，需要求助於人。

being clear that you can't do it alone.

清楚地知道自己不能單獨行動。

This also provokes innovation

這也引發了創新

while giving people a sense of meaning.

同時給人一種意義。

Nothing is worse in a crisis

沒有什麼比危機更糟糕了

than feeling like there's nothing you can do to help.

而不是覺得自己無能為力。

We follow this new kind of leader through upheaval,

我們跟隨這位新型的領導人一起經歷動盪。

because we have confidence

因為我們有信心

not in their map but in their compass.

不是在他們的地圖上，而是在他們的指南針上。

We believe they've chosen the right direction

我們相信他們選擇的方向是正確的

given the current information,

鑑於當前的資訊。

and that they will keep updating.

並表示他們會繼續更新。

Most of all, we trust them

最重要的是，我們信任他們

and we want to help them in finding and refinding

我們希望幫助他們找到並重新找到。

the path forward.

前進的道路。