And meanwhile, if you're a person who's in the trenches and all you do is sort of the logistical tactical, this is what we do tomorrow, grunty stuff, and you never go up to the mountaintop and say, here's our vision, everybody is going to hate you.

同時，如果你是一個在戰壕裡的人，你所做的都是一些後勤戰術上的事情，這是我們明天要做的事情，都是一些瑣碎的事情，而你從來沒有到山頂上去說，這是我們的願景，那麼每個人都會恨你。

When I teach managerial skills, I refuse to use the word manager or leader, and I've created this very unattractive word, lanager, which of course is a blend of those two words, because it's only academics who debate what leaders do versus what managers do.

當我教授管理技能時，我拒絕使用管理者或領導者這個詞，我創造了一個非常沒有吸引力的詞--lanager，這當然是這兩個詞的混合體，因為只有學者才會爭論領導者做什麼和管理者做什麼。

And I actually believe from living in the real world of business that there's really a blend of those two jobs in real life.

實際上，我相信在現實的商業世界中，這兩種工作在現實生活中確實是相互融合的。

And it doesn't make any difference if you're managing three people or 300,000 people, the very best people at the top of teams or organizations are doing a little bit of managing and a little bit of leading.

不管你是管理三個人還是三十萬人，團隊或組織最高層的精英們都會做一點管理和一點上司的工作。

Hi, I'm Suzy Welch.

嗨，我是蘇西-韋爾奇。

I'm a professor of management practice at NYU Stern School of Business.

我是紐約大學斯特恩商學院的管理實踐教授。

You can't execute or you can't ask people to do what you're asking them to if you don't explain to them why you're asking them to do it.

如果你不向人們解釋為什麼你要求他們這樣做，你就無法執行或要求他們這樣做。

One of my favorite lines, and I use it over and over again when I'm teaching, is you have to tell the drummer what the words of the song are about.

我最喜歡的一句話是，你必須告訴鼓手這首歌的歌詞是關於什麼的。

You can't just give the drummer the music and tell him to hit it.

你不能把音樂交給鼓手，然後告訴他去敲擊。

He's not going to be half as good or she's not going to be half as good as if they know what the song is about so they can put their whole selves into it.

如果他們知道這首歌的主題，就能全身心地投入其中，那麼他或她就不會有一半好的表現。

This is what managers and leaders should be doing, okay?

這才是管理者和領導者應該做的，好嗎？

Telling the drummer and all the other musicians on stage what the words of the song mean, why you're doing the work.

告訴鼓手和臺上所有其他樂手歌曲的歌詞是什麼意思，你為什麼要做這項工作。

And then, this is the how.

然後，這就是 "如何"。

Now we're going to execute.

現在我們開始執行。

And the job of the manager and the leader at the same time is to be going back and forth between the why and the how and the why and the how, sometimes in one conversation and certainly always in the same day.

同時，管理者和領導者的工作就是在 "為什麼 "和 "怎麼做"、"為什麼 "和 "怎麼做 "之間來回穿梭，有時是在一次談話中，當然也總是在同一天。

Part of what makes you very good as a person running a team in the manager role is to be the simultaneous translator between your team and the people up there.

作為一個管理團隊的經理，你之所以能做得很好，部分原因就在於你是團隊和上面的人之間的同聲翻譯。

When I see simultaneous translators at the UN and I see them going back and forth translating a conversation between, say, the Chinese delegation and the Bulgarian delegation and you can see how exhausting this is,

當我在聯合國看到同聲翻譯，看到他們來回翻譯中國代表團和保加利亞代表團之間的對話，你可以看到這是多麼累人，

I think, yeah, that's the work of a good manager.

我想，是的，這就是一個好經理的工作。

That takes diplomacy.

這需要外交手段。

It takes courage.

這需要勇氣。

It's more than being a messenger because when you're a messenger you sort of drop the bomb.

它不僅僅是一個信使，因為當你是一個信使時，你就會扔下炸彈。

You know, you say, this is what they're saying up there and you just sort of keep your poker face about it.

你知道，你說，這就是他們在上面說的，你只是保持你的撲克臉。

Or you go up to the top and you say, everybody really wants to work from home two days, you know, blah, blah, blah.

或者你走到高層說，每個人都想在家工作兩天，諸如此類。

And then you just sort of stand there and you act like Switzerland, you're neutral.

然後你就站在那裡，裝出一副瑞士人的樣子，保持中立。

The really good manager, they are not just doing that.

真正優秀的經理人，他們不僅僅是這樣做的。

They are explaining both groups to each other and they're taking a stand.

他們正在向對方解釋這兩個群體，並表明立場。

I mean, the worst thing in the world is a fingerprintless manager.

我的意思是，世界上最糟糕的事情就是沒有指紋的經理。

Leave no sign of what you really believe, okay?

不要留下你真正相信什麼的痕跡，好嗎？

Everybody comes to resent that.

每個人都對此深惡痛絕。

You sort of agree with the last person in the room.

你有點同意房間裡最後一個人的觀點。

You've got to have conviction.

你必須有信念。

It may shorten your career in some places, but at least you stood on your principle and your reputation for integrity will follow you.

這可能會縮短你在某些地方的職業生涯，但至少你堅持了自己的原則，你的正直聲譽也會隨之而來。

People hate making hard calls because when you have put your name with the decision and then it bombs, your name's on it and nobody wants to be exposed to failure because generally people want to keep their jobs.

人們不喜歡做艱難的決定，因為當你把自己的名字寫在決定上，而決定卻失敗了，你的名字就會寫在上面，沒有人願意失敗，因為一般人都想保住自己的工作。

But you have to develop this, otherwise you will get a reputation for a person who cannot be a leader.

但你必須培養這種能力，否則你就會背上 "不能成為領導者 "的名聲。

You can't move an organization forward if you don't make decisions.

如果不做決定，就無法推動組織前進。

You have to decide about pricing, market segmentation, brand.

你必須決定定價、市場細分和品牌。

I mean, you just have to make one decision after another.

我的意思是，你必須做出一個又一個決定。

The hardest decisions, of course, are people decisions.

當然，最難的決定是人的決定。

Who goes into what job and what they actually do.

誰從事什麼工作，他們實際做什麼。

Don't get me started.

不要讓我開始。

That's very, very hard.

這是非常非常困難的。

But once you've failed a few times in business, you realize, oh, life will generally go on.

但是，一旦你在生意場上失敗過幾次，你就會意識到，哦，生活一般還是要繼續的。

And I'll be able to say to my team, "Look, we did that once. It didn't work. I own it. This is what I've learned."

這樣我就可以對我的團隊說，看，我們曾經這樣做過。沒有用。 我擁有它。 這就是我學到的。

And the respect you get for saying I made that mistake, I own it, this is what we learned is unbelievable.

如果你說，我犯了這個錯誤，我自己承擔，這就是我們學到的東西，那麼你所得到的尊重是令人難以置信的。

And I think you sort of have to do that once before you realize, oh, wow, that's actually so much more effective than actually not even being associated with the mistake.

我認為，你必須這樣做一次，然後才會意識到，哦，哇，這實際上比不與錯誤聯繫在一起要有效得多。

Everybody makes mistakes and once you sort of say, I made a mistake, I really learned from it, people are like, oh, I really respect that person.

每個人都會犯錯，一旦你說 "我犯了錯，但我真的從中吸取了教訓"，人們就會說 "哦，我真的很敬佩這個人"。

Sometimes I finish the semester teaching about managerial skills and about half the class is like, we're out.

有時，我講完一學期的管理技能課程後，班上一半的學生都說，我們不上了。

It's hard.

這很難。

It's very easy by comparison to be an individual contributor or to be, for instance, on a board where you're just big picture.

相比之下，要想成為個人貢獻者，或者在董事會中只做大局觀，是非常容易的。

Okay, those two different things are quite simple compared to what a manager has to do, which is both of those things at once.

好吧，這兩件不同的事情與管理者要做的事情相比非常簡單，因為管理者要同時做這兩件事情。

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