Chapter 28 - Leading with Love

第28章，用爱领导。

Chapter 28, Leading with Love.

肯·布兰查德，《纽约时报》畅销书作家，肯·布兰查德公司的首席精神官。

Ken Blanchard, New York Times bestselling author and chief spiritual officer of the Ken Blanchard Companies.

我这一生有过很多老板，但没有一个能比得上唐。

I've had many bosses in my life, but none compares with Don.

几年前，我被聘到一家公司工作，他是那里的首席执行官。

Several years ago, I was hired to work at a company where he served as CEO.

我第一天到的时候，就开始听到关于唐的传闻。

When I arrived my first day, I began to hear rumors about Don.

他就像神话里的人物，能让人心情变好，也能平息烦恼。

He was like a mythical creature who brightened days and quelled frustration.

每当谈话中提到他的名字，总会有人从房间那头喊出来：唐？

When his name came up in conversation, someone would inevitably shout from across the room, Don?

哦，我们都爱唐。

Oh, we love Don.

他确实受人爱戴，而且当之无愧。

And he was loved, deservedly.

唐是关系型领导的典范，他从不忘记别人的名字，也很少忘记别人的生日。

The epitome of a relational leader, Don never forgot a name and rarely a birthday.

他脸上总是挂着笑容，而且虽然现在可能不太合适，但他以前经常拥抱员工。

He smiled perpetually, and though he would not be able to get away with it today, he'd often hug his employees.

唐通过言语和放权的方式，让大家感受到他相信他们。

Don reminded others that he believed in them, both by his comments and by the way he gave away authority.

如果有人遇到困难，他会在午餐时倾听，而且常常在谈话结束时和对方一起祈祷。

He'd lend an ear over lunch if someone was going through a tough spell, and he'd often end the conversation by praying with the person.

他的善良和慷慨让员工对他忠心耿耿，大家都愿意在需要时多付出努力或加班。

His kindness and generosity created a fierce loyalty among his employees, such that everyone would put in extra effort or hours if needed.

在一些办公室，高层会被警告不要和员工走得太近。

In some offices, higher ups are warned not to get too close to their employees.

但唐的理念不是这样。

That wasn't Don's philosophy.

他认为领导者应该重视人，而不是他们担任的职位。

He believed that leaders should value people, not the positions they fill.

他邀请员工到他家，也让他们走进他的生活。

He invited employees into his home and into his life.

唐很少解雇人。

Don rarely fired anyone.

相反，他通过帮助人们意识到自己不适合，让他们自己选择离开。

Instead, he let people fire themselves by helping them realize that they weren't a good fit.

当他发现某个员工不适合当前岗位时，唐会先帮他找到别处的工作，然后再让他走。

When he recognized that an employee didn't belong in his current role, Don was known to help him find another job somewhere else before he let him go.

他是一位真正的服务型领导者，总是努力做出正确的决定，即使这些决定不是最赚钱的。

A true servant leader, he always tried to make right decisions even if they weren't the most profitable.

如今，唐经营着一家养老公司，而我搬到了很远的地方，但我们仍然经常通话。

Today, Don runs an assisted living company, and I've moved far away, but we still manage to talk often.

每当我陷入悲痛时，我都会拨打唐的电话。

When I have been plunged into grief, I've dialed Don's number.

他毫不迟疑地会好好哭一场。

He doesn't hesitate to have a good cry.

员工和老板之间能保持这样的关系并不常见，尤其是过了这么久之后。

It's not often that employees maintain such a relationship with their bosses, especially after so much time has passed.

我很难放下一个不仅懂得如何领导，还懂得如何去爱的人。

I found it difficult to let go of a man who knows not only how to lead, but also how to love.

肯·布兰查德深知像唐那样领导的价值。

Ken Blanchard knows the value of leading like Don.

拥有康奈尔大学的博士学位，而且大峡谷大学商学院以他的名字命名，你可能会以为肯是个专横霸道的人。

With a PhD from Cornell University and the Grand Canyon University Business School named after him, you might expect Ken to be a domineering bulldozer.

但他完全不是那样。

He couldn't be further from that.

他是30多本畅销书的作者或合著者，包括《一分钟经理人》和《用爱领导》，也是肯·布兰查德公司的联合创始人和首席精神官。

The author or coauthor of more than 30 bestselling books, including the one minute manager and leading with love, he is the cofounder and chief spiritual officer of the Ken Blanchard Companies.

我想不出还有谁更适合回答这个关于影响者如何爱他们所领导的人的问题。

I couldn't think of anyone better suited for a question on how influencers can love those they lead.

肯·科尔曼。

Ken Coleman.

领导者如何真正地爱他们所领导的人？

How do leaders develop an authentic love for people they are leading?

肯·布兰查德。

Ken Blanchard.

在肯·布兰查德公司，我们的四大核心价值观是：第一，道德行为；第二，人际关系；第三，成功；第四，学习。

At the Ken Blanchard Companies, our four rank values are one, ethical behavior, two, relationships, three, success, and four, learning.

为什么人际关系对我们如此重要，以至于我们把它排在成功之前？

Why are relationships so important to us that we rank them ahead of success?

因为如果没有致力于与员工和客户建立良好的人际关系，我们知道我们不会成功。

Because without a commitment to building quality relationships with our people and our customers, we know we wouldn't be successful.

我们认为，人际关系和成果对于一个组织的长期生存都至关重要。

We feel that both relationships and results are critical for the long term survival of an organization.

学会爱你的员工并不复杂。

There's nothing complicated about learning to love your people.

其实就是花时间去了解他们的个人情况。

It's just a matter of taking the time to get to know them on a personal level.

多年来，很多商界人士都抱着一种传统的军事化态度，实际上就是说，别跟你的直接下属走得太近。

Through the years, many business people have had a traditional military attitude that says, in effect, don't get close to your direct reports.

如果你对员工有感情上的牵挂，你就没法做出艰难的决定。

You can't make hard decisions if you have an emotional attachment to your people.

但我们发现事实恰恰相反。

We have found the opposite to be true.

正是领导与员工之间那种相互的爱、信任和关怀，让我们的公司渡过了一些艰难时期。

It's having that reciprocal love, trust, and caring between leadership and employees that has brought our company through some tough times.

当你的员工知道你真心关心他们时，他们会努力工作，甚至在必要时做出牺牲，帮你实现你的愿景。

When your employees know you truly care about them, they will work hard, even make sacrifices if necessary to help you achieve your vision.

领导者了解每个直接下属的最好方法之一，就是定期安排一对一的会谈。

One of the best ways for leaders to get to know each of their direct reports is to schedule regular one on one meetings.

这些会谈至少每两周一次，每次持续十五到三十分钟。

These meetings occur a minimum of once every two weeks and last between fifteen and thirty minutes.

会议是由领导安排的，但议程由直接下属来定。

The meetings are scheduled by the leader, but the direct report comes up with the agenda.

这样员工就有机会跟经理聊任何他们想聊的事情。

This gives employees an opportunity to talk to their managers about anything they wish.

这是他们的会议。

It's their meeting.

这些会议的主要目的是让经理和直接下属像普通人一样互相了解。

The primary purpose of these meetings is for managers in direct reports to get to know each other as human beings.

一对一会议不仅能加深绩效评估的效果，还能促进真诚的关系，提高员工的参与度。

One on one meetings not only deepen the power of any performance review process, they also foster genuine relationships as well as a higher level of employee engagement.

当然，不是每个人都适合每个组织。

Of course, not everyone is a perfect fit for every organization.

如果在了解直接下属的过程中，你开始怀疑这个人真的不适合你们组织的文化和价值观，该怎么办？

What should you do if in the process of getting to know a direct report, you begin to suspect that the person is a real mismatch for your organizational culture and values?

那就提出来。

Bring it up.

把你的顾虑说出来，看看对方是不是愿意在思想和行为上做出改变。

Discuss your concerns and get a feel for whether or not the person is interested in a shift in thinking and behavior.

如果员工确实想通了，双方也能磨合好，那跟公司建立起深厚的感情纽带，自然是再好不过。

If the employee does come around and this works out to be another love connection with the organization, all the better.

但如果很明显对方根本不会改变，那你可能就得听听嘉实多CEO加里·里奇的建议了，干脆放人走，让竞争对手去用他。

But if it becomes obvious that no change is forthcoming, you may need to do what Gary Ridge, CEO of w d forty company suggests, share that person with the competition.

有人曾经问我妻子玛吉，你跟肯结婚都快五十年了。

Someone once asked my wife, Margie, you've been married to Ken for almost fifty years.

你觉得领导力的核心是什么？

What do you think leadership is all about?

玛吉说过，领导力不是关于爱。

Margie said, leadership is not about love.

其实，它就是爱。

It is love.

是热爱你的使命。

It's loving your mission.

就是爱你的客户。

It's loving your customers.

就是爱你的人，而且爱自己爱到愿意退到一边，让别人也能发光发亮。

It's loving your people, and it's loving yourself enough to get out of the way so other people can be magnificent.

我完全同意。

I couldn't agree more.

带着爱去领导，是同时获得好业绩和员工满意度的最佳方式。

Leading with love is the best way to get great results and human satisfaction at the same time.

领导者花了很多时间想赢得团队的尊重，但花在培养感情上的时间却不够。

Leaders spend a lot of time trying to gain their team's respect, but not enough time developing their affections.

滋养情感并不容易，员工需要被用心去争取。

Nourishing emotions is not easy, and employees have to be intentionally pursued.

领导者应该努力记住别人的生日和纪念日，还要记住他们害怕什么、渴望什么、什么能让他们充满活力。

Leaders should strive to remember others' birthdays and anniversaries as well as what they fear, crave, and are energized by.

一年当中，他们应该安排一些静修和外出活动，在这些场合不谈工作，迫使团队成员互相了解。

Throughout the year, they should plan retreats and outings where office talk is off limits and team members are forced to get to know one another.

爱是你想染上的那种病，而且它会传染。

Love is the disease you want to catch, and it is contagious.

如果你和团队建立了充满爱的关系，这种爱会蔓延到整个组织。

If you develop a loving relationship with your team, it will spread throughout the organization.

正如玛吉·布兰查德所说，员工会开始热爱公司、热爱使命、热爱他们所做的工作。

As Margie Blanchard says, employees will begin to love the company and love the mission and love the work they do.

当然。

Sure.

这会确保你从员工那里得到最好的成果。

It will ensure that you will receive the best results from your people.

但更重要的是，它会创造一个环境，让你的团队见到你时和你见到他们一样兴奋。

But more important, it will create an environment in which your team is as excited to see you as you are to see them.