TED英语演讲：什么样的领导是好领导
什么塑造出一个杰出的领袖?管理理论学家西蒙西·内克告诉我们，好的领袖是一个让他的员工有安全感，并让员工进入一个充满信任的圈子的人。但是创造信任与安全，尤其是在不平等的经济环境中，意味着承担巨大的责任。下面是小编为大家收集关于TED英语演讲：什么样的领导是好领导，欢迎借鉴参考。
什么样的领导是好领导
There's a man by the name of CaptainWilliam Swenson who recently was awarded the congressional Medal of Honor forhis actions on September 8, 2009.
大名鼎鼎的威廉·斯文森队长，他被国会授予荣誉奖章，因为他在2009 年 9 月 8 日的英勇行为。
On that day, a column of American andAfghan troops were making their way through a part of Afghanistan to helpprotect a group of government officials, a group of Afghan governmentofficials, who would be meeting with some local village elders.
在那一天，一支美国人和阿富汗人组成的部队正试图穿越阿富汗的一个地区，去支援保护一组政府官员，这组阿富汗政府官员将会会见当地长老们。
The column came under ambush, and wassurrounded on three sides, and amongst many other things, Captain Swenson wasrecognized for running into live fire to rescue the wounded and pull out thedead. One of the people he rescued was a sergeant, and he and a comrade weremaking their way to a medevac helicopter.
这支队伍不幸被埋伏了，被三方包围，在一片混乱中，只见斯文森队长冲入熊熊火焰，抢救伤员，拖回死者的尸体。其中一个被救者是一位中士，他和他的一位战友那时正在赶去一架医疗直升机的路上。
And what was remarkable about this day is,by sheer coincidence, one of the medevac medics happened to have a GoPro cameraon his helmet and captured the whole scene on camera. It shows Captain Swensonand his comrade bringing this wounded soldier who had received a gunshot to theneck. They put him in the helicopter, and then you see Captain Swenson bendover and give him a kiss before he turns around to rescue more.
这一天特别的是，非常巧，这一天一位医疗队员的头盔上正好装有GoPro的相机，而且捕捉了事件的整个过程。我们可以看到斯文森队长和他的队友带回这个颈部受枪伤的士兵。他们把伤员放入直升机，斯文森队长俯下身，给了他一个吻，然后又转身去救人。
I saw this, and I thought to myself, wheredo people like that come from? What is that? That is some deep, deep emotion,when you would want to do that.
我看到这时，我想那样的人来自哪里呢?那是什么?那是一种很深、很深的感情，才会让你想那么做。那里充满爱。我想知道为什么。
There's a love there, and I wanted to knowwhy is it that I don't have people that I work with like that? You know, in themilitary, they give medals to people who are willing to sacrifice themselves sothat others may gain. In business, we give bonuses to peoplewho are willing tosacrifice others so that we may gain. We have it backwards. Right?
和我一起工作的人没有像那样的?你知道，在军队里，奖章会颁给那些愿意牺牲自己成全他人的人。在商场中，我们把奖金给那些喜欢牺牲别人、成全自己的人。这正好相反，对不对?
So I asked myself, where do people likethis come from? And my initial conclusion was that they're just better people.That's why they're attracted to the military. These better people are attractedto this concept of service.
我问自己，像斯文森队长那样的人是怎么来的呢?我最初的结论是：他们只是更高尚的人。那也是他们愿意投身军队的原因。那些道德更高尚的人被这种服务精神的概念所吸引。
But that's completely wrong. What I learnedwas that it's the environment, and if you get the environment right, everysingle one of us has the capacity to do these remarkable things, and moreimportantly, others have that capacity too.
但这个想法完全错了，我发现真正的原因是环境，如果你进入了正确的环境，我们每一个人都有能力做出这些了不起的事情，更重要的是，别人也有那样的能力。
I've had the great honor of getting to meetsome of these, who we would call heroes, who have put themselves and put theirlives at risk to save others, and I asked them, "Why would you do it? Whydid you do it?" And they all say the same thing: "Because they wouldhave done it for me." It's this deep sense of trust and cooperation.
我曾非常有幸地与那些被我们称为英雄的人会面，他们不顾自己的生命安危去救助他人，我问他们，“你们为什么要这样做?为什么会这样做?“他们都说了同样的话：“因为他们也会为我这么做。”这是深深的信任和合作。
So trust and cooperation are reallyimportant here. The problem with concepts of trust and cooperation is that theyare feelings, they are not instructions. I can't simply say to you, "Trustme," and you will. I can't simply instruct two people to cooperate, and theywill.It's not how it works. It's a feeling.
所以信任和合作是非常重要的。问题是，信任与合作是种感觉，而不是指示。我不能直接对你说，“信任我”，你就信任我了。我不能直接指示两个人去合作，然后他们就合作了。不可能是这样的。这是一种感觉。
So where does that feeling come from? Ifyou go back 50,000 years to the Paleolithic era, to the early days of Homosapiens, what we find is that the world was filled with danger, all of theseforces working very, very hard to kill us. Nothing personal. Whether it was theweather, lack of resources, maybe a saber-toothed tiger, all of these thingsworking to reduce our lifespan.
到底这种感觉从何而来?如果你往回倒推5万年，回到旧石器时代，到智人生活的早期，我们会发现世界充满了危险，所有的力量都在努力要杀死我们。没有什么是只与个人有关的，无论是天气、资源匮乏、或是牙齿锋利的老虎，所有这些东西都在缩短人的寿命。
And so we evolved into social animals,where we lived together and worked together in what I call a circle of safety,inside the tribe,where we felt like we belonged. And when we felt safe amongstour own, the natural reaction was trust and cooperation.
于是，我们发展成为群居动物，在部落里，我们一起生活与工作，我把这个叫做安全圈，我们在那里有归属感。当我们在同伴中感到安全时，自然的反应便是信任与合作。
There are inherent benefits to this. Itmeans I can fall asleep at night and trust that someone from within my tribewill watch for danger. If we don't trust each other, if I don't trust you, thatmeans you won't watch for danger. Bad system of survival.
这带来了根本的益处，意味着我可以晚上睡着觉，相信部落里有人在提防危险。如果我们不互相信任，如果我不相信你，那就意味着你不会为别人留心危险。不好的幸存系统
The modern day is exactly the same thing.The world is filled with danger, things that are trying to frustrate our livesor reduce our success, reduce our opportunity for success. It could be the upsand downs in the economy, the uncertainty of the stock market. It could be anew technology that rendersyour business model obsolete overnight.
完全就像现代社会这样。世界充满了危险，那些试图挫败我们、阻挠我们成功的事，减少了我们成功的机会。这可以是经济的波动，证券市场的漂移不定;也可能是高新科技使你的商业模式顷刻过时;
Or it could be your competition that issometimes trying to kill you. It's sometimes trying to put you out of business,but at the very minimum is working hard to frustrate your growth and steal yourbusiness from you. We have no control over these forces. These are a constant,and they're not going away.
或者是试图压垮你的竞争，有时它试图将你赶出市场，至少会尽可能地阻止你的增长，并将你的生意偷走。我们对这些力量无能为力。它们是常态，不会从身边消失。
The only variable are the conditions insidethe organization, and that's where leadership matters,because it's the leaderthat sets the tone. When a leader makes the choice to put the safety and livesof the people inside the organization first, to sacrifice their comforts andsacrifice the tangible results, so that the people remain and feel safe andfeel like they belong, remarkable things happen.
唯一的变量就是组织内部的情况，这也是领导力起作用的地方，因为是领袖决定了整体风气。当领袖决定将团队成员的生命安全放在第一位，即便牺牲舒适和有形的资产也要保证安全，这样大家就会留下来，并且有安全感和归属感，这样奇迹也就会发生。
I was flying on a trip, and I was witnessto an incident where a passenger attempted to board before their number wascalled, and I watched the gate agent treat this man like he had broken the law,like a criminal. He was yelled at for attempting to board one group too soon.So I said something. I said, "Why do you have treat us like cattle? Whycan't you treat us like human beings?" And this is exactly what she saidto me.
我曾乘飞机旅行，看到这样一个事件，一位乘客想 提前登机，我看到门卫对待这个人像对待一个违法的罪犯。因为想提前登机，那个人被大声斥责。我于是说了些话。我说：“你为什么把我们当作牛来对待?你不能像对待人一样对待我们吗?”这是她回答我的原话。
She said, "Sir, if I don't follow therules, I could get in trouble or lose my job." All she was telling me isthat she doesn't feel safe. All she was telling me is that she doesn't trusther leaders. The reason we like flying Southwest Airlines is not because theynecessarily hire better people. It's because they don't fear their leaders.
她说：“先生，如果我不遵守规则，我会陷入麻烦甚至丢掉工作。”所有她告诉我的都表明了她缺乏安全感。所有她表达的话都说明了她不信任她的上司。我们喜欢乘坐西南航空不是因为它有更好的雇员，而是因为它的雇员不畏惧上司。
You see, if the conditions are wrong, weare forced to expend our own time and energy to protect ourselves from eachother, and that inherently weakens the organization. When we feel safe insidethe organization, we will naturally combine our talents and our strengths andwork tirelessly to face the dangers outside and seize the opportunities.
你看，当情况不对的时候，我们被迫花费时间和能量去保护我们自己，这从本质上削弱了一个组织。当我们在组织内部有安全感时，我们会自然地结合我们的特长和力量，并不知劳累地去面对外面的危险，同时抓住机会。
The closest analogy I can give to what agreat leader is, is like being a parent. If you think about what being a greatparent is, what do you want? What makes a great parent? We want to give ourchild opportunities, education, discipline them when necessary, all so thatthey can grow up and achieve morethan we could for ourselves.
关于一个好领袖是什么样的，我可以给出的最贴切的类比就是家长。如果你想想一个好家长是什么样的，你想要什么?什么会塑造一个好家长?我们想给我们的孩子机会，教育，并在必要时训诫他们，所有这一切都是为了他们可以长大，并且比我们更有成就。
Great leaders want exactly the same thing.They want to provide their people opportunity, education, discipline whennecessary, build their self-confidence, give them the opportunity to try andfail, all so that they could achieve more than we could ever imagine forourselves.
伟大的领袖也是这样的。他们想为团队成员提供机会、 教育，以及必要的训诫，帮助他们建立自信，给他们尝试和犯错的机会，为了他们可以获得超出我们想象的成就。
Charlie Kim, who's the CEO of a companycalled Next Jump in New York City, a tech company, he makes the point that ifyou had hard times in your family, would you ever consider laying off one ofyour children? We would never do it. Then why do we consider laying off peopleinside our organization?Charlie implemented a policy of lifetime employment.
查理·金，纽约一家叫做Next Jump的科技公司的CEO，他指出，如果你的家庭遇到困难，你会考虑牺牲你自己的一个孩子吗? 我们绝不会这样做。但为什么我们要考虑在我们的组织中裁员呢?查理采用了终生雇佣制度。
If you get a job at Next Jump, you cannotget fired for performance issues. In fact, if you have issues, they will coachyou and they will give you support, just like we would with one of our childrenwho happens to come home with a C from school. It's the complete opposite.
如果你在Next Jump获得了工作，你不会因为表现不好被开除。实际上，如果你有问题，他们会训练你，并给你支持，就像我们对待带着一个等级C回家的孩子一样。这是完全不同的方式。
This is the reason so many people have sucha visceral hatred, anger, at some of these banking CEOswith theirdisproportionate salaries and bonus structures. It's not the numbers. It's thatthey have violated the very definition of leadership.
这也是为什么许多人拿着微薄的工资和奖金对一些银行的CEO有发自内心的仇恨和愤怒。这不是因为薪水的多少，而是因为他们亵渎了领袖的定义。
They have violated this deep-seated socialcontract. We know that they allowed their people to be sacrificed so they couldprotect their own interests, or worse, they sacrificed their people to protecttheir own interests.
他们违反了这根深蒂固的社会契约。他们会让组织成员做牺牲，以保全他们自己的利益，甚至更糟的是他们会牺牲组织成员，去保护他们自己的利益。
This is what so offends us, not thenumbers. Would anybody be offended if we gave a $150 million bonus to Gandhi?How about a $250 million bonus to Mother Teresa? Do we have an issue with that?None at all. None at all. Great leaders would never sacrifice the people tosave the numbers. They would sooner sacrifice the numbers to save the people.
这是让我们感到被冒犯的原因，不是薪水。会有人因为我们给甘地 1.5 亿美元的奖金而觉得被冒犯么?会有人因为给特蕾莎修女2.5亿美元的奖金被激怒么?我们会对这感到不愉快么?绝对不会。绝对不会。伟大的领袖绝不会牺牲人民去拯救数字。他们会立即牺牲数字去拯救人民。
Bob Chapman, who runs a large manufacturingcompany in the Midwest called Barry-Wehmiller, in 2008 was hit very hard by therecession, and they lost 30 percent of their orders overnight. Now in a largemanufacturing company, this is a big deal, and they could no longer affordtheir labor pool. They needed to save 10 million dollars.
鲍勃·查普曼，在中东经营 一家大型生产工厂，叫Barry-Wehmiller，2008年受经济萧条严重的打击，他们一夜间丧失30% 的订单。对于一个大的生产公司来说，这是非常严重的，他们不再有能力支付人员工资，他们需要省出 1000 万美元。
So, like so many companies today, the boardgot together and discussed layoffs. And Bob refused. You see, Bob doesn'tbelieve in head counts. Bob believes in heart counts, and it's much moredifficult to simply reduce the heart count. And so they came up with a furloughprogram.
因此，像许多现在的公司一样，董事会集中并开始商讨裁员。但是鲍勃拒绝了。你们看，鲍勃不相信人头数，鲍勃相信人心数，简单地去减少人心数更困难的。所以他们想出了度假项目。
Every employee, from secretary to CEO, wasrequired to take four weeks of unpaid vacation. They could take it any timethey wanted, and they did not have to take it consecutively. But it was how Bobannounced the program that mattered so much.
所有的雇员，无论是秘书还是CEO，被要求接受一个4周的无薪假期。他们可以选择任意时间，而且他们不需要一次性用完假期。鲍勃是这样宣布这个重要的项目的。
He said, it's better that we should allsuffer a little than any of us should have to suffer a lot, and morale went up.They saved 20 million dollars, and most importantly, as would be expected, whenthe people feel safe and protected by the leadership in the organization, thenatural reaction is to trust and cooperate.
他说，我们大家都牺牲一点，比完全牺牲我们其中的任何人，要好得多。员工的斗志上来了。他们省下了 2 千万美元，最重要的，也在预料之中的是，当人们感到安全，感到被领导力保护的时候，人们自然的反应就是信任与合作。
And quite spontaneously, nobodyexpected,people started trading with each other. Those who could afford it morewould trade with those who could afford it less. People would take five weeksso that somebody else only had to take three.
超出大家预想的，人们开始自发地互相帮助。那些能够承担多一些无薪假期的人，向无力承担的人购买假期。有些人愿意休五周的假，这样一来别人就只需要休三周的假。
Leadership is a choice. It is not a rank. Iknow many people at the seniormost levels of organizations who are absolutelynot leaders. They are authorities, and we do what they say because they haveauthority over us, but we would not follow them. And I know many people who areat the bottoms of organizationswho have no authority and they are absolutelyleaders, and this is because they have chosen to look afterthe person to theleft of them, and they have chosen to look after the person to the right ofthem. This is what a leader is.
领导力力是一种选择，不是等级。我认识很多组织的最高领导层，但他们绝对不算领袖。他们是权威，而我们按他们所说的做，是因为他们有高于我们的权限，但是我们不愿追随他们。我认识许多人在企业底层没有任何权威，但他们是真正的领袖，因为他们关照他们左边的人，也关照他们右边的人，这才是真正的领袖。
I heard a story of some Marines who wereout in theater, and as is the Marine custom, the officer ate last,and he lethis men eat first, and when they were done, there was no food left for him. Andwhen they went back out in the field, his men brought him some of their food sothat he may eat, because that's what happens. We call them leaders because theygo first.
我听说过一个故事，一些海军陆战队员外出在一家影院里，他们穿着军服，那个军官让队员们先吃，他最后一个吃，当队员们吃完后，已没有食物留给他。当他们回到营地，他的士兵们拿出一些自己的食物，让他们的军官吃，因为这样的事常发生。
We call them leaders because they take therisk before anybody else does. We call them leaders because they will choose tosacrifice so that their people may be safe and protected and so their peoplemay gain, and when we do, the natural responseis that our people will sacrificefor us.
我们称他们为领袖，因为他们总是身先士卒。我们称他们为领袖，因为他们总是第一个承担风险。我们称他们为领袖，因为他们会选择奉献自己来保护他的人民的安全，让他的人民获益。而当我们这样做时，很自然的结果是，我们的人民会为我们做出牺牲。
They will give us their blood and sweat andtears to see that their leader's vision comes to life, and when we ask them,"Why would you do that? Why would you give your blood and sweat and tearsfor that person?" they all say the same thing: "Because they wouldhave done it for me." And isn't that the organization we would all like towork in?Thank you very much.
他们会献出他们的血汗和欢笑、泪水，为了看到他们领袖的愿景变为现实，当我问他们，“你们为什么会那样做?为什么你们会献出你们的血汗和欢笑、泪水给那个人?”他们都给出了同样的回答：“因为他们也会这样为我做的。”难道这不是我们都想在其中工作的组织么?非常感谢。
《什么样的领导是好领导》观后感
汽车之家的创始人李想说：“大多数成熟的大型企业里，每10个人里有8个人是不做事的(协调、内耗、开会等)，只有2个人在做事，出业绩。一个好的老板，会阻拦8个不做事的不要给做事的捣乱，差的老板则会选择和稀泥。”
我大体是支持李想的说法，尤其是前半句;对于后半句我有如下补充。
1.三个和尚没水吃的根源在于方丈不懂head account和组织机构优化。
2.管理者容忍能力不足、执行力不够的员工，是对认真干活的精英员工劳动成果的藐视及不尊重，是造成劣币驱逐良币的根本原因。最可怕的是一种趋势一旦形成，错误的企业价值DNA一旦种下，逆转的代价惊人，甚至无法逆转。
3.想要员工忠诚地为你卖命，先拿出自己的诚意。对，说的就是合理的有竞争力的薪资，做正确的事业的充分授权。
4.不要幻想自己是全能骑士，也不要因为怕被精英员工替代而放弃寻找比自己优秀的人才。用别人实战的优势演绎来弥补自己的短板，绝对比各类专业书籍更快、更好。PS更给人带来兴奋感的是做正确的事本身，而不是职级本身。
啥，为什么都是管理者的错?因为他们拿着最大的收益，拥有最高的权利，干着自己理想中的事业，那就必须承担更多的责任，更大的风险，接受更多的审视和批判。妄想用那点儿工资找员工当替罪羊的管理者，还是赶紧回炉重造积攒人品能让企业成功来得更快些!
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