【中英双语】最好的管理者就是领导者，反之亦然

The Best Managers Are Leaders — and Vice Versa

像柏拉图这样的古典主义者曾经思考过领导者的各种品质，而尼科洛·马基雅维利（Niccolò Machiavelli）在写作中也曾经提到过领导者和管理者的不同之处。组织管理专家沃伦·本尼斯（Warren Bennis）在他漫长的职业生涯中，提出了以下著名的观点：

The difference between leaders and managers has long been debated. Classicists like Plato pondered about the various qualities of leaders and Niccolò Machiavelli wrote about how leaders and managers are different. Over his long career, organization guru Warren Bennis famously offered these observations: 

管理者关注的是底线；而领导者关注的是远方的地平线；

管理者提出的问题是关于怎么做以及什么时候做；而领导者提出的问题是：是什么和为什么；

管理者目光短浅，而领导者有长远的眼光。

The manager has his eye on the bottom line; the leader has his eye on the horizon. 

The manager asks how and when; the leader asks what and why. 

The manager has a short-range view; the leader has a long-range perspective. 

这一切都表明，领导者和管理者是不一样的人。但是，这种观点具有很强的误导性。正相反，我们应该希望每个人——无论是高管还是员工——能够在适当的时候发挥领导作用，在适当的时候发挥管理作用。

This all suggests that leaders and managers are different people. That view is misguided. Instead, we should want everyone — executives and employees — to lead when the time is right and manage when the time is right.

通常来说，有一些挑战要求我们展示出强大的领导技能，为团队提供方向；而另一些挑战则要求我们全力以赴，专注于执行。公司并非雇佣一部分员工来处理大局，而另一部分人则忙于细节；相反地，个人需要平衡这两种技能，把它们看作动词(领导和管理)，而不是名词(领导者和管理者)。

Often, one set of challenges requires us to display strong leadership skills to provide teams with direction, whereas another requires us to buckle down and focus on execution. Rather than companies hiring people to handle the big picture while others sweat the details, individuals need to balance both skillsets, thinking of them as verbs (lead and manage), not as nouns (leaders and managers).

实现这种平衡是一个组织所能做的最重要的事情。否则，处于组织顶层的“领导者”所制定的战略方向就无法顾及底层的运营细节的情况；而处于中间位置的“管理者”在执行任务时就会缺乏激励机制和战略眼光，或者会看不清楚进行反馈的恰当时机。

Achieving this balance is the most important thing an organization can do. Otherwise, “leaders” at the top of an organization set its direction with no sense of the operational details, and “managers” in the middle execute without inspiring, strategizing, or, when appropriate, pushing back.  

为了进一步探究这一观点，在过去的15年里，我用一个简单的类比询问了来自17个国家的1000多名高管，让他们填空：“领导力是____，就像管理是____一样。”

To explore this idea further, over the last 15 years, I queried over 1,000 C-suite executives from 17 countries with a simple analogy, asking them to fill in the blanks: “Leadership is to ____ as management is to ____.”  

在收集到的数千个类比中，我抽出很少一部分，但却很典型的样本，并把它们分为三类。我们就两个因素间的相互作用的关系经常做出一些假设，这些样本说明了这些假设：

Among the thousands of analogies produced, here is a small but typical sample organized into three categories. It illustrates the assumptions we often make about how one function interacts with the other: 

哲学:

主观的/客观的；情感/理性；软的/硬的；价值/事实；浪漫的/理智的；诗歌/散文；曲线的/直线的；浪漫主义/启蒙；艺术/科学；定性/定量；图片/颜色。

Philosophy: 

subjective/objective; emotion/reason; soft/hard; values/facts; romantic/rational; poetry/prose; curvilinear/linear; romanticism/enlightenment; art/science; qualitative/quantitative; picture/colors. 

行动:

战略/执行；改变/稳定；解释/分析；目的/计划；明天/今天；连续性/离散性；创作/实施；开创/惯性；火花/氧气；专利/生产；罗盘/GPS；架构/收缩；园林/园艺；指导/培训。

Action: 

strategy/operations; change/stability; interpretation/analysis; purpose/plan; tomorrow/today; continuous/discreet; compose/conduct; initiate/momentum; spark/oxygen; patent/production; compass/GPS; architecture/contracting; landscaping/gardening; coaching/training. 

关系:

灵感/动机；信徒/雇员；激情/付薪；发布/监督；改变/执行；人/地方；个人/情况；一个/多个；导师/员工；领导/遵循；冲刺/稳步；爱/喜欢。

Relationships:

 inspiration/motivation; disciples/employees; passion/pay; release/oversee; transform/perform; person/place; individual/situation; one/many; mentor/employee; lead/follow; sprint/pace; love/like. 

人们很容易接受这种二分法，并相应地调整角色的划分：领导者位于组织结构图的顶端，而管理者们位于中间。虽然我对类比中表现出来的领导和管理之间的区分没有异议，但问题在于，将这两种技能和风格划分为两种不同的角色，这一划分本身是否合理。首席执行官们同样需要管理，而不仅仅是领导。而中层“管理者”也需要领导技能。

It’s tempting to embrace these dichotomies and to adjust roles accordingly: Leaders are at the top of the org chart, and managers are in the middle. While I have no problem with the distinction between leadership and management that runs through the analogies, the problem comes from separating the two skills and styles into separate roles. CEOs need to manage, not just lead. Middle “managers” need the skills of leadership, too.  

本尼斯曾经说过：领导者们“做正确的事（do the right thing）”；而管理者“正确地做事（do the thing right）”。在这句引言中，对领导者和管理者的区分本身是有问题的：当然，我们可以对二者作出区分，但却不要认为它们是两种不同的工作。如果你做得不好，即使做正确的事情也做不出什么好处；同样，如果你做的事情本身是错的，即使你做的再好也没什么好处。成功的高管既会领导又会管理——他们不会忽视任何一个方面。

Bennis once said: Leaders “do the right thing;” managers “do the thing right.”  The problem with the leader/manager distinction is right there in that quote: It is fine to make the distinction, but don’t pretend they are two different jobs. Doing the right thing is no good if you do it poorly, just as doing the thing right is no good if you do the wrong thing. Successful executives lead and manage — they don’t delegate one or the other. 

为了帮助高管从领导者/管理者的心态转变为领导/管理的心态，并平衡这两种技能，我们在此提出以下几点建议：

To help executives shift from a leader/manager mindset to a lead/manage one and balance the two skillsets, here are a few suggestions: 

· 尽可能地利用每一种内部沟通渠道来表达这两种技能之间的平衡，包括在使命和愿景声明、公司的出版物、全公司范围内的电子邮件、公开声明和日常交谈中，等等。用简单而有效的语言来描述领导力和管理能力之间的重叠，以及平衡两者的重要性。向人们表明领导和管理是同样光荣的，每个人都有机会，以及每个人都应该密切参与这两者。

· Use every possible internal communication channel to express the idea of balance between these two skillsets, including in mission and vision statements, company publications, firm-wide emails, public statements, and casual conversation. Use simple but effective language to describe how leadership and management overlap and the importance of balancing both. Express how leading and managing are equally honorable, how there are times for each, and that everyone should closely identify with both. 

· 与最高管理层和其他管理人员就这一问题进行定期的对话沟通。公司可以通过集中的指导、培训和其他类型的支持来弥合技能方面的鸿沟。高管们常常认为，他们的工作就是专门负责领导。他们需要明白，管理过程可能需要他们暂时放弃领导权，让他们的下属掌握控制权。正是通过这种方式，员工的能力才能得到发展。交出控制权不是一种软弱的表现——这是一种通过展现信任来进行领导的行为。

· Create regular dialogue about the issue with C-suite executives and other officers. Close the fissures in skillsets through focused coaching, training, and other kinds of support. Executives often believe their job is exclusively to lead. They need to understand that managing a process may require surrendering leadership, allowing their reports to take the reins. That’s how employees are developed. It is not a sign of weakness to hand over control — it is an act of leading by trusting. 

· 让二者的平衡成为会议和绩效评估的话题。你可以询问你的团队成员，他们什么时候发挥了领导作用，什么时候发挥了管理作用，让他们给出与自己相关的例子。你需要让这些时刻变得重要起来，强调领导和管理之间的平衡是脆弱的，需要在组织的每个层面时刻保持警惕。

· Make it part of the conversation at meetings and during performance appraisals. Ask for examples of when your team members led, and when they managed. Make these moments matter, emphasizing that the balance between leadership and management is fragile and requires constant vigilance at every level of the organization. 

· 提供警示性的职业故事，用以说明在不同场合下领导力和管理能力何者更为优先的问题，并展示相应的后果。同样地，当两者协调一致时，你也可以讲述这些成功的故事。

· Offer cautionary professional stories that illustrate when either leadership or management was privileged above the other, and the consequences. Similarly, tell triumphant stories about success when the two were harmonized.  

· 向股东和客户们推广这一理念，提供机会让他们能够创造性地思考领导力-管理能力的关系及其在组织内外的价值。从华尔街到普通大众的股东们都需要明白，公司通过领导能力进行创新，但需要通过管理能力进行深思熟虑的工作。 

· Promote the idea to shareholders and clients, pressing an opportunity to think creatively about the leadership-management equation and its value inside and outside the organization. Shareholders from Wall Street to Main Street need to understand that the organization is innovating through leadership but doing it thoughtfully through management. 

· 向董事会解释领导和管理的职能区别，描述其中的关键因素，并指出需要保持警惕的方面，来赢得董事会的支持。董事会的支持对于使之成为公司文化的一部分至关重要。

· Explain the functional distinction of leadership and management to the board, describing the critical elements and noting the need for watchfulness to win its support. The board’s backing is crucial to making this part of the culture. 

美国西南航空公司已故的首席执行官詹姆斯•帕克（James Parker）就是一个很好的例子，他在9/11事件后接替了公司创始人赫伯•凯莱赫（Herb Kelleher）的职位。以下是他在回答“领导力是什么”这个问题时所说的话：

Southwest Airlines’ late CEO James Parker — who assumed the big shoes of founder Herb Kelleher in the wake of 9/11 — is a good example. Here’s how he responded to a question about what leadership is: 

“确定和沟通任务；就如何完成该任务提供指导；为人们提供适当的工具（信息、培训等等）；通过无私的奉献和对他人的尊重来激励和鼓舞他人；提供正面和负面的反馈，包括对人们所取得的成就的认可；最终，让人们有能力和权威完成任务，并充分相信他们会得到支持。”

Defining and communicating the mission; providing guidance as to how it might be accomplished; equipping people with the proper tools (information, training, etc.); motivating and inspiring through selfless dedication and respect for others; providing both positive and negative feedback, including recognition for achievement; and, ultimately, getting out of the way and giving people the ability and authority to accomplish the mission, with the full confidence they will be supported.

这是一个很好的描述，既包括了领导力的崇高价值（激励、使命），也包括了管理能力的本质（反馈、授权、培训）。成功的首席执行官们能够做到这种平衡，他们的公司和员工也因此而变得更好。“管理过度、领导不足”这句不为人知的话是千真万确的。但对于一些人来说，解决问题的办法并不是忽视细节，从而成为神圣的领导者。要达到平衡，既需要领导又需要管理。

That’s a great description that includes both the high-minded values of leadership (inspiration, mission) and the nitty gritty of management (feedback, delegation, training). Successful CEOs strike this balance, and their firms and employees are better off because of it. The unattributed phrase that organizations are “over-managed and under-led” is true enough. But the answer isn’t for some people to ascend above the details to the hallowed role of leader. It takes both leading and managing, charging and charged, to strike the balance. 

关键词：领导力

詹姆斯·R·贝利是乔治·华盛顿大学的教授。他著有五本书和50多篇学术论文，经常为《哈佛商业评论》等撰稿。

张振涛 | 译 周强 | 编校