TED@BCG San Francisco
Roselinde Torres: What it takes to be a great leader
羅斯林德．托瑞斯 (Roselinde Torres): 成為領袖的關鍵
Filmed:
Readability: 4.9
5,182,265 views
現今市面上有許多領袖課程可供選擇，從一日工作坊到合作訓練課程...甚麼都有。不過大多數的訓練其實都不太管用。在這場清晰、率直的演說中，羅斯林德．托瑞斯分享了 25 年來在工作中觀察真正的傑出領袖特質，以及公司主管為了未來能成長茁壯所需提出的三個簡單卻又關鍵的問題。
Roselinde Torres - Leadership expert
BCG's Roselinde Torres studies what makes great leaders tick -- and figures out how to teach others the same skills. Full bio
BCG's Roselinde Torres studies what makes great leaders tick -- and figures out how to teach others the same skills. Full bio
Double-click the English transcript below to play the video.
00:13
What makes a great leader today?
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是什麼造就了當代的卓越領袖？
00:17
Many of us carry this image
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很多人腦海裡浮現的是
00:19
of this all-knowing superhero
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無所不知的超人
00:23
who stands and commands
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立場中立、指揮、
00:25
and protects his followers.
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保護他的擁護者。
00:29
But that's kind of an image from another time,
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但那是過去某段時間塑造出的形象，
00:33
and what's also outdated
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而且領袖培訓計畫
早已過時，
00:35
are the leadership development programs
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00:38
that are based on success models
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因為那是出自於
過去世界的成功典範，
過去世界的成功典範，
00:40
for a world that was, not a world that is
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而非出自現在的世界，
或未來的世界。
00:44
or that is coming.
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00:46
We conducted a study of 4,000 companies,
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我們針對四千家公司做了一項研究，
00:51
and we asked them, let's see the effectiveness
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我們要求他們，讓我們看看
00:54
of your leadership development programs.
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貴公司領袖培訓計畫的效益。
00:56
Fifty-eight percent of the companies
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58% 的公司
00:59
cited significant talent gaps
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提到重要的領導階級
01:01
for critical leadership roles.
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有很大的人才斷層。
01:03
That means that despite
corporate training programs,
corporate training programs,
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那意謂著僅管公司有培訓計畫、
01:07
off-sites, assessments, coaching, all of these things,
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遠距、評估、訓練，所有的這些事，
01:11
more than half the companies
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半數以上的公司
01:13
had failed to grow enough great leaders.
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都沒能培養足夠的領袖。
01:18
You may be asking yourself,
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你也許會自問
01:20
is my company helping me to prepare
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我的公司有協助我準備
01:23
to be a great 21st-century leader?
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成為 21 世紀的傑出領袖嗎？
01:26
The odds are, probably not.
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很可能是：沒有。
01:29
Now, I've spent 25 years of my professional life
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至今，我花了 25 年的職業生涯
01:34
observing what makes great leaders.
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觀察成為傑出領袖的因素。
01:37
I've worked inside Fortune 500 companies,
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我在財富 500 強公司裡工作，
01:39
I've advised over 200 CEOs,
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提供超過 200 名執行長建議，
01:42
and I've cultivated more leadership pipelines
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建立的領導補給線
01:44
than you can imagine.
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比你想像中的還多。
01:47
But a few years ago, I noticed a disturbing trend
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但是幾年前，我注意到
一種讓人困擾的趨勢
一種讓人困擾的趨勢
01:51
in leadership preparation.
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出現在領袖培訓養成中，
01:54
I noticed that, despite all the efforts,
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我注意到，即使做了所有的努力，
01:58
there were familiar stories that kept resurfacing
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類似的故事不斷再次上演
02:01
about individuals.
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在個人身上。
02:03
One story was about Chris,
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有一個關於克里斯的故事，
02:06
a high-potential, superstar leader
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他是有高潛力的巨星形領袖，
02:09
who moves to a new unit and fails,
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調到新的單位之後卻失敗了，
02:12
destroying unrecoverable value.
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摧毀無法挽回的價值。
02:15
And then there were stories like Sidney, the CEO,
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還有一些像是執行長悉妮的故事，
02:19
who was so frustrated
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悉妮很挫折，
02:20
because her company is cited
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因為她的公司被表揚為
02:22
as a best company for leaders,
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擁有最佳領袖的企業，
02:25
but only one of the top 50 leaders is equipped
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但是 50 名頂尖領袖中，
只有一位有能力
只有一位有能力
02:29
to lead their crucial initiatives.
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帶領他們的重要領導會議。
02:31
And then there were stories
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因此有許多故事
02:33
like the senior leadership team
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像是生意轟動一時的
02:36
of a once-thriving business
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資深領導力團隊，
02:38
that's surprised by a market shift,
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他們訝異於市場轉變，
02:41
finds itself having to force the company
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讓他們必須強迫將公司規模
02:44
to reduce its size in half
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縮減為一半，
02:46
or go out of business.
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或是結束營業。
02:49
Now, these recurring stories
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而這些一再重覆發生的故事
02:52
cause me to ask two questions.
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讓我開始思考兩個問題。
02:54
Why are the leadership gaps widening
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為什麼領袖的斷層會擴大，
02:57
when there's so much more investment
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即使投資更多
02:59
in leadership development?
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在培養領導力上？
03:01
And what are the great leaders doing
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傑出領袖在激勵和培養上的
03:04
distinctly different to thrive and grow?
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哪些作為顯然不同？
03:08
One of the things that I did,
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我做的其中一件事，
03:11
I was so consumed by these questions
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我很著迷於這些問題，
03:13
and also frustrated by those stories,
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但這些故事也讓我深感挫折，
03:16
that I left my job
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因此我離職了，
03:19
so that I could study this full time,
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如此一來我就能全心研究，
03:21
and I took a year to travel
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而且我花了一年時間走訪
03:24
to different parts of the world
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世界各地，
03:26
to learn about effective and ineffective
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了解有效與無效的
03:28
leadership practices in companies,
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領導力實踐，在企業、
03:31
countries and nonprofit organizations.
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國家和非營利組織之中。
03:34
And so I did things like travel to South Africa,
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因此我也去探訪了南非，
03:38
where I had an opportunity to understand
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在那裡我就有機會能了解
03:41
how Nelson Mandela was ahead of his time
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曼德拉過去如何
03:43
in anticipating and navigating
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預期和探索
03:45
his political, social and economic context.
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他的政治、社會和經濟脈絡。
03:48
I also met a number of nonprofit leaders
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我也和一些非營利組織的領袖見面，
03:51
who, despite very limited financial resources,
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儘管他們擁有的經濟資源很有限，
03:55
were making a huge impact in the world,
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對世界仍造成很大的影響，
03:58
often bringing together seeming adversaries.
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也經常將看似敵對的人們聚在一起。
04:02
And I spent countless hours in presidential libraries
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我花了無數時間在各個總統的圖書館，
04:07
trying to understand how the environment
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試圖了解環境是如何
04:10
had shaped the leaders,
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引導、改變領袖，
04:11
the moves that they made,
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他們採取的舉動，
04:12
and then the impact of those moves
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以及那些舉動
04:14
beyond their tenure.
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在他們任期之後的影響。
04:17
And then, when I returned to work full time,
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之後當我回到全職工作，
04:20
in this role, I joined with wonderful colleagues
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在這個職務上，我加入許多優秀的同事，
04:23
who were also interested in these questions.
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他們對這些問題也很好奇。
04:27
Now, from all this, I distilled
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從這之中，我分析出
04:30
the characteristics of leaders who are thriving
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活躍領袖的特質，
04:34
and what they do differently,
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以及他們做了什麼不同的事，
04:35
and then I also distilled
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後來我也分析了
04:38
the preparation practices that enable people
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能促使人們發展潛力的
04:41
to grow to their potential.
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預先準備。
04:43
I want to share some of those with you now.
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我想和大家分享一部分。
04:45
("What makes a great leader in the 21st century?")
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（「是什麼造就了 21 世紀的卓越領袖？」）
04:47
In a 21st-century world, which is more global,
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21 世紀的世界更為國際化、
04:51
digitally enabled and transparent,
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數位化，且透明化，
04:53
with faster speeds of information
flow and innovation,
flow and innovation,
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以更快的資訊流通和革新速度，
04:57
and where nothing big gets done
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所有的大事要完成都必須
04:59
without some kind of a complex matrix,
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有某種複雜的矩陣，
05:02
relying on traditional development practices
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仰賴傳統發展的實務操作
05:06
will stunt your growth as a leader.
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將會阻礙身為領袖的你。
05:09
In fact, traditional assessments
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事實上，傳統的評估
05:11
like narrow 360 surveys or
outdated performance criteria
outdated performance criteria
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像是縮減 360 度調查，
或是過時的執行標準
或是過時的執行標準
05:16
will give you false positives,
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會讓你有錯誤的實例，
05:18
lulling you into thinking that you are more prepared
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讓你誤以為自己比實際上
05:21
than you really are.
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準備得更好。
05:23
Leadership in the 21st century is defined
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21 世紀的領導力以三個問題
05:27
and evidenced by three questions.
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來定義與證明。
05:30
Where are you looking
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你期待自己
05:32
to anticipate the next change
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下一個商業模式或人生的轉變
05:35
to your business model or your life?
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在哪裡？
05:38
The answer to this question is on your calendar.
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這個問題的答案在你的日曆上。
05:43
Who are you spending time with? On what topics?
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你都花時間和誰在一起？做什麼事？
05:47
Where are you traveling? What are you reading?
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你去哪裡旅行？你讀什麼？
05:50
And then how are you distilling this
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你怎麼把這個濃縮成
05:51
into understanding potential discontinuities,
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了解潛在的不連續性，
05:55
and then making a decision to do something
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然後決定馬上做一件事
05:57
right now so that you're prepared and ready?
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讓你能準備就緒？
06:02
There's a leadership team that does a practice
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有一組領導力團體做了一個練習，
06:05
where they bring together each member
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他們聚集每一位成員，
06:08
collecting, here are trends that impact me,
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這裡有一些趨勢影響我，
06:10
here are trends that impact another team member,
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有一些趨勢影響另一位組員，
06:13
and they share these,
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他們分享這些，
06:14
and then make decisions,
to course-correct a strategy
to course-correct a strategy
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然後做一些決定，修改某項策略的方向，
06:17
or to anticipate a new move.
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或是期待新的措施。
06:20
Great leaders are not head-down.
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傑出的領袖不會低頭。
06:23
They see around corners,
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他們會到處去看，
06:26
shaping their future, not just reacting to it.
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塑造他們的未來，
而不只是對未來做出反應。
而不只是對未來做出反應。
06:29
The second question is,
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第二個問題是，
06:31
what is the diversity measure
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你個人和專業財產保管人網絡的
06:33
of your personal and professional
stakeholder network?
stakeholder network?
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多元化程度？
06:37
You know, we hear often about
good ol' boy networks
good ol' boy networks
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我們常聽到精英分子圈 (good ol' boy)，
06:40
and they're certainly alive and
well in many institutions.
well in many institutions.
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他們真的存在，而且在
某些機構活得好好的。
某些機構活得好好的。
06:44
But to some extent, we all have a network
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但是在某種程度上，
我們都有一種人際網絡，
我們都有一種人際網絡，
06:46
of people that we're comfortable with.
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處在那之中能讓我們感到自在。
06:48
So this question is about your capacity
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因此這個問題是關於
06:51
to develop relationships with people
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你和那些與自己非常不同的人
06:54
that are very different than you.
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發展人際關係的能力。
06:55
And those differences can be biological,
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那些差異可以是生理、
06:58
physical, functional, political,
cultural, socioeconomic.
cultural, socioeconomic.
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身體、職務、政治、文化
和社會經濟等各個方面上。
和社會經濟等各個方面上。
07:03
And yet, despite all these differences,
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然而，儘管有這一切的差異，
07:07
they connect with you
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他們仍與你連繫，
07:08
and they trust you enough
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他們信任你到能夠
07:10
to cooperate with you
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與你合作
07:11
in achieving a shared goal.
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達成共同目標。
07:14
Great leaders understand
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傑出的領袖了解
07:16
that having a more diverse network
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有更多元的網絡
07:19
is a source of pattern identification
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意謂著擁有
在更高層模式識別的資源，
在更高層模式識別的資源，
07:23
at greater levels and also of solutions,
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以及解決方式的資源，
07:26
because you have people that are thinking
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因為你擁有
07:27
differently than you are.
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和你抱持不同想法的朋友。
07:30
Third question: are you courageous enough
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第三個問題是：你是否夠勇敢
07:33
to abandon a practice that has
made you successful in the past?
made you successful in the past?
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能拋棄過去曾讓你成功的習慣？
07:39
There's an expression: Go along to get along.
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有種說法是：隨遇而安，逆來順受。
07:43
But if you follow this advice,
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但是如果你跟隨這項建議，
07:46
chances are as a leader,
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身為一名領袖你可能
07:49
you're going to keep doing
what's familiar and comfortable.
what's familiar and comfortable.
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只打算做你熟悉和自在的工作。
07:53
Great leaders dare to be different.
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傑出領袖勇於與眾不同。
07:56
They don't just talk about risk-taking,
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他們不只是談冒險，
07:58
they actually do it.
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他們真的去冒險。
08:00
And one of the leaders shared with me the fact that
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其中一名領袖與我分享，
08:03
the most impactful development comes
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最有影響力的發展來自於
08:05
when you are able to build the emotional stamina
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當你能建立情緒耐力
08:08
to withstand people telling you that your new idea
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來抵抗別人告訴你，你的新想法
08:13
is naïve or reckless or just plain stupid.
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很天真、魯莽，或就是非常蠢。
08:17
Now interestingly, the people who will join you
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有趣的是，會參與你的人們
08:21
are not your usual suspects in your network.
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往往不是你在網絡中所預期的人。
08:25
They're often people that think differently
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他們通常是有不同想法的人，
08:28
and therefore are willing to join you
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因此他們願意與你一起
08:31
in taking a courageous leap.
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勇敢地跳一大步。
08:33
And it's a leap, not a step.
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是跳一大步，而不只是跨一小步。
08:37
More than traditional leadership programs,
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更勝於傳統領導力課程的是，
08:40
answering these three questions
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回答這三個問題
08:42
will determine your effectiveness
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能決定你是否
08:43
as a 21st-century leader.
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能成為真正的 21 世紀領袖。
08:46
So what makes a great leader in the 21st century?
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因此，是什麼造就了 21 世紀的卓越領袖？
08:51
I've met many, and they stand out.
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我已見過許多，而且他們十分傑出。
08:54
They are women and men
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他們可能是男是女，
08:56
who are preparing themselves
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他們為自己做好準備，
08:58
not for the comfortable predictability of yesterday
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不是為了舒適、可預測的昨日，
09:01
but also for the realities of today
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而是為了現實的今日，
09:05
and all of those unknown possibilities of tomorrow.
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以及那些所有充滿未知可能的明日。
09:09
Thank you.
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謝謝！
09:11
(Applause)
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（掌聲）
Translated by Marssi Draw
ABOUT THE SPEAKER
Roselinde Torres - Leadership expertBCG's Roselinde Torres studies what makes great leaders tick -- and figures out how to teach others the same skills.
Why you should listen
Roselinde Torres is a senior partner and managing director at the consulting firm, BCG. A senior leader in the firm’s "people and organization" practice area, she is also the company's resident expert on leadership, a topic she has studied her entire career.
Questions she likes to ask include, "what innovative methods can help prepare the next generation of leaders?" and "how do we enable leaders to unlearn past modes and habits of success?"
Prior to joining BCG in 2006, Roselinde was a senior partner at Mercer Delta Consulting, while she has also led internal consulting teams at Johnson & Johnson and Connecticut Mutual Life. She speaks frequently about organizational transformation and leadership; her work and thinking have been featured in publications such as BusinessWeek and The Economist.
Roselinde Torres | Speaker | TED.com