TED@BCG Toronto
Elizabeth Lyle: How to break bad management habits before they reach the next generation of leaders
伊丽莎白 · 莱尔: 如何改掉不良管理习惯以防止其传播
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2,307,815 views
公司依赖于他们的未来领导用更快的速度、更高的灵活性、更强的信任来管理。但中层管理如何在挑战原本做事方式的同时实现晋升呢？领导力专家伊丽莎白 · 莱尔对于如何在晋升同时打破规则提供了一条新路径。她分享了公司可以怎样通过极具创意的方法，给予中层管理空间，并指导他们要以新方式开始领导。
Elizabeth Lyle - Leadership development expert
BCG's Elizabeth Lyle challenges top leaders to create high-performance, future-ready organizational cultures. Full bio
BCG's Elizabeth Lyle challenges top leaders to create high-performance, future-ready organizational cultures. Full bio
Double-click the English transcript below to play the video.
00:13
I am guilty of stacking
my dishes in the sink
my dishes in the sink
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如果把盘子都放在洗碗池里，
堆上好几个小时
堆上好几个小时
00:15
and leaving them there for hours.
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我会有负罪感。
00:18
I fact-checked this with my boyfriend.
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我向我的男朋友确认过,
他说并不是好几个小时，
而是好几天，
而是好几天，
00:20
He says it's less like hours
and more like days,
and more like days,
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但这不是重点。
00:23
but that's not the point.
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00:25
The point is sometimes
I don't finish the job
I don't finish the job
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重点在于有时候直到碗盘已经堆积成山，
超过洗碗池边缘了，我才去清洗它们，
00:27
until the stack has gotten high enough
that it's peaking over the lip of the sink
that it's peaking over the lip of the sink
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我的洁癖在它面前败下阵来。
00:31
and my inner clean freak loses it.
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00:34
This charming habit developed
when I was in college,
when I was in college,
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我在大学时期养成了
这个“迷人的”习惯，
这个“迷人的”习惯，
而对此我有一大堆借口。
00:37
and I had tons of excuses.
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00:39
"I'm running to class!"
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“我急着去上课！”
“池子里再多一个脏盘子
有什么关系呢？”
有什么关系呢？”
00:40
"What's one more dirty dish in the sink?"
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00:42
Or my favorite, "I think
I can save time and water
I can save time and water
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还有我最爱的借口，
“如果我攒到一起洗，
“如果我攒到一起洗，
就可以又省时间又省水。”
00:46
if I do them all together later."
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（笑声）
00:48
(Laughter)
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但我并不是真的需要这些借口，
因为没人要求我解释。
因为没人要求我解释。
00:49
But it's not like I needed those excuses,
because nobody was calling me on it.
because nobody was calling me on it.
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00:54
I wish they had.
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我倒希望有。
00:55
I look back now
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现在回想这些，我意识到：
00:56
and realize that every time
I didn't put a dish in the dishwasher
I didn't put a dish in the dishwasher
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每当我没有把盘子放入洗碗机中，
00:59
and finish what I started,
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并等待盘子变得干干净净时，
我变得越来越习惯于此，
01:01
it became more second nature to me,
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01:03
and I grew less likely
to question why I was doing it.
to question why I was doing it.
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也变得越来越不会去质疑
为什么我这么做。
为什么我这么做。
01:06
Today, I'm a 30-something,
certified dirty-dish leaver,
certified dirty-dish leaver,
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现在，我是个30多岁的“资深不洗碗专家”，
而改掉这个习惯却很难。
01:10
and breaking this habit is hard.
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01:13
So when I'm not at home avoiding the sink,
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当我没有在家里
对洗碗池视而不见的时候，
对洗碗池视而不见的时候，
01:16
I work with large, complex organizations
on leadership transformation
on leadership transformation
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我与一些庞大复杂的组织
一同致力于组织转型期的
一同致力于组织转型期的
领导力变革工作。
01:20
in times of change.
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01:21
My job is to work
with the most senior leaders
with the most senior leaders
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我的工作是与一些
最高级别的领导打交道，
最高级别的领导打交道，
01:25
to examine how they lead today
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评估他们今天是怎么领导他人的，
并建立更适合未来的习惯。
01:26
and establish habits
better suited for the future.
better suited for the future.
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01:30
But what interests me more
than senior leaders these days
than senior leaders these days
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但最近比这些大领导更令我感兴趣的，
01:33
is what's going on with the junior ones.
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是在新晋管理者中所发生的事情。
01:35
We call them "middle managers,"
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他们被称作“中层管理者”，
但这是一个我希望能够被换掉的术语。
01:37
but it's a term I wish we could change
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01:39
because what they are is our pipeline
of future talent for the C-suite,
of future talent for the C-suite,
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因为他们是未来核心管理层的中坚力量，
而他们的洗碗池里却开始堆起了盘子。
01:42
and they are starting to leave
their dishes in the sink.
their dishes in the sink.
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01:46
While organizations
are hiring people like me
are hiring people like me
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在机构雇佣像我这样的人，
为了未来改造他们的高级领导的同时，
01:48
to redevelop their senior
leaders for the future,
leaders for the future,
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过时的领导习惯正在我们眼皮底下，
01:51
outdated leadership habits
are forming right before our eyes
are forming right before our eyes
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在这群总有一天会取代
高级领导位置的中层管理者中形成着。
高级领导位置的中层管理者中形成着。
01:55
among the middle managers
who will one day take their place.
who will one day take their place.
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01:59
We need middle managers
and senior leaders to work together,
and senior leaders to work together,
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我们需要中层和高层管理者共同努力，
因为这是一个很大的问题。
02:03
because this is a big problem.
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组织的变化日新月异，
02:05
Organizations are evolving rapidly,
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02:09
and they're counting
on their future leaders
on their future leaders
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他们指望着未来领袖的工作
会比今日更高速、更变通，
建立更多信任，促成更多合作。
建立更多信任，促成更多合作。
02:11
to lead with more speed, flexibility,
trust and cooperation than they do today.
trust and cooperation than they do today.
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02:18
I believe there is a window of time
in the formative middle-manager years
in the formative middle-manager years
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我相信在中层管理者的培养阶段，
02:22
when we can lay the groundwork
for that kind of leadership,
for that kind of leadership,
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有一段时间是可以用来
培养这种领导力的，
培养这种领导力的，
但我们错过了。
02:24
but we're missing it.
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02:26
Why?
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为什么呢？
因为我们的未来领袖
正在以高层领导为榜样，
正在以高层领导为榜样，
02:27
Because our future leaders
are learning from senior role models
are learning from senior role models
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而这些高层领导
并没有准备好成为榜样，
并没有准备好成为榜样，
02:30
who just aren't ready to role model yet,
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更不用说改革帮助他们实现
今天的成就的整套系统了。
今天的成就的整套系统了。
02:32
much less change the systems
that made them so successful.
that made them so successful.
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02:37
We need middle managers
and senior leaders to work together
and senior leaders to work together
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我们需要中层领导和高层领导携手共进，
定义新的领导方式，
02:40
to define a new way of leading
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互相促进以更好地应对挑战。
02:42
and develop each other
to rise to the occasion.
to rise to the occasion.
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02:45
One of my favorite senior clients --
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我最喜欢的高级客户之一，
我们叫她Jane，
02:47
we'll call her Jane --
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是今天被定义成过时领导力的典型代表。
02:49
is a poster child for what's
old-fashioned in leadership today.
old-fashioned in leadership today.
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02:52
She rose to her C-level position
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她爬到现在的核心领导层位置，
02:55
based on exceptional
individual performance.
individual performance.
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靠的是出色的个人表现。
哪怕赴汤蹈火，她也能完成工作，
02:57
Come hell or high water,
Jane got the job done,
Jane got the job done,
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03:01
and today, she leads like it.
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现在，她也在沿用这种方式领导别人。
03:03
She is tough to please,
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她很难取悦，
03:05
she doesn't have a lot of time
for things that's aren't mission-critical,
for things that's aren't mission-critical,
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没有时间分给那些“非关键任务”，
而且她通常最相信自己的判断。
03:08
and she really doesn't trust
anyone's judgment more than her own.
anyone's judgment more than her own.
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毫无疑问，她正处于“行为训练营”中。
03:11
Needless to say,
Jane's in behavior boot camp.
Jane's in behavior boot camp.
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03:15
Those deeply ingrained habits
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这些根深蒂固的习惯，
03:17
are deeply inconsistent
with where her organization is heading.
with where her organization is heading.
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几乎与她公司的发展方向背道而驰。
03:21
The command-and-control behavior
that she was once rewarded for
that she was once rewarded for
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她曾经受到赞赏的
高要求强控制型模式，
高要求强控制型模式，
03:24
just isn't going to work
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在一个更多变、
更扁平化、更数字化连接的
公司里，已经不适用了。
公司里，已经不适用了。
03:25
in a faster-moving, flatter, more
digitally interconnected organization.
digitally interconnected organization.
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03:30
What got her here won't get her there.
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让她成功走到今天的方法，
无法让她走得更远。
无法让她走得更远。
03:34
But I want to talk about John,
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但我想谈谈John，
03:35
a supertalented, up-and-coming
manager who works for Jane,
manager who works for Jane,
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他在Jane手下工作，是一位
极具天赋、前途无量的主管，
极具天赋、前途无量的主管，
因为Jane的习惯会影响到他。
03:39
because her habits are rubbing off on him.
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03:41
Recently, he and I were strategizing
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最近，我们俩在为一个决策制定计划，
03:44
about a decision we needed to put
in front of the CEO, Jane's boss,
in front of the CEO, Jane's boss,
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这个决策是要交给Jane的上级，即CEO，
以及其他Jane的同僚的。
03:47
and the rest of Jane's peers.
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03:49
He said to me, "Liz,
you're not going to like this,
you're not going to like this,
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他对我说：“Liz，你肯定不会
喜欢这种工作方式，
喜欢这种工作方式，
03:52
but the way decisions
get made around here
get made around here
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但在我们这里做出决策，
是通过开大会和大会之前的无数小会。”
03:55
is with a bunch of meetings
before the meeting."
before the meeting."
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03:58
I counted.
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我算了一下，
03:59
That was going to mean
eight one-on-ones, exec by exec,
eight one-on-ones, exec by exec,
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这意味着八场一对一会议，
一个主管接着一个主管，
一个主管接着一个主管，
来确保每个人都有参与其中。
04:03
to make sure each one of them
was individually on board enough
was individually on board enough
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04:06
that things would go smoothly
in the actual meeting.
in the actual meeting.
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从而使得在最终的大会上
事情能进展顺利。
事情能进展顺利。
04:10
He promised, "It's not how
we'll do things in the future,
we'll do things in the future,
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他向我保证道，
“这绝不会是我们未来做事的方式，
“这绝不会是我们未来做事的方式，
04:13
but it's how we have to do them today."
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但目前我们不得不这么做。”
04:16
John wasn't wrong on either count.
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John在这两件事上都没有说错。
04:19
Meetings before the meeting
are a necessary evil
are a necessary evil
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大会前的小会，是他公司目前
“无法避开的毒瘤”。
04:21
in his company today,
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而我一点也不喜欢。
04:22
and I didn't like it at all.
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04:24
Sure, it was going
to be inefficient and annoying,
to be inefficient and annoying,
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确实，这又低效又惹人生厌。
04:28
but what bothered me most
was his confidence
was his confidence
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但最让我担心的是他的自信，
他对于以后他们不会这么做事的自信。
04:30
that it's not how
they'll do things in the future.
they'll do things in the future.
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04:33
How could he be sure?
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他怎么能如此断定呢？
04:35
Who was going to change it and when,
if it wasn't him and now?
if it wasn't him and now?
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如果不是此刻不是此人，
谁又会在何时来改变这一切？
谁又会在何时来改变这一切？
04:39
What would the trigger be?
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谁会成为那个导火索呢？
04:41
And when it happened,
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而当它真的发生时，
他真的会知道怎么能不通过
一堆小会来保证大会的效率吗？
一堆小会来保证大会的效率吗？
04:42
would he even know how to have
effective meetings without pre-meetings?
effective meetings without pre-meetings?
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04:47
He was confidently implying
that when he's the boss,
that when he's the boss,
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他自信满满地暗示当他成为领导时，
04:49
he'll change the rules
and do things differently,
and do things differently,
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他会改变规则，
用不一样的方式做事。
用不一样的方式做事。
但我能看见的，
只有堆在洗碗池的盘子，
只有堆在洗碗池的盘子，
04:52
but all I could see were dishes
stacking in the sink
stacking in the sink
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04:55
and a guy with a lot of good excuses.
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和一个有很多好借口的家伙。
04:57
Worse, a guy who might be
out of a job one day
out of a job one day
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或者更糟糕，一个可能
有天会丢掉工作的家伙，
有天会丢掉工作的家伙，
05:00
because he learned too late how to lead
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因为他太晚才学会
要如何领导未来的公司。
05:02
in the organizations of tomorrow.
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05:07
These stories really get to me
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这些故事让我真正受到触动的是
像John一样的平步青云、
潜力无限的管理人员。
潜力无限的管理人员。
05:09
when it's the fast-track,
high-potential managers like John
high-potential managers like John
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因为他们或许是最有能力掀起风浪，
05:12
because they're probably
the most capable of making waves
the most capable of making waves
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05:15
and redefining how leaders
lead from the inside.
lead from the inside.
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重新从内部定义
领袖应如何领导的一群人。
领袖应如何领导的一群人。
但我们却发现，
他们往往在稳定船舵
他们往往在稳定船舵
05:18
But what we find is that they're often
doing the best job at not rocking the boat
doing the best job at not rocking the boat
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05:22
and challenging the system
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固定系统上做得最好。
因为他们想给能让他们晋升的
05:25
because they're trying to impress
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05:26
and make life easier on the senior leaders
who will promote them.
who will promote them.
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高层领导留下好印象，
让生活更轻松一点。
让生活更轻松一点。
05:30
As someone who also likes to get promoted,
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作为一个也想升职的人，
05:32
I can hardly blame him.
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我很难去指责他们。
这是个进退两难的局面。
05:34
It's a catch-22.
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05:36
But they're also so self-assured
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但他们同时又如此信心满满，
05:38
that they'll be able
to change their behavior
to change their behavior
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相信一旦他们得到权力，
就可以挑战权威，
用不同的方式做事，
用不同的方式做事，
05:40
once they've earned the authority
to do things differently,
to do things differently,
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而这是一个陷阱。
05:43
and that is a trap.
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05:45
Because if I've learned anything
from working with Jane,
from working with Jane,
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因为如果要说我从
和Jane共事中学到了什么，
和Jane共事中学到了什么，
那就是当那天来临时，
05:47
it's that when that day comes,
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John会讶异于在他这样一个
高风险、高压力的领导岗位上，
高风险、高压力的领导岗位上，
05:49
John will wonder how he could
possibly do anything differently
possibly do anything differently
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05:52
in his high-stakes,
high-pressure executive job
high-pressure executive job
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如果不赌上自己和整个公司的前途，
又怎么可能用不同的方法做事。
05:55
without risking his own success
and the organization's,
and the organization's,
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05:59
and he'll wish it didn't feel
so safe and so easy
so safe and so easy
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然后他会庆幸，
继续维持原来做事的方法，
继续维持原来做事的方法，
感觉是如此安心又轻松。
06:03
to keep doing things
the way they've always been done.
the way they've always been done.
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06:07
So the leadership development
expert in me asks:
expert in me asks:
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因此，我心中的
领导力培养专家问道：
领导力培养专家问道：
06:10
How can we better intervene
in the formative years
in the formative years
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我们怎样才能在即将成为
领导的中年管理层形成期，
领导的中年管理层形成期，
更好地加以干预？
06:13
of our soon-to-be senior leaders?
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06:15
How can we use the fact that John
and his peers want to take charge
and his peers want to take charge
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我们怎样才能利用John和
他的同僚希望能
他的同僚希望能
06:19
of their professional destinies
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主导自己职业命运这一点，
使他们准备好领导未来的公司，
06:21
and get them ready to lead
the organizations of the future,
the organizations of the future,
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06:24
rather than let them
succumb to the catch-22
succumb to the catch-22
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而不是陷入一个进退两难的困境。
一个只能让他们准备好
领导过去的公司的困境。
领导过去的公司的困境。
06:27
that will perfectly prepare them
to lead the organizations of the past?
to lead the organizations of the past?
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06:32
We'll have to start by coming to terms
with a very real paradox,
with a very real paradox,
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首先，我们必须接受
一个现实中的两难局面。
一个现实中的两难局面。
06:36
which is this:
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那就是：
最好的学习方法是在工作中学习，
06:37
the best form of learning
happens on the job --
happens on the job --
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06:39
not in a classroom, not via e-modules.
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而不是在教室或是虚拟课堂中。
06:43
And the two things we rely on
to shape on-the-job learning
to shape on-the-job learning
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而我们打造这种“工作中学习”模式
所依靠的两样东西，
所依靠的两样东西，
06:46
are role models and work environments.
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是榜样和工作环境。
06:49
And as we just talked about,
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正如之前所谈到的，
06:51
our role models are in behavior
boot camp right now,
boot camp right now,
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我们的榜样现在正处于
“行为训练营”里。
“行为训练营”里。
而我们的工作环境
正经历着前所未有的瓦解。
正经历着前所未有的瓦解。
06:54
and our work environments
are undergoing unprecedented disruption.
are undergoing unprecedented disruption.
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06:58
We are systematically changing
just about everything
just about everything
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我们几乎在系统地改变所有事情，
改变公司如何运转。
07:02
about how organizations work,
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但是大体上看，仍然是基于旧制度
07:04
but by and large, still measuring
and rewarding behavior
and rewarding behavior
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对行为进行奖惩。
07:07
based on old metrics,
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07:09
because changing those systems takes time.
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因为改变制度需要时间。
07:12
So, if we can't fully count on role models
or the system right now,
or the system right now,
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所以，如果我们现在
不能完全依赖于榜样或制度，
不能完全依赖于榜样或制度，
07:17
it's on John to not miss
this critical development window.
this critical development window.
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就只能指望John不要
错过这扇发展之窗了。
错过这扇发展之窗了。
07:21
Yes, he'll need Jane's help to do it,
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诚然，他会需要Jane的帮助来完成，
07:24
but the responsibility is his
because the risks are actually his.
because the risks are actually his.
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但他必须承担责任，
因为风险实际上是由他来面对的。
因为风险实际上是由他来面对的。
07:28
Either he inherits
an organization that is failing
an organization that is failing
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他要么继承一个执着于
过时的领导力而走下坡路的公司。
07:31
because of stubbornly
old-fashioned leadership,
old-fashioned leadership,
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07:34
or he himself fails to build
the capabilities to lead one
the capabilities to lead one
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要么他会因为打安全牌而无法掌握
07:38
that transformed
while he was playing it safe.
while he was playing it safe.
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能够领导一个转型成功的公司的能力。
07:42
So now the question is,
where does John start?
where does John start?
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所以问题是：John要从何入手呢？
07:47
If I were John, I'd ask
to start flying the plane.
to start flying the plane.
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如果我是John，我会先
要求开始自己驾驶飞机。
要求开始自己驾驶飞机。
07:51
For my 13th birthday,
my grandpa, a former Navy pilot,
my grandpa, a former Navy pilot,
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在我13岁生日时，
我外公，一位前海军飞行员
我外公，一位前海军飞行员
07:54
gave me the gift of being able
to fly a very small plane.
to fly a very small plane.
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给我的礼物是，
让我驾驶一架很小的飞机。
让我驾驶一架很小的飞机。
07:59
Once we were safely airborne,
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一旦我们安全升空，
08:01
the pilot turned over the controls,
folded his hands,
folded his hands,
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他就交出大权，完全放手
让我来驾驶。
08:04
and he let me fly.
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08:07
It was totally terrifying.
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那真的很恐怖，
08:09
It was exhilarating, but it was also
on-the-job learning with a safety net.
on-the-job learning with a safety net.
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很令人兴奋，但同时也是
在安全网中进行的“在工作中学习”。
在安全网中进行的“在工作中学习”。
08:14
And because it was real,
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因为它是真实的，
08:15
I really learned how to do it myself.
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我真的学会了怎么自己操作。
08:19
Likewise, in the workplace,
every meeting to be led,
every meeting to be led,
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同理，在工作中，
每场要主持的会议、
每场要主持的会议、
08:22
every decision to be made
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每个要做出的决定，
都可以是一次飞行训练。
08:23
can be a practice flight
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让某人能真的用到
学习中的经验，抓住机会
学习中的经验，抓住机会
08:25
for someone who could really
use the learning experience
use the learning experience
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来找寻他们如何用自己的方法工作。
08:28
and the chance to figure out
how to do it their own way.
how to do it their own way.
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08:31
So instead of caving,
John needs to knock on Jane's door,
John needs to knock on Jane's door,
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所以比起畏缩不前，
John需要的是敲开Jane的门，
John需要的是敲开Jane的门，
08:35
propose a creative strategy
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提出一个有创意的策略，
能够不用开八次小会而直接开大会。
08:37
for having the meeting
without the eight pre-meetings,
without the eight pre-meetings,
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08:40
show her he's thought
through the trade-offs
through the trade-offs
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在协调和平衡过程中
向Jane展示出他的思考，
向Jane展示出他的思考，
并向她寻求支持，用不同方式做事。
08:43
and ask for her support
to do it differently.
to do it differently.
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08:47
This isn't going to be easy for Jane.
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这对Jane来说并不简单，
08:49
Not only does she need to trust John,
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她不仅需要信任John，
08:52
she needs to accept that with a little bit
of room to try his hand at leading,
of room to try his hand at leading,
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还需要接受，如果给他
一点点空间来尝试去领导，
一点点空间来尝试去领导，
John会自然地开始用更带有个人特色，
08:58
John will inevitably start
leading in some ways
leading in some ways
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而非Jane特色的方式来进行领导。
09:00
that are far more John than Jane.
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09:04
And this won't be an indictment of her.
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这不是在谴责Jane，
09:06
Rather, it will be individualism.
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恰恰相反，这会成为个人特色，
09:08
It will be progress.
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会是一个进步。
也许还会成为Jane从中学习，
09:10
And it might even be a chance
for Jane to learn a thing or two
for Jane to learn a thing or two
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并提高自己领导力的机会。
09:13
to take her own leadership game
to the next level.
to the next level.
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09:17
I work with another senior client
who summed up this dilemma beautifully
who summed up this dilemma beautifully
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在我与另一位高级领导共事时，
他用一种优美的方式总结了这个困境。
他用一种优美的方式总结了这个困境。
当我们谈论到
为什么他和他的同僚，
为什么他和他的同僚，
09:21
when we were talking
about why he and his peers
about why he and his peers
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不给下属更多的决策权时，
09:23
haven't empowered the folks below them
with more decision rights.
with more decision rights.
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他说，
09:26
He said,
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09:28
"We haven't done it
because we just don't trust
because we just don't trust
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“我们不这么做是因为我们不相信
他们会作出正确的决定。
09:31
that they're going to make
the right decisions.
the right decisions.
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09:33
But then again, how could they?
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但他们又怎么可能做出呢？
我们从来没有给过他们练习的机会。”
09:35
We've just never given them
decisions to practice with."
decisions to practice with."
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09:39
So I'm not advocating that Jane
hands over the controls
hands over the controls
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所以我不是在提倡
Jane应该交出领导权，
Jane应该交出领导权，
09:42
and folds her hands indefinitely,
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然后无条件放手。
我想说的是：
09:44
but what I am saying
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如果她在今日John的工作中，
09:45
is that if she doesn't engineer
learning and practice
learning and practice
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09:48
right into John's day today,
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不给他学习和练习的机会，
他永远都做不到她所做的，
09:50
he'll never be able to do what she does,
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09:53
much less do it any differently
than she does it.
than she does it.
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更别说用不同的方法做了。
09:57
Finally, since we're going to be pushing
both of them outside their comfort zones,
both of them outside their comfort zones,
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最后，因为我们要求双方
都跨出各自的舒适区，
都跨出各自的舒适区，
我们需要一些“外围教练”，
10:01
we need some outside coaches
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来确保不会变成
双方都茫然不知所措的状况。
双方都茫然不知所措的状况。
10:03
to make sure this isn't a case
of the blind leading the blind.
of the blind leading the blind.
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10:06
But what if instead of using coaches
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但如果我们的教练
10:09
to coach each one of them
to individually be more effective,
to individually be more effective,
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不是用来指导他们各自应如何更高效，
而是指导他们如何互动呢？
10:12
we started coaching
the interactions between them?
the interactions between them?
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10:16
If I could wave my magic wand,
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如果能挥动我的魔法棒，
10:18
I would have coaches sitting
in the occasional team meeting
in the occasional team meeting
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我会让教练偶尔出席
Jane和她下属之间的团队会议。
10:21
of Jane and her direct reports,
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会议上只是单纯汇报
他们那天的合作情况有多好。
他们那天的合作情况有多好。
10:22
debriefing solely
on how well they cooperated that day.
on how well they cooperated that day.
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10:27
I would put a coach in the periodic
feedback session between Jane and John,
feedback session between Jane and John,
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我会在Jane和John的定期
反馈会议中插入一个教练，
反馈会议中插入一个教练，
10:32
and just like a couples' therapist
coaches on communication,
coaches on communication,
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就如同恋人之间的沟通治疗师一样。
他们会对于在未来如何更好地进行对话，
10:35
they would offer advice and observations
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10:37
on how that conversation
can go better in the future.
can go better in the future.
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给出建议和观察。
10:41
Was Jane simply reinforcing
what Jane would have done?
what Jane would have done?
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到底Jane仅仅是在强化
她自己会怎么做？
她自己会怎么做？
10:44
Or was Jane really helping John
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还是真的为了公司，
而帮助John思考要做什么。
10:45
think through what to do
for the organization?
for the organization?
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10:49
That is seriously hard
mentorship to provide,
mentorship to provide,
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要提供这种指导确实很难，
10:51
and even the best leaders
need help doing it,
need help doing it,
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甚至连最好的领导
也需要帮助才能做到。
也需要帮助才能做到。
这就是为什么我们需要更多的
教练来指导更多的领导，
教练来指导更多的领导，
10:54
which is why we need more coaches
coaching more leaders,
coaching more leaders,
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10:57
more in real time
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更多地切合实际，
而非闭门造车。
10:59
versus any one leader behind closed doors.
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11:03
Around 20 years ago,
Warren Buffet gave a school lecture
Warren Buffet gave a school lecture
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大约二十年前，沃伦 · 巴菲特
在一所学校演讲时，
在一所学校演讲时，
11:07
in which he said, "The chains
of habit are too light to be felt
of habit are too light to be felt
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他说到：“习惯的锁链是如此之轻，
“以至于直到它沉重得无法
被打破之前，都不会被发觉。”
被打破之前，都不会被发觉。”
11:11
until they're too heavy to be broken."
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11:15
I couldn't agree more,
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我无比认可这句话，
11:16
and I see it happening
with our future leaders in training.
with our future leaders in training.
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也看到了它出现在我们
对未来领导的培养中。
对未来领导的培养中。
11:20
Can we and they be doing more
to build their leadership capabilities
to build their leadership capabilities
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在他们仍然保持着开放的心态、
充满热情，还没在那条我们早已预见到的
充满热情，还没在那条我们早已预见到的
满布陋习的路上走太远时，
11:25
while they're still open, eager
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我们是否能一起帮助
他们打造领导力呢？
他们打造领导力呢？
11:27
and not too far gone down a path
of bad habits we totally saw coming?
of bad habits we totally saw coming?
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11:33
I wish my college roommates
and I called each other out back then
and I called each other out back then
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我真希望我和大学室友
当时有互相提醒对方
当时有互相提醒对方
11:36
for the dishes.
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那堆脏盘子的存在。
比起今天再来改，
把坏习惯扼杀在萌芽阶段
把坏习惯扼杀在萌芽阶段
11:37
It would have been so much easier
to nip that habit in the bud
to nip that habit in the bud
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11:41
than it is to change it today.
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要容易得多。
11:43
But I still believe in a future for myself
full of gleaming sinks
full of gleaming sinks
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但我仍然相信我的未来
能有无数光洁闪亮的洗碗池
能有无数光洁闪亮的洗碗池
11:47
and busy dishwashers,
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和忙碌的洗碗工。
我们现在正为之努力着，
11:48
and so we're working on it,
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每一天，每一刻，共同携手，
11:50
every day, together, moment to moment,
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一次洗一个脏盘子。
11:53
one dirty dish at a time.
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11:56
Thank you.
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谢谢。
（掌声）
11:57
(Applause)
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Translated by Camila Yang
ABOUT THE SPEAKER
Elizabeth Lyle - Leadership development expertBCG's Elizabeth Lyle challenges top leaders to create high-performance, future-ready organizational cultures.
Why you should listen
In the midst of transformations, Elizabeth Lyle challenges top leaders and their teams to double-down on creating high performance, future-ready organizational cultures -- and to start by evolving their own day-to-day leadership behaviors, which sit at the core of how organizations work (and whether or not they can successfully transform).
Lyle has helped the leaders of some of the oldest, largest and most complex organizations in the world to think differently about their most valuable asset: people and their talents. She has pioneered approaches that enable leaders to change how they connect with, invest in, grow and deploy that all-important asset to unlock strategic advantage and competitive potential.
Lyle is a partner and managing director of The Boston Consulting Group, based in the firm's Boston office. She is a founding member of BCG's Leadership & Talent Enablement Center in North America. She holds an MBA from Harvard Business School and a BS with Distinction from the University of Virginia's McIntire School of Commerce.
Elizabeth Lyle | Speaker | TED.com