ABOUT THE SPEAKER
Roselinde Torres - Leadership expert
BCG'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.

More profile about the speaker
Roselinde Torres | Speaker | TED.com
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:
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。
- Leadership expert
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品牌 a great leader領導 today今天?
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是什麼造就了當代的卓越領袖?
00:17
Many許多 of us carry攜帶 this image圖片
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很多人腦海裡浮現的是
00:19
of this all-knowing順風耳 superhero超級英雄
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無所不知的超人
00:23
who stands站立 and commands命令
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立場中立、指揮、
00:25
and protects保護 his followers追隨者.
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保護他的擁護者。
00:29
But that's kind of an image圖片 from another另一個 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過時的
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而且領袖培訓計畫
早已過時,
00:35
are the leadership領導 development發展 programs程式
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00:38
that are based基於 on success成功 models楷模
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因為那是出自於
過去世界的成功典範,
00:40
for a world世界 that was, not a world世界 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未來.
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00:46
We conducted進行 a study研究 of 4,000 companies公司,
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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效用
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我們要求他們,讓我們看看
00:54
of your leadership領導 development發展 programs程式.
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貴公司領袖培訓計畫的效益。
00:56
Fifty-eight五十八年 percent百分 of the companies公司
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58% 的公司
00:59
cited引用 significant重大 talent天賦 gaps空白
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提到重要的領導階級
01:01
for critical危急 leadership領導 roles角色.
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有很大的人才斷層。
01:03
That means手段 that despite儘管
corporate企業 training訓練 programs程式,
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那意謂著僅管公司有培訓計畫、
01:07
off-sites非現場, assessments評估, coaching教練, 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公司
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半數以上的公司
01:13
had failed失敗 to grow增長 enough足夠 great leaders領導者.
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都沒能培養足夠的領袖。
01:18
You may可能 be asking yourself你自己,
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你也許會自問
01:20
is my company公司 helping幫助 me to prepare準備
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我的公司有協助我準備
01:23
to be a great 21st-centuryST-世紀 leader領導?
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成為 21 世紀的傑出領袖嗎?
01:26
The odds可能性 are, probably大概 not.
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很可能是:沒有。
01:29
Now, I've spent花費 25 years年份 of my professional專業的 life
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至今,我花了 25 年的職業生涯
01:34
observing觀察 what makes品牌 great leaders領導者.
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觀察成為傑出領袖的因素。
01:37
I've worked工作 inside Fortune幸運 500 companies公司,
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我在財富 500 強公司裡工作,
01:39
I've advised建議 over 200 CEOs老總,
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提供超過 200 名執行長建議,
01:42
and I've cultivated more leadership領導 pipelines管道
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建立的領導補給線
01:44
than you can imagine想像.
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比你想像中的還多。
01:47
But a few少數 years年份 ago, I noticed注意到 a disturbing煩擾的 trend趨勢
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但是幾年前,我注意到
一種讓人困擾的趨勢
01:51
in leadership領導 preparation製備.
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出現在領袖培訓養成中,
01:54
I noticed注意到 that, despite儘管 all the efforts努力,
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我注意到,即使做了所有的努力,
01:58
there were familiar stories故事 that kept不停 resurfacing換膚
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類似的故事不斷再次上演
02:01
about individuals個人.
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在個人身上。
02:03
One story故事 was about Chris克里斯,
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有一個關於克里斯的故事,
02:06
a high-potential高潛力, superstar超級明星 leader領導
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他是有高潛力的巨星形領袖,
02:09
who moves移動 to a new unit單元 and fails失敗,
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調到新的單位之後卻失敗了,
02:12
destroying銷毀 unrecoverable不可恢復 value.
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摧毀無法挽回的價值。
02:15
And then there were stories故事 like Sidney西德尼, the CEOCEO,
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還有一些像是執行長悉妮的故事,
02:19
who was so frustrated受挫
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悉妮很挫折,
02:20
because her company公司 is cited引用
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因為她的公司被表揚為
02:22
as a best最好 company公司 for leaders領導者,
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擁有最佳領袖的企業,
02:25
but only one of the top最佳 50 leaders領導者 is equipped裝備
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但是 50 名頂尖領袖中,
只有一位有能力
02:29
to lead their crucial關鍵 initiatives倡議.
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帶領他們的重要領導會議。
02:31
And then there were stories故事
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因此有許多故事
02:33
like the senior前輩 leadership領導 team球隊
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像是生意轟動一時的
02:36
of a once-thriving一度繁榮 business商業
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資深領導力團隊,
02:38
that's surprised詫異 by a market市場 shift轉移,
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他們訝異於市場轉變,
02:41
finds認定 itself本身 having to force the company公司
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讓他們必須強迫將公司規模
02:44
to reduce減少 its size尺寸 in half
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縮減為一半,
02:46
or go out of business商業.
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或是結束營業。
02:49
Now, these recurring經常性 stories故事
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而這些一再重覆發生的故事
02:52
cause原因 me to ask two questions問題.
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讓我開始思考兩個問題。
02:54
Why are the leadership領導 gaps空白 widening加寬
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為什麼領袖的斷層會擴大,
02:57
when there's so much more investment投資
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即使投資更多
02:59
in leadership領導 development發展?
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在培養領導力上?
03:01
And what are the great leaders領導者 doing
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傑出領袖在激勵和培養上的
03:04
distinctly歷歷 different不同 to thrive興旺 and grow增長?
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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消費 by these questions問題
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我很著迷於這些問題,
03:13
and also frustrated受挫 by those stories故事,
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但這些故事也讓我深感挫折,
03:16
that I left my job工作
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因此我離職了,
03:19
so that I could study研究 this full充分 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旅行
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而且我花了一年時間走訪
03:24
to different不同 parts部分 of the world世界
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世界各地,
03:26
to learn學習 about effective有效 and ineffective不靈
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了解有效與無效的
03:28
leadership領導 practices做法 in companies公司,
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領導力實踐,在企業、
03:31
countries國家 and nonprofit非營利性 organizations組織.
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國家和非營利組織之中。
03:34
And so I did things like travel旅行 to South Africa非洲,
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因此我也去探訪了南非,
03:38
where I had an opportunity機會 to understand理解
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在那裡我就有機會能了解
03:41
how Nelson納爾遜 Mandela曼德拉 was ahead of his time
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曼德拉過去如何
03:43
in anticipating期待 and navigating導航
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預期和探索
03:45
his political政治, social社會 and economic經濟 context上下文.
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他的政治、社會和經濟脈絡。
03:48
I also met會見 a number of nonprofit非營利性 leaders領導者
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我也和一些非營利組織的領袖見面,
03:51
who, despite儘管 very limited有限 financial金融 resources資源,
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儘管他們擁有的經濟資源很有限,
03:55
were making製造 a huge巨大 impact碰撞 in the world世界,
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對世界仍造成很大的影響,
03:58
often經常 bringing使 together一起 seeming表面上的 adversaries對手.
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也經常將看似敵對的人們聚在一起。
04:02
And I spent花費 countless無數 hours小時 in presidential總統 libraries圖書館
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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理解 how the environment環境
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試圖了解環境是如何
04:10
had shaped成形 the leaders領導者,
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引導、改變領袖,
04:11
the moves移動 that they made製作,
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他們採取的舉動,
04:12
and then the impact碰撞 of those moves移動
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以及那些舉動
04:14
beyond their tenure保有.
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在他們任期之後的影響。
04:17
And then, when I returned to work full充分 time,
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之後當我回到全職工作,
04:20
in this role角色, I joined加盟 with wonderful精彩 colleagues同事
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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有興趣 in these questions問題.
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他們對這些問題也很好奇。
04:27
Now, from all this, I distilled蒸餾
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從這之中,我分析出
04:30
the characteristics特點 of leaders領導者 who are thriving
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活躍領袖的特質,
04:34
and what they do differently不同,
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以及他們做了什麼不同的事,
04:35
and then I also distilled蒸餾
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後來我也分析了
04:38
the preparation製備 practices做法 that enable啟用 people
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能促使人們發展潛力的
04:41
to grow增長 to their potential潛在.
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預先準備。
04:43
I want to share分享 some of those with you now.
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我想和大家分享一部分。
04:45
("What makes品牌 a great leader領導 in the 21stST century世紀?")
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(「是什麼造就了 21 世紀的卓越領袖?」)
04:47
In a 21st-centuryST-世紀 world世界, which哪一個 is more global全球,
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21 世紀的世界更為國際化、
04:51
digitally數字 enabled啟用 and transparent透明,
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數位化,且透明化,
04:53
with faster更快 speeds速度 of information信息
flow and innovation革新,
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以更快的資訊流通和革新速度,
04:57
and where nothing big gets得到 doneDONE
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所有的大事要完成都必須
04:59
without some kind of a complex複雜 matrix矩陣,
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有某種複雜的矩陣,
05:02
relying依托 on traditional傳統 development發展 practices做法
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仰賴傳統發展的實務操作
05:06
will stunt特技 your growth發展 as a leader領導.
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將會阻礙身為領袖的你。
05:09
In fact事實, traditional傳統 assessments評估
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事實上,傳統的評估
05:11
like narrow狹窄 360 surveys調查 or
outdated過時的 performance性能 criteria標準
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像是縮減 360 度調查,
或是過時的執行標準
05:16
will give you false positives陽性,
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會讓你有錯誤的實例,
05:18
lulling哄騙 you into thinking思維 that you are more prepared準備
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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領導 in the 21stST century世紀 is defined定義
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21 世紀的領導力以三個問題
05:27
and evidenced證明 by three questions問題.
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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預料 the next下一個 change更改
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下一個商業模式或人生的轉變
05:35
to your business商業 model模型 or your life?
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在哪裡?
05:38
The answer回答 to this question is on your calendar日曆.
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這個問題的答案在你的日曆上。
05:43
Who are you spending開支 time with? On what topics主題?
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你都花時間和誰在一起?做什麼事?
05:47
Where are you traveling旅行? 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蒸餾 this
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你怎麼把這個濃縮成
05:51
into understanding理解 potential潛在 discontinuities間斷,
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了解潛在的不連續性,
05:55
and then making製造 a decision決定 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準備 and ready準備?
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讓你能準備就緒?
06:02
There's a leadership領導 team球隊 that does a practice實踐
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有一組領導力團體做了一個練習,
06:05
where they bring帶來 together一起 each member會員
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他們聚集每一位成員,
06:08
collecting蒐集, here are trends趨勢 that impact碰撞 me,
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這裡有一些趨勢影響我,
06:10
here are trends趨勢 that impact碰撞 another另一個 team球隊 member會員,
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有一些趨勢影響另一位組員,
06:13
and they share分享 these,
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他們分享這些,
06:14
and then make decisions決定,
to course-correct當然,正確的 a strategy戰略
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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預料 a new move移動.
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或是期待新的措施。
06:20
Great leaders領導者 are not head-down低頭.
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傑出的領袖不會低頭。
06:23
They see around corners角落,
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他們會到處去看,
06:26
shaping成型 their future未來, not just reacting反應 to it.
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塑造他們的未來,
而不只是對未來做出反應。
06:29
The second第二 question is,
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第二個問題是,
06:31
what is the diversity多樣 measure測量
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你個人和專業財產保管人網絡的
06:33
of your personal個人 and professional專業的
stakeholder利益相關者 network網絡?
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多元化程度?
06:37
You know, we hear often經常 about
good ol'醇' boy男孩 networks網絡
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我們常聽到精英分子圈 (good ol' boy),
06:40
and they're certainly當然 alive and
well in many許多 institutions機構.
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他們真的存在,而且在
某些機構活得好好的。
06:44
But to some extent程度, we all have a network網絡
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但是在某種程度上,
我們都有一種人際網絡,
06:46
of people that we're comfortable自在 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容量
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因此這個問題是關於
06:51
to develop發展 relationships關係 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不同 than you.
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發展人際關係的能力。
06:55
And those differences分歧 can be biological生物,
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那些差異可以是生理、
06:58
physical物理, functional實用, political政治,
cultural文化, socioeconomic社會經濟.
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身體、職務、政治、文化
和社會經濟等各個方面上。
07:03
And yet然而, despite儘管 all these differences分歧,
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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相信 you enough足夠
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他們信任你到能夠
07:10
to cooperate合作 with you
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與你合作
07:11
in achieving實現 a shared共享 goal目標.
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達成共同目標。
07:14
Great leaders領導者 understand理解
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傑出的領袖了解
07:16
that having a more diverse多種 network網絡
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有更多元的網絡
07:19
is a source資源 of pattern模式 identification鑑定
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意謂著擁有
在更高層模式識別的資源,
07:23
at greater更大 levels水平 and also of solutions解決方案,
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以及解決方式的資源,
07:26
because you have people that are thinking思維
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因為你擁有
07:27
differently不同 than you are.
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和你抱持不同想法的朋友。
07:30
Third第三 question: are you courageous勇敢 enough足夠
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第三個問題是:你是否夠勇敢
07:33
to abandon放棄 a practice實踐 that has
made製作 you successful成功 in the past過去?
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能拋棄過去曾讓你成功的習慣?
07:39
There's an expression表達: Go along沿 to get along沿.
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有種說法是:隨遇而安,逆來順受。
07:43
But if you follow跟隨 this advice忠告,
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但是如果你跟隨這項建議,
07:46
chances機會 are as a leader領導,
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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自在.
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只打算做你熟悉和自在的工作。
07:53
Great leaders領導者 dare to be different不同.
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傑出領袖勇於與眾不同。
07:56
They don't just talk about risk-taking冒險,
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他們不只是談冒險,
07:58
they actually其實 do it.
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他們真的去冒險。
08:00
And one of the leaders領導者 shared共享 with me the fact事實 that
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其中一名領袖與我分享,
08:03
the most impactful影響力 development發展 comes
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最有影響力的發展來自於
08:05
when you are able能夠 to build建立 the emotional情緒化 stamina耐力
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當你能建立情緒耐力
08:08
to withstand經受 people telling告訴 you that your new idea理念
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來抵抗別人告訴你,你的新想法
08:13
is naïve已經 or reckless魯莽 or just plain stupid.
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很天真、魯莽,或就是非常蠢。
08:17
Now interestingly有趣, the people who will join加入 you
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有趣的是,會參與你的人們
08:21
are not your usual通常 suspects犯罪嫌疑人 in your network網絡.
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往往不是你在網絡中所預期的人。
08:25
They're often經常 people that think differently不同
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他們通常是有不同想法的人,
08:28
and therefore因此 are willing願意 to join加入 you
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因此他們願意與你一起
08:31
in taking服用 a courageous勇敢 leap飛躍.
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勇敢地跳一大步。
08:33
And it's a leap飛躍, 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傳統 leadership領導 programs程式,
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更勝於傳統領導力課程的是,
08:40
answering回答 these three questions問題
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回答這三個問題
08:42
will determine確定 your effectiveness效用
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能決定你是否
08:43
as a 21st-centuryST-世紀 leader領導.
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能成為真正的 21 世紀領袖。
08:46
So what makes品牌 a great leader領導 in the 21stST century世紀?
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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會見 many許多, 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婦女 and men男人
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他們可能是男是女,
08:56
who are preparing準備 themselves他們自己
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他們為自己做好準備,
08:58
not for the comfortable自在 predictability預測 of yesterday昨天
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不是為了舒適、可預測的昨日,
09:01
but also for the realities現實 of today今天
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而是為了現實的今日,
09:05
and all of those unknown未知 possibilities可能性 of tomorrow明天.
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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掌聲)
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(掌聲)
Translated by Marssi Draw

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ABOUT THE SPEAKER
Roselinde Torres - Leadership expert
BCG'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.

More profile about the speaker
Roselinde Torres | Speaker | TED.com