[{"data":1,"prerenderedAt":2652},["ShallowReactive",2],{"library-kao-fu-man-glenair-qi-ye-wen-hua":3,"library-sidebar-buffett":1118,"library-sidebar-dao":2119,"library-sidebar-models":2420},{"id":4,"title":5,"body":6,"category":1104,"date":1105,"description":1106,"extension":1107,"meta":1108,"navigation":1109,"order":1110,"path":1111,"seo":1112,"seoDescription":1106,"seoTitle":1113,"slug":1114,"stem":1115,"__hash__":1116,"_collection":1117},"buffett\u002Fbuffett\u002Finterview\u002Fkao-fu-man-glenair-qi-ye-wen-hua.md","考夫曼：Glenair 企业文化",{"type":7,"value":8,"toc":1098},"minimark",[9,13,21,29,36,39,42,48,51,55,58,61,67,70,75,77,81,86,92,95,102,105,112,114,119,128,130,135,138,141,147,151,154,165,176,186,193,200,205,208,211,214,217,224,235,242,252,255,261,266,269,274,276,279,282,288,291,294,297,301,304,307,310,313,316,320,323,328,334,337,340,345,348,351,354,360,363,365,370,373,376,380,383,386,391,398,401,406,409,416,422,425,431,434,437,444,447,453,457,462,465,470,473,476,479,486,491,495,500,503,506,509,516,519,522,525,528,531,534,539,545,551,554,557,561,564,580,583,586,589,592,595,598,603,609,615,622,629,632,635,641,643,648,651,654,656,661,666,669,672,675,679,682,685,688,691,694,697,700,703,707,710,713,716,721,724,730,736,742,748,751,757,762,765,769,772,778,781,787,792,795,798,801,804,807,810,813,816,819,822,825,828,831,834,837,840,843,846,849,852,855,858,861,865,870,873,876,879,882,885,888,891,894,897,900,903,906,910,913,916,919,922,925,928,931,937,943,945,950,953,957,960,970,973,978,981,986,990,993,996,999,1002,1005,1008,1011,1016,1019,1022,1025,1028,1033,1036,1039,1044,1047,1052,1055,1060,1063,1066,1069,1072,1075,1078,1081,1084,1087,1090,1095],[10,11,5],"h1",{"id":12},"考夫曼glenair-企业文化",[14,15,16],"p",{},[17,18],"img",{"alt":19,"src":20},"","\u002Fcontent\u002Fbuffett\u002Finterview\u002Fimages\u002Fimage_1863802942088589746.png",[14,22,23,24,28],{},"Joseph Tussman：",[25,26,27],"strong",{},"学生必须学会的是，如果他真的学到任何东西的话，那就是世界会为你做大部分的工作，只要你找出它真正的运作方式，并与这些现实保持一致来跟它合作。如果我们不让世界教导我们，它就会给我们上一课\"","。",[14,30,31,32,35],{},"Glenair 有一句谚语：",[25,33,34],{},"\"哪里有神秘，哪里就有利润","\"(Where there's mystery, there's margin.)",[14,37,38],{},"Secret Sauce 是获得高利润的秘密武器。",[14,40,41],{},"这句话也表达了同样的意思：\"当你像其他人那样做时，当你得到其他人得到的东西时，不要感到惊讶\"。",[14,43,44,45],{},"本文包含一些很少有人会采用的简单的文化原则。它们可以成为持续优势、最佳关系和超额利润的源泉。道理是如此简单，却又如此深刻：",[25,46,47],{},"我们可以让世界为我们做大部分工作，也可以与世界不可战胜的力量抗争一生。但是，我们只有认清世界的真实运作方式并与之保持一致，才能享受尼亚加拉大瀑布般的强大力量。",[14,49,50],{},"",[52,53,54],"h3",{"id":54},"企业文化",[14,56,57],{},"Glenair 公司的外部董事们向我提出了如何让他们发挥更大价值的建议。这是一个非常好的问题，我为此准备了一份完整的书面报告。我很高兴与你们分享。",[14,59,60],{},"最近查理芒格在与Capital Group 高管座谈时发表了以下看法：据我所知，运营最好的三家公司是Costco、Kiewit 和Glenair。这三家公司的产品或业务都没有什么特别之处。但三者的企业文化都有其独特之处。",[14,62,63,64,28],{},"从查理的话中可以推断出，**如果有人想真正了解这些卓越的公司，最好不要把注意力放在产品或业务上，而是放在它们的企业文化上。**事实上，我认为这才是Glenair 董事发挥最大价值的正确途径：深入、流畅地了解Glenair 的非常规的企业文化，以及共同创造这种\"跃迁式涌现效应\"的具体因素，大的、小的、明显的、隐蔽的。这样，他们就有能力完成一个董事所能完成的最有价值的任务之一：",[25,65,66],{},"防止企业文化的漂移",[14,68,69],{},"以下是Glenair 企业文化的14 个关键方面。它们的简洁性反映了我最喜欢的一句话，出自Andy Benoit：",[14,71,72],{},[25,73,74],{},"大多数天才，尤其是那些领导他人的天才，他们的成功不是通过解构错综复杂的复杂事物，而是通过发掘未被识别的简单事物。",[14,76,50],{},[52,78,80],{"id":79},"glenair-推崇的14-项文化价值观","Glenair 推崇的14 项文化价值观",[82,83,85],"h4",{"id":84},"一-leaping-emergent-effect-跃迁式涌现效应的无价机遇","一， Leaping Emergent Effect \"跃迁式涌现效应\"的无价机遇",[14,87,88,89],{},"科学中一个基本概念是\"涌现效应\"。任何事物都是一种涌现效应的结果：一张桌子、一朵花、你和我等等，当一些较低级别的组成因素结合在一起时，较高级别的品质就会\"涌现\"出来。大多数的涌现效应都很容易通过描述其组成因素和结合方式来预测。",[25,90,91],{},"但有一小部分却很难预测：涌现效应惊人的从其组成因素的特质基础上\"跃\"出很远。",[14,93,94],{},"我最喜欢的一个惊人且突发性飞跃的例子是龙卷风。我们能仅仅通过观察龙卷风的各个构成要素：暖空气、冷空气、顺时针、逆时针、高压、低压、北风、南风，就预测出龙卷风这样的跳跃性结果吗？不，对于一个从未见过或听说过龙卷风的人来说，这些普通的要素会导致如此巨大的力量的想法是疯狂的。",[14,96,97,98,101],{},"同样的道理也适用于人类的生活成果，尤其是企业文化。它们也是各组成部分的涌现效应，",[25,99,100],{},"如果把适当的因素放在一起，就会产生新颖的、意想不到的、飞跃性的群体成果","。就像1980 年的美国奥林匹克曲棍球队一样，团队的效率是如此之高，以至于他们可以像龙卷风一样\"举起房子，把它搬到街区另一边\"，那些从未遇到过这种事情的人会发誓说这是不可能做到的，当然不是通过信任、安全、关怀、公平、回报等世俗因素。",[14,103,104],{},"一个团队也可以如此。处于劣势的美国曲棍球队，很可能没有一名可以达到苏联队首发标准的球员，在Lake Placid 比赛中，他们以一场惊心动魄的失利战胜了强大的对手。",[14,106,107,108,111],{},"Herb Brooks 对Jim Craig 说：\"",[25,109,110],{},"我不是在寻找最好的球员，Craig，我在寻找最合适的球员。","\"",[14,113,50],{},[14,115,116],{},[17,117],{"alt":19,"src":118},"\u002Fcontent\u002Fbuffett\u002Finterview\u002Fimages\u002Fimage_4110020266400694196.png",[120,121,122,125],"blockquote",{},[14,123,124],{},"利用大平原的普通地形，加入从北方顺时针方向移动的寒冷、干燥的高压空气。然后再加上从南方逆时针方向移动的温暖、潮湿的低压空气。你会得到什么？",[14,126,127],{},"龙卷风是一种\"跃迁式的涌现效应\"，它能将房屋掀起，并把它掀翻到下个街区！",[14,129,50],{},[14,131,132],{},[17,133],{"alt":19,"src":134},"\u002Fcontent\u002Fbuffett\u002Finterview\u002Fimages\u002Fimage_3344817192262471005.png",[14,136,137],{},"摩托车翼型的设计耗费了大量的智慧和财力，以最大限度地减少湍流、阻力、噪音、负荷、气浪和波动，从而优化\"空气流动\"和\"升力\"。这种翼型的设计极不直观，它们需要花费大量时间来设计制造，可能比倾斜的结构困难十倍。然而，它可能看似\"笨重而昂贵\"，却让对手望尘莫及。了解\"文化空气动力学\"的管理者也采用了类似的独创性。而那些流线型较差人则坐在一旁困惑的挠头，不明白那些拥有\"庞大而昂贵\"的信任、团结和丰富的共享模式的竞争对手，是怎么让他们望尘莫及的。",[14,139,140],{},"**托尔斯泰说过：\"所有幸福的家庭都是相似的，而不幸的家庭各有各的不幸\"。快乐的团队和公司也是一样的。**他们是少数能够将\"罕见的因素\"融合在一起，并可靠地享受团队成就的惊人飞跃的人。",[14,142,143,144],{},"Costco 的Jim Sinegal：",[25,145,146],{},"我们的态度一直是，如果你雇用了优秀的人才，并提供高薪和好的岗位，更重要的是，如果你能提供一个好的职业生涯，你的公司就会有好的发展。",[82,148,150],{"id":149},"二-trust-任何文化中最重要的要素就是信任","二， Trust 任何文化中最重要的要素就是\"信任\"",[14,152,153],{},"George MacDonald ：\"没有什么快乐能与我们完全信任的人在场相提并论\"。",[14,155,156,157,160,161,164],{},"想要创建一支像美国奥林匹克曲棍球队那样的\"跃迁式涌现效应\"的团队吗？完全\"信任\"有多重要？",[25,158,159],{},"信任是如此重要，以至于排在第二位的东西都不值一提","！然而，大多数组织都完全忽视了\"世界是如何运转的\"这一重大现实。他们并没有将这一简单的真理付诸实践，享受尼亚加拉瀑布的巨大力量，而是\"",[25,162,163],{},"生活给了他们一个教训","\"，使他们不断受到束缚。",[14,166,167,168,171,172,175],{},"几只未被信任的、简单的小狗插图形象地说明了这一问题。想象一下把小狗带回家的情景。我们的目标自然是让它成为我们家庭中积极参与、有贡献的新成员。但第一天晚上，可怜的它就在角落里瑟瑟发抖。我们该如何解决这个问题呢？其实没什么神秘的，没有什么比这更显而易见的了。我们必须创造平静、安全、放心的\"",[25,169,170],{},"安全环境","\"。我们必须进行良好的沟通。我们必须分享水和食物。最重要的是，我们必须始终如一地提供这些东西。如果我们做到了这一点，在适当的时候，也许一个星期后，那只小狗就会跑过来依附在我们身上。尽管它与我们完全是两个不同的物种，但在它的余生里，",[25,173,174],{},"它都愿意为我们献身","！这就是\"跃迁式涌现效应\"！说到让世界为我们做大部分工作！我们投入不到一周的时间，就能得到另一个愿意为我们献身的物种！",[14,177,178,179,182,183],{},"这对领导力和团队建设是否有什么启示？有的！除了一个小例外，",[25,180,181],{},"人类的行为也没有什么不同","。只要我们也能感受到\"安全\u002F透明\u002F共享的环境\"(Safe\u002FTransparent\u002FSharing Environment)，我们也会从角落里瑟瑟发抖变为恋恋不舍，甚至甘愿赴死。唯一的是例外是什么？对于狗来说，实现这种跃迁的效果所需的\"不可减少的最短时间\"是一周左右。而对于人类来说，",[25,184,185],{},"\"不可减少的最短时间\"更接近是六个月。",[14,187,188,189,192],{},"然而，大多数人类机构在把新员工或供应商\"带回家\"时，是否尊重这一简单的现实呢？他们是否和蔼可亲、温柔体贴，以营造安全感、舒适感和放心感？他们是否善于沟通？他们会分享水和食物吗？即使他们做到了这些，他们是否坚持做到了至少六个月？几乎没有！他们就像手里拿着一份卷起来的报纸，经常对供应商和员工大打出手，",[25,190,191],{},"营造出一种零信任的环境","。然而，他们却对供应商和员工\"继续在角落里发抖\"感到困惑！",[14,194,195,196,199],{},"这真是自相矛盾！尽管我们不是狗，但我们接受这样一个严峻的现实：",[25,197,198],{},"只有一个完全安全的环境——透明、分享、绝对、持续的信任——通过不可减少的至少一周的时间引入，才能让狗完全投入到一段关系中","。但不知何故，我们却认为我们可以虐待身边的人，却期望他们富有成效、忠诚、体贴他人等等。",[14,201,202],{},[25,203,204],{},"一段美好的关系不仅仅是找到合适的伴侣，更重要的是自己成为合适的伴侣。",[14,206,207],{},"Anson Dorrance：在他们知道你在乎他们之前，他们不会做出承诺。",[14,209,210],{},"生物基因储存着祖先的遗传信息：方法早就存在。",[14,212,213],{},"金毛寻回犬幼崽一出生就知道如何以及何时\"寻回\"。如何做到的？本能的知识。它们的遗传基因赋予了它们作为寻回犬的全部知识，即使它们一出生就与其他狗狗分开。",[14,215,216],{},"Helena Cronin：靛蓝彩雀每年都会长途迁徙。这种壮观的适应性是源自于，自然选择在进化过程中将丰富的信息输入鸟类基因，尤其是有关恒星星座旋转的信息。",[14,218,219,220,223],{},"我们第二个富有启发性的小故事与金毛幼犬有关，它们在出生时就与父母分离，但仍然知道如何指路、放牧、寻回等。它们怎么能在没有人示范或教导的情况下做到这些事情呢？答案就是所谓的\"遗传信息\"，这是所有大学生物系的基本原则。就像上面提到的金毛寻回犬幼崽或迁徙彩雀一样，",[25,221,222],{},"所有有生命的生物的DNA 中都传递着基于任务的知识","。与直觉相反，大多数领导者都忽视了这种\"生物遗传知识\"的重要性，在他们的领导活动中完全忽略了这一点。",[14,225,226,227,230,231,234],{},"与寻回幼犬或鸟类迁徙一样，人类从一出生就具有与生俱来的\"遗传本能\"。其中最重要的一项能力就是评估\"首领\"的素质和健康状况。就这种评估而言，",[25,228,229],{},"我们天生就倾向于寻找领导者","，无论是家庭、运动队、企业还是社会团体的头领。就像《杀死一只知更鸟》中的主角Atticus Finch 一样，",[25,232,233],{},"他们都有原则、值得信赖、坚强、勇敢、坚韧、冷静、公平、忠诚、分享，并且有\"成功\"的记录","。**这就像一份遗传信息检查清单一样，他展现出了人类天生渴望的领导者的所有品质。**他在民意调查中一直被评为史上第一虚构英雄。为什么不呢？",[14,236,237,238,241],{},"这是我们毕生的追求。**从DNA 层面上讲，我们天生就在寻找伟大、值得信赖的领袖，他们是生命中最有价值的商品。**就像小狗一样，我们急切地寻找真正的领袖，寻求依附，甚至愿意为他们献出生命。",[25,239,240],{},"我们也知道什么是坏的\"领袖\"，不值得信赖、不公平、恃强凌弱、两面三刀、懦弱、自私、不忠诚、靠欺骗获得晋升的\"失败者\"","。我们不仅会像躲避瘟疫一样避开他们，如果被他们缠上，我们还会尽全力\"干掉他们\"。所以，这其实很简单：与狗没有什么不同，强大的与生俱来的自我保护本能，迫使我们寻找好的领导者，避免坏的领导者。",[14,243,244,245,248,249],{},"想成为一名伟大的领导者吗？很简单。只需要尊重这个极其简单的现实：",[25,246,247],{},"遵循世界运作的真理","。对于领导者来说，",[25,250,251],{},"最重要的莫过于与对手方头脑中的写入的\"遗传信息\"路线保持一致，表现出值得信赖、公平、互惠、关爱......并赢得胜利。",[14,253,254],{},"赢得胜利是任何人类群体的氧气",[14,256,257,258],{},"General George Patton：",[25,259,260],{},"一个指挥官会做一切必要的事情去完成他的任务，而他的任务有近80%是为了激发他部下的士气。",[14,262,263],{},[17,264],{"alt":19,"src":265},"\u002Fcontent\u002Fbuffett\u002Finterview\u002Fimages\u002Fimage_-3574788875749866864.png",[14,267,268],{},"上图是一幅伟大插图的一半，它展示了驱动狗鸟以及人类等所有有生命的生物行为的\"内心\"方向和本能。想象一下，你正坐在北极圈内的这艘船上。风在向东吹，水也在向东流。你和船都在向东行驶。你旁边的冰山也在向东移动。然而，如果你在北极圈内待的时间足够长，你就会遇到一种最令人困惑的情况。当风、水流、你和船都在向东航行时，冰柱有时却会向相反的方向向西航行！有什么办法可以解释这种看似对逆空气动力学定律的反常现象呢？在你看到插图的后半部分之前，请回想一下我们刚才讨论过的关于内心的方向、本能的深层渴望、强烈的欲望冲动等的讨论。它为解释这种现象提供了一个很大的启示....",[14,270,271],{},[17,272],{"alt":19,"src":273},"\u002Fcontent\u002Fbuffett\u002Finterview\u002Fimages\u002Fimage_-2636422855280692104.png",[14,275,50],{},[14,277,278],{},"这才是冰山的真面目！这也是你们试图了解的人类的样子，他们在先天DNA 层面上拥有深层次的\"内心\"感受。在你与他人打交道时，不要被表面现象所迷惑。人类比狗等动物更善于掩盖自己真实的\"内心\"感受，将内心深处的秘密隐藏起来，像弹簧一样盘旋，总有一天会释放出来，带来戏剧性的后果。",[14,280,281],{},"制造正确的氛围",[14,283,284,287],{},[25,285,286],{},"Kenneth Iverson：每一位管理者都应该是一位心理学家，知道什么会让人心动，他们想要什么，他们需要什么。而人们想要的和需要的大部分都存在于潜意识中","。管理者的工作就是帮助员工完成非凡的事业。这就意味着要营造一种能激发人们挖掘自身潜能的工作环境。",[14,289,290],{},"我想说的是，管理就是你如何处理事物的分配、方向和监督。相比之下，领导力则是如何与人打交道，即人与人之间的价值体系，这些个人价值共同构成了一个团体的\"文化\"。与我的术语\"文化氛围\"相似， Lewis Thomas在《细胞生命的礼赞：一个生物学观察者的手记》(The Lives of a Cell)一书中谈到了\"制造正确的氛围\"(Getting The Air Right)。Thomas 在建议研究团队的负责人如何做出更好的科学成果时，他写道：如果你想让蜜蜂酿蜜，你就不要发布关于太阳能方向或碳水化合物化学的规定，你要把它和其他蜜蜂放在一起，并尽力安排蜂巢周围的大环境。如果氛围是正确的，科学成果就会在它自己的季节出现，就像纯净的蜂蜜一样。",[14,292,293],{},"我近四十年的组织经验与Thomas 的经验如出一辙。虽然系统、流程、协议、程序和技术必须得到尊重，但如果你让它们成为你的首要关注点，你就是在做管理工作。如果你把人作为首要关注点，那么你就是在做领导力工作。在Thomas 的比喻中，管理者managers 关注的是方向和化学规程，而领导者leaders 关注的是\"蜂巢周围的总体环境\"，也就是人的因素，即\"制造正确的氛围\"。",[14,295,296],{},"根据我的经验，一个士气高昂的团队，在得到适当的激励和鼓舞后，其业绩会比士气低落的同侪团队高出5倍或更多。**人类通常尚未开发的潜在潜力是惊人的，而正确的文化框架可以可靠地将人类的潜力释放出来。**在过去30 年里，Nucor 和Glenair 公司之所以分别实现看似不可能的17%和18%的复合回报率，而且没有亏损或裁员，就是因为释放了这种人类潜能。",[82,298,300],{"id":299},"三-all-in-优秀领导者及其团队将全力以赴","三， All-In 优秀领导者及其团队将\"全力以赴\"",[14,302,303],{},"Michael Abrashoff：领导力的艺术在于简单的事情：确保高昂士气和增加胜算的常识性行动。一个让员工发挥主人翁精神的组织，会是一个击败竞争对手的组织。我们的\" Benfold\"号驱逐舰几乎击败了太平洋舰队的所有战舰。而这一切，都是由我的前任团队完成的。我们没有解雇或替换任何人。我们只是挖掘出了那些从未被认识到的潜力。",[14,305,306],{},"我最近听到了一个故事，它很好地表达了\"一只小狗依附我们并愿意为我们赴死\"时所发生的事情。这只小狗正在\"All-In\"。当个人和团体\"All-In\"时，会产生巨大的影响。\"All-In\"是实现人类\"跃迁式涌现效应\"的基本要素。没有它就不可能实现。这个神奇的故事讲述的是盲人教授Daniel Kish 的故事。Kish 自学了蝙蝠使用的\"回声定位\"方法，即使双目失明也能\"看见\"这个世界。Kish 用舌头发出声音，通过回声来感知物体的形状和距离，在大脑皮层构建影像，就像蝙蝠的声纳，他甚至还能骑自行车！Kish 将这一技能传授给了其他盲人。有人曾问他，是否认为视力正常的人也能学会。他回答说，不，你必须\"全力以赴\"，这里指的是盲人。",[14,308,309],{},"这是一个关于团队最佳表现的深刻见解：\"All-In\"的品质对于任何一个团队来说，都是必不可少的，只有如此才能达到龙卷风般的\"跃迁式涌现效应\"的水平，才能享受到团结一致的能量、生产力、协作力和独创性，甚至可以举起一座房子，并将其抛向街区的另一边。通过构建一个信任、关爱、分享等环境氛围，我们希望创造条件，诱使我们的团队成员\"全力以赴\"。",[14,311,312],{},"《白雪公主》工作室：一支\"All-In\"团队",[14,314,315],{},"1930 年《白雪公主》动画师：这个团队发展得如此之快，好像要炸开似的。每部新影片都有令人惊叹的新改进，效果更好，动画更生动，整个工作室都呈现出一种上升势头。这就像是一支获胜球队的队员！对我们来说，这一切都是纯粹的魔法。我们的奉献是世界上最伟大的事情，我们对Walt 以及产品的奉献，是我们不容置疑的态度。从来没有一个人对Walt 说：啊，那太费劲了，我不想干了。哦，不，如果有必要，你会把它带回家，加班一整夜。Walt 有一种力量。我想，这就是他的个性，他的天赋。",[82,317,319],{"id":318},"四-seeing-through-others-eyes-优秀领导者透过团队成员的眼睛去看问题","四， Seeing through other's eyes 优秀领导者透过团队成员的眼睛去看问题",[14,321,322],{},"科学频道：在赤道位置，地球表面以大约一千英里的时速旋转，而整个地球本身则以大约6.7 万英里的时速围绕太阳旋转，更不用说我们的整个太阳系正以惊人的速度飞越不断膨胀的宇宙空间了。那么，如果我们一直在以如此惊人的速度运动，为什么我们还会有静止的感觉呢？这是因为伽利略相对论，我们是一个巨大惯性框架的一部分，它将我们所有人固定在一个共同的静止体验空间中。",[14,324,325],{},[25,326,327],{},"掌握任何系统的必要条件：跳出系统。",[14,329,330,331],{},"为什么人类在与狗打交道时往往得\"A\"，而在与人类同伴打交道时却得\"F\"？为什么狗与人打交道时往往得\"A\"，而与狗同伴打交道时却得\"F\"？答案就是所谓的伽利略相对论。在物理学中，伽利略相对论认为，不可能真正掌握或定义任何你自己所属部分的系统。一个经典的例子是，一个人在时速50 英里的火车上，手里拿着一个球。问他球的速度有多快？他回答说是静止的。但对于外部观察者来说，跟火车一样，球的时速也是50 英里。这就是说，",[25,332,333],{},"\"距离产生视角\"，一个人必须置身于一个系统之外才能完全理解它。",[14,335,336],{},"为什么人类对待狗，比对待人类同胞更好？我们得出了一个简单的答案：我们和狗在不同的列车上，在狗的系统之外，但和人类同胞在同一辆列车上。同样，狗与人类在不同的列车上，但狗与同伴在同一辆列车上。",[14,338,339],{},"正因为需要保持距离，所以\"以他人为导向\"，即能够\"透过他人的眼睛\"看问题，才具有如此重要的价值。这也是为什么任何领导者，或者说一般意义上的人，所能接受的最有价值的商业教育通常不是在课堂上，而是在人类组织内部，在组织的各个层级中，通过所有成员的\"眼睛\"来观察商业世界如何运作，才得以熟悉。",[14,341,342],{},[25,343,344],{},"掌握任何系统的必要条件：摆脱束缚\u002F跳出束缚",[14,346,347],{},"画家JohnSingerSargent 过去经常倒立着通过镜子，观察他正在创作的肖像画，\"跳出系统\"，以便更好地了解任何不足之处。",[14,349,350],{},"我亲身体验到了\"透过别人的眼睛看世界\"的价值。十几岁时，在一个漫长而炎热的夏天，我在Hoag Memorial 医院的厨房洗锅。每天早上天刚蒙蒙亮，当我的大多数朋友还在睡懒觉时，我就起床去做那份\"无聊的暑期工作\"。很多时候，和我并肩作战的是\"Gabriel\"，他是来自墨西哥的移民，不会说英语。日复一日，Gabriel和我在蒸汽弥漫、汗流浃背的洗碗间擦洗那些锅碗瓢盆，日复一日，我渐渐地更好地理解了Gabriel 的外语，也更好地理解了他。",[14,352,353],{},"快进到大约十年前，我在20 多岁的时候就被推上了Glenair 公司的高级领导岗位，手下有数百名员工。我惊讶地发现，这些员工中的大多数都是\"Gabriel\"，他们的背景和特点与我的洗锅同伴几乎一模一样。我是否了解他们眼中的世界？我知道如何与我的新团队交流和真正沟通吗？我会说我知道怎么做！我甚至会说他们的语言、俚语和其他一切，而他们也非常感激我！",[14,355,356,357],{},"临床心理学的一句经典名言清楚地说明了\"透过别人的眼睛看问题\"的价值。",[25,358,359],{},"为什么别人的行为方式在我们看来如此格格不入？如果你能像我一样看待这个世界，你就会明白我为什么会有这样的行为。",[14,361,362],{},"有史以来最好的领导力书籍之一：《It's your ship》",[14,364,50],{},[14,366,367],{},[17,368],{"alt":19,"src":369},"\u002Fcontent\u002Fbuffett\u002Finterview\u002Fimages\u002Fimage_6682799798663431990.png",[14,371,372],{},"Captain Michael Abrashoff",[14,374,375],{},"船长最重要的技能就是能够透过船员的眼睛看问题......",[82,377,379],{"id":378},"五-winwin-只有双赢结构才是可持续的","五， Win\u002FWin 只有双赢结构才是可持续的",[14,381,382],{},"Seneca ：时间是最好的证人。",[14,384,385],{},"非洲谚语：如果你想走得快，就独自前行。如果你想走得远，就共同前行。",[14,387,388],{},[25,389,390],{},"当有人无法获胜的时候，一切迟早完蛋。",[14,392,393,394,397],{},"这是另一种高尚的简约生活，在日常生活中又是如此显而易见。在任何生物系统中也就是说所有的人类系统，",[25,395,396],{},"可持续性就是一切","。如果你是一个有机生命体，如果你不能通过\"时间的考验\"，如果你不具有可持续性，那么一切都变得不再重要。通常被忽视的清晰逻辑，简单到令人痛苦：潜在的关系有四种，也只有四种：双赢Win\u002FWin；赢输Win\u002FLose；输赢Lose\u002FWin；双输Lose\u002FLose。这四种类型中哪个是\"长期可持续的\"？也就是说，在这四种类型中，哪种在设计和结构上能够抵御或不受时间的流逝而腐朽和消亡？",[14,399,400],{},"答案当然是显而易见的，只有第一种，即双赢Win\u002FWin。然而，有多少人类系统在其结构设计上不可避免地会导致双赢之外的结果呢？几乎所有的系统都是如此！",[14,402,403],{},[17,404],{"alt":19,"src":405},"\u002Fcontent\u002Fbuffett\u002Finterview\u002Fimages\u002Fimage_-5694806190276936925.png",[14,407,408],{},"Venn 图使用重叠的图形来形象地描述集合及其交集。一旦我们能透过他人的眼睛看世界，我们就能将他们的需求、愿望、欲望和要求形象化为Venn 图，并了解它们如何与我们自己的兴趣重叠。中间的橙色区域是关键，是最佳的\"双赢\"点，是甜蜜点，是我们想要做的\"交易\"。任何其他缺乏重叠的主张，从定义上讲都不是双赢Win\u002FWin，也许只满足了一方的需求，却完全忽略了另一方的需求。",[14,410,411,412,415],{},"无论从哪个角度看，双赢Win\u002FWin 都是诚实、可信、公平的长期交易。所有各方的需求愿望和欲望都得到了考虑和尊重。而其它三种类型都有人会不开心，负面情绪日积月累终会爆发。在典型的\"交互\"后，那些觉得自己被占了便宜的人就会伺机而动，迫不及待地想要弥补，",[25,413,414],{},"而弥补的时间、方式和地点却无法确定","。没有人愿意放弃真正的双赢Win\u002FWin 安排，即使用炸药也很难分开！但是输赢Win\u002FLose 安排呢？世界上最强大的超级胶水也无法将其粘在一起！",[14,417,418,419],{},"无论你是雇主、雇员、客户还是供应商，你都不希望被对方视为\"失败\"的原因。在我所从事的行业中，我经常看到这种疯狂的现象，不管是雇主、雇员、供应商、客户，所有人的行为都好像欺骗、两面派和榨取最后一毛钱是精明机智的\"最佳做法\"。",[25,420,421],{},"他们不诚信的行为，往往导致最好的对手方，往往是周围最有价值的\"智力资本\"，\"用脚投票\"并离开。",[14,423,424],{},"如果说人类交往史向我们展示了什么的话，那就是最有能力、最诚实、最有贡献、思维最清晰的交易对手方，也就是我们最希望与之保持联系的人，他们会在感觉到自己\"输了\"时，第一个用脚投票并离开。现在，我问你，躲避非双赢局面就像躲避瘟疫一样，还有比这更简单的理由吗？随着时间的推移，它们会让我们与生活中最具潜在价值的关系越走越远！",[14,426,427,428],{},"本富兰克林对那些因非双赢行为，而失去重要关系的人所遭受的痛苦，有一个明智的\"人生回望\"般的观察：",[25,429,430],{},"井干方知泉水贵。很多时候，关键关系的真正价值只有在失去之后才会显现出来。",[14,432,433],{},"输赢策略Win\u002FLose 是一场正在发生的海难",[14,435,436],{},"Marcus Annaeus Lucan：各人自扫门前雪。",[14,438,439,440,443],{},"世界上大多数人都忽视了一个不祥的现实，那就是我所说的\"反方选择性铁律\"，这一公理不仅适用于商业，也同样适用于朋友、配偶甚至国家：\"",[25,441,442],{},"如果你对你的对手方强加条条框框、非输即赢、零和博弈，你唯一能留住的对手就是最绝望的交易对手","\"。",[14,445,446],{},"从各个方面看，双赢策略Win\u002FWin 都更好",[14,448,449,450],{},"Michael Abrashoff：人们为什么会离开一个组织？",[25,451,452],{},"我原以为工资低会是第一个原因，但事实上是第五个原因。首要原因是没有得到尊重或有尊严的对待；第二个原因是无法对组织产生影响；第三个原因是没有被倾听；第四个原因是没有感受到更多的责任感。",[14,454,455],{},[25,456,50],{},[14,458,459],{},[17,460],{"alt":19,"src":461},"\u002Fcontent\u002Fbuffett\u002Finterview\u002Fimages\u002Fimage_-6299317601575847910.png",[14,463,464],{},"非双赢策略就类似于打台球比赛时，只专注于击出第一二杆。台球就像人生，是一场多杆游戏。如果在当前或第一阶段的交易中，我们不考虑虐待对手方的未来后果，就会使我们的\"声誉母球\"在下一杆或下一个交易或阶段中处于不利位置。在你的第一份工作或任何新任务中，请记住这一点；任何新来的孩子，任何新的\"变革推动者\"，都可以在刚开始的比赛中大力击沉几个球而大显身手。但是，谁会对只击沉几个球感兴趣呢？我们想击沉所有的球，我们想\"掌控整个局面\"。",[14,466,467],{},[17,468],{"alt":19,"src":469},"\u002Fcontent\u002Fbuffett\u002Finterview\u002Fimages\u002Fimage_-2396710885176488011.png",[14,471,472],{},"成为仁慈黑洞的好处",[14,474,475],{},"Michael Novak：如果流氓知道诚信和公平交易的价值，他们就会诚信和公平交易。",[14,477,478],{},"用一个天文学的比喻来说，真正的双赢框架最终会让你的组织成为一个\"仁慈黑洞\"。您通过赢得声誉而吸引来的高级别对手方，开始越来越多地将他们与您的关系视为\"局部最大值\"，如此令人满意的局面，以至于他们认为没有必要去\"寻找更好的交易\"。",[14,480,481,482,485],{},"本着\"认识有用的简单性\"的最佳精神，800 年前，Moses Maimonides 观察到：了解人类行为一点也不难，只要观察他们就可以了：",[25,483,484],{},"他们会趋向于他们认为合意的东西，而远离他们认为不合意的东西","。因此，吸引和留住最优秀的客户、员工和供应商非常简单：围绕真正的\"双赢\"，不断地将你的组织定位为最\"令人愉快\"的，你不仅会诱导最好的对手方向你靠拢，一旦他们这样做了，他们就永远不会离开!",[14,487,488],{},[25,489,490],{},"亨利福特：一个绝对致力于服务的企业只会担心一个问题，那就是利润会高得令人尴尬。",[82,492,494],{"id":493},"六-reciprocation-互惠是世界运转的方式","六， Reciprocation 互惠是世界运转的方式",[14,496,497],{},[17,498],{"alt":19,"src":499},"\u002Fcontent\u002Fbuffett\u002Finterview\u002Fimages\u002Fimage_-3073700618045978171.png",[14,501,502],{},"火箭发动机：排气流向后推进，发动机向前推进",[14,504,505],{},"牛顿第三定律：对于每一个作用力，都有一个相等且相反的反作用力。",[14,507,508],{},"说到\"信任\"，我们能否总结出\"世界到底是如何运转的\"一般规律吗？大样本量是统计学家最好的朋友。相比之下，小领域和小样本则是决策者的大敌。让我们把世界分成三个方便的类别，每个类别代表尽可能大的样本量，看看我们可能会发现世界一直是如何运作的。这三个类别分别是：无机系统(物理宇宙)137 亿年样本量；有机系统(地球上的生物生命)35 亿年样本量；人类系统(人类历史)约2 万年样本量的合理记录。",[14,510,511,512,515],{},"在无机系统中，牛顿第三运动定律是137 亿年来始终不变的\"简单\"定律：当一个物体推向另一个物体时，另一个物体也会以相同的力\"推回\"。把玻璃杯放在桌子上，玻璃杯会以X 力向下压桌子！但与直觉相反的是，桌子同样也会以X 力向上推。在有机系统中，马克吐温有一句幽默的名言：",[25,513,514],{},"吃一堑长一智(A man who carries a cat by the tail learns something he can learn by no other way)","。35 亿年来，所有有生命的有机生命体都以同样的方式行事，用X 力推马克吐温的猫，它就会用X 力推回来。",[14,517,518],{},"揭示互惠的内在\"简单性\"",[14,520,521],{},"《基督山伯爵》(The Count of Monte Cristo)是法国作家大仲马的一部冒险小说。该书完成于1844 年，为作者最受欢迎的作品之一，与《三个火枪手》齐名。",[14,523,524],{},"故事发生在百日王朝(拿破仑流亡后重新掌权)前夕，一直延续到法国路易菲利普统治时期。这是一个以希望、正义、复仇、仁慈和宽恕为主题的冒险故事，主要讲述了一个被冤枉入狱的人越狱后获得了一笔财富，并开始向那些对他的入狱负有责任的人复仇。然而，他的计划给无辜者和有罪者都带来了毁灭性的后果。此外，这是一个涉及浪漫、忠诚、背叛和自私的故事，整个故事中的人物慢慢揭示了他们真实的内心世界。",[14,526,527],{},"因果报应只有在你是一个下三滥的时候才会发生。",[14,529,530],{},"至于人性，两万年的文明史说明了什么？人类在受到压迫时是否同样倾向于\"反击\"？当然，充满热情，我们只是比动物世界更聪明而已。就像大仲马笔下的基督山伯爵一样，我们倾向于卧薪尝胆等待时机，直到有合适的机会对那些背叛了我们信任的人实施\"报复\"。(英语中有16 种不同的复仇表达方式！)。",[14,532,533],{},"聪明人都知道，\"喜欢一般都会换来喜欢为回报\"，无论是正面的、中性的还是负面的。给予别人信任、善意和尊重，你很可能会得到同样的回报。如果你什么都不给他们，那么你很可能什么都得不到。同理，辱骂别人，别人也会辱骂你。",[14,535,536],{},[25,537,538],{},"信任是世界真正运转的关键因素：付出信任才能换回信任Give Out Trust To Get Trust Back",[14,540,541,542],{},"罕见的天才教练JohnWooden 得到了它：",[25,543,544],{},"赠人玫瑰，手有余香Give It Away To Get It Back",[14,546,547,548],{},"John Wooden：有一种奇妙的、近乎神秘的自然法则说，",[25,549,550],{},"我们最想要的三样东西：幸福、自由和心灵的平静，总是在我们给予他人时才得以实现。有舍才有得。",[14,552,553],{},"如果你想让别人倾听你的心声，那就请先倾听别人诉说。",[14,555,556],{},"冠军从不抱怨，他们都忙着变得更好",[82,558,560],{"id":559},"七-incentives-符合人性的激励措施非常重要","七， Incentives 符合人性的激励措施非常重要",[14,562,563],{},"企业文化中没有什么比\"激励制度\"更为重要的了。有效的激励制度拥有六项基本原则，以确保正确引导本能的人性特征，尤其是强大的核心驱动力，如阶级制度和自我保护的本能。将事物安排得真正符合人们的基本驱动力，就能激活\"正和\"游戏，而不是\"零和\"游戏。Bingo 馅饼不再是有限的了。正和系统能够让士气、兴趣、热情、兴奋、能量、创意和生产力爆发，就像是凭空产生一样。",[14,565,566],{},[25,567,568,569,573,574,576,577,579],{},"萧伯纳(George Bernard Shaw)：如果你有一个苹果，我有一个苹果，我们交换苹果，我们仍然各有一个苹果。但如果你有一个",[570,571,572],"span",{},"有价值的","想法，我有一个",[570,575,572],{},"想法，我们交换想法，现在我们每个人都有两个",[570,578,572],{},"想法。",[14,581,582],{},"Moses Maimonides：理解人类行为并不难：人们会趋向于他们认为合意的东西，远离他们认为不合意的东西。",[14,584,585],{},"哪里有神秘，哪里就有利润Where There Is Mystery There Is Margin",[14,587,588],{},"就真正符合人类核心驱动力所需的特征而言，大多数组织现有的激励制度都无法满足六项原则之一。他们不禁要问，为什么士气和生产率如此之低？与此形成鲜明对比的是，与Nucor 和Glenair 公司一样，电视节目《致命捕捞》(The Deadliest Catch)中出现的阿拉斯加捕蟹船也是获得6 分的高分，他们也是世界上蓝领工人生产率最高的公司之一！致命捕捞中的渔船拥有无与伦比的工人生产力，是因为他们捕捞螃蟹？还是因为他们在白令海上？Nucor 公司是因为从事钢铁业？还是因为它们位于美国农村？Glenair 公司是因为我们生产飞机零部件？还是因为我们位于南加州？都不是！这三个例子之所以拥有超乎寻常的劳动生产率，主要归因于一个因素，而且仅有一个因素：这三个例子都有一个高度非常规的工人激励补偿计划，它完全符合永恒不变的人性法则必须具备的六个基本原则。",[14,590,591],{},"以下是激励制度的六项原则，必须遵循这些原则，才能完全符合人性本能。每一个原则都是\"必要但不充分\"的，这意味着任何一个原则都无法单独完成任务，要想取得最佳效果，所有六个原则必须同时具备。",[14,593,594],{},"**1，简单Simple：计划简单易懂，人人都能掌握。**正确的检验标准是：所有参与者都能自己解释计划吗？",[14,596,597],{},"**2，意义重大Significant：提供真正有意义的潜在回报，足以引起蓝领和白领员工的注意，否则他们为什么还要尝试呢？**我喜欢以加州的彩票为例，当奖金达到3000 万美元左右时，酒吧就会出现排队买彩票的现象。把这条\"队伍\"的成员当成你的目标受众。当数字足够大时，他们就会变得非常感兴趣。",[14,599,600],{},[25,601,602],{},"查理芒格：极端的结果，不管好坏，往往教育效果最佳。",[14,604,605,608],{},[25,606,607],{},"3，及时反馈Timely：要使奖励发挥作用，必须做到及时反馈，至少每月一次","。通常的年终奖太遥远了。要建立有效激励制度，\"目标梯度效应\"是一个未被充分注意的因素。一个常见的错误就是把奖励的时间间隔的\"终点线\"定得太远。与明早的奖励或惩罚相比，一年后的奖励或惩罚的激励作用效果太差了。",[14,610,611,614],{},[25,612,613],{},"目标梯度效应心理学","，对生理影响的最佳例证，或许是马拉松运动员。经过26 英里多的艰苦奔跑，哪怕是再迈出一步的努力也是艰巨的。然而，当终点线出现在眼前时，这位筋疲力尽的选手往往会奋力冲刺！这就是感知变化导致的生理变化！",[14,616,617,618,621],{},"4，",[25,619,620],{},"确定性A：付款人不可参与游戏","。确定性是必须的，否则，为什么还会有人去尝试呢？(大家不能像《查理布朗的感恩节》中Charlie Brown 一样，担心许诺的\"足球\"会在最后一刻被取消)。James Madison 在1778 年说：如果不能保证自己不会成为一个不稳定的政府的牺牲品，哪个农民或制造商会表明自己的政治倾向呢？",[14,623,624,625,628],{},"5，",[25,626,627],{},"确定性B：收款人不可参与游戏","。必须制定防作弊计划，以防止会计造假和违反职业道德。(你在不经意间为作弊创造了成熟的条件，从而破坏了自身文化的完整性！)。正如右侧的眼镜蛇效应边栏所示，除非计划设计者能够深入了解群体对激励措施的反应，否则他们实际上可能会使事情变得更糟，而不是更好！",[14,630,631],{},"**6，地域性Territoriality：**就像在渔船上一样，奖励池必须作为一个团体来赚取，并酌情分级支付给个人。在群体的其他成员\"输\"的情况下，不允许任何个人\"赢\"得奖励。否则，必然会产生巨大的隐性议程、政治、潜规则等。几乎所有的组织都在这方面犯了错误，他们从未将人类天生的\"领地\"意识从\"我\"转移到\"我们\"。",[14,633,634],{},"(注：不断有人问我和Iverson，我们的\"团队结构\"是否会带来\"搭便车\"问题。我们的经验是：团队实际上是自我监督，让你成为\"好警察\"。正如Nucor 公司的一位经理所说：我们发现，就像在农场里一样，马会让骡子更卖力地工作。)",[14,636,637,638],{},"正如JosephTussman 在我们的封面内页上所说：\"世界会为我们做大部分的工作，前提是我们要认清世界的真正运作方式，并与这些现实保持一致\"。上述六个因素就是世界真实运行方式的一个清晰而有力的例子。",[25,639,640],{},"不要与它们对抗，利用它们，让它们为你工作！",[14,642,50],{},[14,644,645],{},[17,646],{"alt":19,"src":647},"\u002Fcontent\u002Fbuffett\u002Finterview\u002Fimages\u002Fimage_511618128923921169.png",[14,649,650],{},"你能赢得比赛吗？",[14,652,653],{},"Nascar 赛道车队主管：我不知道。现在他能闻到前方的味道，只要车手能闻到前方的味道，就能在圈速上多跑半秒。(接近奖励的效果)",[14,655,50],{},[14,657,658],{},[17,659],{"alt":19,"src":660},"\u002Fcontent\u002Fbuffett\u002Finterview\u002Fimages\u002Fimage_8631929299708636312.png",[14,662,663],{},[25,664,665],{},"设计非游戏性激励系统需要智慧！小心眼镜蛇效应",[14,667,668],{},"眼镜蛇效应一词源于英国统治印度殖民地时期的一则轶事。英国政府对德里眼镜毒蛇的数量表示担忧。因此，政府为每一条死亡的眼镜蛇提供赏金。起初，这是一个成功的策略，因为有大量的蛇因悬赏而被杀死。但最终，一些有心人开始饲养眼镜蛇以获取收入。政府意识到这一点后，取消了奖励计划，导致眼镜蛇饲养者将毫无价值的蛇放生。结果，野生眼镜蛇的数量进一步增加。表面上看似解决了问题，但情况却变得更糟。",[14,670,671],{},"当你让世界为你工作时，这不是成本，而是回报！",[14,673,674],{},"Jim Sinegal：我们的工资比沃尔玛高得多。这并不是利他主义，而是一笔划算的好生意。",[82,676,678],{"id":677},"八-engagement-参与互动","八， Engagement 参与互动",[14,680,681],{},"我所说的\"触摸媒介\"就是一个极好的领导模式。",[14,683,684],{},"当父母带着他们的第一个孩子从医院回家时，事实上他们根本不知道如何照顾孩子。同样，婴儿肯定也不知道如何照顾自己。然而，只要父母适当参与，婴儿\u002F媒介就会通过快速反馈循环，教会父母如何照顾婴儿！",[14,686,687],{},"生活中所有的\"管理工作\"都是如此，最好的指导来源就是媒介本身的快速反馈循环。你所需要了解的关于\"养育你的孩子\"的一切，无论是一项工作、一个部门还是一整个企业，如果你在\"接触媒介\u002F领域\"的层面上适当地参与，这些都会一目了然。好市多的Jim Sinegal 是世界上在这方面做得最好的人之一：如果顾客打电话来抱怨，你认为他们不喜欢我拿起电话和他们交谈吗？",[14,689,690],{},"惠普公司的David Packard 和Nucor 钢铁公司的Ken Iverson 都是触摸媒介专家",[14,692,693],{},"David Packard：我大部分时间都在工厂车间工作，以确保每一步都做得恰到好处。这就是惠普公司\"走动式管理\"的起源。",[14,695,696],{},"Ken Iverson：每当我管理一家工厂时，我习惯于每天早上到处走走，与工厂的每一位经理进行交流。我会坐下来和整个工厂的人聊天喝咖啡。我上午可能要到很晚才能回到自己的办公室，处理自己的大堆工作。此时我一天的咖啡配额都喝完了，但这总是值得的。早上散步时，我可能会和十几个人聊天。我可以了解到公司每个部门的最新情况。更重要的是，我还能发现人们是自信还是焦虑；亲眼目睹我们的技术运行状况如何；了解哪些经理在努力工作，哪些经理可能准备好承担更多责任。这也是让人们习惯见到我的好办法，这样当有一天(肯定会有的)我需要从某个人那里获得诚实而迅速的信息时，我就不会吓到他们了。通过散步，我总能知道人们在想什么。我清楚地知道他们是谁，他们能做什么，他们关心什么。他们对我也有同样的了解。我无法想象把自己的成功寄托在一群不了解他们的人身上。这就像去驾驶一架只有一只翅膀的飞机一样。",[14,698,699],{},"George Patton：只要指挥官愿意接近前线，了解和看到正在发生的事情，就可以极其便利地行使指挥权。",[14,701,702],{},"More Engagement More Lucky",[82,704,706],{"id":705},"九-blend-characteristics-优秀领导者具备多种特质","九， Blend Characteristics 优秀领导者具备多种特质",[14,708,709],{},"锡和铜是自然界中两种较软的元素，在地质学中也是\"很少被发现在一起的元素\"。现在，在历史的某个时刻，有人突发奇想：\"我想知道，如果我们在这里找到一些锡，在那里找到一些铜，然后把它们放在一起，会发生什么呢？\"莫氏硬度计将基本元素的强度或韧性按1 到10 的等级赋值。最弱的滑石是1，最硬的钻石是10。锡的莫氏硬度只有1.5，铜只有3.0。你希望从这样的锡铜合金中得到什么？1.5 加3.0 除以2？2.25？不，当他们把这些很少结合在一起的元素结合在一起时，他们得到了完全意想不到的\"跃迁式涌现效应\"：青铜(6.0)，一种比纯铁(5.5)更坚硬的材料！",[14,711,712],{},"数百万年来，早在人类发现将合适的无机材料混合在一起可以产生惊人的、跃迁性的涌现效应之前，生物学就已经掌握了这门艺术。由于不完全清楚的原因，\"杂交优势\"(遗传学：杂交生物具有优于父本或母本的品质的趋势)，不同有机材料的\"杂交\"，通常会产生看似不可能的结果：超级植物、树木、优选牛、公牛和马等。",[14,714,715],{},"当应用到领导者的个人自身发展中时，这种来自化学和生物学的\"融合\"模式会产生巨大的价值。",[14,717,718],{},[25,719,720],{},"事实上，当领导者或团队拥有坚韧、干劲、信念等\"硬\"特质，并融合谦逊、团结、同情和尊重等\"软\"特质时，就会产生强大的\"青铜\"效应，这可能会让你大吃一惊。",[14,722,723],{},"这就是2+2=10 的道理：结果是\"真实可靠的\"，这是历史上每一个伟大领袖和团队的标志。一个真实、平衡的个人或团体，当之无愧地赢得所有对手的信任和尊重，从而真正与他们建立联系。",[14,725,726,727],{},"**当正确的\"硬特征\"和\"软特征\"在领导者身上融合为一体时，就会发生变革，产生一个强大的领导者。**是的，但他是一个有爱心的领导者。组织找到了他们的\"系统性发展\"理想：一个像AtticusFinch、GeorgeMarshall、JimSinegal 或MarySueColeman(密歇根大学校长)一样的领导者，在必要的时候是个强硬的领导者，但也有一颗爱心。",[25,728,729],{},"因为领导者所表现出的特质正是这个团队所需要的，所以他们现在会\"全力以赴All-In\"，全身心地投入。",[14,731,732,733],{},"就像锡铜合金可以打败纯铁一样，正确的种群组合可以培育出品质极佳的公牛或纯种赛马，龙卷风可以掀起房屋并将其推向街区另一边，",[25,734,735],{},"通过将\"很少一起出现的因素\"融入我们自己和我们的团队，我们可以\"让世界为我们做大部分的工作\"。",[14,737,738,739],{},"David Packard ：",[25,740,741],{},"头脑要硬，心肠要软。",[14,743,744,745],{},"北卡传奇教练Dean Smith：",[25,746,747],{},"良好的领导力最重要的是真正的关怀。任何行业中最优秀的领导者都会关心他们所领导的人，而被领导的人也知道什么时候这种关心是真诚的，什么时候这种关心是假装的，或者根本不存在。",[14,749,750],{},"《The Carolina Way》",[14,752,753,754],{},"领导者需要融入的最重要因素是什么？有人曾问我上述问题。我的回答是：",[25,755,756],{},"勇气Courage。",[14,758,759],{},[25,760,761],{},"丘吉尔说过，勇气是最重要的美德，因为拥有勇气就拥有了其他所有美德。",[14,763,764],{},"**真正的领导者会表现出勇气和韧性，尤其是在关键时刻，因为他们意识到，如果不表现出这些品质，就等于违反了所有领导者与他们的团队之间的基本约定。**只要领导者履行了自己的职责：走在前面，在团体面临变故和危险时支持他们，团体就会给予领导者非同一般的地位和权力，而且不会有任何问题。RobertFrost 说得好：\"最好的出路总是通过\"。伟大的领导者会走在前面，带领而不是驱使他们的团队通过变化、逆境和危险等。",[82,766,768],{"id":767},"十the-bottom-of-the-organization-组织底层是经常被忽视的资源","十，The Bottom Of The Organization\" 组织底层\"是经常被忽视的资源",[14,770,771],{},"第48 届超级碗Malcolm Smith 是2011 年第7 轮第242 位被选中的球员。",[14,773,774,775],{},"在2014 年1 月为期两周的季后赛橄榄球比赛中，我目睹了两个\"利用不为人知的简单性\"的经典案例。这两个例子涉及到我们在Glenair 同样采用的一种人事方法，这是我们行业中其他细分利基市场所忽视的一个充满热情重点。",[25,776,777],{},"我们不仅要\"人尽其才\"(get the best from the best)，还要\"物尽其用\"(the most from the least)。",[14,779,780],{},"高速公路设计规范中说：你不能把高速公路设计成只有专业司机才能通行。由此推论，检验高速公路设计是否有效的正确标准是：低于平均水平或平均水平的驾驶员在驾驶时的表现如何？那么，在大多数人类组织中，平均水平和低于平均水平的成员表现如何呢？他们不受重视，不清楚组织目标，往往缺乏动力，甚至具有破坏性。",[14,782,783,784],{},"大多数领导者关注的是\"让合适的人上车\"，即能够\"推动业绩指标\"的\"专业司机\"。与此同时，除了削减成本或精简人员外，他们很少关注那些处于组织下半部分的普通或低于普通水平的司机。然而，",[25,785,786],{},"\"推动业绩指标\"的最佳机会通常就在\"花名册的后半部分\"。",[14,788,789],{},[25,790,791],{},"Jim Sinegal：我们有些人从在停车场为我们推购物车开始，现在已经是副总裁了。",[14,793,794],{},"Ajit Jain 是伯克希尔40 年的再保险经理，也是\"专业司机\"。此时沃伦巴菲特对Ajit 能说些什么，使他的日常业绩实质性地改善或降低吗？并不能！无论如何，这位驾驶高手都会继续精湛地驾驶。但是，如果巴菲特亲自关注那些在伯克希尔保险业排名垫底的人呢？巴菲特本人的个人关注是否会起到\"推动作用\"？这个问题本身就有答案。以下是两位教练的见证，他们利用了这种非常不为人知的简单性。通过采用\"高速公路设计\"来优化\"普通司机\"而不仅仅是专家的贡献，他们向我们展示了一条在竞争异常激烈的领域中，获得决定性优势的不为人知的道路。",[14,796,797],{},"I，新英格兰爱国者队的Bill Belichick",[14,799,800],{},"在执教新英格兰爱国者队的14 个赛季中，Bill Belichick 赢得了11 次美国橄榄球联合会(AFC)东区冠军，他是一位始终如一的大师。2013 赛季是爱国者队连续第13 年保持在500 分以上。在美国橄榄球联盟(NFL)中，第二长的连胜纪录只有四个赛季，由绿湾包装工队保持。本赛季前，就有人质疑新英格兰队是否拥有争夺总冠军所需的所有拼图。名册上充斥着新秀和未被选中的自由球员，没有人知道他们的表现会如何。然而，这支球队却在 AFC 季后赛中获得了2 号种子的位置，仅落后13 胜3 负的丹佛野马队一场比赛。无论季后赛结果如何，Belichick 都应该因为这样的成就而获得NFL 年度最佳教练的殊荣。",[14,802,803],{},"2014 年1 月11 日，新英格兰爱国者队对阵印第安纳波利斯小马队：",[14,805,806],{},"Dan Dierdorf：Rob Ninkovich 在场上打出安打...Ninkovich 在很多方面都体现了爱国者队球员的特点。他是后卫吗？他是防守后卫吗？你看到他在掩护时后撤。他的多面性和角色适应性非常关键。",[14,808,809],{},"Greg Gumbel：他基本上就是Bill Belichick 需要的样子。",[14,811,812],{},"Dan Dierdorf：像这样的人大约有二十个。",[14,814,815],{},"Greg Gumbel：你常说新英格兰爱国者队的不同之处在于，从33-50 号球员的不同？",[14,817,818],{},"Dan Dierdorf：嗯，是的。我不知道有谁能像Bill Belichick 那样关注这些后半段球员。因为他对他们如何融入球队有自己的远见。而在八月，当你还在训练营的时候，你就需要一些真正的远见卓识，放眼望去，看看这个人在十二月会为我做出什么贡献，扮演什么角色。我真的觉得Belichick 是一个有远见的人，他能够做到这一点。",[14,820,821],{},"II，西雅图海鹰队的Pete Carroll",[14,823,824],{},"2014 年1 月21 日，Colin Cowherd 和Trent Dilfer 接受ESPN 电视台采访：",[14,826,827],{},"Trent Dilfer：Pete Carroll 所积累的智慧是很多其他教练所不具备的。他将自己的人生经验融入到教练世界中，让球员们做到最好，他对体育心理学非常了解。",[14,829,830],{},"Colin Cowherd：Bill Parcel 也是，他是一名心理学家。",[14,832,833],{},"Trent Dilfer：Pete Carroll 从他身边所有伟大的人和他的个人经历中汲取了营养。作为一个伟大的教练，除了要有个人魅力，和裁判正确地斗争，以及如何处理新闻发布会之外，还有很多其他的事情要做。他意识到，这就是\"物尽其用，人尽其才\"。",[14,835,836],{},"这就是教练的工作，有时候球员需要花很多年的时间来培养自己的智慧，而皮特必须知道如何将这种智慧传达给很多不同类型的人。这就是为什么昨晚的比赛让我大开眼界，因为你可以让Richard Sherman 成为Richard Sherman，有时直言不讳，有时疯狂。你可以让Marshawn Lynch 一言不发。你可以让Russell Wilson 成为善良的海报男孩，以及介于两者之间的一切，而这一切都适合Pete Carroll 和他的方法论。",[14,838,839],{},"他创造了一种环境，让你在比赛中始终充满自信。你总是在自由地比赛，没有失败的恐惧。我认为在一天结束时，你看着一支球队，你会说，嘿，这就是我所拥有的，如果我能最大限度地发挥它的潜力，如果我能让Doug Baldwin 打出他最好的球，那么他在哪里被选中并不重要。如果我能让Byron Maxwell 打出最好的表现，他在哪里被选中并不重要。如果我能让CamChancellor，Bennett，不管是谁，只要从他们所有的球员往下看。他们在哪里被选中并不重要，他们的其他位置也不重要，重要的是我能否让他们发挥出最佳水平。因为如果他能一直得到他们最好的状态，他们最好的表现就会比首轮选秀那天的状态更好。他就是这么做的。",[14,841,842],{},"Jobm Gruden：每年年初，海鹰队的教练们都要开一次'宣誓大会'。他们都在这方面取得一致：'我们是一支发展型教练团队，你们要比联盟中的任何人都更好地培养你们每个位置上的球员。这就是为什么arcus Burley 能打出这样的表现，这就是为什么Chancellor，Sherman 和Maxwell 能打出这样的表现。这些中部球员之所以能在赛场上爆发，是因为这些教练都以看着他们成长为荣。",[14,844,845],{},"用来描述组织内部各层次的词汇很能说明问题，底层往往被视为\"缓慢、笨重、拖累上层\"。组织的底层往往被视为\"拖累\"，这并不奇怪，因为他们往往受到这样的待遇。",[14,847,848],{},"让我们以一个有上有下的大组织为例：一家飞机公司。\"前方\"的工作比较光鲜亮丽，设计和销售飞机以及与华尔街打交道。与此同时，\"后方\"的工作往往是按时、按预算制造飞机。那么一个关键问题是，公司的\"后方\"是\"铅\"还是\"氦\"？也就是说，下层人员能否通过快速高效地生产出一流品质的飞机，提升上层人员的业绩，使设计和销售人员更容易赢得越来越多的订单？或者说，他们是否会成为\"拖累\"，因无法按时按预算完成任务而将其同事拉低到更低的水平？这个问题本身就有答案**。无论是飞机公司还是其他任何企业，如果忽视了\"后方\"的团结和明确的目标，就会错失\"推动业绩指针\"的大好机会。而唤醒这个沉睡巨人的责任并不在于这些部门，而在于领导这些部门的领导层**。",[14,850,851],{},"唤醒沉睡的巨人",[14,853,854],{},"George Marshall：今晚就把毯子、炉子和其他所有需要的东西搬出来，而不是明天早上，更不是",[14,856,857],{},"两周以后。",[14,859,860],{},"我才不管什么规定不规定之类的。我们要始终如一照顾好部队。",[82,862,864],{"id":863},"十一encourage-and-embrace-change-优秀领导者鼓励并拥抱变革","十一，Encourage And Embrace Change 优秀领导者鼓励并拥抱变革",[14,866,867],{},[25,868,869],{},"Charles Darwin：生存下来的不是最强壮的物种，也不是最聪明的物种，而是对变化反应最敏感的物种。",[14,871,872],{},"有两个故事很好地表达了我们需要不断接受变化。《Kent Kresa 的祖父》是一个警示性的故事，提醒我们所有人\"在成长过程中被周围的环境所束缚\"。John Hench 的故事是一个绝妙的试金石，让我们知道什么时候可以进行变革。",[14,874,875],{},"1，KentKresa 谈到了对变化持开放态度的必要性",[14,877,878],{},"我的祖父在世时，拒绝乘坐没有人工操作的电梯。他说，'这些新奇的自动电梯是一个愚蠢的想法，本质上是危险的'。\"我的父亲，只要他活着，就拒绝乘坐没有人工工程师的火车。他说，'这些新奇的自动列车车厢是个愚蠢的想法，本质上是危险的'。我可能会说，'这些新式的自动汽车和飞机是个愚蠢的想法，本质上是危险的'。问题的关键在于，我们的人生观是根据我们生活经历的具体情况形成的。这就是说，我们的神经系统可能会沉浸在过去的生活中，而下一代则会形成自己的观念，认为什么是适当的、正常的。",[14,880,881],{},"Eric Hoffer：在一个剧烈变化的时代，学习者才是未来的继承者。学习者通常会发现自己有能力生活在一个不复存在的世界里。",[14,883,884],{},"Kent 故事的美妙之处在于，无论我们是否意识到，我们都是KentKresa 的祖父！随着我们的成长，我们的神经系统与周围的生活环境紧密相连。那些与广大客户打交道的人，当然也是如此，必须特别小心\"锚定的神经系统\"。解决办法是什么？在领导层中加入不同年龄段的代表，让他们都有发言权，并倾听他们的意见。",[14,886,887],{},"我们是否应该总是按照他们的建议去做？当然不是，许多\"维持现状、固定原则\"都是有理由的，我们最不应该做的就是放弃它们。但是，当这些\"自动电梯\"出现时，我们就必须适应它们，否则就可能有失去与市场的\"相关性\"的风险。而失去相关性就是灭顶之灾。如果外部变化率超过内部变化率，你就有麻烦了。",[14,889,890],{},"2，JohnHench 谈何时可以进行变革：",[14,892,893],{},"迪士尼乐园的红马车旅馆RWI 是中央广场餐厅的名称，最初由堪萨斯城的Swifts Premium Meat 肉类公司赞助。RWI 最初还包括一个为Walt 的特殊客人准备的贵宾休息室、酒吧和浴室。当固特异Goodyear 公司成为赞助商时，这个区域成为了Goodyear 的接待中心，后来被改建成了办公室，最后在1999 年的改造中被拆除。",[14,895,896],{},"红色货车旅馆Red Wagon Inn 改建为广场旅馆The Plaza Inn 是由JohnHench 完成的。WaltDisney 不顾 John 说自己\"对美食一窍不通\"，特别邀请他来完成这一重要项目。John 如此敬业，以至于作为\"全力以赴\"的经典范例，他还去烹饪学校进修，并创造了室内装饰的杰作。",[14,898,899],{},"当John 的年轻学徒Kim Irvine 得知他的宏伟室内作品将在1999 年的一次修复中被拆除时，她很不愿意通知John。\"我无法想象该如何告诉John。他的回答让我震惊，永远地改变了我对'改变'的看法。现在我不再像以前那样害怕改变了\"。JohnHench 并没有沮丧，反而积极地说：改变是好事，更新和修改是可以的。我们的原则是：'只要修改时考虑的问题与原作相同或更多，你就不用害怕'。",[14,901,902],{},"当改变成为可能：历史同意Hench 的观点",[14,904,905],{},"《The Lessons of History》Will Durant：在上百个新想法中，有99 个或更多的想法可能不如它们要取代的传统思想。因此，抵制变革的保守主义者与提出变革的激进主义者同样有价值，也许更有价值，就像树根比树枝更有生命力一样。新思想留胡子是好事，但新思想不得不经历异议、反对和侮辱的磨练也是好事；这是创新在进入人类社会之前必须经受的考验。从这种张力中产生的是一种创造性的张力、一种激励性的发展、一种隐秘而基本的整体统一和运动。",[82,907,909],{"id":908},"十二fresh-sets-of-eyes-新视角是一种宝贵的资产","十二，Fresh Sets Of Eyes \"新视角\"是一种宝贵的资产",[14,911,912],{},"一个组织最容易被忽视的资产之一就是新人所拥有的\"新视角\"。斯坦福大学的工程学教授Nathan Rosenberg 曾经做过一份关于\"医疗设备领域创新\"的白皮书。他发现，每项重大创新：核磁共振成像仪、X 射线设备、计算机诊断等，都来自医疗领域之外！虽然我们必须尽可能地对外部输入保持开放，这一逻辑毋庸置疑，但大多数组织文化却恰恰相反：他们非常清楚地表明，\"菜鸟\u002F新手\"的输入是不受欢迎的。",[14,914,915],{},"下面这个故事也许是\"新视角\"和\"利用未被识别的简单性\"这两种价值的终极范例。在加州的派拉蒙，我们有一个为Glenair 公司制造产品的供应商。几年前的一天，我去和他共进午餐。现在，派拉蒙是洛杉矶郊区一个肮脏的工业区，当我们沿着主街驶向餐厅时，路边就是市中心的银行。他指着它说，看到那边的银行了吗？直到两年前，在很长一段时间里，它都是联邦调查局公布的全美被抢次数最多的十大银行之一！也就是说，直到两年前，他们一直在努力破解每一个复杂的难题。他们请来了高价顾问。他们增加了额外的保安，他们安装了更复杂的警报系统。甚至在出纳员面前安装了防弹玻璃，他们什么都试过了。但是，即使花了这么多时间和金钱，他们仍然在联邦调查局的十大名单上。",[14,917,918],{},"然后有一天，一个年轻的\"新手\"带着一双新眼睛，向联邦调查局提出了一个简单的问题：你知道，前几天我在警察局院子里，无意中注意到有一辆多余的警车停在后面积灰，我们何不把它开去洗车场洗干净然后停在银行前门的路边？你知道他们这么做之后发生了什么吗？被抢次数为零！这么多年来，发生那么多银行抢劫案。",[14,920,921],{},"Proust 说过：\"发现之旅与其说是寻找新的风景，不如说是寻找一双新的眼睛。\"我喜欢这个故事，因为它告诉你，外面有很多未被识别的简单性，正等待着你去发现，被那些拥有新视角的人所利用......",[14,923,924],{},"好好利用这双眼睛！否则就是渎职！",[14,926,927],{},"Andy Benoit：大多数天才，尤其是那些领导他人的天才，不是通过解构错综复杂的复杂性，而是通过利用未被识别到的简单性来获得成功。",[14,929,930],{},"Freeman Dyson：整个数学史就是一部可怕难题被无知年轻人解决的历史，他们不知道这些难题是无法解决的。",[14,932,933,934],{},"我的哥哥Marcus 拥有我认为最适合鼓励\"新视角\"输入的企业文化框架。Marcus 年轻时在一家自行车修理店工作，店里的人员流动性很大。Marcus 在迎接每一位新来的修理员工时都会说：",[25,935,936],{},"我总是能从与我共事过的每个人身上学到东西，我也期待着从你身上学到很多东西。我希望在我们相处的过程中，你能像我虚心向你学习一样，也乐于向我学习。",[14,938,939,940,28],{},"还有比这更好的方式让新的关系在正确的基础上顺利开始吗？这真是太棒了。立即建立起一个开放式的沟通渠道，减少了任何新加入组织的新人所面临的\"等级\"挑战。那些使用这句话的人所表现出的谦逊，以及它的含义，在一句古语中得到了很好的传达：",[25,941,942],{},"智慧流入谦卑之人，就像流水流入沙漠。没有比这更有用的话了。谦虚使人开放，而缺乏谦虚则使人封闭。谦虚引导我们朝着完美的方向前进，以获得我们所追求的流畅性和理解力",[14,944,50],{},[14,946,947],{},[17,948],{"alt":19,"src":949},"\u002Fcontent\u002Fbuffett\u002Finterview\u002Fimages\u002Fimage_2941654960438831696.png",[14,951,952],{},"如何从漫长的纷繁过往中洞见人类发展的某种规律，或许密码就隐藏在历史本身。这是一本值得人们静下心来仔细品味的作品",[82,954,956],{"id":955},"十三sharing-recognition-优秀领导者慷慨分享认可","十三，Sharing Recognition 优秀领导者慷慨分享认可",[14,958,959],{},"Peter Drucker：在我看来，工作效率最高的领导者从不说\"我\"。这并不是因为他们训练自己不说\"我\"。他们不认为是\"我\"，他们认为是\"我们\"；他们认为是\"团队\"。他们明白自己的工作就是让团队发挥作用。他们接受责任，不回避责任，但\"我们\"得到了赞扬....这样才能建立信任，使你能够完成任务的原因。",[14,961,962,963,966,967],{},"对于\"Alpha 型强势领导者\"来说，最难解决的问题可能就是：分享认可和荣誉。在那些已经跃居高位或渴望跃居高位的人当中，有一种强烈的倾向，就是我所说的\"",[25,964,965],{},"荣誉缺失症","\"(Lime-Light Deficit Disorder)，他们认为给予他人的任何荣誉都有可能导致自己的荣誉减少。这种\"我\u002F零和\"的观点不仅对任何企业文化都是致命的，具有讽刺意味的是，对\"以我为中心\"的团队成员来说也是次优观点。",[25,968,969],{},"千百年来，\"因果报应\"已经证明，如果完全采用另一种\"团队\u002F正和\"的观点，对于团体及其领导者来说，人类系统就能发挥最佳作用。",[14,971,972],{},"Bill Russell (拥有11 枚NBA 冠军戒指)曾长期担任波士顿凯尔特人篮球队中锋，被《体育画报》评为\"上世纪最伟大的团队球员\"。退役后，Russell 应邀向凯尔特人队的现任队员发表讲话。当他们在更衣室里围着他时，他告诉他们，他们可能对他的印象有很大的误解。",[14,974,111,975,28],{},[25,976,977],{},"我告诉他们，尽管有那么多关于我的报道，说我是最无私的球员，但我却是他们见过的最自负的球员。但我的自负不是个人的自负，而是团队的自负。为了我自己，我的自我要求是团队的成功\"",[14,979,980],{},"优秀的领导者认识到，在他们的团队中拥有高抱负\u002F高能力的\" Alpha \"型代表是非常有价值的，因此，他们巧妙地为他们创造了完全不同的、可供选择的\"等级尺度\"。正如Bill Russell 所做的那样，他们不采用传统的\"我\"的荣誉、衡量和奖励标准，而是建立了一种全新的框架，对代表\"我们\"所做的努力给予认可。",[14,982,983,443],{},[25,984,985],{},"\"你所尊敬、衡量和奖励的，往往就是你所得到的",[82,987,989],{"id":988},"十四never-say-anything-unless-they-really-mean-it-除非真心话否则什么都不要说","十四，Never Say Anything Unless They Really Mean It 除非真心话，否则什么都不要说",[14,991,992],{},"Jim Sinegal：如果你对所有与你共事的人说，'我们希望你们诚实地对待顾客，不要撒谎，不要欺骗'，如果你不遵守同样的规则，那就有点虚伪了。",[14,994,995],{},"最后，我们以一个问题结束。我有时会被其他CEO 问到这个问题：\"为什么我的团队在某些情况下会听从我的指示，而在另一些情况下却不会？例如，我告诉他们，如果有必要，可以多花些钱来满足客户的要求，但他们不会这么做！这是怎么回事？\" 答案可以从下面的故事中找到：我举起我的手，手掌张开，手指伸直。我对我的手说：\"手，握拳。\"我的手顺势握拳。然后我说：\"拳头，尽你所能打我吧！\"我的拳头静止不动，纹丝不动。我重复一遍：\"拳头，尽你所能打我！\"拳头再次没有任何动作。我再试一次。\"拳头，恢复成手掌。\"拳头恢复成开放式手掌。\"好了，手，再次握拳。\"手再次握拳。\"好了，拳头，使劲打我！\"仍没反应。这个小故事中蕴含着CEO 难题的答案。",[14,997,998],{},"为什么我的手在某些情况下会听从我的指挥？但在其他方面却没有？",[14,1000,1001],{},"因为从\"打我\"的角度来看，它并不认为我是认真的。",[14,1003,1004],{},"这个问题在\"按数字运行\"的组织中很常见。团队非常清楚，如果不能完成任务，即使是为了满足客户的需求而提供额外服务，也会面临可怕的职业风险，因为这是CEO 的指示。就像拳头一样，当团队认为\"CEO 不是真心实意\"时，他们就会设法避免处理他们的指令。你不是吗？另一个典型的例子是学生运动员，他们被告知课堂上的成功与赛场上的成功同样重要。但他们有充分的理由，认为教练是不是认真的！",[14,1006,1007],{},"遇到这种问题该怎么办？CEO 必须与团队成员展开直接、坦诚、无后果的对话，并通过上述手掌\u002F拳头的故事进行说明。然后问团队成员(如果他们愿意，可以匿名回答)：\"我要求你们做的事情中，有没有你们认为我不是'真心实意'的？\"要利用他们的意见，消除困惑。",[14,1009,1010],{},"从今往后，除非是真心话，否则什么都不要说。",[14,1012,1013],{},[25,1014,1015],{},"Iverson 回顾领导力与文化",[14,1017,1018],{},"Kenneth Iverson 的《以小博大：我和我的纽柯钢业》(Plain Talk: Lessons from a Business Maverick)一书中的\"后记\"提出了一些关于领导力和文化的最佳建议。",[14,1020,1021],{},"Iverson 在Nucor 钢铁公司工作的30 年中，年复合收益率达到17%。他不仅在一个成熟的、有时甚至是濒临消亡的行业中取得了这些惊人的财务回报，而且还受到小时工的尊敬。",[14,1023,1024],{},"Kenneth Iverson：在你作为管理者看来是小事的事情，对员工来说往往意义重大。",[14,1026,1027],{},"以下是一些可能构成一年级MBA 课程核心的科目：",[14,1029,1030],{},[25,1031,1032],{},"Earning Employees' Trust and Loyalty 赢得员工的信任和忠诚",[14,1034,1035],{},"太多的管理者对员工的感受一无所知，甚至不知道员工每天的工作生活是怎样的。这种缺乏洞察力的做法会被员工一眼看穿，而这种认识也会玷污管理者从那时起对他们说的每一句话。相反，员工显然会对他们认为了解\"真实情况\"和\"我们真正面临的挑战\"的管理者产生怀疑。这很正常。因此，我建议要求每一位MBA 候选人至少花几周时间从事体力、文秘或其他形式的非管理工作。此外，他们还应该记下自己的经历，他们遇到的问题、挫折、成功等等。他们会发现一些事情，对作为管理者的他们来说似乎微不足道，但对作为雇员的他们来说却往往意义重大。",[14,1037,1038],{},"发展中的管理者还应考虑他们将对为其工作的人员做出的隐性和显性承诺。他们应了解这些承诺所规定的义务以及这些义务的局限性。他们还应该明白，如果不能始终如一地讲信用，会有什么样的后果。",[14,1040,1041],{},[25,1042,1043],{},"Active Listening 积极倾听",[14,1045,1046],{},"无论在管理领域还是在其他领域，倾听都是人类最稀缺的技能之一。倾听需要专注、技巧、耐心和大量练习。但是，这种练习对发展中的管理者来说是一种非常合理的时间投资。真正的倾听不仅能让管理者听到人们对他们说的话，还能让他们感受到话语背后可能隐藏的东西(即员工的情绪、假设和偏见)。更妙的是，他们善于倾听的名声会鼓励其他人向他们提供信息。善于倾听是任何管理者的巨大优势。如果没有这种能力，任何MBA 都不应该进入商界。",[14,1048,1049],{},[25,1050,1051],{},"The Hazards of Hierarchical Power 等级权力的危害",[14,1053,1054],{},"缺乏经验的管理者往往会严重依赖正式的、等级森严的权力来源。这是可以理解的。他们还没有机会发展其他形式的权力，如经验、专业知识和资历。问题是，年轻的管理者往往不了解等级权力的危害。他们不明白，将自己凌驾于员工之上，与员工划清界限，实际上可能是自掘坟墓。因此，我认为我们应该提醒缺乏经验的管理者，注意等级权力的危害。",[14,1056,1057],{},[25,1058,1059],{},"Principles ofEquitable Treatment 公平对待的原则",[14,1061,1062],{},"无论是在商学院还是在管理发展过程中，很少有管理者能得到关于公平对待员工原则的明确指导。很多时候，管理者会用他们自己关于什么是公平的自以为是的观念，来填补这一真空。在商学院明确提出并大力提倡一些常识性原则，可以使商界成为一个对员工和管理者都更好、更公平的地方。",[14,1064,1065],{},"当然，管理人员实习的概念在医学教育中也有先例。医生在走向社会之前要实习几年。在完成MBA 学位要求方面，也应该有一个类似的过渡步骤。此外，这一过渡应侧重于为管理候选人提供实践经验。任何以管理员工为目的涉足商界的MBA，都应首先在一位经验丰富的管理者的悉心指导下，发展自己的技能。",[14,1067,1068],{},"事实上，很少有商学院的教授曾经管理过任何事情，他们缺乏实践经验，这一点从他们的学生身上就可以看出来。相比之下，医学院的教师都是由最优秀、最受人尊敬的执业医师组成。",[14,1070,1071],{},"MBA 候选者最好在相对较小、独立的企业中完成实习，这样他们就能从整体上感知企业的运营，掌握企业的整体动态。整个企业界的人都在感叹，公司的其他部门不了解他们或他们的工作。他们通常是对的。要了解自己从未接触过的业务，需要非凡的个人能力。我们期望太多的管理者成为非凡的人。",[14,1073,1074],{},"我们强烈建议读者获取并深入理解下面提到的三本书，因为它们的文化与我们的文化如出一辙。尽管领域大相径庭，\"时代背景\"也完全不同，但所阐述的领导力和文化原则几乎与我们的相同。",[14,1076,1077],{},"书籍推荐",[14,1079,1080],{},"关于领导力和团队建设的三本最佳书籍",[14,1082,1083],{},"《It's Our Ship: The No-Nonsense Guide to Leadership》Captain Michael Abrashoff，来自海军最佳舰艇的管理技巧，他在没有更换任何船员的情况下，将太平洋舰队中性能最差的舰艇变成了海军中最好的舰艇。",[14,1085,1086],{},"《Plain Talk: Lessons from a Business Maverick》Ken Iverson，我和我的纽柯钢业，Iverson 几乎从零开始，将Nucor 钢铁公司发展成为一家庞大的综合性钢铁公司；",[14,1088,1089],{},"《The Carolina Way: Leadership Lessons from a Life in Coaching》Dean Smith，教练生涯中的领导之道，由于大学体育的性质，每年都会出现人员自动流动的不良现象，四十年来，Smith 执教北卡罗来纳大学篮球队取得了无与伦比的成功。迈克尔·乔丹：教练教会了我比赛……他就像我的第二个父亲。",[14,1091,1092],{},[17,1093],{"alt":19,"src":1094},"\u002Fcontent\u002Fbuffett\u002Finterview\u002Fimages\u002Fimage_2250341916606283626.png",[1096,1097],"hr",{},{"title":19,"searchDepth":1099,"depth":1099,"links":1100},2,[1101,1103],{"id":54,"depth":1102,"text":54},3,{"id":79,"depth":1102,"text":80},"访谈与文章",null,"Glenair公司CEO约瑟夫·考夫曼阐述企业文化的重要性，强调世界会为你做大部分工作，只要你找出它真正的运作方式并与这些现实保持一致。","md",{},true,151,"\u002Fbuffett\u002Finterview\u002Fkao-fu-man-glenair-qi-ye-wen-hua",{"title":5,"description":1106},"考夫曼：Glenair 企业文化｜巴菲特","kao-fu-man-glenair-qi-ye-wen-hua","buffett\u002Finterview\u002Fkao-fu-man-glenair-qi-ye-wen-hua","miBGLGbiUPAuunZ8eTMFHKhDUJnP1pn-9vmN_35IFVE","buffett",[1119,1124,1127,1131,1134,1137,1140,1143,1146,1149,1153,1156,1159,1163,1166,1169,1173,1176,1179,1183,1186,1189,1193,1196,1199,1203,1206,1209,1213,1216,1219,1223,1226,1229,1233,1236,1239,1243,1246,1249,1253,1256,1259,1263,1266,1269,1273,1276,1279,1283,1286,1289,1293,1296,1299,1303,1306,1309,1313,1316,1319,1323,1326,1329,1333,1336,1339,1343,1346,1349,1353,1356,1359,1363,1366,1369,1373,1376,1379,1383,1386,1389,1393,1396,1399,1403,1406,1409,1413,1416,1419,1423,1426,1429,1433,1436,1439,1443,1446,1449,1453,1456,1460,1463,1467,1470,1474,1477,1481,1484,1488,1491,1495,1498,1502,1505,1509,1512,1516,1519,1523,1526,1530,1533,1537,1540,1544,1547,1551,1554,1558,1561,1565,1568,1572,1575,1579,1582,1586,1589,1593,1596,1600,1603,1607,1610,1614,1617,1621,1624,1628,1631,1635,1638,1642,1645,1649,1652,1656,1659,1663,1666,1670,1673,1677,1680,1684,1687,1691,1694,1698,1701,1705,1708,1712,1715,1719,1722,1726,1729,1733,1736,1740,1743,1747,1750,1754,1757,1761,1764,1768,1771,1775,1778,1782,1785,1789,1792,1796,1799,1803,1806,1810,1813,1817,1820,1824,1827,1831,1834,1838,1841,1845,1848,1852,1855,1859,1862,1866,1869,1873,1876,1880,1883,1887,1890,1894,1897,1901,1904,1908,1911,1915,1918,1922,1926,1930,1934,1938,1942,1946,1950,1954,1958,1962,1966,1970,1974,1978,1982,1986,1990,1994,1998,2002,2006,2010,2014,2018,2022,2026,2030,2034,2038,2042,2046,2050,2054,2058,2062,2066,2070,2074,2078,2082,2086,2090,2094,2098,2102,2106,2110,2114,2118],{"title":1120,"slug":1121,"category":1122,"order":1123},"1956 有限合伙协议","1956-you-xian-he-huo-xie-yi","致股东信",1,{"title":1125,"slug":1126,"category":1104,"order":1123},"巴菲特：1951年最看好的股票：GEICO 保险","ba-fei-te-1951nian-zui-kan-hao-de-gu-piao-geico-bao-xian",{"title":1128,"slug":1129,"category":1130,"order":1123},"1994年伯克希尔股东大会","1994nian-bo-ke-xi-er-gu-dong-da-hui","股东大会",{"title":1132,"slug":1133,"category":1122,"order":1099},"1957 巴菲特致合伙人信","1957-ba-fei-te-zhi-he-huo-ren-xin",{"title":1135,"slug":1136,"category":1104,"order":1099},"巴菲特：1953年我最看好的股票：西部保险","ba-fei-te-1953nian-wo-zui-kan-hao-de-gu-piao-xi-bu-bao-xian",{"title":1138,"slug":1139,"category":1130,"order":1099},"1995年伯克希尔股东大会","1995nian-bo-ke-xi-er-gu-dong-da-hui",{"title":1141,"slug":1142,"category":1122,"order":1102},"1958 巴菲特致合伙人信","1958-ba-fei-te-zhi-he-huo-ren-xin",{"title":1144,"slug":1145,"category":1104,"order":1102},"巴菲特：1957年我最看好的股票：人寿保险","ba-fei-te-1957nian-wo-zui-kan-hao-de-gu-piao-ren-shou-bao-xian",{"title":1147,"slug":1148,"category":1130,"order":1102},"1996年伯克希尔股东大会","1996nian-bo-ke-xi-er-gu-dong-da-hui",{"title":1150,"slug":1151,"category":1122,"order":1152},"1959 巴菲特致合伙人信","1959-ba-fei-te-zhi-he-huo-ren-xin",4,{"title":1154,"slug":1155,"category":1104,"order":1152},"巴菲特：1957年最看好的股票：油气资产管理公司","ba-fei-te-1957nian-zui-kan-hao-de-gu-piao-you-qi-zi-chan-guan-li-gong-si",{"title":1157,"slug":1158,"category":1130,"order":1152},"1997年伯克希尔股东大会","1997nian-bo-ke-xi-er-gu-dong-da-hui",{"title":1160,"slug":1161,"category":1122,"order":1162},"1960 巴菲特致合伙人信","1960-ba-fei-te-zhi-he-huo-ren-xin",5,{"title":1164,"slug":1165,"category":1104,"order":1162},"巴菲特：1972年巴菲特谈喜诗糖果","ba-fei-te-1972nian-ba-fei-te-tan-xi-shi-tang-guo",{"title":1167,"slug":1168,"category":1130,"order":1162},"1998年伯克希尔股东大会","1998nian-bo-ke-xi-er-gu-dong-da-hui",{"title":1170,"slug":1171,"category":1122,"order":1172},"1961 巴菲特致合伙人信","1961-ba-fei-te-zhi-he-huo-ren-xin",6,{"title":1174,"slug":1175,"category":1104,"order":1172},"巴菲特：1974年击球啊,你这个笨蛋","ba-fei-te-1974nian-ji-qiu-a-ni-zhe-ge-ben-dan",{"title":1177,"slug":1178,"category":1130,"order":1172},"1999年伯克希尔股东大会","1999nian-bo-ke-xi-er-gu-dong-da-hui",{"title":1180,"slug":1181,"category":1122,"order":1182},"1961年中 巴菲特致合伙人信","1961nian-zhong-ba-fei-te-zhi-he-huo-ren-xin",7,{"title":1184,"slug":1185,"category":1104,"order":1182},"巴菲特：1976年巴菲特谈GEICO","ba-fei-te-1976nian-ba-fei-te-tan-geico",{"title":1187,"slug":1188,"category":1130,"order":1182},"2000年伯克希尔股东大会","2000nian-bo-ke-xi-er-gu-dong-da-hui",{"title":1190,"slug":1191,"category":1122,"order":1192},"1962 巴菲特致合伙人信","1962-ba-fei-te-zhi-he-huo-ren-xin",8,{"title":1194,"slug":1195,"category":1104,"order":1192},"巴菲特：1976年怀念恩师格雷厄姆","ba-fei-te-1976nian-huai-nian-en-shi-ge-lei-e-mu",{"title":1197,"slug":1198,"category":1130,"order":1192},"2001年伯克希尔股东大会","2001nian-bo-ke-xi-er-gu-dong-da-hui",{"title":1200,"slug":1201,"category":1122,"order":1202},"1962年11月 巴菲特致合伙人信","1962nian-11yue-ba-fei-te-zhi-he-huo-ren-xin",9,{"title":1204,"slug":1205,"category":1104,"order":1202},"巴菲特：1977年谈通货膨胀","ba-fei-te-1977nian-tan-tong-huo-peng-zhang",{"title":1207,"slug":1208,"category":1130,"order":1202},"2002年伯克希尔股东大会","2002nian-bo-ke-xi-er-gu-dong-da-hui",{"title":1210,"slug":1211,"category":1122,"order":1212},"1962年12月 巴菲特致合伙人信","1962nian-12yue-ba-fei-te-zhi-he-huo-ren-xin",10,{"title":1214,"slug":1215,"category":1104,"order":1212},"巴菲特：1979年谈股市","ba-fei-te-1979nian-tan-gu-shi",{"title":1217,"slug":1218,"category":1130,"order":1212},"2003年伯克希尔股东大会","2003nian-bo-ke-xi-er-gu-dong-da-hui",{"title":1220,"slug":1221,"category":1122,"order":1222},"1962年中 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巴菲特致股东信","1972-ba-fei-te-zhi-gu-dong-xin",43,{"title":1517,"slug":1518,"category":1104,"order":1515},"巴菲特：2003年《美国正滑向贸易赤字的危险边缘》","ba-fei-te-2003nian-mei-guo-zheng-hua-xiang-mao-yi-chi-zi-de-wei-xian-bian-yuan",{"title":1520,"slug":1521,"category":1122,"order":1522},"1973 巴菲特致股东信","1973-ba-fei-te-zhi-gu-dong-xin",44,{"title":1524,"slug":1525,"category":1104,"order":1522},"巴菲特：2003年内布拉斯加大学 林肯分校--领导力课程演讲","ba-fei-te-2003nian-nei-bu-la-si-jia-da-xue-lin-ken-fen-xiao-ling-dao-li-ke-cheng-yan-jiang",{"title":1527,"slug":1528,"category":1122,"order":1529},"1974 巴菲特致股东信","1974-ba-fei-te-zhi-gu-dong-xin",45,{"title":1531,"slug":1532,"category":1104,"order":1529},"巴菲特：2003年对话沃顿商学院学生","ba-fei-te-2003nian-dui-hua-wo-dun-shang-xue-yuan-xue-sheng",{"title":1534,"slug":1535,"category":1122,"order":1536},"1975 巴菲特致股东信","1975-ba-fei-te-zhi-gu-dong-xin",46,{"title":1538,"slug":1539,"category":1104,"order":1536},"巴菲特：2003年对话田纳西大学学生","ba-fei-te-2003nian-dui-hua-tian-na-xi-da-xue-xue-sheng",{"title":1541,"slug":1542,"category":1122,"order":1543},"1976 巴菲特致股东信","1976-ba-fei-te-zhi-gu-dong-xin",47,{"title":1545,"slug":1546,"category":1104,"order":1543},"巴菲特：2003年我为什么不看好美元","ba-fei-te-2003nian-wo-wei-shi-me-bu-kan-hao-mei-yuan",{"title":1548,"slug":1549,"category":1122,"order":1550},"1977 巴菲特致股东信","1977-ba-fei-te-zhi-gu-dong-xin",48,{"title":1552,"slug":1553,"category":1104,"order":1550},"巴菲特：2003年沃伦在担心什么","ba-fei-te-2003nian-wo-lun-zai-dan-xin-shi-me",{"title":1555,"slug":1556,"category":1122,"order":1557},"1978 巴菲特致股东信","1978-ba-fei-te-zhi-gu-dong-xin",49,{"title":1559,"slug":1560,"category":1104,"order":1557},"巴菲特：2003年股息巫术","ba-fei-te-2003nian-gu-xi-wu-shu",{"title":1562,"slug":1563,"category":1122,"order":1564},"1979 巴菲特致股东信","1979-ba-fei-te-zhi-gu-dong-xin",50,{"title":1566,"slug":1567,"category":1104,"order":1564},"2004年：《巴菲特：2004年与塔克商学院学生对谈》","ba-fei-te-2004nian-yu-ta-ke-shang-xue-yuan-xue-sheng-dui-tan",{"title":1569,"slug":1570,"category":1122,"order":1571},"1980 巴菲特致股东信","1980-ba-fei-te-zhi-gu-dong-xin",51,{"title":1573,"slug":1574,"category":1104,"order":1571},"巴菲特：2004年专访苏珊·巴菲特","ba-fei-te-2004nian-zhuan-fang-su-shan-ba-fei-te",{"title":1576,"slug":1577,"category":1122,"order":1578},"1981 巴菲特致股东信","1981-ba-fei-te-zhi-gu-dong-xin",52,{"title":1580,"slug":1581,"category":1104,"order":1578},"巴菲特：2004年对话奥奎尔俱乐部","ba-fei-te-2004nian-dui-hua-ao-kui-er-ju-le-bu",{"title":1583,"slug":1584,"category":1122,"order":1585},"1982 巴菲特致股东信","1982-ba-fei-te-zhi-gu-dong-xin",53,{"title":1587,"slug":1588,"category":1104,"order":1585},"巴菲特：2004年对话沃顿商学院学生","ba-fei-te-2004nian-dui-hua-wo-dun-shang-xue-yuan-xue-sheng",{"title":1590,"slug":1591,"category":1122,"order":1592},"1983 巴菲特致股东信","1983-ba-fei-te-zhi-gu-dong-xin",54,{"title":1594,"slug":1595,"category":1104,"order":1592},"巴菲特：2004年模糊数学与股票期权","ba-fei-te-2004nian-mo-hu-shu-xue-yu-gu-piao-qi-quan",{"title":1597,"slug":1598,"category":1122,"order":1599},"1984 巴菲特致股东信","1984-ba-fei-te-zhi-gu-dong-xin",55,{"title":1601,"slug":1602,"category":1104,"order":1599},"与沃伦·巴菲特的问答纪要 2005年","ba-fei-te-2005nian-jia-zhou-da-xue-luo-shan-ji-fen-xiao-an-de-sen-guan-li-xue-yuan-nan-jia-zhou-da-xue-ma-xie-er-shang-xue-yuan-wen-da-ji-yao",{"title":1604,"slug":1605,"category":1122,"order":1606},"1985 巴菲特致股东信","1985-ba-fei-te-zhi-gu-dong-xin",56,{"title":1608,"slug":1609,"category":1104,"order":1606},"2005年：《巴菲特：2005年与塔克商学院学生对谈》","ba-fei-te-2005nian-yu-ta-ke-shang-xue-yuan-xue-sheng-dui-tan",{"title":1611,"slug":1612,"category":1122,"order":1613},"1986 巴菲特致股东信","1986-ba-fei-te-zhi-gu-dong-xin",57,{"title":1615,"slug":1616,"category":1104,"order":1613},"巴菲特：2005年回忆进入证券行业","ba-fei-te-2005nian-hui-yi-jin-ru-zheng-quan-xing-ye",{"title":1618,"slug":1619,"category":1122,"order":1620},"1987 巴菲特致股东信","1987-ba-fei-te-zhi-gu-dong-xin",58,{"title":1622,"slug":1623,"category":1104,"order":1620},"巴菲特：2005年对话内布拉斯加大学学生","ba-fei-te-2005nian-dui-hua-nei-bu-la-si-jia-da-xue-xue-sheng",{"title":1625,"slug":1626,"category":1122,"order":1627},"1988 巴菲特致股东信","1988-ba-fei-te-zhi-gu-dong-xin",59,{"title":1629,"slug":1630,"category":1104,"order":1627},"巴菲特：2005年对话堪萨斯大学学生","ba-fei-te-2005nian-dui-hua-kan-sa-si-da-xue-xue-sheng",{"title":1632,"slug":1633,"category":1122,"order":1634},"1989 巴菲特致股东信","1989-ba-fei-te-zhi-gu-dong-xin",60,{"title":1636,"slug":1637,"category":1104,"order":1634},"巴菲特：2005年对话范德比尔特大学学生","ba-fei-te-2005nian-dui-hua-fan-de-bi-er-te-da-xue-xue-sheng",{"title":1639,"slug":1640,"category":1122,"order":1641},"1990 巴菲特致股东信","1990-ba-fei-te-zhi-gu-dong-xin",61,{"title":1643,"slug":1644,"category":1104,"order":1641},"巴菲特：2006年与沃顿商学院学生问答","ba-fei-te-2006nian-yu-wo-dun-shang-xue-yuan-xue-sheng-wen-da",{"title":1646,"slug":1647,"category":1122,"order":1648},"1991 巴菲特致股东信","1991-ba-fei-te-zhi-gu-dong-xin",62,{"title":1650,"slug":1651,"category":1104,"order":1648},"巴菲特：2006年巴菲特慈善捐赠专访","ba-fei-te-2006nian-ba-fei-te-ci-shan-juan-zeng-zhuan-fang",{"title":1653,"slug":1654,"category":1122,"order":1655},"1992 巴菲特致股东信","1992-ba-fei-te-zhi-gu-dong-xin",63,{"title":1657,"slug":1658,"category":1104,"order":1655},"巴菲特：2006年慈善捐赠承诺","ba-fei-te-2006nian-ci-shan-juan-zeng-cheng-nuo",{"title":1660,"slug":1661,"category":1122,"order":1662},"1993 巴菲特致股东信","1993-ba-fei-te-zhi-gu-dong-xin",64,{"title":1664,"slug":1665,"category":1104,"order":1662},"巴菲特：2006年我为什么慷慨解囊","ba-fei-te-2006nian-wo-wei-shi-me-kang-kai-jie-nang",{"title":1667,"slug":1668,"category":1122,"order":1669},"1994 巴菲特致股东信","1994-ba-fei-te-zhi-gu-dong-xin",65,{"title":1671,"slug":1672,"category":1104,"order":1669},"巴菲特：2006年给全体经理人备忘录","ba-fei-te-2006nian-gei-quan-ti-jing-li-ren-bei-wang-lu",{"title":1674,"slug":1675,"category":1122,"order":1676},"1995 巴菲特致股东信","1995-ba-fei-te-zhi-gu-dong-xin",66,{"title":1678,"slug":1679,"category":1104,"order":1676},"巴菲特：2007年11月和比尔·盖茨、大学生对话实录（节目《富豪面对面》）","ba-fei-te-2007nian-11yue-he-bi-er-gai-ci-da-xue-sheng-dui-hua-shi-lu-jie-mu-fu-hao-mian-dui-mian",{"title":1681,"slug":1682,"category":1122,"order":1683},"1996 巴菲特致股东信","1996-ba-fei-te-zhi-gu-dong-xin",67,{"title":1685,"slug":1686,"category":1104,"order":1683},"巴菲特：2007年对话佐治亚大学学生","ba-fei-te-2007nian-dui-hua-zuo-zhi-ya-da-xue-xue-sheng",{"title":1688,"slug":1689,"category":1122,"order":1690},"1997 巴菲特致股东信","1997-ba-fei-te-zhi-gu-dong-xin",68,{"title":1692,"slug":1693,"category":1104,"order":1690},"巴菲特：2007年巴菲特接见Dardashti","ba-fei-te-2007nian-ba-fei-te-jie-jian-dardashti",{"title":1695,"slug":1696,"category":1122,"order":1697},"1998 巴菲特致股东信","1998-ba-fei-te-zhi-gu-dong-xin",69,{"title":1699,"slug":1700,"category":1104,"order":1697},"巴菲特：2007年接受央视专访","ba-fei-te-2007nian-jie-shou-yang-shi-zhuan-fang",{"title":1702,"slug":1703,"category":1122,"order":1704},"1999 巴菲特致股东信","1999-ba-fei-te-zhi-gu-dong-xin",70,{"title":1706,"slug":1707,"category":1104,"order":1704},"巴菲特：2007年接受欧洲MBA学生专访（珍贵精彩实录）","ba-fei-te-2007nian-jie-shou-ou-zhou-mbaxue-sheng-zhuan-fang-zhen-gui-jing-cai-shi-lu",{"title":1709,"slug":1710,"category":1122,"order":1711},"2000 巴菲特致股东信","2000-ba-fei-te-zhi-gu-dong-xin",71,{"title":1713,"slug":1714,"category":1104,"order":1711},"巴菲特：2007年查理罗斯专访","ba-fei-te-2007nian-cha-li-luo-si-zhuan-fang",{"title":1716,"slug":1717,"category":1122,"order":1718},"2001 巴菲特致股东信","2001-ba-fei-te-zhi-gu-dong-xin",72,{"title":1720,"slug":1721,"category":1104,"order":1718},"巴菲特：2008年21 世纪经济领导者采访","ba-fei-te-2008nian-21-shi-ji-jing-ji-ling-dao-zhe-cai-fang",{"title":1723,"slug":1724,"category":1122,"order":1725},"2002 巴菲特致股东信","2002-ba-fei-te-zhi-gu-dong-xin",73,{"title":1727,"slug":1728,"category":1104,"order":1725},"巴菲特：2008年买入美国正当时","ba-fei-te-2008nian-mai-ru-mei-guo-zheng-dang-shi",{"title":1730,"slug":1731,"category":1122,"order":1732},"2003 巴菲特致股东信","2003-ba-fei-te-zhi-gu-dong-xin",74,{"title":1734,"slug":1735,"category":1104,"order":1732},"巴菲特：2008年对话IVEY 商学院学生","ba-fei-te-2008nian-dui-hua-ivey-shang-xue-yuan-xue-sheng",{"title":1737,"slug":1738,"category":1122,"order":1739},"2004 巴菲特致股东信","2004-ba-fei-te-zhi-gu-dong-xin",75,{"title":1741,"slug":1742,"category":1104,"order":1739},"巴菲特：2008年对话商学院学生","ba-fei-te-2008nian-dui-hua-shang-xue-yuan-xue-sheng",{"title":1744,"slug":1745,"category":1122,"order":1746},"2005 巴菲特致股东信","2005-ba-fei-te-zhi-gu-dong-xin",76,{"title":1748,"slug":1749,"category":1104,"order":1746},"巴菲特：2008年对话瑞士洛桑国际管理学院","ba-fei-te-2008nian-dui-hua-rui-shi-luo-sang-guo-ji-guan-li-xue-yuan",{"title":1751,"slug":1752,"category":1122,"order":1753},"2006 巴菲特致股东信","2006-ba-fei-te-zhi-gu-dong-xin",77,{"title":1755,"slug":1756,"category":1104,"order":1753},"巴菲特：2008年怀念恩师格雷厄姆","ba-fei-te-2008nian-huai-nian-en-shi-ge-lei-e-mu",{"title":1758,"slug":1759,"category":1122,"order":1760},"2007 巴菲特致股东信","2007-ba-fei-te-zhi-gu-dong-xin",78,{"title":1762,"slug":1763,"category":1104,"order":1760},"巴菲特：2008年给保尔森的信","ba-fei-te-2008nian-gei-bao-er-sen-de-xin",{"title":1765,"slug":1766,"category":1122,"order":1767},"2008 巴菲特致股东信","2008-ba-fei-te-zhi-gu-dong-xin",79,{"title":1769,"slug":1770,"category":1104,"order":1767},"巴菲特：2008年解析经济危机","ba-fei-te-2008nian-jie-xi-jing-ji-wei-ji",{"title":1772,"slug":1773,"category":1122,"order":1774},"2009 巴菲特致股东信","2009-ba-fei-te-zhi-gu-dong-xin",80,{"title":1776,"slug":1777,"category":1104,"order":1774},"巴菲特：2008年财富杂志：沃伦之思","ba-fei-te-2008nian-cai-fu-za-zhi-wo-lun-zhi-si",{"title":1779,"slug":1780,"category":1122,"order":1781},"2010 巴菲特致股东信","2010-ba-fei-te-zhi-gu-dong-xin",81,{"title":1783,"slug":1784,"category":1104,"order":1781},"巴菲特：2009年CNBC 专访","ba-fei-te-2009nian-cnbc-zhuan-fang",{"title":1786,"slug":1787,"category":1122,"order":1788},"2011 巴菲特致股东信","2011-ba-fei-te-zhi-gu-dong-xin",82,{"title":1790,"slug":1791,"category":1104,"order":1788},"巴菲特：2009年对话六所商学院学生","ba-fei-te-2009nian-dui-hua-liu-suo-shang-xue-yuan-xue-sheng",{"title":1793,"slug":1794,"category":1122,"order":1795},"2012 巴菲特致股东信","2012-ba-fei-te-zhi-gu-dong-xin",83,{"title":1797,"slug":1798,"category":1104,"order":1795},"巴菲特：2009年对话哥大商学院学生","ba-fei-te-2009nian-dui-hua-ge-da-shang-xue-yuan-xue-sheng",{"title":1800,"slug":1801,"category":1122,"order":1802},"2013 巴菲特致股东信","2013-ba-fei-te-zhi-gu-dong-xin",84,{"title":1804,"slug":1805,"category":1104,"order":1802},"巴菲特：2009年恐慌是会传染的，我们必须做点什么","ba-fei-te-2009nian-kong-huang-shi-hui-chuan-ran-de-wo-men-bi-xu-zuo-dian-shi-me",{"title":1807,"slug":1808,"category":1122,"order":1809},"2014 伯克希尔的过去现在与未来","2014-bo-ke-xi-er-de-guo-qu-xian-zai-yu-wei-lai",85,{"title":1811,"slug":1812,"category":1104,"order":1809},"巴菲特：2009年收购BNSF 铁路","ba-fei-te-2009nian-shou-gou-bnsf-tie-lu",{"title":1814,"slug":1815,"category":1122,"order":1816},"2014 副董事长的思考","2014-fu-dong-shi-chang-de-si-kao",86,{"title":1818,"slug":1819,"category":1104,"order":1816},"巴菲特：2009年美元效应","ba-fei-te-2009nian-mei-yuan-xiao-ying",{"title":1821,"slug":1822,"category":1122,"order":1823},"2014 巴菲特致股东信","2014-ba-fei-te-zhi-gu-dong-xin",87,{"title":1825,"slug":1826,"category":1104,"order":1823},"教学方法期刊","ba-fei-te-2009nian-a-ke-lun-da-xue-shang-xue-yuan-wen-da-shi-lu",{"title":1828,"slug":1829,"category":1122,"order":1830},"2015 巴菲特致股东信","2015-ba-fei-te-zhi-gu-dong-xin",88,{"title":1832,"slug":1833,"category":1104,"order":1830},"巴菲特：2010年\"捐赠誓言\"计划","ba-fei-te-2010nian-juan-zeng-shi-yan-ji-hua",{"title":1835,"slug":1836,"category":1122,"order":1837},"2016 巴菲特致股东信","2016-ba-fei-te-zhi-gu-dong-xin",89,{"title":1839,"slug":1840,"category":1104,"order":1837},"巴菲特：2010年CNBC 专访","ba-fei-te-2010nian-cnbc-zhuan-fang",{"title":1842,"slug":1843,"category":1122,"order":1844},"2017 巴菲特致股东信","2017-ba-fei-te-zhi-gu-dong-xin",90,{"title":1846,"slug":1847,"category":1104,"order":1844},"巴菲特：2010年与罗克国度创始人、福布斯主编对谈","ba-fei-te-2010nian-yu-luo-ke-guo-du-chuang-shi-ren-fu-bu-si-zhu-bian-dui-tan",{"title":1849,"slug":1850,"category":1122,"order":1851},"2018 巴菲特致股东信","2018-ba-fei-te-zhi-gu-dong-xin",91,{"title":1853,"slug":1854,"category":1104,"order":1851},"巴菲特：2010年央视财经采访","ba-fei-te-2010nian-yang-shi-cai-jing-cai-fang",{"title":1856,"slug":1857,"category":1122,"order":1858},"2019 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