“透視領(lǐng)導(dǎo)力”是一個(gè)在線社區(qū)，我們將邀請(qǐng)最有思想,、最具影響力的商界人士在此回答關(guān)于職業(yè)與領(lǐng)導(dǎo)力的問題,。今天，我們的問題是：要成優(yōu)秀領(lǐng)導(dǎo)者,，最困難的是什么,？以下為好時(shí)公司北美區(qū)總裁米歇爾?巴克的回答。

首先我想說(shuō)的是,，我喜歡領(lǐng)導(dǎo)者這一身份,。我與一些最聰明的商業(yè)精英共事，這支團(tuán)隊(duì)每天都能給我?guī)?lái)啟發(fā),。我們齊心協(xié)力取得的成績(jī),，讓我每天早上醒來(lái)時(shí)都精力充沛。作為好時(shí)公司北美區(qū)總裁,，如果沒有團(tuán)隊(duì)的支持,，我不可能取得成功。因此,，我認(rèn)為作為領(lǐng)導(dǎo)者,，最大的挑戰(zhàn)是處理好“截然對(duì)立的領(lǐng)導(dǎo)藝術(shù)”（polarity of leadership）。

作為領(lǐng)導(dǎo)者,，要想實(shí)現(xiàn)自己的目標(biāo),，你必須有能力成功平衡各種相互對(duì)立、看上去相互矛盾的力量,。例如,，你需要富有遠(yuǎn)見，并專注于未來(lái),，但與此同時(shí),，你必須日復(fù)一日地實(shí)現(xiàn)卓越的運(yùn)營(yíng)績(jī)效。另外一種矛盾關(guān)系是，在鼓勵(lì)和激勵(lì)團(tuán)隊(duì)的同時(shí),，也要用必須的“嚴(yán)厲的愛”來(lái)管理團(tuán)隊(duì),。

作為領(lǐng)導(dǎo)者，你必須時(shí)刻“在狀態(tài)中”,，同時(shí)你也要拿出時(shí)間自省,，評(píng)估事情的發(fā)展情況，展望未來(lái),。

為了領(lǐng)導(dǎo)公司獲得有形的業(yè)績(jī)，你需要采取不同的方式激勵(lì)員工,，給他們不同的支持,，并充分考慮他們對(duì)領(lǐng)導(dǎo)策略的不同反應(yīng)。

我相信“敏捷學(xué)習(xí)”（learning agile）,，并且堅(jiān)信要時(shí)刻保持著進(jìn)一步提升的強(qiáng)烈渴望,。在我的職業(yè)生涯當(dāng)中，最好的學(xué)習(xí)方式是觀察我所尊敬的領(lǐng)導(dǎo)者們,，如何與同事,、團(tuán)隊(duì)和外部利益相關(guān)者互動(dòng)。此時(shí),，你要面對(duì)的“矛盾關(guān)系”是,，你既要承擔(dān)發(fā)展團(tuán)隊(duì)的責(zé)任，又必須通過(guò)聯(lián)系外部同行,，“借鑒他山之石”來(lái)拓寬自己的思路,，比如向消費(fèi)者、客戶或外部同行學(xué)習(xí)等,。

領(lǐng)導(dǎo)者在制定愿景時(shí)也會(huì)遇到矛盾關(guān)系,，你既需要設(shè)定一種樂觀的基調(diào)來(lái)激勵(lì)團(tuán)隊(duì)實(shí)現(xiàn)卓越，同時(shí)還需要一定的偏執(zhí)狂和懷疑精神,，以保證你將執(zhí)行合適的計(jì)劃,，實(shí)現(xiàn)預(yù)期結(jié)果。

我喜歡這些矛盾關(guān)系所帶來(lái)的挑戰(zhàn),。問題在于：你如何掌握平衡,？

我認(rèn)為，每一位領(lǐng)導(dǎo)者都必須決定哪種方式最適合自己,，在我的職業(yè)生涯當(dāng)中,，我發(fā)現(xiàn)了一些能夠?qū)崿F(xiàn)恰當(dāng)平衡的技巧，并形成了自己的風(fēng)格,。

首先,，我會(huì)持續(xù)認(rèn)真地思考，如何最有效地利用我的時(shí)間，我在哪些領(lǐng)域可以增加最多的價(jià)值,。這需要認(rèn)真評(píng)估自身的優(yōu)勢(shì),，以及每一位團(tuán)隊(duì)成員的優(yōu)勢(shì)，才能確定最有效的切入點(diǎn),。我會(huì)問自己：“在當(dāng)前這些選擇中,，把我的時(shí)間花在哪些領(lǐng)域最有成效？”一天的時(shí)間是有限的,，你必須信任自己組建的團(tuán)隊(duì),，并清楚應(yīng)該在什么時(shí)候介入、什么時(shí)候后退一步,。這意味著你需要不斷拿出時(shí)間進(jìn)行自省,，評(píng)估自己在“蹺蹺板”上的位置，若有必要,，修正自己的路線,。

我還會(huì)向“值得信賴的人”積極尋求誠(chéng)實(shí)的反饋。這些人可以是直接下屬,、人力資源部的同事或與自己平級(jí)的人,，通過(guò)他們的反饋來(lái)確定自己在“蹺蹺板”上的位置。利用這樣的機(jī)會(huì),，你可以密切關(guān)注人們提供的“線索”,，確定你是否偏離了方向，打破了平衡,。

最后,，領(lǐng)導(dǎo)者處理的最重要的矛盾關(guān)系是，在擔(dān)負(fù)起重?fù)?dān)的同時(shí),，也必須享受挑戰(zhàn)帶來(lái)的每一個(gè)令人激動(dòng)的時(shí)刻,。（財(cái)富中文網(wǎng)）

譯者：劉進(jìn)龍/汪皓

審校：任文科

The leadership Insider network is an online community where the most thoughtful and influential people in business contribute answers to timely questions about careers and leadership. Today’s answer to the question: What’s the most difficult part of being a great leader? is written by Michele Buck, president of North America at The Hershey Company.

Let me start by saying I love being a leader. I work with some of the smartest people in the business and a team that inspires me every day. I wouldn’t be successful in my role as President of Hershey’s North America business without waking up every day energized by what my team and I can accomplish together. So when I think about the biggest challenge of leadership, I believe it’s the “polarity of leadership.”

As a leader, you must be able to successfully balance a number of opposing and seemly contradictory forces if you are going to achieve your objectives. For example, you need to be visionary and future-focused while at the same time delivering exceptional and consistent operating results day in and day out. Another polarity is encouraging and inspiring teams while also providing tough love when necessary.

As a leader, you need to always be “on” in the moment while making time for introspection to assess how things are going and to look in the future.

You are leading a business with tangible results as well as people who are motivated by vastly different things, need different levels of support, and respond differently to leadership tactics.

I believe in being “l(fā)earning agile” and having a strong desire for continuous improvement. Some of the best learning throughout my career has been watching leaders I respect interact with their peers, teams and external stakeholders. Here, the polarity comes from your responsibility to develop your teams while also taking the responsibility to broaden your own thinking by connecting with external peers and “bringing the outside in,” whether it’s learning from consumers, your customers, or peers outside of your company.

There is even polarity in setting your vision. You need to motivate your teams to aspire to excellence by setting an optimistic tone. At the same time, you need a healthy degree of paranoia and skepticism to ensure you are putting the right plans in place to deliver results.

I actually love the challenge of these polarities. The question really is: how do you master the balance?

I think each leader has to decide what works best for them, but over the course of my career, I’ve found techniques and developed my own style to strike the right balance.

First, I constantly scrutinize exactly what is the best use of my time and where can I add the most value. This requires a careful assessment of my strengths and those of each of my team to determine where I can be most effective to “flex in.” I have to ask myself, “At this point in time and given the options, where can I best devote my time?” With only so many hours in a day, you have to trust the team you have built and know when to step in and when to step back. This means continuously taking time for introspection to assess where you are in the balance and course correcting as needed.

I also proactively seek honest feedback from “a trusted source.” This can be a direct report, a HR colleague, or a peer to see where I am in the balance. It’s an opportunity to carefully monitor the “cues” that tell you you’ve swung too far one way or the other.

In the end, one of the most import polarities is feeling the weight of your responsibilities on your shoulders while also enjoying every moment of the exciting challenges you face.