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多年來(lái)，我對(duì)領(lǐng)導(dǎo)力這一主題作了很多思考,，并盡我所能建立一種領(lǐng)導(dǎo)力文化,，從而為可口可樂(lè)公司（Coca-Cola）帶來(lái)長(zhǎng)久而可持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)。

于我而言,，領(lǐng)導(dǎo)力即是為你所做的任何事情（無(wú)論你在其中發(fā)揮什么樣的作用）創(chuàng)造價(jià)值,，并獲得比你想象中更好的結(jié)果。

最卓越的領(lǐng)導(dǎo)者也在不斷學(xué)習(xí)中,。他們從錯(cuò)誤和成功中學(xué)習(xí)——學(xué)習(xí)不僅是年輕時(shí)的任務(wù),，而是貫穿他們的整個(gè)職業(yè)生涯。

當(dāng)然,，我也一直在努力做到這一點(diǎn),。在此過(guò)程中，傾聽(tīng)他人意見(jiàn)也是非常重要的,。無(wú)論你處于什么樣的領(lǐng)導(dǎo)地位,，你都必須不斷尋求良好的建議和忠告。

在職業(yè)生涯的每個(gè)階段,，我都獲得了關(guān)于領(lǐng)導(dǎo)力的新的領(lǐng)悟,。早期，我學(xué)到了兩個(gè)重要經(jīng)驗(yàn),，即培養(yǎng)同理心并重視金錢(qián),。后來(lái)，我學(xué)會(huì)了如何與他人協(xié)作,、建立信任網(wǎng)絡(luò),。

而最近，我的注意力則聚焦于對(duì)未來(lái)的展望,、溝通重點(diǎn)上面,，利用可信度和各種關(guān)系來(lái)促進(jìn)公司與瓶裝廠作為一個(gè)齊心協(xié)力的團(tuán)隊(duì)并肩戰(zhàn)斗。

我一直都十分看重如何從長(zhǎng)遠(yuǎn)角度考慮為公司的利益相關(guān)者創(chuàng)造價(jià)值,，也許很多人認(rèn)為,，這對(duì)于一家擁有130年歷史的老牌企業(yè)是自然而然的。然而,，并沒(méi)有什么事是自然而然就能發(fā)生的,。

在去年的股東大會(huì)發(fā)言上，我說(shuō)我們的經(jīng)營(yíng)不是只關(guān)注下一個(gè)季度,，而是下一個(gè)25年,。

在我看來(lái)，歸根結(jié)底這意味著我們要做現(xiàn)在應(yīng)該并且必須要做的事,，以此來(lái)強(qiáng)化我們的發(fā)展前景,，而非削弱它。

其核心在于,，可口可樂(lè)是一個(gè)品牌企業(yè),，而我們的品牌無(wú)非就是我們的承諾。如果說(shuō)一個(gè)良好的品牌就是一個(gè)承諾,，那么一個(gè)卓越的品牌便是堅(jiān)持這個(gè)承諾,。堅(jiān)持我們的承諾意味著我們永遠(yuǎn)不能陷入自鳴得意或是驕傲自滿，而是需要敞開(kāi)胸懷,，時(shí)刻擁抱改變和進(jìn)步,。

過(guò)去幾年里，我們向后退了一步來(lái)反思我們的業(yè)務(wù),，并思考如何才能夠走得更快,、發(fā)展更高效、且更具創(chuàng)業(yè)精神,。

在一點(diǎn)上我們也已經(jīng)取得了進(jìn)展,。我們拓寬了我們產(chǎn)品組合和包裝選擇，以滿足不斷變化的消費(fèi)者口味,，重振品牌市場(chǎng),，進(jìn)一步改善我們的全球生產(chǎn)系統(tǒng)，轉(zhuǎn)變?cè)诒泵朗袌?chǎng)的業(yè)務(wù),，我們的營(yíng)收增長(zhǎng)在消費(fèi)包裝品公司中也使數(shù)一數(shù)二的,。然而,，精益求精之路永無(wú)止境。

在過(guò)去近四十年的商業(yè)生涯中,，我常常講,，做好工作只是一個(gè)起點(diǎn)——打好基礎(chǔ)。是為持續(xù)性地重復(fù)成功創(chuàng)造條件,。因而,，成功便是關(guān)于向一個(gè)沒(méi)有確定性結(jié)果的未來(lái)作出承諾，然后采取行動(dòng)兌現(xiàn)這一承諾,。

今年五月,，我將把可口可樂(lè)（ko）首席執(zhí)行官這根指揮棒交接給詹姆斯·昆西（James Quincey）——一位合適的領(lǐng)導(dǎo)人，在合適的時(shí)機(jī)帶領(lǐng)公司進(jìn)入下一個(gè)征途,。而我將繼續(xù)擔(dān)任公司董事長(zhǎng),，并全力支持詹姆斯的工作。

詹姆斯和他的團(tuán)隊(duì)將為可口可樂(lè)書(shū)寫(xiě)新的篇章——不僅應(yīng)對(duì)并解決我們所面臨的挑戰(zhàn),，而且將進(jìn)一步發(fā)揮我們品牌,、人員和系統(tǒng)的潛力。

對(duì)領(lǐng)導(dǎo)的評(píng)判終究是通過(guò)他們的成績(jī)來(lái)作出的,。我非?？春每煽诳蓸?lè)的前景，在未來(lái)十年甚至更久,，它將會(huì)獲得前所未有的蓬勃發(fā)展,。

對(duì)我而言，這也將是我的職業(yè)生涯,，以及領(lǐng)導(dǎo)這一偉大公司所做出的努力的最終評(píng)判,。（財(cái)富中文網(wǎng)）

作者：穆泰康（可口可樂(lè)公司的董事長(zhǎng)兼首席執(zhí)行官）

譯者：司慧杰/汪皓

Over the years, I’ve given a lot of thought to the topic of leadership and doing what I can to build a culture of leadership that gives The Coca-Cola Company a sustainable, long-term advantage.

To me, leadership is all about creating value in whatever you do—and whatever role you are in—and leaving something better than you found it.

The best leaders keep learning, too. They learn from their mistakes and their successes—not only when they’re young, but throughout their careers.

I’ve certainly tried to do this. And listening to others has been absolutely essential to this process. No matter how far you go as a leader, you have to keep seeking advice and good counsel.

At every career stage, I’ve picked up new leadership insights. Early on, I learned vital lessons about developing empathy and respecting cash. Later, I worked on collaborating with others and building networks of trust.

More recently, it has been about setting a vision for the future, communicating priorities, and leveraging credibility and relationships to help our company and bottling system work together as one united team.

It has also been important for me to maintain a long-term perspective on creating value for stakeholders, something many might think would come naturally in a business with 130 years of history. But nothing is automatic.

When I spoke during our shareowners meeting last year, I explained that we’re building this business not only for the next quarter, but also for the next quarter of a century.

To me, making such a statement really comes down to doing what’s right and necessary now so that our future prospects are not harmed, but enhanced.

At its heart, Coca-Cola is a brand business, and our brands are nothing more than promises. If a good brand is a promise, then a great brand is a promise kept. Keeping our promises means never falling into the traps of complacency and arrogance while always being open to change and improvement.

In the last few years, we’ve taken a step back to look at our business and examine how we can become faster, more entrepreneurial, and more efficient.

And we’ve made progress. We’ve broadened our portfolio and packaging choices to serve evolving consumer tastes, revitalized our marketing, facilitated the improvement of our global bottling system, transformed our business in North America, and achieved some of the strongest revenue growth among consumer packaged goods companies. But getting better remains a never-ending journey.

Over nearly 40 years in business, I’ve often said that doing an excellent job is only the starting point—the foundation. It’s about creating the conditions to sustainably repeat success. And, in this case, success is connected to making a promise into the future without a pre-determined outcome—and then taking action to deliver on that promise.

In May, I’ll pass the baton of Coca-Cola (ko) CEO to James Quincey, the right leader at the right time to take our business forward. I’ll continue to serve as chairman of our board, and James will have my full and vigorous support.

James and his team will write the next chapter in Coca-Cola’s story—one that not only addresses the challenges we face, but also further unlocks the potential in our brands, our people, and our system.

Ultimately, leaders are judged by what they leave behind. And I feel very good about Coca-Cola’s prospects to flourish as never before during the balance of this decade and beyond.

For me, this will be the ultimate measure of my career—and my leadership of this great business of refreshing the world.