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陣亡將士紀(jì)念日再次到來,，我們理應(yīng)抽出一點(diǎn)時(shí)間,，追思那些為了保衛(wèi)國家而犧牲了生命的人。

在我的從軍生涯中,，我曾接觸過幾百個(gè)領(lǐng)導(dǎo)和單位,，執(zhí)行過各種各樣的任務(wù)，包括戰(zhàn)斗,、危機(jī)應(yīng)對(duì)以及快速的組織變革等等,。我也總結(jié)了無數(shù)的經(jīng)驗(yàn)和心得，其中有幾條尤為重要,，因?yàn)樗鼈兪刮页蔀榱艘粋€(gè)更高效的企業(yè)領(lǐng)導(dǎo)者：

正確看待危機(jī)

首先,，你要學(xué)會(huì)分辨真正的危機(jī)和“假警報(bào)”。我的從軍生涯和參戰(zhàn)經(jīng)歷,，使我大大提高了危機(jī)的判別能力,。直升機(jī)墜落、火災(zāi),、降落傘失靈,、艦艇相撞,、受傷、死亡……這些經(jīng)歷教會(huì)了我如何判明一個(gè)需要立即做出反應(yīng)的真正的危機(jī),。

商業(yè)世界中的很多危機(jī)其實(shí)并不是由真實(shí)的事件導(dǎo)致的,，而是由對(duì)未來的恐懼所導(dǎo)致的，實(shí)際風(fēng)險(xiǎn)往往要比人們的估計(jì)低很多,。所以領(lǐng)導(dǎo)者一定要具備分辨真險(xiǎn)情和假警報(bào)的能力,，知道哪些情報(bào)是重要的，哪些情況是沒有價(jià)值的,，這樣才有助于企業(yè)進(jìn)行客觀的決策,，增進(jìn)員工對(duì)你的信任。如果一個(gè)領(lǐng)導(dǎo)經(jīng)常被瑣碎的事務(wù)搞得一驚一乍的,，這樣的領(lǐng)導(dǎo)是沒有人會(huì)信任他的,。

懂得何時(shí)繞過官僚體系

軍隊(duì)有一套龐大的官僚體系，有各種早請(qǐng)示晚匯報(bào)的程序,。然而軍隊(duì)又離不開這樣一套官僚體系,，唯有如此，軍人才能拿到薪水,，訓(xùn)練才能組織起來,，飛機(jī)才能得到保養(yǎng)，各種報(bào)告才能按時(shí)提交,。軍隊(duì)這樣一個(gè)龐大復(fù)雜的暴力機(jī)器必須得有這樣一套官僚體系來執(zhí)行種種職能,。這套體系運(yùn)轉(zhuǎn)得很緩慢，同時(shí)也很謹(jǐn)慎,，所有領(lǐng)導(dǎo)都要去適應(yīng)體系,，而不是讓體系適應(yīng)他們。

不過有些時(shí)候,，軍隊(duì)也是講效率優(yōu)先的,，所有事情都會(huì)加速運(yùn)轉(zhuǎn)——比如“911”事件后的頭幾周，或是在戰(zhàn)機(jī)轉(zhuǎn)瞬即逝的時(shí)候,。在這些情況下,，一名高效的領(lǐng)導(dǎo)者必須有一個(gè)斗志昂揚(yáng)的決策網(wǎng)絡(luò)，有一群以行動(dòng)為導(dǎo)向的支持者,，能夠快速行動(dòng)起來,，以應(yīng)對(duì)當(dāng)前的情勢(shì)發(fā)展，或爭(zhēng)取重大的勝利,。但領(lǐng)導(dǎo)者在決定何時(shí)繞過官僚體系采取行動(dòng)時(shí)也必須小心謹(jǐn)慎,，因?yàn)槿绻?jīng)常這樣做的話，也會(huì)耗盡一支隊(duì)伍的斗志,。

錢并不能激勵(lì)人

薪水或許可以吸引人才,、留住人才,，但它并不會(huì)提高人才的工作熱情。軍隊(duì)的薪水只能說是差強(qiáng)人意,，也并沒有很多額外的補(bǔ)貼,。但我還是看到數(shù)以百計(jì)的軍人前赴后繼地為國家做出了驚人的犧牲和付出。

我覺得在激勵(lì)的問題上,，軍人和非軍人是沒有太大區(qū)別的,。老百姓也希望碰上好的領(lǐng)導(dǎo)，希望有一個(gè)明確的目標(biāo),，希望團(tuán)隊(duì)有堅(jiān)實(shí)的紐帶,，這些都比錢更重要。只要這些條件存在,，他們就愿意努力工作,，對(duì)企業(yè)報(bào)以忠誠和實(shí)績(jī)。

投資人才

人才是一個(gè)企業(yè)最重要的資產(chǎn),。這句話當(dāng)然是事實(shí),，而且它幾乎已經(jīng)被說濫了。不過這句話值得被反復(fù)提起,。軍隊(duì)的精英管理體系表明，不論來自任何背景的任何一個(gè)人,，只要有好的領(lǐng)導(dǎo),、好的訓(xùn)練和好的機(jī)會(huì)，都能達(dá)到你無法想象的成就,。舉個(gè)例子：我認(rèn)識(shí)一位最成功和最受尊敬的海豹突擊隊(duì)員,，他出身于一個(gè)處于弱勢(shì)地位的少數(shù)族裔，接受訓(xùn)練前幾乎不會(huì)游泳,，但他后來卻是榮譽(yù)等身,、備受尊敬，成了海豹突擊隊(duì)中級(jí)別最高的領(lǐng)導(dǎo)之一,。領(lǐng)導(dǎo)是一種人的藝術(shù),，每個(gè)人都有發(fā)展和成功的潛力。（財(cái)富中文網(wǎng)）

本文作者M(jìn)ike Goshgarian是前美國海豹突擊隊(duì)隊(duì)員,，現(xiàn)為McChrystal集團(tuán)合伙人,。

譯者：樸成奎

As Memorial Day rolls around again, we pause to remember those who have sacrificed their lives in defense of our nation.

My own military career exposed me to hundreds of leaders and units, operating in a wide variety of situations, including combat, crisis response, and rapid organizational transformation. My personal lessons and observations are innumerable, but a few key ones stand out because they have helped me become a more effective business leader:

Keep crises in perspective

It’s important to distinguish between a true crisis and an artificial or self-generated crisis. My military experience, especially in wartime, significantly elevated my crisis threshold. Helicopter crashes, incoming fire, parachute accidents, maritime collisions, injury, and death: These experiences have taught me how to identify a real crisis that requires immediate action.

Many of the crises in the business world are driven more by fear of what could happen rather than by actual events, and the real stakes are usually much lower. This ability to recognize what is important from what is not is invaluable in business because it allows for more objective decision-making and builds employees’ confidence in you as a leader. No one trusts a leader who gets rattled by routine events.

Know when to side step the bureaucracy

The military’s huge bureaucracy, with its processes, checks, and balances, ensures that service members are paid, training happens, jets are maintained, reports are filed, etc. Such a vast, complicated machine needs a bureaucracy to execute these functions. The system moves slowly and deliberately, and leaders adapt themselves to its pace.

There are times, however, when events accelerate—the first few weeks after September 11th, for example—or an opportunity suddenly presents itself. In these cases, I’ve learned that an effective leader must have a warm network of decision makers and action-oriented supporters who can move rapidly in order to keep pace with events or to make big wins. But leaders must be savvy and selective about when to side step the bureaucracy, as doing so too often can burn out a team.

Money doesn’t motivate

Compensation may attract and retain, but it doesn’t really motivate. The military pays only modestly, and there aren’t a lot of perks. Yet, I’ve continually observed hundreds of service members’ breathtaking level of personal sacrifice and commitment.

I don’t believe that civilian employees are any different when it comes to motivation. They, too, crave good leadership, a well-defined purpose, and strong team bonds over money, and will respond with hard work, loyalty and achievement when these conditions exist.

Invest in people

It’s a truism—almost a cliché—that people are any organization’s most important asset, but it is so important it bears repeating. The military’s meritocracy demonstrates that anyone from any background can and will respond to good leadership, training, and opportunity, and achieve in ways that you can never predict. Just one example: One of the most respected and accomplished SEALs I know comes from a disadvantaged minority. He could barely swim before beginning training, but went on to be highly decorated, deeply respected, and led at high levels within the SEAL community. Leadership is the business of people, and every single person has the potential to develop and succeed.

Mike Goshgarian is a former U.S. Navy SEAL and partner at McChrystal Group.