霸道總裁的不良惡習(xí)

Why would otherwise brilliant men behave in such destructive ways?

為什么這些杰出人士行為方式如此不近人情?

The first answer is that they can. Genius covers a lot of sins. A great product is a great product, and you don’t have to do everything right to be successful. Most customers don’t care how the sausage gets made, as long as it tastes good.

首先，他們有“能”。 所謂瑕不掩瑜。一件偉大的作品便足夠偉大，而無須面面俱全。絕多數(shù)消費者注重結(jié)果，而非過程。

Employees, in turn, are willing to sacrifice a lot to work for a visionary. Much as Mr. Jobs was, Mr. Musk and Mr. Bezos are passionate, inspiring and charismatic leaders.

反之，企業(yè)員工則心甘情愿地為這些大人物日夜勞作。譬如，仙逝的喬布斯先生，如今的馬斯克先生和貝索斯先生，都是熱情向上，鼓舞人心，且魅力獨特的領(lǐng)導(dǎo)者。

Finally, a certain level of financial success and the resulting power effectively excuse those who achieve it from the ordinary rules of civility and even humanity.

最終，經(jīng)濟成就及逐漸收獲而來的權(quán)力，都極大地促使他們，在處事方面偏離一般的禮儀模式，甚至顯得不近人情。

I would argue that most of the bad behavior of these men is fear-based, impulsive and reactive rather than consciously hurtful. It grows not out of a sense of superiority but rather of insecurity.

本人認為，這些有為之人的惡劣行為，與其說是故意傷人，倒不如說是出于擔(dān)憂和沖動的反應(yīng)。它源于對自我的安全感，而非對他人的高高在上。

All three invested endless hours and energy in building and running their businesses — and far less in anything else, including taking care of the people who worked for them or even understanding what doing so might look like. To a large extent, people were simply a means to an end.

喬布斯先生，馬斯克先生和貝索斯先生在企業(yè)的建立與運營上都投入了大量的時間和精力，因此，他們也無暇顧及其他事情，例如照顧旗下員工，或甚至去理解他們言行所帶來的結(jié)果。很大程度上，人，不過為實現(xiàn)目標的一種手段罷了。

I understand what it is like to have one’s self entirely tied up with external success. No amount is ever quite enough.

我深知，當一個人被其外在的光鮮完全束縛將會如何。任何事都顯得遙無止境。

The question their management style raises is not whether being tough, harsh and relentlessly demanding gets people to work better. Of course it doesn’t, and certainly not sustainably. The more apt question is how much more these men could have enhanced thousands of people’s lives – and perhaps made them even more successful — if they had invested as much in taking care of them as they did in conceiving great products.

其管理形式所引起的問題，并非強硬尖酸的態(tài)度，也非對員工毫無止境的榨取，以提高工作質(zhì)量。當然并非如此，該做法也絕不屬長久之策。而其最可能的問題就在于，若他們能把創(chuàng)造偉大產(chǎn)品的同等精力，放在關(guān)心旗下員工之上，那么，這些能人將能怎樣地提高幾千人的生活，甚至可能讓他們更成功。

“Try not to become a man of success,” Albert Einstein once said, “but rather a man of value.”

愛因斯坦曾言道“與其成為成功的人，倒不如成為有價值的人。


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