New Management：新管理新范式
Leading is not managing. Managing is not leading. To some this is a pair of seemingly obvious truisms. Others lack clarity on the difference between leading and managing. I’d suggest that the act of man�aging focuses strictly on strategic thinking at its most practical—on execution. Managing is taking care of logistical and practical details.
领导不是管理。管理不是领导。对某些人来说，这是一对看似显而易见的事实。其他人则缺乏领导和管理之间的区别。我建议，管理行为应严格集中在最实际的战略思维上，即在执行时。管理工作要注意后勤和实践细节。
Every team-related task needs to be managed to some extent, and the quality of managing can fall anywhere on a spectrum that runs from well-oiled machine to gear-grinding nightmare. The real problem arises when anyone confuses the managing of job-specific details with actual leadership. One does not need to be a visionary to qualify as a leader, but leadership does imply vision from a position of oversight.
每个与团队相关的任务都需要进行一定程度的管理，并且管理的质量可以落在任何方面，从运转良好的机器到磨齿的噩梦。当任何人将特定于工作的细节管理与实际领导混淆时，就会出现真正的问题。一个人不需要成为有远见卓识的人就可以成为领导者，但是领导确实暗示着来自监督立场的远见。
Managing is a part of leading, and a great leader can and should be an excellent manager. The skill of managing, though, is only one part of leading, and managing in and of itself is not leading.While a good manager needs to effectively communicate data and details, a good leader communicates on a broader, higher level. A leader drives for results, leads by example, and develops talent—actions that may not readily show up on a manager’s spreadsheet (but which will engender results that make that spreadsheet a lot better looking).
管理是领导的一部分，伟大的领导者可以而且应该是优秀的经理。但是，管理技能只是领导能力的一部分，而内部管理本身并不是领导能力。一个好的经理需要有效地交流数据和细节，而一个好的领导者则需要在更广泛，更高层次上进行沟通。领导者追求结果，以身作则，并发展才能—这些动作可能不会轻易显示在经理的电子表格中（但是会产生使该电子表格看起来更好的结果）。
A great improvisational leader promotes teamwork and cooperation, values and respects the differences of team members, connects with others in empathetic ways, and leverages the talents of others to get the best possible results out of a team, all while hitting the strategically targeted bull’s-eye.
出色的即席即兴领导者可促进团队合作与合作，重视并尊重团队成员之间的差异，以同理心的方式与他人联系，并利用他人的才能从团队中获得最佳结果，而同时又要达到战略目标-眼睛。
Being There
One extremely critical aspect of leadership is “presence,” physical and otherwise. The way in which a leader’s presence is felt dictates the leader’s ability to command the respect, attention, and devotion of a team.
领导力的一个极为关键的方面是“存在”，无论是身体上还是其他方面。领导者在场的感觉方式决定了领导者赢得团队的尊重，关注和奉献的能力。
Leaders need people to follow them because, on the most basic dictionary level, you can’t define yourself as a leader if nobody is following. There are of course many ways to get people to follow you.In some workplaces—probably way too many—leaders lead through fear. Sure, fear can be a powerful motivator but when you’ve got people doing what you ask them to simply because they are afraid of being fired, you might be severely limiting the type of success you can achieve. When people are afraid of failure they do not take risks, and without risk there is limited chance for adaptation, innovation, and great discoveries.
领导者需要人们关注他们，因为在最基本的词典级别上，如果没有人关注，您就无法将自己定义为领导者。当然，有很多方法可以使人们关注您。在某些工作场所中（可能太多），领导者可以克服恐惧。当然，恐惧可能是一个强大的动机，但是当您让人们去做他们仅仅因为害怕被解雇而要求他们做的事情时，您可能会严重限制可以取得成功的类型。当人们害怕失败时，他们不会冒险，没有风险，适应，创新和伟大发现的机会就很少。
Other leaders might allow status to provide all the leadership they desire. Such leaders can give orders in military style and assume that others will obey. If a leader’s position is codified by rank—job title—it’s a reasonable assumption that people of lower rank will follow the orders of leaders of higher rank. Within the military itself this kind of leadership via job title is needed to maintain structure and avoid chaos.
其他领导者可能会允许地位提供他们想要的所有领导。这样的领导人可以以军事方式下达命令，并假设其他人会服从。如果领导者的职位按职级（职位）分类，这是一个合理的假设，即较低职位的人将遵循较高职位的领导者的命令。在军方内部，需要通过职称进行这种领导，以保持结构和避免混乱。
In business, however, if people are following a leader only on the basis of his or her position in a hierarchy without any inherent trust and respect, it is likely they will never feel intrinsically motivated to do anything beyond executing simple orders. In improvisational leadership the emphasis is put on communication and connection rather than hierarchy. The appeal of this approach is that people come to feel they are appreciated and valued for what they can contribute, and they commit to a project, process, or person more fully. When a proper relationship is built between a leader and those being led, people feel good about doing much more than the minimum required for a job.
但是，在商业中，如果人们仅根据领导者在等级结构中的位置来跟随领导者，而没有任何固有的信任和尊重，那么他们很可能会根本没有内在的动力去执行简单的命令。在即兴领导中，重点放在沟通和联系上，而不是等级上。这种方法的吸引力在于，人们逐渐意识到他们为自己可以做出的贡献而受到赞赏和重视，他们更加致力于一个项目，过程或个人。当领导者和被领导者之间建立起适当的关系时，人们会感到不仅仅要做一份最低要求的工作，还会做得更好。
Those good feelings are a fringe benefit—the real benefit is the return one achieves with a small investment in human capital (i.e., the job gets done better and valued employees want to stay with their leaders,who care about them—remember, people don’t quit jobs; they quit people).
那些良好的感觉是一种附带利益-真正的好处是通过少量的人力资本投资就可以获得回报（即，工作做得更好，有价值的员工希望与关心他们的领导者在一起-记住，人们不会不会辞职；他们会辞职）。
For an improvisational leader presence begins with mindfulness. As discussed in Chapter 3, mindfulness is a state of active, open attention in the moment. When you’re mindful you observe your thoughts and feelings from a distance without judging them good or bad. When you are mindful you are living in the moment and completely engaged with the experience around you. Mindfulness is always a key element of improvisation, and in a position of leadership a mindful level of awareness becomes even more important.
对于即兴的领导者，存在始于正念。如第3章所述，正念是目前处于积极，公开关注的状态。当您正念时，您可以远距离观察自己的想法和感受，而不会判断它们的好坏。当您正念时，您就生活在当下，并与周围的体验完全互动。正念始终是即兴创作的关键要素，而在领导职位上，正念的意识水平变得更为重要。
To be an effective leader you have to know how others perceive you and how to control and adapt yourself if those perceptions need to be manipulated. You also need to know how to perceive others—how to “read” them—and you have to be fully prepared to interact with all sorts of people in all sorts of situations. In reviewing how you see others and how others see you, youshould have a strong sense of the kind of leader you are (which may not always line up with the kind of leader you aim to be). How do you respond in real time to a dynamic environment? Are you angry? Frustrated? Stern? Passionate? Cool and collected? Withdrawn? The more honest you are about how you are truly perceived as a leader, the better the chance you can influence those perceptions in a positive way.
要成为一名有效的领导者，您必须知道他人如何看待您，以及如果需要操纵这些看法，如何控制和适应自己。您还需要知道如何感知他人-如何“阅读”他人-并且必须做好充分的准备，可以在各种情况下与各种人进行互动。在回顾您如何看待别人以及别人如何看待您时，您应该对自己是什么样的领导者有很强的意识（可能并不总是与您想要成为的那种领导者保持一致）。您如何实时响应动态环境？你在生气吗？沮丧吗严厉？多情？酷和收集？取消？您对诚实的领导方式越诚实，就越有可能以积极的方式影响这些看法。
It doesn’t cost much in time or money to achieve mindfulness. About two minutes’ worth of thoughtful self-auditing can do the trick.That small mental refocus, however, can be the difference between improvisational thinking focused toward success and flying by the seat of your pants to get the best result you can at the time. And again, the purpose of putting in that two minutes’ worth of self-auditing effort isn’t to get a team to like you. The purpose is to become a thoughtful leader who gets the best possible work out of your team, and out of yourself. I would add though that those two minutes really have to count. Improvisation requires real focus and concentration and it never helps to go through the motions of being focused without really getting into the mind-set.
花费时间或金钱来获得正念。大约两分钟的深思熟虑的自我审核就可以解决问题，但是，小的精神重新集中可能是专注于成功的即席思考与by着裤子坐下来以获得当时最佳结果的区别。 。同样，花费那两分钟的时间进行自我审核的目的并不是要让团队喜欢您。目的是要成为一个富有思想的领导者，从您的团队和您自己身上获得最好的工作。我要补充一点，尽管那两分钟确实很重要。即兴创作需要真正的专注和专心，并且在没有真正进入思维定式的情况下进行专注的动作是无济于事的。
A lot of people think that concentration works like a light switch—“I’m going to switch this switch on, and now, poof, I’m focused.” What I’ve found is that focus and concentration—like the ability to postpone judgment—aren’t switches. They’re dials, which can be turned up or down. If you want to get into the game state of mindfulness, make sure you’re turning up the appropriate dial to the appropriate level. Further, you have to practice turning the dial often. Once you achieve a level of muscle memory turning the dial, you will be able to shift from “unfocused” to “focused” as quickly as if you were hitting a switch.
许多人认为集中注意力就像电灯开关一样，“我要打开这个开关，现在我很专注。”我发现，注意力和集中力（例如推迟判断的能力）不会改变。它们是拨盘，可以将其调高或调低。如果您想进入游戏的正念状态，请确保将适当的拨盘调到适当的水平。此外，您必须练习经常转动拨盘。一旦转动拨盘达到了一定的肌肉记忆水平，就可以像按一下开关一样迅速地从“未聚焦”切换到“聚焦”。
Mindfulness makes you present in a mental, intellectual, and emotional manner. Once that’s achieved, there is also a practical, physical aspect of presence that needs to be considered. This is where the selfaudit comes also into play. It’s extremely important that a leader be seen. However, presence is not simply the physical act of being in a room. There is mental presence and the act of how you hold yourself while in a room. Like energy and attitude, moods are contagious. A great leader leads by example, and when it comes to intangibles like team focus and team energy if the leader is not around to model the example, it’s not going to get followed.
正念使您以精神，智力和情感方式出现。一旦实现，就需要考虑存在的实际，物理方面。这也是自我审核发挥作用的地方。见到一位领导者非常重要。但是，在场不仅仅是在房间里的物理行为。有心理上的存在，以及您在房间中时如何保持自己的行为。就像精力和态度一样，情绪具有感染力。一位出色的领导者会以身作则，如果涉及到团队关注和团队精神等无形资产，那么如果领导者不在身边为榜样建模，那就不会被效仿。
A leader’s physical presence is a guiding force when things are running smoothly and becomes even more important when something goes wrong. In a time of crisis a team needs somebody to step up and say, “I’m the one who is ac�countable. I’m steering the ship, and given what’s happening around us, we’re going to follow the course I set.” That holds true for the leader of a small team, a whole department, or an entire company.
当事情顺利进行时，领导者的实际存在是一种指导力量，而当出现问题时，领导者的实际存在就显得尤为重要。在危机时期，团队需要有人加紧说：“我是负责任的人。我正在驾驶这艘船，鉴于我们周围发生的一切，我们将遵循我设定的路线。”这对于小团队，整个部门或整个公司的领导者都是正确的。
Think about how motivated and inspired Apple employees must have felt when Steve Jobs took to the MacWorld stage in 2007 to introduce the game-changing iPhone—after he had gone public with the fact that he was suffering from terminal pancreatic cancer. Or how those employees must have felt when Jobs returned to the stage in 2009 after a months-long medical leave to introduce the original iPad. An effective leader should always remember that physical presence speaks volumes.
想一想，当史蒂夫·乔布斯（Steve Jobs）公开宣布自己患有晚期胰腺癌后，乔布斯（Steve Jobs）于2007年进入MacWorld舞台，介绍了改变游戏规则的iPhone时，一定会有动力和鼓舞。或者，当乔布斯休假几个月以介绍原始iPad后，2009年乔布斯重返舞台时，这些员工的感受如何。有效的领导者应始终记住，身体的存在能说明问题。
A few tips on getting physical:
身体锻炼的一些技巧：
• Observe. When you first arrive in a certain situation, take a moment to observe and take in as much as possible. If you are aware of your environment then you put yourself in a better position to recognize opportunities as they unfold, to set up contingency plans on the fly, and to react instinctively in the environment, in the moment.
•观察。当您第一次遇到某种情况时，请花点时间观察并尽可能多地接受。如果您了解自己的环境，则可以使自己处于更好的位置，以便抓住机遇的发展，即时制定应急计划并在环境中做出本能的反应。
• Listen with your entire body. Most of us think about what we are going to say next as opposed to being focused, present in the moment, and simply reacting honestly. This is a basic human communication pitfall and leads to misunderstandings,misdirection, and conflict. Commit to the person talking with you and give that person your undivided attention. Make sure that attention is made clear through both mental focus and physical posture.
•全身聆听。我们大多数人都在思考接下来要说的内容，而不是集中精力，暂时呈现并只是诚实地做出反应。这是人类基本的沟通陷阱，并导致误解，误导和冲突。致力于与您交谈的人，并给予您全神贯注的关注。确保通过精神焦点和身体姿势清楚地注意。
• Lean forward. If you lean forward, which way will you fall? (And if you lean backward, which way will you fall?) This is another way of saying be active and on your toes. Develop habits like mentally leaning forward, and strengthen the skill set needed to react thoughtfully.
• 探身过去。如果您向前倾斜，您会跌倒哪条路？（如果您向后倾斜，您会跌倒哪条路？）这是另一种表示保持活跃并保持脚尖活动的方式。养成诸如在精神上向前倾的习惯，并增强进行沉思反应所需的技能。
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