世界500強(qiáng)CEO訪談 第58期:百思買集團(tuán)布菜恩鄧恩 領(lǐng)導(dǎo)意味著更多責(zé)任(3)
鄧恩：我給自己設(shè)立了幾個(gè)目標(biāo)。第一，現(xiàn)在我大部分的工作時(shí)間都是在美國的企業(yè)，但是接下來我準(zhǔn)備利用一些時(shí)間去中國、歐洲以及全球范圍內(nèi)我們的企業(yè)，去真正地了解我們的產(chǎn)業(yè)。個(gè)人而言，我想要繼續(xù)不斷地學(xué)習(xí)。我認(rèn)為，首席執(zhí)行官 的職位就是將人們與真實(shí)發(fā)生的事情隔離。我想要走出它的限制，如果不那樣做的話，那你就有可能冒著被隔離、工作沒 有成效的危險(xiǎn)。
Reporter: You said the job is set up to insulate the CEO What do you mean?
記者：您說，這個(gè)職位是用來隔離首席執(zhí)行官的，您的意思是什么呢?
Dunn: Most people don’t run in and tell you, “Hey, we’ve got a problem here,” or “I think I messed this thing up.” It’s human nature; everybody wants to look good. I think that the truth of the matter is that if you're really going to look at it with clear eyes, there are things we do really well. There are things we’re OK at.There are things that we，re not great at. I think I’ve got a classic bell curve. I think 20 percent of my stores are great, 60 percent are good, and I’ve got 20 percent where I’ve got some serious work to do. I know that quite clearly.
鄧恩：當(dāng)你成為首席執(zhí)行官之后，很多人可能并不會(huì)來跟你說"我們這里出現(xiàn)了一個(gè)問題”或者是"我把事情搞砸了”。這是人性，每個(gè)人都希望自己看起來很好。我想，事實(shí)的真相就是，當(dāng)你真正地去看事情發(fā)展的狀況的時(shí)候，你會(huì)看到有些事情我們做得很好，有些事情我們做得還可以但并不是非常好。我覺得我們得到了一個(gè)經(jīng)典的鈴鐺形狀的曲線。我認(rèn)為我們的商店中，20%做得是非常好的，60%做得是比較好的，而另外的20%我們還需要繼續(xù)不斷地做工作、進(jìn)行改造。我很清楚這一點(diǎn)。
Reporter: Let’s talk about hiring. Walk me through what you’re looking for in the interview process, your key questions.
記者：讓我們來說一下有關(guān)招聘的事情。請跟我們說一下，在面試過程中您注重的是什么，您提出的主要問題都有哪些呢?
Dunn: By the time these individuals get to me, we’ve had a thorough sort of scan of their technical capabilities and all that. So my discussion with them is very little about technical capability and competence and very much about cultural fit. And the thing I really focus in on is: “What are you passionate about? What do you really care about and what do you do with that?” And I don’t care if it’s coaching a basketball team or something else. I want to understand how they think about their passion.
鄧恩：當(dāng)人們來參加我們面試的時(shí)候，我們已經(jīng)徹底地對(duì)他們的技能水平和其他一些方面有了了解。所以在面試過程中我們會(huì)很少提及他們的技能、能力等方面，而主要是關(guān)注他們的文化修養(yǎng)。我特別關(guān)注的就是，"你對(duì)什么事情充滿激情，你真正感興趣的是什么，你會(huì)怎樣發(fā)展自己的興趣”。我不管那是否是訓(xùn)練一個(gè)籃球隊(duì)還是什么，我只是想要了解他們對(duì)于自己的熱情是如何看待的。
Reporter: What are you listening for?
記者：那么您想聽到的內(nèi)容是什么呢?
Dunn: I want to know what you’ve done with it and how you feel and what you think about and what’s the impact you’ve had with people.
鄧恩：我想要知道你是如何發(fā)揮自己的熱情的，你對(duì)此的感覺怎樣，是如何看待它的，以及你對(duì)人們帶來的影響有哪些。
Reporter: Talk about how you run meetings.
記者：請跟我們談一下您是如何主持會(huì)議的。
Dunn: I lose interest quickly with the endless pontification. Because that drives me crazy. For the most part, I view meetings as a necessary evil, although I do enjoy our staff meetings when we get together and talk about where the business is and where we’re going. I like all those elements. But the endless meeting can really get a little bit tedious for me, so I tend to want to get to the point directly.
鄧恩：對(duì)于無休止地發(fā)表自己的意見，我很快就失去了興趣，那使我感覺很崩潰。就大部分而言，我將會(huì)議視為一件不可避免的惡事，盡管我很喜歡參加我們的員工會(huì)議，因?yàn)樵趩T工會(huì)議上我們可以聚集在一起，談?wù)撐覀兯〉玫某煽円约肮镜奈磥戆l(fā)展，我喜歡這些。但是無休止的會(huì)議會(huì)讓我覺得很乏味，所以我總是想要盡快切入正題。
Reporter: What big-picture advice do you give your kids about work?
記者：您對(duì)您的孩子在工作方面的大致建議是怎樣的?
Dunn: Listen carefully, and when you’re asked what you think, tell people what you think. And even if you end up on the short end of an interaction, I think you’re better off in the long run for finding that voice and putting it forward
鄧恩：要學(xué)會(huì)認(rèn)真地聆聽，當(dāng)你被問及自己的意見時(shí)，告訴人們你真實(shí)的想法。即使在交談過程中你可能處于劣勢，但是從長遠(yuǎn)利益來看，你提出那樣的意見很有可能會(huì)是一件好事。
