世界500強CEO訪談 第62期:思科約翰錢伯斯 領(lǐng)導(dǎo)方式與時俱進很重要(1)

Reporter: What are the most important leadership lessons you've learned?

記者：您所學(xué)過的有關(guān)領(lǐng)導(dǎo)方面的最重要的內(nèi)容是什么呢?

Chambers: People think of us as a product of our successes. I’d actually argue that we’re a product of the challenges we faced in life. And how we handled those challenges probably had more to do with what we accomplish in life. I had an issue with dyslexia before they understood what dyslexia was. One of my teachers, Mrs. Anderson, taught me to look at it like a curveball. The ball breaks the same way every time. Once you get used to it, you can handle it pretty well. So I went from almost being embarrassed reading in front of a class to the point where I knew I could overcome challenges. I think it also taught me sensitivity toward others. I learned another lesson from Jack Welch. It was in 1998, and at that time we were one of the most valuable companies in I mean a near—death experience.” I didn’t understand exactly what he meant. Then, in 2001，we had a near- death experience. We went from the most valuable company in the world to a company where they questioned the leadership. And in 2003，he called me up and said, “John, you now have a great company.” I said, the world. I said, “Jack，what does it take to have a great company?” And he said，“It takes major setbacks and overcoming those.” I hesitated for a minute, and I said, “Well, we did that in ‘93 and then we did it again in ‘97 with the Asian financial crisis.” And he said, “No，John. “Jack，it doesn't feel like it.” But he was right.

錢伯斯：人們認為，我們是由不斷的成功累積而成的;事實上，我想說的是，我們是由生活中所面臨的各種挑戰(zhàn)而磨礪成的。我們所取得的成就都是與我們在生活中所遇到并解決的那些挑戰(zhàn)相關(guān)聯(lián)的。我以前在他們還不明白什么是讀寫困難時，有讀寫困難的問題。安德森夫人，我的一位老師，教我把那個問題看成是一個曲線球一樣，因為曲線球每次總是以相同的方式突然出現(xiàn)，當你習慣了之后，你就能很好地處理那些問題。所以，我從一開始的在班級同學(xué)面前朗讀會感到窘迫，變成了對自己有信心，能夠克服困難，那也教會了我對別人的行為有一定的敏感。我還從杰克.韋爾奇身上學(xué)到了一些東西。1998 年，那時我們是世界上最有價值的公司之一。我問他說："杰克，怎樣才能使公司變成一個偉大的公司呢?"他回答說："主要是依靠遭遇挫折并解決挫折。"我猶豫了一會兒，然后說： "我們在1993年的時候遭遇并解決過問題，1997年由于亞洲金融危機我們又經(jīng)歷了一回。"他說："約翰，不是這樣的，我的意思是一次瀕死狀態(tài)的經(jīng)歷。"那時候，我并不理解他所指的是什么。然后在 2001年，我們經(jīng)歷了一次瀕死的情況。我們從世界上最有價值的公司淪落為大家都質(zhì)疑我們領(lǐng)導(dǎo)階層的公司。2003年的時候他給我打電話，并且說："約翰，你現(xiàn)在有一個大的公司了。"我說："杰克，這感覺不像是一個大的公司。"但是其實他是正確的。

Reporter: How has your leadership style evolved over time?

記者：隨著時間的推移，您的領(lǐng)導(dǎo)方式發(fā)生了怎樣的變化呢?

Chambers: I'm a command—and-control person. I like being able to say turn right, and we truly have 67,000 people turn right. But that’s the style of the past. Today’s world requires a different leadership style—more collaboration and teamwork, including using Web 2.0 technologies.

錢伯斯：我是一個善于領(lǐng)導(dǎo)和控制的人。我希望我說"向右轉(zhuǎn)"的時候，我們的 6.7萬名員工就都能夠向右轉(zhuǎn)，但是那是過去的領(lǐng)導(dǎo)方式。當今的世界需要一種不同的領(lǐng)導(dǎo)方式，更多的是進行協(xié)作和團隊合作，包括共同運用Web2.0技術(shù)等等。

Reporter: Did you need to be pushed?

記者：您需要其他一些因素來推動您前進嗎?

Chambers: I thought I was very leading-edge in terms of how I communicated. My team just kept pushing, and I finally said, “Why do you want me to do this?” And they said: “John，if you don’t do it our company won’t learn how to do this. It won’t be built into our DNA for the way we interface with customers， our employees. The top has to walk the talk.” I was expecting text blogging and we did video blogging.

錢伯斯：我認為，在我與他人進行交流的方面我是處于最前沿的。我的團隊總是在推動我進步，然后我問他們："為什么你們希望我那樣做呢?"他們說："約翰，如果你不那樣做的話，那么我們的公司就不會去學(xué)習怎樣做，那么它就不會深入到我們與顧客、與員工之間的交流合作方式上，因為公司的領(lǐng)導(dǎo)是要主持整個談話的進行的。"我期望我們使用的是文本博客，但是我們使用的是視頻博客。