作者：彼得·德魯克
翻譯：康至軍
來(lái)源：12個(gè)德魯客（ID：peterdrucker12）
本文摘編自德魯克為《我在通用汽車(chē)的歲月》寫(xiě)的推薦序
斯隆先生被譽(yù)為20世紀上半葉最偉大的CEO，是第一代職業(yè)經(jīng)理人，也是典范中的典范。
德魯克以斯隆為標桿，總結了專(zhuān)業(yè)管理者的7條實(shí)踐原則。對于每一個(gè)追求卓越的專(zhuān)業(yè)管理者來(lái)說(shuō)，這7條行為原則堪稱(chēng)黃金律。
Professional Manager通常的譯法不是專(zhuān)業(yè)管理者，是職業(yè)經(jīng)理人。仔細參照德魯克的提煉，會(huì )發(fā)現這個(gè)已經(jīng)流行得沒(méi)人思考其真正含義的五個(gè)字，其實(shí)是沉甸甸的。
首先，管理是一種職業(yè)，經(jīng)理人是——或者應該是——職業(yè)化的。在今天這可能聽(tīng)起來(lái)很老套。但坦率地說(shuō)，雖然現在大多數經(jīng)理人都這么宣揚，但真正身體力行的不多。The first is that management is a profession and that the manager is -- or should be -- a professional. This may sound trite in nowadays. But frankly, while most managers by now preach it, not too many yet practice it.就像醫生或律師一樣，職業(yè)經(jīng)理人也有一個(gè)“客戶(hù)”：企業(yè)。他必須將自己的利益置于客戶(hù)的利益之下。對客戶(hù)負責任，是“職業(yè)化”的特征。Like a physician or a lawyer, the professional manager has a ''client'': the enterprise. He is bound to subordinate his own interests to those of the client. It is duty to the client that characterizes the ''professional''.經(jīng)理人做決策的時(shí)候，依靠的不是觀(guān)點(diǎn)，也不是自己的喜好。他們通過(guò)事實(shí)的力量而不是通過(guò)個(gè)性的力量來(lái)管理?！按策叾Y儀，”我曾經(jīng)聽(tīng)到斯隆在對通用汽車(chē)經(jīng)理人的演講中說(shuō)，“不能代替正確的診斷?！?/span>Managers do not make decisions by opinions nor according to their preferences. They manage through the force of facts and not through the force of personality. ''Bedside manners,'' I once heard Sloan say in a speech to GM managers, ''are no substitute for the right diagnosis.''職業(yè)經(jīng)理人的工作不是去喜歡人，不是去改變人，而是要讓他們在工作中發(fā)揮優(yōu)勢。無(wú)論你對一個(gè)人或其工作方式是否滿(mǎn)意，績(jì)效表現才是唯一重要的事情。而且，績(jì)效表現是職業(yè)經(jīng)理人唯一被允許關(guān)注的事情。研究期間，我發(fā)現管理通用汽車(chē)最賺錢(qián)部門(mén)（雪佛蘭和凱迪拉克）的兩個(gè)人截然不同。我曾經(jīng)對斯隆說(shuō)，自己極少見(jiàn)到人與人之間的差別有比他們倆更大的?！澳愦箦e特錯了，”他說(shuō)?！斑@兩個(gè)人非常相似——他們都業(yè)績(jì)非凡?！?/span>The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work. And whether one approves of people or of the way they do their work, their performance is the only thing that counts, and indeed is the only thing that the professional manager is permitted to pay attention to.I once said to Sloan that I had rarely seen more different people than the two men who during my study had run the most profitable divisions of GM, Chevrolet and Cadillac. ''You are quite mistaken,'' he said. ''These two men were very much alike -- both performed.''但是，“績(jì)效表現”不僅僅指“財務(wù)指標”。它還包括（為下屬）樹(shù)立榜樣、成為導師。這需要正直的品行。But ''performance'' is more than the ''bottom line.'' It is also setting an example and being a mentor. And this requires integrity.意見(jiàn)分歧甚至沖突，是必要的。實(shí)際上是求之不得的。沒(méi)有異議和沖突，就沒(méi)有理解。沒(méi)有理解，就只有錯誤的決策。對我來(lái)說(shuō)，斯隆著(zhù)作（《我在通用汽車(chē)的歲月》）中最吸引人的部分是那些備忘錄。他在備忘錄中首先引出不同意見(jiàn)，然后將不同意見(jiàn)綜合成一種理解；最后，轉化為共識和承諾。Dissent, even conflict, is necessary, indeed desirable. Without dissent and conflict there is no understanding. And without understanding, there are only wrong decisions.To me the most fascinating parts of Sloan's book are the memoranda in which he first elicits dissent and then synthesizes dissenting views into an understanding, and in the end, into consensus and commitment.領(lǐng)導力不是超凡魅力，不是公共關(guān)系，不是表演技巧。它是績(jì)效表現，是始終如一的行為，是值得信賴(lài)。Sloan implies that leadership is not charisma, not public relations, not showmanship. It is performance, consistent behavior, trustworthiness.最后——也許是最重要的一課——職業(yè)經(jīng)理人是仆人。頭銜并沒(méi)有賦予特權或權力。它規定了責任。Finally -- and perhaps the most important lesson -- the professional manager is a servant. Rank does not confer privilege or give power. It imposes responsibility.
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