[[purpose: to learn, to card, to redefine on a fresh new perspective]]

[[The quotes under 500 words below quoted from HBR is only for learning and Noncommercial purpose, if anything improper or copyright prohibited, please let me know.]]

Olli-Pekka Kallasvuo自2006年任Nokia总部(艾斯博,芬兰)的CEO, 在HBR 2007年第一期电子月刊上(免费的subscribe)与我们分享了他的体验和心得, 寥寥数语, 篇幅很短, 但是很感染和受用(个人感觉他应该是个学古汉语的料). 那是一个新的视角, 尤其合我的胃口, 在管窥老板需要与思维的同时, 令我对EXECUTIVE角色的一面也有了新的认识. 毕竟, 遇到不同类型的项目, 帮助老板打理不同的事务, 也许天天面临角色的变换, 快速适应是一种很积极的表现.

Anyway, 领会吧, 抓住, anything…

他从individual level和organizational level强调了Humility作为一个leader的品质表现的重要性(在这里我更愿意称它为精神素质而不是气质, 我认为这是可以通过后天有意识的强化养成的), 阐述了Humility与courage的互补关系. 这是’道’的层面, 从’器’的层面上操作, 有待琢磨.

36岁, 他当上了Nokia的CFO, 当时的Nokia已经做得很大, 却面临着下一期可能发不出工资的财政状况, 他的角色和工作内容也从会计转型到了法律与战略领域. 因此他不得不辗转于世界各地进行融资, 苏黎世, 法兰克福, 东京, 伦敦. 由于公司赚取收益越来越少, 银行家渐渐对他的提案丧失信心. 可以想象, 这样的一项活动, 进行得是多么的艰难. 正是这样的记忆给他留下的烙印非常深刻, 因此他说不管在什么时候, 即使他们的公司财务状况逐渐好转起来, 他很清楚地明白自己站在一个什么样的位置, 处于一个什么样的境地. (大意是这样). 我想, 这是一种感恩的心态, 感谢机遇, 感谢那么多与他一道做出贡献的同事, 以及这段经历.

由于版权原因, 只摘录几段经典.

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[[quote]]

Humility is a vital quality in a leader, just as it is for a company. Nokia, if it is to continue to prosper, has to be externally oriented. It must have the kind of humility that makes it listen to the customer and seek ideas from outside. It has to be humble in the face of complexity...Instead, we need to perceive changes as they occur and react the fastest. In a management team, that responsiveness is a product of diversity -managers must humbly accept that their own perspectives need to be broadened by others'.

Having humility does not mean that you are quiet or that you lack the courage to say what you think. Courage and humility are more complementary than contradictory. People who have been humbled by being down and out can have more courage when things get tough. They've been there already, and they understand that things are not always easy. But having humility does mean that you put your own contribution in perspective. It means that you know, as CEO, that your role is really to serve the company.

The demands on corporate leaders are so great, many CEOs come to understand that if they are'nt committed to their jobs 101% they will not make it. For me, the realization came in the mid-1990s, when I worked abroad for two years. I made the decision that this is the life I am going to lead. I'm serving the company, and I will give it my all.

When you have made that decision, you grow as a person. It gives you the courage to speak up when everyone in a rooms says, "This is the case," and you don't agree. It gives you the strength to resist the safe conformity of benchmarking and instead try to think differently. It allows you(in fact, compels you) to say that thing have changed, and we need to change, too.

At the same time, that perspective makes you appreciate how much you depend on others -another humbling realization. When I was first put in charge of a team 19 years ago, I had to come to terms with the fact that I was no longer a lone professional doing my own job. I had to manage in such a way that other people would be the ones making things happen, not me. With every year, the lesson has intensified. As of January 2007, Nokia has 100,000 people, and there's really very little I can do alone. But there is much I can do with the team.

[Source: http://www.hbr.org]

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在一个管理团队中, 首先得明白, 你不是一个人在工作: 即使埋头苦干做得再好, 从长期角度来说, 也是不可取的; 去支持那些正在和将要支持你的同事, 使他们变得更专业, 自己才会更专业. 打个比方, 你最大能扛200斤的粮食, 可能有那么一两次你超常发挥扛了220斤; 可是并不是每次你都那么走运, 最好的方式使你的战友们也变得强大和能扛200斤, 合多人之力, 千斤也可顶. 我越来越清晰地意识到, 这正是跳出细节--大局观的真谛. 跳出细节不代表不注重细节, 而是更关注全局. 前两天一直在思考的问题:”遇到问题是先开会了解讨论再进行解决, 还是先解决再进行总结?” 如果说以前我只懂得选择后者, 那么从现在起我更愿意选择前者. 因为, “你不是一个人在工作”.

在一个管理团队中, 其次得明白, 你不是一个人在工作: 这里不可避免地有思想的碰撞, 无需保持沉默或回避碰撞融合的过程, 恰当地表达自己的建议和想法, 了解别人的角度拓宽自己的视界, 是正确的工作方式; 只有这样open, individual和team才可同时获益. 因为, “你是一个团队在工作”.