價值傳遞型領導者的8大特質

This post is in partnership with Entrepreneur. The article below was originally published at .
本文與《創業者》雜誌（Entrepreneur）合作。下文最初發表於。

Leadership is a means to create value for others through self-expression. How a leader shows up is everything as it sets the tone for others to either emulate or evade.
領導力就是通過自我表現爲其他人創造價值的方法。一位領導者的表現至關重要，因爲這將決定其他人會上行下效，還是對你敬而遠之。

Making the jump from manager to director to leader is never a clear-cut process. The position itself changes but the “how to lead” skills are never made clear, so what happens is newly-appointed leaders apply yesterday’s management tactics to today’s leadership demands, and the two don’t play nicely.
從管理者到董事再到領導者，這絕非一個明確的過程。職位本身會變化，但關於“如何領導”這個問題卻從未有過確切的答案。所以，經常有新上任的領導者，將昨天的管理策略用於滿足今天的領導力需求。但兩者不可混爲一談。

Before assuming your next leadership role, run through the following checklist to ensure you’re on the right track to deliver value every day:
在接受下一個領導職位之前，仔細瀏覽下面的清單，確保自己通過正確的方式每天傳遞價值：

1. Be positive, but not illusory.
1. 要積極正面，不要給人錯覺

Complaints go up the chain of command, not down. Whining or complaining about strategic issues in front of direct reports only undermines the other leaders in your circle and erodes any trust those subordinates had of them. It also makes your people question what you say about them in their absence.
在行政管理系統中，抱怨會自下向上傳播，而不是自上向下。在直接下屬面前抱怨戰略問題，只會損害你圈子裏的其他領導者，並且破壞這些下屬對他們的信任。此外，這也會讓你的人懷疑你在背後會如何評論他們。

2. Be confident, but not arrogant.
2. 要自信，不要自大

There’s a fine line between confidence and arrogance. Confidence comes from certainty and self-assurance of one’s abilities, whereas arrogance embellishes a person’s self-worth by disparaging others.
自信與自大有明顯的界限。自信來源於對自身能力的確定和自我肯定，而自大則是通過貶低他人來美化一個人的自我價值。

A four-year study on arrogance of various industry leaders by the Society for Industrial and Organizational Psychology revealed that arrogant employees actually performed worse in their jobs, mainly due to low self-esteem and low intelligence, because they used arrogant behavior to “mask inadequacies.”
工業與組織心理學協會（Society for Industrial and Organizational Psychology）對不同行業領導者的自大進行了長達四年的研究。研究顯示，自大者在工作中的表現實際上更差，主要是由於他們缺乏自尊和智商偏低，他們在利用自大的行爲來“掩蓋自己的不足。”

Bottom line: Don’t be “that guy” (or gal) that others roll their eyes and shake their heads at. Confidence speaks for itself, as does arrogance. How do you want to be spoken of?
結論：不要成爲令其他人翻白眼和搖頭的“那個人”。自信是不言自明的，自大同樣如此。你希望自己是什麼樣的呢？

3. Be quiet, but not “loud.”
3. 要安靜，不要吵鬧。

Contrary to popular belief, leaders don’t exist to have all the right answers. Instead, they are there to create an environment where decision-making takes place at every level in the company, save only the strategic decisions a president or CEO can make.
與普遍的觀點相反，領導者之所以存在，並非因爲他們擁有所有正確答案。相反，他們的作用在於創造一種環境，在這種環境下，除了總裁或CEO負責的戰略決策外，其他決策過程在公司各個級別進行。

4. Be early, but never late.
4. 要提早，不要遲到。

Or, at the very least, be on time. Arriving late to a meeting connotes one of two things: a lack of discipline or decisiveness in ending your previous meeting, or a lack of interest. Pick your poison.
至少要做到準時。開會遲到會帶給人三種暗示：缺乏自律，缺乏結束前一個會議的決斷力，或是對本次會議不感興趣。你希望其他人怎麼想？5. Be random, but not predictable.
5. 要隨機行事，不要事事都被他人預見

Take a different route through the halls, stop by a new employee’s desk every morning to chit-chat, wear an outlandish tie every day, or declare Tuxedo T-shirt Tuesdays. You get the idea. The point is that surprises keep people interested and morale high, not to mention breed a culture of creativity where it’s OK to try new things and use failure as a learning tool.
按照不同的路線穿過辦公區，每天早晨在新員工辦公桌前駐步，與其閒聊，每天戴風格奇特的領帶，或宣佈每週二爲小禮服加T恤衫日。你有任何想法都可以付諸實施。這樣做的意義在於，這種意外會使員工感興趣，保持高昂的士氣，更不用說培養一種創意文化，即所有人都可以嘗試新事物，將失敗作爲學習工具。

6. Be candid, but not rude.
6. 要坦率，不要粗魯。

From a leadership perspective, one thing should always be clear: where you stand with your employees. If people claim that unexpected changes always arise, then you, as a leader, are not doing an effective job in openly communicating your intent, goals and guidance.
從領導者的角度來看，必須始終明確一點：你在什麼情況下應該與員工保持一致。如果人們聲稱總是出現意外的變化，這說明作爲領導者，你並沒有有效地以開放的態度傳達自己的意圖、目標和指導。

7. Be trusting, but not gullible.
7. 要信任，但不輕信

It has been said that the best way to build trust is to extend it, which is fine as long as the other person is ready to receive. A willingness to trust can be just as valuable as trust itself.
有人認爲，建立信任最好的方式，就是相信他人，如果其他人願意接受這種信任，這確實是一種不錯的方式。願意相信他人的態度，與信任本身一樣寶貴。

However, realize that as a leader, everybody wants a piece of your time and not always with the best intentions. Some people just like to be “seen” with the leader. Others think their initiatives are the only ones that matter. Certainly give people a chance, but don’t misconstrue the perception of trust with being trustworthy.
但作爲領導者，你需要知道，每個人都想佔用你一些時間，卻並非所有人都抱有最好的目的。有些人只是希望能被其他人“看到”自己與領導者在一起。有些人認爲他們的計劃纔是最重要的。當然應該給其他人一個機會，但不能將信任感與值得信賴混爲一談。

8. Be thankful. Always.
8. 永遠保持一顆感恩的心。

The good news about leadership is that it’s not determined by position, tenure, status or good looks. Rather, it is an actionable behavior personified through personal choice — a choice that enables rather than disables.
好消息是，領導力並非由職位、人氣、地位或外貌決定。相反，這是一種通過個人選擇表現出來的可操作行爲——這種選擇能夠使一個人具備領導能力，而不會削弱這種能力。

Make your choices count.
做出有意義的選擇吧