在不確定的時刻，人們都希望被領導 IN TIMES OF UNCERTAINTY PEOPLE WANT TO BE LED
When the plan is working and things are good, anyone can lead, but when the plan falls apart and things get extremely difficult only the best leaders get you out of those difficult situations, Then, during these time is exactly when people search and want to have and work for the good leaders.
當計劃有效并且一切順利時，任何人都可以當領導，但當計劃失敗，事情變得極其困難時，只有最好的領導者才能讓你擺脫這些困境。那么，在這段時間，人們會希望尋找優秀的領導者，并為他們工作。
For most, any plan we had for 2020 has likely fallen apart. With the second (and third) waves of Covid-19, and immense economic uncertainty looming, leaders are pausing to ask the questions that are critical to every organization: How can we move past surviving merely, to functioning effectively and even thriving? Now more than ever, people want to be led. So, what does effective leadership at times like this entail?
對大多數人來說，我們為2020年制定的任何計劃都可能會存在落差。隨著Covid-19第二波（和第三波）的出現，以及巨大的經濟不確定性迫在眉睫，領導者會停下來問對于每個組織來說都關鍵的問題：我們如何才能擺脫僅僅是生存的狀態，轉化成有效的運作甚至蓬勃發展？現在，人們比以往任何時候都更希望被領導。那么在這種情況下，有效的領導者需要什么呢？
1. Balance Realism and Optimism
1、平衡現實主義和樂觀主義
The first thing effective leaders do well is strike the right balance between reality and hope. People need to believe that better days are ahead, but they also want to know their leader has a grip on reality and is upfront about confronting it. Even putting the worst-case scenario on the table in a thoughtful and digestible way can provide a sense of relief. As some doctors will tell you, it’s sometimes easier to handle a bad prognosis than it is to live with an unclear diagnosis. Strong leaders know that optimism is a force multiplier!
有效的領導要做的第一件事情，就是在現實和希望之間取得正確的平衡點。人們需要相信美好的日子就在前方，但他們也應該知道自己的領導人對現狀有把握，并積極地面對現實。即使把最壞的情況以一種深思熟慮、容易理解的方式擺在桌面上，也可以讓人松一口氣。就像一些醫生跟你說，有些時候處理一個不良的預后，比接受一個不明確的診斷更加容易。強大的領導者知道樂觀是力量倍增器!
2. Communicate often and Authentically
2、經常真實地交流
When people are fearful about the future, they wonder over worst-case scenarios. To counterbalance unhelpful speculation, leaders need to communicate with transparency and authenticity, making it a priority to be visible and present, even if they don’t have all the answers. During times of crisis, it’s tempting to wait until you have a clear plan to communicate. I used to think I couldn’t communicate without having all the answers, but during uncertainty, no one has the answers. Instead I have discovered that there’s power in simply showing up. Showing up as your most authentic self is a powerful leadership tool in our current world context. Effective communication during a crisis requires empathy, meaning-making and direction-giving, which are very different from simply transmitting information. These also go a long way in providing employees with the sense of connection they crave while working remotely.
當人們對未來感到擔心時，他們會想到最壞的打算。為了抵消無益的猜測，領導者需要透明和真實地進行溝通，優先被看見和被呈現，即使他們不知道所有的答案。在危機時期，等待是很誘惑的，等到你有一個清晰的溝通計劃。我曾經認為，沒有所有的答案就無法溝通，但在不確定的情況下，沒有人知道答案。相反，我發現只要出現，就有力量。在我們當前的世界背景下，展現你最真實的自我是一個強有力的領導工具。危機期間有效的溝通需要有共鳴，意義的形成和方向的指定，這與單純的傳遞信息有很大的不同。這在遠程工作時，為員工提供相聯的感覺也大有裨益。
3. Focus On Purpose and Culture
3、注重目的和文化
Before Covid-19, life often felt like we were running (or sprinting) a race. Now, we’ve found ourselves tripped up, through no fault of our own. While there are those who will simply pick themselves up and keep moving down the track, others are pausing for long enough to wonder why they were running in that particular race to begin with. For that reason, it’s critical for leaders to double down on purpose and culture. It’s exactly when times are turbulent and employees are second-guessing what they’re doing that they need to be reminded of the company’s “why”: Why do we exist? Why would anyone want to work here? Why should they care? Keeping employees engaged is entirely dependent on connecting them to the team’s purpose, reminding them that they belong to something greater than themselves and reminding them that they’re an essential part of the organization they’ve helped to create.
在Covid-19之前，生活常常感覺我們好像在跑步（或沖刺）賽跑?，F在，我們發現自己被絆倒了，這并不是我們自己的錯。有些人只是簡單地振作起來，沿著跑道繼續前進，而其他人則會停下來足夠長的時間，想知道自己為什么要在這個特殊的比賽中開始。因此，領導者必須在目標和文化上加倍努力。正是在時局動蕩的時候，員工們開始反思自己在做什么的時候，他們才需要記住公司的“為什么”：我們為什么存在?為什么有人想在這里工作？他們為什么要在意？員工保持積極性完全取決于讓員工與團隊目標聯系，提醒他們，他們屬于比自己更偉大的東西，提醒他們，他們是他們幫助創建的組織中必不可少的一部分。
4. Nourish Yourself
4、培養自己
As anyone who has led large teams will tell you, being a leader is like living in a fishbowl, where you’re the fish. Even on a good day, the way you dress, the mood you’re in and the words you use take on a disproportionate weight. But during a crisis, every facet of your demeanor is magnified. For this reason, great leaders know the importance of operating every day as the best version of themselves: calm, rested and emotionally strong. When you’re in top form, it has a contagious effect on the organization. It sets the right tone, instilling confidence in those around you who rely on your good judgment. Taking care of yourself is not selfish; it’s the most selfless thing we can do. Exercise more, meditate, eat well and get plenty of sleep. Not only will you benefit from it, but so will all those who swim with you or stare into your fishbowl each day.
任何一個領導過大型團隊的人都會告訴你，做一個領導者就像生活在一個魚缸里，你就是里面的魚。即使是在美好的一天，你的穿著方式、你的心情和你的用語都會有不相稱的重量。但在危機期間，你的行為舉止的每個方面都會被放大。出于這個原因，偉大的領導者知道以最好的自我狀態來度過每一天的重要性:冷靜、休息、情緒堅強。當你處于最佳狀態時，它會對整個組織產生影響。它奠定了正確的基調，給你周圍那些依賴你良好判斷的人灌輸信心。照顧好自己不是自私;這是我們能做的最無私的事。多鍛煉，冥想，吃好，有充足的睡眠。不僅你會從中受益，所有那些和你一起游泳或每天盯著你魚缸看的人也會從中受益。
5. Evaluate Competitive Positioning
5. 競爭定位評估
The past few months are a case in point of how change happens faster during times of change. For instance, it is incredible how we have experienced 10 years’ worth of growth in e-commerce in just the last ninety days. And as one traditional retailer after another succumbs to this dynamic, it shows how dramatic shifts in competitive positioning can occur at moments like this. By tightening down in some areas (such as cost) and doubling down in others, they not only survive and bounce back but actually figure out how to “bounce forward” and bend the curve of their trajectory as they emerge from the crisis. Bouncing forward requires that leaders, rather than getting triggered into fight/flight/freeze mode, engage their capacity to keep their eyes, ears, hearts and minds wide open, which is only possible when they invoke the most important characteristic of all: curiosity.
過去的幾個月是一個例子，說明在變革時期，變革發生得更快。例如，令人難以置信的是，在過去的90天里，我們經歷了電子商務10年的增長。隨著一個又一個傳統零售商屈服于這種動態，這表明，在這樣的時刻，競爭定位會發生多么巨大的變化。通過在某些領域收緊(如成本)和在其他領域加倍投資，它們不僅能夠生存下來并反彈，而且在走出危機后，它們實際上還弄清楚了如何“向前反彈”并彎曲它們的軌跡曲線。向前跳躍要求領導者，用他們的能力保持他們的眼睛、耳朵、心靈和思想敞開，而不是進入戰斗、逃跑或凍結模式，只有當他們喚醒所有特征中最重要的:好奇心，時才有可能。
6. Stay Curious
6. 保持好奇心
The ability to know what to do when you don’t know what to do is only possible through curiosity, the prerequisite to which is humility; effective leaders have both. Among its many benefits, curiosity stimulates the reward centers of the brain, helping us to anticipate positive outcomes rather than only worry about risks. It also engages our capacity to seek and enjoy challenges, rather than avoid them, and it allows us to recover and grow faster following setbacks.
當你不知道該做什么的時候，只有通過好奇心才能知道該做什么，而好奇心的先決條件是謙遜；高效的領導者兩者兼而有之。在好奇心的諸多好處中，好奇心會刺激大腦的獎賞中樞，幫助我們預測積極的結果，而不僅僅是擔心風險。 它還使我們有能力尋求和享受挑戰，而不是逃避，它使我們能夠在挫折之后更快地恢復和增長。
7. Pause and Celebrate Successes
7. 停下腳步，慶祝成功
These past few months of difficult times have raised countless questions and surfaced many fears. However, they have also equipped us with invaluable insights about ourselves and our organizations. This period has made certain vulnerabilities evident but has also illuminated strengths and capabilities that should be recognized and celebrated at every opportunity.
過去幾個月的困難時期提出了無數的問題，也涌現出了很多擔憂。然而，它們也使我們對我們自己和我們的組織有了寶貴的見解。這一時期使某些漏洞顯而易見，但也說明了在每個機會中都應該有得到認可和贊揚的優勢和能力。
Effective leaders resist the urge to simply keep their foot on the gas; instead, they pause long enough to seek out the pebble in the organization’s shoe. They recognize that while certain practices may have sufficed and helped the organization muddle through until now, they are unsustainable in the long run. At an individual level, each employee needs to be given the space to pause and examine what their pebble might be.
有效的領導者會抑制住只把腳放在油門上的沖動;相反，他們會暫停足夠長的時間，去尋找公司鞋子里的小石子。他們認識到，雖然某些實踐可能已經足夠并幫助組織到目前為止應付過去，但從長遠來看，它們是不可持續的。在個人層面上，每個員工都需要有暫停的空間，并檢查他們的小石頭可能是什么。
During ongoing times of challenge, it’s essential for leaders to reinforce people’s self-efficacy by highlighting all of the obstacles they’ve overcome, the successes they achieved and the capabilities they’ve displayed.
在持續不斷的挑戰中，領導必須通過強調人們克服的所有障礙、取得的成功以及展示的能力來加強人們的自我效能感。
These qualities and habits of effective leadership have always been desired, even before the chaos of 2020. But now, more than ever, it’s time for leaders to bring their best and be at their best.
有效領導的這些品質和習慣一直是人們所期望的，甚至在2020年的混亂之前也是如此。但現在，比以往任何時候都更需要領導者發揮他們的最佳狀態。
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