执行力：你究竟需要什么人才？

What kind of people are you looking for?你该网罗何种人才As we’ve noted earlier, in most companies people regard a good leader as one with vision, strategy, and the ability to inspire others. They assume that if the leader can get the vision and strategy right, and get his message across, the organization’s people will follow. So boards of directors, CEOs, and senior executives are too often seduced [♦♓♎◆♦]诱使by the educational and intellectual qualities of the candidates they interview: Is he conceptual and visionary? Is she articulate, a change agent, and a good communicator, especially with external constituencies[ ☜⏹♦♦♓♦◆☜⏹♦♓] 选民such as Wall Street?They don’t ask the most important question: how good is this person at getting things done? 【good at擅长...】当我们以教育程度与聪明程度审视一个人时，常忽略一个重要的问题：此人完成任务的能力是否优秀？In our experience, there's very little correlation between those who talk a good game and those who get things done come hell or high water任何困难. Too often the second kind are given short shrift[☞❒♓♐♦ ]忏悔【give short shrift v. 对...漠不关心, 很快解决】. But if you want to build a company that has excellent discipline of execution, you have to select the doer.I'm not knocking 【knock [⏹]找碴儿】education or looking for dumb[♎✈❍]哑的, 无说话能力的people. But if you have a choose between someone with a staggering [ ♦♦✌♈☜❒♓☠]摇晃的, 另人惊愕的IQ and an elite[♏✋●♓♦]精英；精华；中坚education who's gliding along, and someone with a lower IQ but who is absolutely determined to succeed, you'll always do better with the second[ ♦♏☜⏹♎] person.You’re searching for people with an enormous[♓⏹❍☜♦]drive for winning.These people get their satisfaction from getting things done. The more they succeed in getting things done, the more they increase their capacity.擅长纸上谈兵的人，往往不见得是能在恶劣环境中或是危急关头上顺利完成任务的人。

每当有优秀的幕僚人员或顾问想转任高阶业务工作时，我们往往会看到一些问题。

这些人员通常出身企管名校，原先任职顾问公司，或是担任企业内部的财务、会计或策略规划人员。

问题是这些人员从来没有接受过协调现场人员执行任务的考验，也没有足以培养企业敏锐度的经验可言。

1.They energize people【energize [ ♏⏹☜♎✞♋♓]使活跃】Some leaders drain energy from people and others create it. 【drain[♎❒♏♓⏹]损耗: t o deplete gradually】We're not talking about inspiring people through rhetoric. Too many leaders think they can create energy by giving pep talks, or painting an uplifting picture of where the business can be in a few years if everybody just does their best. The leaders whose visions come true build and sustain their people s momentum [❍☜◆❍♏⏹♦☜❍]动力, 要素. They bring it down to earth, focusing on short-term accomplishments—the adrenaline-pumping goals that get scored on the way to winning the game.【inspiring[♓⏹♦☐♋♓☜❒♓☠]__rhetoric [ ❒♏♦☜❒♓]花言巧语的__pep[ ☐♏☐]活力__ momentum[❍☜◆❍♏⏹♦☜❍]动力, 要素__ adrenalin [ ☜♎❒♏⏹☜●♓⏹ ]肾上腺素】要能激发员工活力。

鼓舞士气并非只是靠放言高论而已。

真正能使愿景成真的领导人，必须能带动并长期维系员工的士气。

这些务实的领导人脚踏实地，专注于完成短期性的阶段性任务–这些目标有如强心针，在赢得长期胜利的途中，为员工打气。

☞B ob Nardelli, the current chairman and CEO of the Home Depot, is an example of such an energizer.Nardelli had a vision for growing by enlarging the business’s pond—expanding itsoffering s to include smaller generating equipment, moving into new industrysegments, and providing not only equipment but services to its customers.Deeply involved in all aspects of his business, he is curious and tireless—thepersonification[☐☜☎✆♦⏹♓♐♓♏♓☞☜⏹] 典型, 化身ofengagement. He never finishes a conversation without summarizing the actions tobe taken.He also made his vision credible by breaking it down into bite-size successes. Hegot previously aloof managers to get together with the decision-makers at theutilities and other customers to learn firsthand how they could enlarge PowerSystems’ share of the customer’s wallet. He guided them into developing new valuepropositions, customer by customer and account by account, and they came to seepossibilities they’d never previously imagined. Managers who used to dreadmeetings found themselves looking forward to them, because meetings at PowerSystems had become forums for action and personal growth.2.They re decisive on tough issues他们果断地处理棘手问题Decisiveness is the ability to make difficult decisions做出艰难的决定swiftly and well, and act on them. 【swift [♦♦♓♐♦] 快的, 迅速的__act on按...行动】Organizations are filled with people who dance around decisions without ever making them. Some leaders simply do not have the emotional fortitude to confront the tough ones面对棘手的决策. When they don t, everybody in the business knows they are wavering, procrastinating, and avoiding reality【waver[ ♦♏♓☜] 摇摆,犹豫不决__procrastinate[☐❒☜◆❒✌♦♦♓⏹♏♓♦] v. 延迟, 耽搁: to postpone or delay needlessly】3.They get things done through others他们通过他人完成任务Getting things done through others is a fundamental leadership skill. Indeed, if you can't do it, you're not leading通过他人完成任务，是一种基本的领导能力。