????這傳達給我們的訊息是一清二楚的。我們不需要200場冗長的會議，只需要幾場對實質(zhì)性問題以行動為導(dǎo)向的坦誠辯論。讓我們把注意力集中在五個問題、五件事情、五項要采取的措施上，讓我們對這些事情進行更為長久的思考。正如美國著名的醫(yī)生喬納斯?索爾克曾說，如果你在對話上投入足夠的時間和精力，那么“直覺會告訴你深思的頭腦，接下來該把目光投向何處。”

????最后，我們需要連貫性。世界經(jīng)濟論壇的議程每年都在變化，而我們所面臨的諸多全球性基本問題大多還是老問題。讓我們年復(fù)一年地保持這些主題不變，直到我們在其中任何一個問題上取得重大進展為止。像達沃斯這樣的論壇的重要性不應(yīng)該來自其議程標題的新奇或者發(fā)言人，而應(yīng)該是來自對實質(zhì)性問題提出的一系列解決辦法。

????因此，讓我們保持議程不變，讓我們保持節(jié)奏緩慢，讓我們保持達沃斯論壇的乏味感。正如專欄作家喬爾?斯坦因去年在《哈佛商業(yè)評論》中撰文所述：“乏味是偉大領(lǐng)導(dǎo)力的新秘密，”而且這絕對“比尖叫更為有效。”

????維尼特?納亞爾是印度信息技術(shù)服務(wù)與咨詢公司HCL Technologies 副董事長，著有《員工第一、客戶第二：將常規(guī)管理倒置》（Employees First, Customers Second: Turning Conventional Management Upside Down）一書。（財富中文網(wǎng)）

????譯者：iDo98

????The message was loud and clear. We don't need 200 lengthy sessions, just a few straight-talking, action-oriented debates on relevant issues. Let's focus on five issues, five things to change, five actions to take, and let's ponder over them longer. As the famous American physician Jonas Salk said, if you give enough time and effort to conversations, "intuition will tell the thinking mind where to look next."

????Lastly, we need consistency. The agenda at WEF changes every year while the basic global problems we face are still largely the same. Let's keep the topics steady year-after year until we make serious progress on any one of these issues. The relevance of a forum like WEF should not come from the newness of its agenda titles or speakers; it's about the solutions.

????So let's keep it stable, let's keep it slow, and let's keep it boring. As columnist Joel Stein wrote inHarvard Business Review last year, "boringness is the new secret to great leadership," and it's definitely "a lot more effective than screaming."

????Vineet Nayar is vice chairman of HCL Technologies and the author of Employees First, Customers Second: Turning Conventional Management Upside Down.