埃伯哈德?馮?金海姆

1970年至1993年任寶馬公司董事長

盧茨說：“在他手下工作并不總是很愉快，他把寶馬變成了一個成功的全球豪車品牌。”

盧茨的打分：297

????一天，公司高層開會，馮?金海姆問，公司庫存還有多少沒賣出去的轎車。我說我最近沒有查過，但是我相信具體數字應該在200輛左右。馮?金海姆說：“我很震驚，你居然不知道具體數字。盧茨先生，我告訴你，到今天早上為止，我們的存貨有不多不少207輛轎車。”作為一個老板，打聽到下屬職責范圍內的某個不起眼的信息，然后在其他人面前詢問這個下屬具體的數據或情況，來讓下屬們感到害怕，是一種非常不公平的伎倆。大家應該是共同努力促進收入和利潤，老板這樣做無益于健康的合作。

????這件事幾乎立即引發了我與馮?金海姆的第一次不合。隨著我和他的關系越來越緊張，我的反應也幫了倒忙。由于我覺得我沒辦法與他真誠地探討我們的工作關系，我就把我的感受、焦慮和失望向我的下屬和同事們傾訴。他們可能表面上對我表示同情，但是很可能我私下里對老板的很多負面評價最后都傳到了馮?金海姆的耳朵里。毫無疑問，這些話讓他感到擔憂，可能甚至擔心我在圖謀搞“政變”。因此我們的關系進入了惡性循環，直到最后我接到了來自福特公司（Ford）的工作邀請。

????我本來決定恨他一輩子的，但是許多年過去了，我們倒是經常在一起吃飯。我竟然情不自禁地喜歡上了這個年紀更大、更睿智、更自信的馮?金海姆。以前的老同事告訴我，他變得更坦率，更喜歡分享，也不那么愛玩權術了。他是一個多好的CEO呢？一句話：不可思議。在他的任期內，寶馬公司變成了全球三大豪車品牌之一。鑒于他為股東們創造的財富，這個集貴族和流氓氣質于一身，靠秘密、恐懼、耍手腕和缺乏信任感統治團隊的老板必須被列為汽車史上最成功的CEO之一。

BMW chairman 1970-93

????Lutz says: "Not always a delight to work under, he transformed BMW into a global luxury-car powerhouse."

Lutz grade: 297

????One day, in an executive meeting, von Kuenheim asked how many unsold coupes were still in company inventory. I said I hadn't checked recently but believed the number to be around 200. "I'm shocked that you don't know the exact number, Mr. Lutz," von Kuenheim said. "As of this morning we had precisely 207 in our stock." The technique of fishing some arcane bit of information out of a subordinate's area of responsibility and then, in front of others, asking him for precisely that number or fact, is a grossly unfair tactic used by bosses to keep their direct reports fearful. It does nothing for healthy cooperation among the individuals who are supposed to be collectively driving revenue and profit.

????My first disagreement with von Kuenheim surfaced almost immediately and, as tensions mounted, my reaction was counterproductive. Feeling frustrated by my inability to connect with him to honestly discuss our work relationship problems, I took to expressing my feelings and anxiety and frustration to my subordinates and colleagues. While they were sympathetic on the surface, it has to be assumed that much of my negative assessment of his leadership style went right back to von Kuenheim. It no doubt worried him, perhaps even caused him to fear that I was plotting to unseat him. Thus, our relationship was trapped in a circularly interactive downward spiral until I accepted an offer from Ford.

????I was determined to hate von Kuenheim for the rest of my life, but as the years passed, we often had dinner. I couldn't help liking the older, wiser, more self-confident von Kuenheim. Former colleagues told me he had become more open, more sharing, and less Machiavellian. How good a CEO was he? In a word: miraculous. During his tenure, BMW became one of the world's top three luxury brands. Thus, ruling by secrecy, fear, deft maneuvering, and a sorry lack of trust in his team, the aristocrat-cum-street fighter has to go down as one of the most successful automotive CEOs of all time, based on the wealth he created for shareholders."