????恐怕沒有多少領導者能夠像塞普?布拉特這樣，讓我們如此深入地了解權力的有害影響。例如，在被問到如何提高人們對女子足球的興趣時，布拉特回答說，女足運動員們應該穿“更緊身的短褲”。而在納爾遜?曼德拉去世一天之后為其舉辦的一分鐘默哀期間，默哀剛剛開始11秒，布拉特便開始講話。這些都是布拉特喪失抑制性行為的表現。

????國際足聯也是如此。脫抑制心理使國際足聯的高官可以心安理得地迫使其他國家放棄原則，頒布有利于國際足聯的法律。例如，國際足聯逼迫巴西取消在足球場館的禁酒令，國際足聯秘書長杰羅姆?瓦爾克曾直言不諱地說：“恕我直言，這一點沒有商量余地。”在南非，國際足聯甚至直接繞過南非的法律體系，成立了獨立的法庭。

????當我們感覺強大時，我們就會認為自己享有權利。我們感覺正常的規則已經不再適用。我們感覺做任何事情都不會被發現。過去十多年間，人們對布拉特提出了各種指控。事實上，在2002年，曾有11名執行委員會成員指責布拉特財務管理不善！但布拉特并未被打倒，他公開表達了他所向無敵的感覺：“我相信上帝。我也相信自己。”拜國際足聯擁有的權力所賜，它的高官們同樣認為自己是無敵的。在被問到是否將因丑聞而辭職時，瓦爾克直接否定了這種推測：“我的行為無可指摘。”

????布拉特掌握的權力使他能夠做成許多有利于足球發展的事情。但權力也導致他恣意妄為。由于他的人氣和給國際足聯帶來的權力，多年來，他從未因自己的行為被追究責任。但當美國司法部公布起訴書之后，這一切都將改變。雖然這是一個漫長的過程，但布拉特揮舞權力的方式，終于讓他的統治戛然而止。（財富中文網）

????本文作者Maurice Schweitzer為賓夕法尼亞大學沃頓商學院運營與信息管理Cecilia Yen Koo教席教授。Adam Galinsky為哥倫比亞大學哥倫比亞商學院商學Vikram S. Pandit教席教授。兩人合著有《朋友與敵人：何時合作，何時競爭，如何共贏》一書。

????譯者：劉進龍/汪皓

????審校：任文科

????Few leaders offer deeper insight into the harmful effects of power than Sepp Blatter. For example, when asked about what might increase interest in women’s soccer, Blatter replied that female soccer players ought to wear “tighter shorts.” And during a minute of silence held for Nelson Mandela who had died just the day before, Blatter started speaking after 11 seconds. In these, and other cases, Blatter acted without inhibition.

????And the same is true for FIFA. The sense of disinhibition led FIFA executives to feel comfortable forcing other countries to abandon their principles and enact laws favoring the Federation. For example, FIFA forced Brazil to undo its ban on the sale of alcohol in football arenas, as FIFA secretary general Jér?me Valcke bluntly said: “Excuse me if I sound a bit arrogant, but that’s something we won’t negotiate.” In South Africa, FIFA set up their own independent courts that bypassed the legal system of the country.

????When we feel powerful, we feel entitled. We feel as if the normal rules don’t apply to us. And we feel that we will never get caught. In Blatter’s case, people have leveled accusations against him for over a decade. In fact, 11 executive committee members accused him of financial mismanagement in 2002! But Blatter was undeterred and openly declared his feeling of invincibility, “I believe in God. And I believe in me.” And because of FIFA’s power, its executives felt invincible too. When asked if he would consider vacating his post in the wake of the scandal, Valcke summarily rejected the presumption: “I’m beyond reproach.”

????The power Blatter held enabled him to accomplish great things for football. But it also caused him to act recklessly. Because of his popularity and the power invested in FIFA, for years he was not held accountable for his actions. All of this changed when the US Justice Department unleashed its indictments. It took a long time, but it is how Blatter used his power that finally ended his reign.

????Maurice Schweitzer is the Cecilia Yen Koo Professor of Operations and Information Management at the Wharton School at the University of Pennsylvania. Adam Galinsky is the Vikram S. Pandit Professor of Business at the Columbia Business School at Columbia University. Both are authors of the book, Friend & Foe: When to Cooperate, When to Compete, and How to Succeed at Both.