????MPW內(nèi)部網(wǎng)絡(luò)是一個(gè)商界大腕及時(shí)解答關(guān)于職業(yè)與領(lǐng)導(dǎo)力問題的線上社區(qū)。今天的問題是“在職業(yè)生涯中，聰明和自信哪個(gè)更重要？”由懷斯曼集團(tuán)（Wiseman Group）的總裁利茲?懷斯曼作答。

????自信更重要。但不是替代聰明的自信，而是對自身聰明才智的自信。

????為什么？因?yàn)槟切┩接新斆鞫狈Π踩械娜耸浚嬖谝粋€(gè)大問題。他們必須當(dāng)一群人里最聰明的那個(gè)，這意味著他們身邊的人不得不變笨。這種人扼殺創(chuàng)意、削弱活力，最擅長撲滅創(chuàng)新的火苗。諸位可能已經(jīng)與這種“聰明”人共過事，所以大家都知道，身邊有這種人特別討厭，有這種上司更是令人心力交瘁。

????我們希望這種專業(yè)人士最好別進(jìn)入管理層。假如他們成為管理者，最終整個(gè)團(tuán)隊(duì)都會(huì)被他們毀掉。他們執(zhí)著于自己的智慧和創(chuàng)意，往往出現(xiàn)一言堂的現(xiàn)象。他們提出解決辦法，事無巨細(xì)都親自過問，而且一旦遇到挫折，或者出現(xiàn)不好的跡象，他們通常立馬就跳了出來。我的研究[我的著作《增值寶典》（Multipliers）即源自于該研究）表明，有這種日益少見的領(lǐng)導(dǎo)者，下屬只能發(fā)揮不到一半的才智和能力。換言之，他們身邊人的才華白白浪費(fèi)了。

????最棒的領(lǐng)導(dǎo)者，是那些對自身聰明才智足夠自信、能專注于自己團(tuán)隊(duì)的領(lǐng)導(dǎo)者。這類領(lǐng)導(dǎo)者將自身智慧用于放大身邊人的智慧和能力。這類領(lǐng)導(dǎo)者一來，燈光熄滅，大家思路如泉涌，問題迎刃而解。這類領(lǐng)導(dǎo)者是倍增器，激發(fā)員工盡最大努力，取得超出預(yù)期的結(jié)果。他們不僅使才智得以施展，而且使身邊人的智慧得到增長。

????因此，不要僅僅滿足于做聰明人。對自身的智慧以及你團(tuán)隊(duì)的才智充滿信心吧。當(dāng)你每天去上班時(shí)，相信自己團(tuán)隊(duì)都是聰明人，能解決問題，他們將拿出最好的想法、做出最大的努力。你將帶領(lǐng)一支有條不紊的團(tuán)隊(duì)，滿懷信心地承擔(dān)起組織中最具挑戰(zhàn)性的工作。（財(cái)富中文網(wǎng)）

????這才是真聰明。

????譯者：Hunter

????審：李翔

????MPW Insider is one of several online communities where the biggest names in business answer timely career and leadership questions. Today’s answer for: Career-wise, is it more important to be smart or confident? is written by Liz Wiseman, President of Wiseman Group.

????Confidence. But, not confidence in lieu of smarts – confidence in one’s intelligence.

????Why? Because there’s a big problem with people who are smart but insecure. Their need to be the smartest person in the room means that others have to dumb down around them. They are idea killers, energy sappers, and wet blankets on the sparks of innovation. You’ve probably worked with these “brilliant” people so you know that they are a drag to be around and draining to work for.

????Our best hope for these professionals is that they don’t go into management. When they do, they end up sucking the life out of a team. Fixated on their own intelligence and ideas, they tend to do all the talking. They prescribe solutions, micromanage, and usually end up jumping in at the first setback or sign of distress. My research (that led to the book Multipliers) shows that these diminishing leaders get less than half of the available intelligence and capability of others. In other words, around them, the intelligence of others lays wasted.

????The best leaders are those who are confident enough in their own intelligence that they can focus on their team. These leaders use their intelligence to amplify the smarts and capabilities of the people around them. When these leaders walk into a room, light bulbs go off, ideas flow, and problems get solved. These leaders are multipliers who inspire employees to stretch themselves to deliver results that surpass expectations. They not only unleash intelligence, they grow talent around them.

????So, don’t just settle for being smart. Be confident – both in your own intelligence and in the brilliance of your team. When you show up to work every day believing your people are smart and capable of figuring things out, they will give you their best thinking and best work. You’ll lead a team that can act with reason and confidently take on the organization’s toughest challenges.

????Now, that is truly smart.