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專欄 - 財富書簽

電信大亨通往成功的橋梁

《財富》 2011年09月07日

《財富》書簽(Weekly Read)專欄專門刊載《財富》雜志(Fortune)編輯團隊的書評,解讀商界及其他領域的新書。我們每周都會選登一篇新的評論。
本周,《財富》記者塔拉?摩爾帶來了《改變你的命運》( You Can Get There From Here)的書評,本書是科瓦德通信公司(Covad)前任CEO鮑勃?諾林的回憶錄,講述了自己從困苦的童年一路走向電信業(yè)巔峰的傳奇歷程。

????

????很多商業(yè)類書籍都標榜揭示了個人和職業(yè)的成功訣竅。然而,事實上這些書給出的建議往往只是泛泛之詞,或者陳腔濫調。現(xiàn)在鮑勃?諾林也出書了,他是一名電信業(yè)宿將,曾領導過科瓦德通訊(Covad Communications)、Simdesk科技(Simdesk Technologies)等美國通信巨頭,并見證了互聯(lián)網(wǎng)的泡沫和破滅。

????諾林在美國中西部一個非裔家庭長大,家庭成員眾多,但經(jīng)濟狀況卻捉襟見肘,生活窘迫。雖然成長歷程艱辛,但經(jīng)歷了一系列痛苦的蛻變之后,他終于成功登上全球電信領域的巔峰。鮑勃?諾林的這本回憶錄《從谷底到巔峰》(You Can Get There From Here)可謂引人入勝,充滿感召力。

????諾林不是讀者心目中典型的公司領袖——他并非名門之后,也不是拜金主義者。他給出的職業(yè)建議非常簡單:“一切成功源自于對事業(yè)的熱愛。”一言蔽之,他給人的印象是兼具信仰與美德,同時又具有卓越的領導才干。這年頭,美國企業(yè)界像諾林這樣德才兼?zhèn)涞娜宋锊⒉欢嘁姟?/p>

????諾林攀上頂峰的旅途充滿了磨難,尤其甚至包括種族歧視。書中寫道,曾經(jīng)有一位小學校長用戒尺抽打諾林的后背,讓他足足挨了三十分鐘的“板子”,而原因卻是這位校長覺得諾林的行為“讓他更加堅信允許黑人孩子與白人孩子共校是大錯特錯。”出人意料的是,諾林對此并未表現(xiàn)出任何怨怒與仇恨,他只是淡淡地說,經(jīng)歷了這些苦難,之后商場中的挫折對他來說就像“小兒科”。

????歸結起來,這本回憶錄讓讀者和諾林一道重新思考道德和價值觀的話題,懷念曾經(jīng)影響他人生中重要決策的人物。他在書中談到個人經(jīng)歷與職業(yè)生涯時,反復用到了“搭建橋梁”這個比喻。談到人生目標,他在書中寫道:“我愿將勇于改變的信心灑向世界……告訴愿意和我共同進步的人們:努力工作,誠實為人,善待他人不止是口號,更是一種偉大的生活方式。”

????翻譯:富來細特/劉進龍

????Many business books claim to offer the keys to personal and professional success. All too often, these promises yield little but generic advice and platitudes. Then there's Bob Knowling, a veteran telecom CEO who ran Covad Communications, Simdesk Technologies, and other big industry players, both during the Internet bubble and after its collapse.

????Knowling grew up in the Midwest, in a large African-American family that had little money and plenty of dysfunction. From this unpromising beginning, he climbed to the top of the global telecom industry during a period of wrenching change. His memoir, You Can Get There From Here, is an engrossing and often inspiring read.

????Knowling isn't your typical corporate chieftain. He wasn't born on third base, and he doesn't appear to have been motivated by money. His career advice is very simple: "The will to win must be at the heart of your career." Overall, he comes across as a man of faith and morality with a knack for effective leadership. That's a rare combination in corporate America these days.

????The journey was riddled with hardships, including racial injustice. Knowling recalls an elementary school principal paddling him across the back for 30 minutes because the child's behavior "reinforced his belief that it was wrong to have black children in school with white children." Yet Knowling seems impressively free of hatred or the desire for vengeance, merely noting that his difficult personal life made business challenges seem like "child's play."

????In the end, Knowling's memoir is a meditation on morality, values and the many people who influenced his decisions along the way. He repeatedly uses the metaphor of bridge-building in talking about his personal and professional life. His goal, he writes, was to "spread the message of transformation around the world … tell people who looked up to me that hard work, honesty, and treating people well was more than just a slogan. It was a way of life."

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