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戰(zhàn)勝中風(fēng):英特爾高管重回帥位
 作者: Patricia Sellers    時(shí)間: 2011年09月15日    來源: 財(cái)富中文網(wǎng)
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馬宏升當(dāng)時(shí)正在穩(wěn)步邁向英特爾首席執(zhí)行官的寶座。春風(fēng)得意之際,他卻突然中風(fēng),身體癱瘓,還喪失了語言能力。憑著永不言棄的精神和過人的毅力,馬宏升重新回到了崗位,迎來了新的挑戰(zhàn)——整合英特爾中國區(qū)業(yè)務(wù)。
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????馬宏升在倫敦東南部長大,是家里六個(gè)孩子中最小的。他15歲就輟學(xué)了。但這并不意味著馬宏升是個(gè)壞孩子。馬宏升是反新納粹運(yùn)動的左翼團(tuán)體社會黨勞動聯(lián)盟(Socialist Labor League)的一名年輕成員,他曾多次組織反政府示威,并憑借個(gè)人魅力和激情贏得了眾人的擁戴。馬宏升的父親埃迪可能是唯一一個(gè)對兒子的魅力免疫的人,他后來甚至與這個(gè)叛逆的兒子形同陌路。埃迪一輩子都在一家化學(xué)染料工廠工作,最終在工廠車間中毒身亡。就在埃迪去世前不久,他在路上遇到一個(gè)集會,第一次看到自己的兒子公開演講。“這小子演說很有一套,”埃迪后來跟馬宏升的母親說,“這點(diǎn)本事將來要么用來做大事,要么做壞事。但不管怎樣,他都能鼓舞別人的斗志。”

????“一旦你能夠證明自己的盈利潛力,人們就會無限認(rèn)可你的能力。”——庫茨對馬洛說,約瑟夫?康拉德《黑暗之心》(Heart of Darkness)。

????兩年前,馬宏升的人生光明無比。當(dāng)時(shí),他剛剛年滿54歲,已經(jīng)是硅谷英特爾公司(Intel)的執(zhí)行副總裁。外界一致看好他將成為首席執(zhí)行官歐德寧的頭號接班人。加盟英特爾之前,馬宏升從泰晤士理工大學(xué)(Thames Polytechnic University)輟學(xué),并曾短暫供職于巴克萊公司(Barclays)。在英特爾工作期間,馬宏升獲得時(shí)任首席執(zhí)行官安迪?格羅夫的關(guān)注,被提拔擔(dān)任技術(shù)助理——類似于研究和助理人員主管。格羅夫回憶稱,1994年,公司因數(shù)百萬有瑕疵的奔騰處理器而陷入危機(jī),馬宏升“表現(xiàn)得就像一臺發(fā)動機(jī)”。這位不屈不撓的問題解決者有一次穿上派克大衣、戴上護(hù)目鏡,全副武裝,打扮成英國南極探險(xiǎn)家歐內(nèi)斯特?沙克爾頓的樣子,向員工發(fā)表演講。員工們都沸騰了。“(他是)世界上最擅長交流的人之一,”歐德寧回憶說。

????馬宏升有5個(gè)孩子。他也是一個(gè)工作狂,那些讓人精疲力竭的出差和加班他卻樂此不疲;同時(shí)他還熱衷劇烈的運(yùn)動——沖浪、每天早上6點(diǎn)和比他年輕得多的伙伴一起劃船。這些挑戰(zhàn)極限的行為常常使他的同事和家人備感壓力,但也最終成為他身體和精神得到恢復(fù)的關(guān)鍵。整個(gè)康復(fù)過程堪稱一段非凡的旅程,對此,馬宏升和他的家人此前還從未公開討論過。

????2009年,馬宏升的妻子瑪格利特懷上了一對雙胞胎。當(dāng)年10月份進(jìn)行常規(guī)檢查的時(shí)候,妻子發(fā)現(xiàn)其中一個(gè)胎兒已經(jīng)停止了心跳。醫(yī)生建議,要保住另外一個(gè)孩子,最好的辦法是繼續(xù)懷著這兩個(gè)孩子。2010年1月4日,瑪格麗特提前5個(gè)星期分娩。馬宏升當(dāng)時(shí)正在休寒假,那天他正和帶著最大的孩子在外滑雪。得知消息后,他馬上趕回家。雙胞胎中幸存下來的凱瑟琳當(dāng)時(shí)的體重只有4磅11盎司,看起來相當(dāng)健康。不料6周之后,凱瑟琳突然休克,隨后馬上被送往斯坦福醫(yī)院(Stanford Hospital)。

????那是一個(gè)星期四,一個(gè)改變了馬宏升命運(yùn)的日子。當(dāng)時(shí)他正在出差途中,但他馬上趕回家里,陪在凱瑟琳身邊。第二天,馬宏升從醫(yī)院的重癥監(jiān)護(hù)室看完孩子出來就感到身體不舒服。“我開始想,‘我說不了話了’,”他回憶說。他試著寫一句話“敏捷的棕色狐貍從懶惰的狗的身上跳了過去” 【The quick brown fox jumps over the lazy dog.(這句話包含了英語全部26個(gè)字母——譯注)】,但是卻不能將詞語和字母按正確的順序?qū)懗鰜怼K涯菑垇y七八糟的字條拿給當(dāng)時(shí)21歲的兒子喬治和20歲的女兒布里吉特看,要求他們瞞著瑪格麗特,因?yàn)樗?dāng)時(shí)還要照顧生病的嬰兒和一對5歲大的雙胞胎女兒。打開自己的電腦后,馬宏升開始用Google搜索“語言”、“口齒不清”、“頭疼”,以及其他任何能用來描述自己癥狀的詞語。幾分鐘后他得出一個(gè)結(jié)論:“糟了,我中風(fēng)了。”

????Sean Maloney grew up in gritty South East London, last in a line of six kids, and got kicked out of school at age 15. Not that Sean was a bad kid. As a young member of the Socialist Labor League, a left-wing group pitched against a rising neo-Nazi movement, Sean organized antigovernment demonstrations and, with his charisma and passion, recruited followers. Perhaps the only person not charmed by the young man was Sean's father, Eddie, who had become estranged from his rebellious son. Then, just before Eddie Maloney died of poisoning in the chemical dye factory where he worked his whole life, he stopped by a rally and watched his son speak publicly for the first time. "That boy has a skill," Eddie told Sean's mother afterward. "He'll do something great with it or something terrible. Either way, he'll inspire people."

????"You show them you have in you something that is really profitable, and then there will be no limits to the recognition of your ability." -- Kurtz to Marlow in Joseph Conrad's Heart of Darkness

????Two years ago life could not have looked brighter for Sean Maloney. At 54, he was a Silicon Valley-based executive vice president at Intel (INTC) and widely believed to be No. 1 in line to succeed CEO Paul Otellini. Having joined Intel after dropping out of Thames Polytechnic University and working briefly at Barclays, Maloney caught the eye of former Intel CEO Andy Grove, who made the young man his technical assistant -- sort of a chief of staff cum researcher. Grove remembers that in 1994, when the company was managing a crisis over millions of flawed Pentium chips, Maloney "was a dynamo." An indefatigable problem-solver, Maloney once addressed a group of employees dressed as explorer Ernest Shackleton -- parka, goggles, and all. The crowd went wild. "One of the world's best communicators," Otellini recalls.

????Maloney, who had five children, also was a workaholic who embraced the punishing travel schedule and long hours, all the while taking on heady physical challenges -- tearing down ski runs, racing his scull at 6 a.m. every day with a much younger rowing buddy. This extreme behavior often taxed his co-workers and family, but they would prove to be the keys to the remarkable physical and mental recovery he was about to embark on -- a journey Maloney and his family have not discussed publicly until now.

????In October 2009 during a routine visit to her doctor, Maloney's wife, Margaret, who was expecting twins, learned that one of the fetuses had lost a heartbeat. The best way to keep the other baby alive, her doctor advised, would be to carry both to term. On Jan. 4, 2010, she delivered five weeks early. Sean, who was off skiing during an annual winter vacation with his oldest children, raced back. The surviving twin, Catherine, at 4 pounds 11 ounces, seemed healthy. But six weeks later she stopped breathing and had to be rushed to Stanford Hospital.

????Maloney hurried home again that fateful Thursday, this time from a business trip, to be at Catherine's side, and on Friday, after visiting the baby at the hospital's neonatal intensive-care unit, he felt sure that something was wrong with him too. "I started to think, 'I'm losing words,' " he recalls. He tried to write "The quick brown fox jumps over the lazy dog," but he couldn't get the words and letters to go in the right order. He showed his jumbled writing to his son George, then 21, and daughter Brigid, 20, making them promise not to tell Margaret, who had a sick baby plus 5-year-old twin girls in her charge. Getting on his computer, Sean Googled "speech," "mixed-up words," "headache" -- anything he could think of to describe his symptoms. It took him no more than a few minutes to reach a conclusion: " 'That's it,' I said to myself, 'I'm having a stroke.'"







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最佳評論

@關(guān)子臨: 自信也許會壓倒聰明,演技的好壞也許會壓倒腦力的強(qiáng)弱,好領(lǐng)導(dǎo)就是循循善誘的人,不獨(dú)裁,而有見地,能讓人心悅誠服。    參加討論>>
@DuoDuopa:彼得原理,是美國學(xué)者勞倫斯彼得在對組織中人員晉升的相關(guān)現(xiàn)象研究后得出的一個(gè)結(jié)論:在各種組織中,由于習(xí)慣于對在某個(gè)等級上稱職的人員進(jìn)行晉升提拔,因而雇員總是趨向于晉升到其不稱職的地位。    參加討論>>
@Bruce的森林:正念,應(yīng)該可以解釋為專注當(dāng)下的事情,而不去想過去這件事是怎么做的,這件事將來會怎樣。一方面,這種理念可以幫助員工排除雜念,把注意力集中在工作本身,減少壓力,提高創(chuàng)造力。另一方面,這不失為提高員工工作效率的好方法。可能后者是各大BOSS們更看重的吧。    參加討論>>


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