????露露檸檬公司（Lululemon Athletica）目前的股價為70.61美元，在過去一年上漲了51％。在過去三年間，這家公司的股價增長了4倍多。

????那么，公司首席執行官克莉絲汀?岱有何過人之處？

????岱在2008年加入這家瑜伽用品零售商，此前她在星巴克（Starbucks）就職。在最新一期《財富》雜志（Fortune）中，岱談到了自己的工作（和鍛煉）的常規。她深諳如何打造社區。

????我的意思是她擅長發展忠實顧客、忠誠的員工，以及該公司企業文化的粉絲。走進任何一家露露檸檬的商場，都能感受到它的企業文化。

????2012年的《財富》最具影響力女性峰會上，筆者的同事珍妮佛?萊因戈爾德采訪了岱。這次采訪深受與會者好評。采訪中，在《財富》全球最具影響力女性排行榜上位列第45的岱與聽眾分享了適用于所有企業的實用理念：只要首席執行官心思足夠活泛，就能“顛覆整個管理模式”。

????下面就是露露檸檬首席執行官與其它老板的不同之處：

????1. 教會員工學會自己判斷，而不是程序或規矩。岱及其管理團隊給予了店面經理及其他員工不同尋常的權力，允許他們“獨立自主”地經營自己的業務。岱表示，她希望給員工“足夠大的擔子”，讓他們覺得自己人盡其才，而不是大材小用，同時相信自己能做出重要的貢獻。

????2. 真正權力下放。岱指出：“我沒有獨攬決策大權。”各店面經理都有各自的Facebook頁面、按照自己的想法裝飾店面（公司沒有規定的模式），而且完全自主地發展客戶。當然，這樣做是有風險的，不過如果首席執行官能把握得當，公司自然能從中受益。

????3.成功的秘訣在于，不求最早、但求最好。露露檸檬謹慎對待擴張，所以公司發展穩定，而且利潤率可觀。開設新零售店之前，管理團隊會花兩年的時間培育當地市場，例如幫助當地的健身愛好者在露露檸檬零售店旁開店，從而形成瑜伽運動的生態系統。

????譯者：項航

????At $70.61, Lululemon Athletica (LULU) shares are up 51% in the past year. They've more than quintupled in the past three years.

????So what is CEO Christine Day doing right?

????Day, who arrived at the yoga-gear retailer from Starbucks (SBUX) in 2008 and talks about her work (and workout) routine in the current issue of Fortune, knows how to build communities.

????I mean communities of loyal customers, loyal employees, and everyday fans of a corporate culture that you feel when you walk into a Lululemon store.

????My colleague Jennifer Reingold interviewed Day at the 2012 Fortune Most Powerful Women Summit, and the session was one of the highest-rated by our participants. That's because Day, who is No. 45 on Fortune's international MPW list, shared take-home ideas that can be applied to any business--if a CEO is free-thinking enough to, as she says, "turn the management model upside down."

????Here's what the Lululemon chief does differently from the typical boss:

????1. Teach judgement, not process or rules. Day and her executive team give store managers and other employees unusual leeway to be creative and "own" their area of the business. She says she wants to provide "jobs big enough for people"--so that employees feel stretched, not squandered, and believe that they can make meaningful contributions.

????2. Be authentically local. "I'm not the big brain making all the decisions," Day notes.

????Store managers create their own Facebook (FB) pages, decorate their stores as they wish (no plan-o-grams!), and do what they want to build their community. Of course, entrepreneurialism involves risk, but if the CEO carries the culture properly, the company benefits.

????3. Success is about being best to market, not first to market. Lululemon has expanded cautiously—resulting in steady growth and healthy profit margins. Before opening a new store, management spends two years laying the local groundwork, such as helping exercise-minded locals build businesses alongside Lululemon to create yoga ecosystems.