????凱倫?皮茨所處的獨特位置讓她從危機中汲取了不少經驗。皮茨是《財富》世界500強企業紐約梅隆銀行（Bank of New York Mellon）董事長。這家銀行順利通過了金融危機的考驗，但同整個行業一樣，它的聲譽也遭受了重創。皮茨同時還是賓夕法尼亞州立大學（Penn State University）董事會的成員。（賓夕法尼亞州立大學橄欖球隊）前橄欖球助理教練杰里?桑德斯基性侵男童的丑聞曝光后，皮茨成為了賓夕法尼亞州立大董事會的主席，以幫助母校從這樁丑聞引起的災難和恥辱中恢復元氣。上個月底，賓夕法尼亞州立大學任命前佛羅里達州立大學校長埃里克?巴倫為校長，而美國政府也同時發布了對抗2008年金融危機的成果。這個巧合使得所有人開始再次審視我們需要從這兩起危機中汲取哪些教訓。說起這一點，沒有哪位領導者比皮茨更適合談論這個話題了。下面就是皮茨對美國觀眾談話的編輯版本。

????我是在賓夕法尼亞州立大學讀的本科，讀書的同時也是一名運動員，在大學里主要打長曲棍球和陸上曲棍球。大一賽季，（主教練）喬?帕特諾帶領我們曲棍球隊創下了不敗的戰績， 最終贏得了橘子碗（Orange Bowl）冠軍。喬?帕特諾在我和許多同學眼里不僅是一個好教練，更是個神一樣的角色，他對于人應該如何生活抱著一些崇高的信念。在很大程度上，這一點可能使后來發生的事情變得更加令人震驚。杰里?桑德斯基丑聞爆發后，賓夕法尼亞州立大學陷入了危機，董事會及管理部門受到了嚴峻考驗，學校董事會執行主席決定將不再參加競選。然而總該有人站出來，告訴大家，我們將承擔責任，作出改變。因此當大家選舉我擔任這個職位時，我決定接受。

????Karen Peetz occupies a unique perch to learn lessons from crises. She is president of Bank of New York Mellon (BK), a Fortune 500 company that weathered the financial crisis well but had its reputation tarred along with the rest of the industry. Peetz is also on the board of trustees at Penn State University, where, in the wake of the Jerry Sandusky scandal, she raised her hand to become chairman and helped her alma mater recover from the havoc and shame wrought by the former assistant football coach who was convicted of molesting young boys. Last week, PSU named a new president, Florida State University president Eric Barron, and coincidentally, the U.S. government released transcripts from the 2008 financial crisis -- prompting the world to reexamine lessons from both crises. No leader is better equipped to reflect on lessons learned from these two crises than Peetz. This is an edited version of remarks that she's given to audiences around the U. S.

????I did my undergrad work at Penn State. I played lacrosse and field hockey as a student athlete. During my freshman year, Joe Paterno led our team to an undefeated season and a victory at the Orange Bowl. To me and so many others, Joe Paterno walked on water. He wasn't just a good coach -- he was a man who espoused high ideals about how to live one's life. Which, fairly or not, made the whole sequence of events that much more shocking. When the Sandusky crisis hit, Penn State, the administration and the board were in crisis. The presiding chairman of the board decided not to run for election. Somebody had to step up and say we accept responsibility to make changes. So when the position was offered, I accepted.

????我得到的教訓是無價的。我也認識到這些經驗不僅適用于教育行業，同樣也適用于商業機構。

????下面是我得到的最重要的三個教訓：

????直面現實。一個機構只有在面對危機時，才更愿意挑戰傳統、對以往的神圣規則提出質疑。領導者要抓住這個機會。在賓夕法尼亞州立大學這件事上，我們急需建立一個早期預警和管理體系，以便大家及時認識到問題，加以解決。這就意味要在董事會委員會中引進學生和教師成員，以及接受全美大學體育協會（NCAA）的一系列制裁。坦率地說，接受這些制裁并不容易，但這是往前走的重要一步。我們還需要重組學校的領導團隊。是的，我們希望引入最優秀的人才；但不管他們履歷如何，我們需要的領導者必須能夠認識到管理風險的迫切需要。

????重新思考“和諧團隊”的定義。一個機構應該學習如何鼓勵健康的不同意見。如果團隊一團和氣，成員想法全體一致——當時感覺會很好——但我們是不是丟掉了什么東西？我們需要為此付出怎樣的代價？多樣性已不再只是關于世界性或利他性，而是一種必需。為了提高多樣性，我們已拋棄了一個中心論點。我們要保證團隊中有具有不同想法、同時敢于挑戰傳統的人，它對我們認識到事物的對立面非常關鍵。這些成員能幫助我們自己毀掉自己。雷曼兄弟公司（Lehman Brothers）原本應該多雇些這類人才。無論在經濟上還是文化上，賓夕法尼亞州立大學都是一個強大的機構，但我們也該多雇些這類人才。

????承擔責任。如今的游戲規則已經變了，但銀行業花了太長時間才接受了這個現實。我們的許多行為綜合到一起，共同導致了金融危機的爆發。我們不能再否認事實，也需要學會在決策過程中把客戶放在最重要的位置。我們需要告訴大家，銀行業已經認識到，我們置身于其中、開展經營活動的世界正在改變。我們還要告訴大家，我們將積極嘗試新的思維方式和運營模式。總之，我們需要證明自己——證明我們的機構依然值得大家信任。（財富中文網）

????譯者：朱毓芬/汪皓

????

????The lessons I learned were invaluable. And I realized that they applied to both educational and commercial institutions. Here are three of the most critical lessons:

????Face reality.It's during a crisis that organizations develop a greater willingness to challenge tradition, to question sacred cows. Leaders have to seize on those moments. In the case of Penn State, we needed an early-warning system and governance that allowed us to identify and resolve problems. That meant including students and faculty members on our trustee committees. That meant accepting an array of sanctions imposed by the NCAA -- sanctions which, frankly, were not easy to swallow. Accepting them was a vital part of the moving-forward process. We also had to retool the leadership of the university. Yes, we want to bring in the best talent available. But no matter their pedigree, we want leaders who recognize the critical need to manage risk.

????Rethink the definition of "good teamwork."Organizations need to learn ways to foster healthy dissent. If we're all harmonious and aligned in our thinking -- which feels good in the moment -- what are we missing? What is the price we will pay? Diversity is no longer about being cosmopolitan or altruistic. It's a necessity. I think we've undersold a central argument for greater diversity -- that ensuring that teams have people who think differently and challenge convention is critical to identifying contrary facts. They help save us from ourselves. Lehman Brothers (BCS) could have used more of those voices. Penn State is an incredibly strong institution, financially and culturally, but we could have used those voices too.

????Accept responsibility.It took our industry a long time -- too long -- to accept that the game had changed. Many of our actions, collectively, precipitated the financial crisis. We have to move past denial and put the client at the center of our decision-making process. We have to show we understand that the world in which we operate has changed and that we embrace new ways of thinking and operating. In other words, we have to prove ourselves -- prove ourselves worthy of trust.