????變革是件好事。它是在所避免的，也是令人害怕和憂慮的，特別是“突破性變革”，那種會讓所有人都非常不舒服，導(dǎo)致其中部分人失業(yè)的變革。

????許多商業(yè)書籍都試圖告訴人們?nèi)绾纬蔀樽兏锿苿诱撸@類書我們屢見不鮮。但是，究竟怎樣在一家組織中引領(lǐng)變革，則甚少有書提及。天馬行空的理論太多，而腳踏實地的建議很少。

????我喜歡戴維?波特拉克最新著作的原因就在此。其大作名為《預(yù)先準(zhǔn)備：如何突破所有障礙，引領(lǐng)突破性變革》（Stacking the Deck: How to Lead Breakthrough Change Against Any Odds）。首先聲明，2005年我就與戴維相識。當(dāng)時，我花了幾個月來說服他，想讓他談?wù)劚还_解雇【他曾是嘉信理財（Charles Schwab）聯(lián)合首席執(zhí)行官】的感受，以及之后他是怎樣在個人和職業(yè)方面重新實現(xiàn)平衡。不可思議的是，他答應(yīng)了我的要求。從我就此寫出的報道中可以看出，戴維是少見的謙卑而又居于弱勢的公司高管。

????好消息是他恢復(fù)了過來，成立并投資了數(shù)家公司，而且一直在沃頓商學(xué)院的高管培訓(xùn)課上教授突破性變革——在嘉信理財以及其他公司，他都成功實現(xiàn)了突破性變革。這本書來源于他的教義，但他還補充了大量對現(xiàn)任高管的訪談，包括英特爾（Intel）總裁詹睿妮、星巴克（Starbucks）首席執(zhí)行官霍華德?舒爾茨和捷藍(lán)航空（JetBlue）首席執(zhí)行官戴夫?巴格爾等。

????這本書分兩部分：第一部分是關(guān)于“預(yù)先準(zhǔn)備過程”，波特拉克在此具體介紹了在企業(yè)內(nèi)部形成并引領(lǐng)變革的九個步驟；第二部分更進一步，探討了鼓舞和激勵團隊成員所需要的技巧。他說，要點很簡單，但值得反復(fù)強調(diào)，那就是：“變革需要有領(lǐng)導(dǎo)力的人來引領(lǐng)。如果不具備推動變革所需的領(lǐng)導(dǎo)技能，你所倡導(dǎo)的變革無論大小，最終都不會成功。”

????在具體如何操作上，波特拉克講得非常具體（每個章節(jié)末尾都有一頁行動方案，來幫助讀者實現(xiàn)每個步驟）。不過，他也把大部分責(zé)任重新放回領(lǐng)導(dǎo)者肩上。領(lǐng)導(dǎo)者要明白變革過程的壓力之大，在取得勝利時要慶祝，還要提出整體愿景，讓大家預(yù)見最終的結(jié)果。同時，也許最為重要的是，領(lǐng)導(dǎo)者還要能識人，知道哪些人應(yīng)該進入變革團隊。波特魯克認(rèn)為，衡量指標(biāo)很重要，但可能被濫用：“要記住，從根本上說，領(lǐng)導(dǎo)突破性變革，就是既要產(chǎn)生并管理實際動力，又要形成并管理對這股動力的認(rèn)知。”

????在這本書中，我最喜歡的部分是波特拉克談到的兩個問題，一是領(lǐng)導(dǎo)者怎樣通過溝通來達(dá)到激勵他人的目的；二是真誠有多重要。他舉了一個感人的例子：重新?lián)涡前涂薈EO的第一周，霍華德?舒爾茨在演講時痛哭流涕。當(dāng)時星巴克銷售額不斷下滑，舒爾茨為公司業(yè)績不佳道歉。舒爾茨后來說：“上臺發(fā)言時我沒打算流眼淚，但當(dāng)時我是代表領(lǐng)導(dǎo)層道歉，為我們讓員工及其家人失望道歉。”

????如果舒爾茨當(dāng)時是在做戲，星巴克也許永遠(yuǎn)也無法扭轉(zhuǎn)局面。但他的表現(xiàn)是真情流露——而建立了情感紐帶后，他就能鼓舞各店鋪經(jīng)理對自己門店的業(yè)績負(fù)責(zé)。波特拉克寫道：“就變革進行溝通時，動機（以行動換取獎勵）沒那么重要，更重要的是激勵（讓人從內(nèi)心產(chǎn)生渴望，想?yún)⑴c真正的重大事件，并為之做出貢獻）。”這是非常棒的一課，而且對解釋了為何眾多變革項目以失敗告終大有幫助。（財富中文網(wǎng)）

????譯者：Charlie

????審校：Hunter

????Change is good. It’s also inevitable, terrifying, and fraught—particularly “breakthrough change,” otherwise known as the kind of change that will make everyone very uncomfortable and some of them unemployed.

????We’ve all come across the many business books that attempt to tell us how to become a change agent. But what we haven’t read much about is how, exactly, we should lead change within an organization. There’s been tons of blue sky, and not so much boots on the ground.

????Which is why I liked David Pottruck’s new book, Stacking the Deck: How to Lead Breakthrough Change Against Any Odds, so much. First, a disclaimer: I have known David since 2005, when I spent several months trying to convince him to talk about what it felt like to be publicly fired (he was co-CEO of Charles Schwab), and how he recovered his personal and professional balance afterwards. Incredibly, he agreed, and the resulting piece showcases a rarity—a humbled, vulnerable executive.

????The good news is that Pottruck recovered, and he has since founded and invested in several companies. All the while, he continued to teach an executive education class at Wharton on breakthrough change—something he had done successfully at Schwab and elsewhere. The book comes out of his teaching, but is supplemented by extensive interviews he conducted with current top executives such as Intel President Renee James, Starbucks CEO Howard Schultz, JetBlue CEO Dave Barger, and others.

????The book is broken down into two parts; one the “Stacking the Deck process,” in which Pottruck offers nine specific steps to create and lead the change process in your

????organization; and the second, a higher level look at the kinds of skills needed to motivate and inspire your team. The key point, he says, is a simple one, but it bears repeating: “Leading change requires leading people. Any transformation you propose, small or large, will ultimately not succeed if you don’t have the leadership skills to drive the process forward.”

????Pottruck is very specific in his how-to (each chapter ends with a one-page action plan to help bring each step to life), but he also brings much of the responsibility back to the leader. It is the leader’s job to understand just how stressful this process is, to celebrate victories when they occur, to develop an overarching vision that allows people to foresee the endgame, and—perhaps most important—how to determine which kinds of people should be on the change team. Metrics are important, but they can be overused, Pottruck says. “Remember that leading a breakthrough change is fundamentally about creating and managing both the actual momentum and the perception of momentum.”

????What I enjoyed most about Stacking the Deck was Pottruck’s discussion about how a leader can communicate to inspire—and how, more than anything, authenticity is what matters. He uses a touching example of a speech from Howard Schultz, who, in his first week back at CEO of Starbucks, with sales collapsing, burst into tears while apologizing for the company’s performance. “I hadn’t gone in there planning to cry, but I was apologizing that we as leaders had let them, the workers and their families, down.”

????Had Schultz faked that emotion, the company might never have made it to the turnaround. But he didn’t—and then, once having established the connection, he was able to rally his store managers to be accountable for their stores’ performance. Writes

????Pottruck: “Communicating about change is less about motivation (the exchange of behaviors for rewards) and more about inspiration (appealing to an innate desire to be a part of and contribute to something really important).” It’s a great lesson—and goes a long way toward explaining why so many change programs ultimately fail.