????除了課堂教學(xué)外，課程內(nèi)容還包括角色扮演，旨在提高領(lǐng)導(dǎo)者傾聽的技能。在項(xiàng)目最后，他們將接受一個(gè)頂點(diǎn)項(xiàng)目，所有人需要根據(jù)6周內(nèi)所學(xué)習(xí)的知識，在返回正常工作崗位之后將項(xiàng)目完成。

????但對于許多人來說，該項(xiàng)目最寶貴之處在于，走出熟悉的領(lǐng)域，觀察其他市場的情況?？煽诳蓸飞虡?biāo)部門北美市場高級副總裁安迪?麥克米林參加了去年的基奧項(xiàng)目，他表示，在發(fā)展中國家的那段時(shí)間，讓他產(chǎn)生了“不同的思維方式”。

????例如，他根據(jù)在印度的所見所聞，為團(tuán)隊(duì)帶來了新的包裝創(chuàng)意。在墨西哥，他學(xué)會了如何調(diào)整管理方式。麥克米林說道：“墨西哥是公司執(zhí)行力最好的市場之一，”因?yàn)槟抢锏母吖軙胺浅Ｕ\實(shí)地”告訴他們需要做些什么才能持續(xù)改進(jìn)?，F(xiàn)在，他也鼓勵(lì)自己的團(tuán)隊(duì)展開更多的公開辯論。

????對于整個(gè)可口可樂公司來說，該項(xiàng)目肯定還會帶來其他回報(bào)——雖然有些好處需要在一段時(shí)間之后才會顯現(xiàn)。

????智睿咨詢高級副總裁巴里?斯特恩說道：“公司在告訴人們，他們不止是系統(tǒng)中的一個(gè)數(shù)字。對于這一點(diǎn)的重要性，無論怎樣強(qiáng)調(diào)都不為過?！?/p>

????雖然可口可樂公司并未披露基奧學(xué)院的預(yù)算，但這肯定是一筆巨大的投入。而獲得上司推薦入選項(xiàng)目的員工，將不會忽視公司的付出。可口可樂香港市場業(yè)務(wù)開發(fā)副總裁阿密特?迪布雷瓦爾表示：“我能看到公司在我身上的投資。這意味著，他們認(rèn)為我具備再上一個(gè)臺階的潛質(zhì)——這讓我真正有了一份責(zé)任感?！?/p>

????本文作者Rick Wartzman是克萊蒙特研究大學(xué)德魯克研究院的執(zhí)行董事，曾出版五本著作，他目前正撰寫的一本新書，其主題是二戰(zhàn)后美國雇主和勞工之間的社會契約變遷史。（財(cái)富中文網(wǎng)）

????譯者：劉進(jìn)龍/汪皓

????審校：任文科

????In addition to some classroom lectures, the curriculum also includes a bit of role-playing as a way for the leaders to sharpen their listening skills. And at the conclusion of the program, they commit to a capstone project, to be completed when they return to their regular assignments, based on what they’ve absorbed throughout the six weeks.

????But for many, the most valuable aspect of the program is getting out in the field and observing what’s happening in markets other than their own. Andy McMillin, a senior vice president for Coca-Cola trademarks in North America, who was in last year’s Keough contingent, says that the time spent in developing countries spurred him to adopt a “different mindset.”

????For instance, he brought back to his team some new packaging ideas that he saw in India. In Mexico, meanwhile, he learned to adjust his management style. “Mexico is one of our best-executing markets,” McMillin says, because the executives there are “brutally honest” about what they need to do to constantly improve. He now encourages more open debate within his own team.

????For Coca-Cola, there are surely other rewards—though they may take a while to materialize.

????“The company is telling these people that they’re more than a number in the system,” says Barry Stern, a senior vice president at DDI. “I can’t overstate the importance of that.”

????Indeed, while Coke won’t disclose its budget for the Keough Academy, it’s clearly considerable. And that isn’t lost on those who are nominated by higher-ups and selected for the program. “I just look at the amount of investment the company has put in me,” says Amit Tibrewal, Coca-Cola’s vice president for business development in Hong Kong, who is in this year’s Keough cohort. “That means they think I have what it takes to get to the next level—and with that comes a real sense of responsibility.”

????Rick Wartzman is the executive director of the Drucker Institute at Claremont Graduate University. The author or editor of five books, he is currently writing a narrative history of how the social contract between employer and employee in America has changed since the end of World War II.