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陣亡將士紀(jì)念日再次到來，我們理應(yīng)抽出一點時間，追思那些為了保衛(wèi)國家而犧牲了生命的人。

在我的從軍生涯中，我曾接觸過幾百個領(lǐng)導(dǎo)和單位，執(zhí)行過各種各樣的任務(wù)，包括戰(zhàn)斗、危機應(yīng)對以及快速的組織變革等等。我也總結(jié)了無數(shù)的經(jīng)驗和心得，其中有幾條尤為重要，因為它們使我成為了一個更高效的企業(yè)領(lǐng)導(dǎo)者：

正確看待危機

首先，你要學(xué)會分辨真正的危機和“假警報”。我的從軍生涯和參戰(zhàn)經(jīng)歷，使我大大提高了危機的判別能力。直升機墜落、火災(zāi)、降落傘失靈、艦艇相撞、受傷、死亡……這些經(jīng)歷教會了我如何判明一個需要立即做出反應(yīng)的真正的危機。

商業(yè)世界中的很多危機其實并不是由真實的事件導(dǎo)致的，而是由對未來的恐懼所導(dǎo)致的，實際風(fēng)險往往要比人們的估計低很多。所以領(lǐng)導(dǎo)者一定要具備分辨真險情和假警報的能力，知道哪些情報是重要的，哪些情況是沒有價值的，這樣才有助于企業(yè)進行客觀的決策，增進員工對你的信任。如果一個領(lǐng)導(dǎo)經(jīng)常被瑣碎的事務(wù)搞得一驚一乍的，這樣的領(lǐng)導(dǎo)是沒有人會信任他的。

懂得何時繞過官僚體系

軍隊有一套龐大的官僚體系，有各種早請示晚匯報的程序。然而軍隊又離不開這樣一套官僚體系，唯有如此，軍人才能拿到薪水，訓(xùn)練才能組織起來，飛機才能得到保養(yǎng)，各種報告才能按時提交。軍隊這樣一個龐大復(fù)雜的暴力機器必須得有這樣一套官僚體系來執(zhí)行種種職能。這套體系運轉(zhuǎn)得很緩慢，同時也很謹慎，所有領(lǐng)導(dǎo)都要去適應(yīng)體系，而不是讓體系適應(yīng)他們。

不過有些時候，軍隊也是講效率優(yōu)先的，所有事情都會加速運轉(zhuǎn)——比如“911”事件后的頭幾周，或是在戰(zhàn)機轉(zhuǎn)瞬即逝的時候。在這些情況下，一名高效的領(lǐng)導(dǎo)者必須有一個斗志昂揚的決策網(wǎng)絡(luò)，有一群以行動為導(dǎo)向的支持者，能夠快速行動起來，以應(yīng)對當(dāng)前的情勢發(fā)展，或爭取重大的勝利。但領(lǐng)導(dǎo)者在決定何時繞過官僚體系采取行動時也必須小心謹慎，因為如果經(jīng)常這樣做的話，也會耗盡一支隊伍的斗志。

錢并不能激勵人

薪水或許可以吸引人才、留住人才，但它并不會提高人才的工作熱情。軍隊的薪水只能說是差強人意，也并沒有很多額外的補貼。但我還是看到數(shù)以百計的軍人前赴后繼地為國家做出了驚人的犧牲和付出。

我覺得在激勵的問題上，軍人和非軍人是沒有太大區(qū)別的。老百姓也希望碰上好的領(lǐng)導(dǎo)，希望有一個明確的目標(biāo)，希望團隊有堅實的紐帶，這些都比錢更重要。只要這些條件存在，他們就愿意努力工作，對企業(yè)報以忠誠和實績。

投資人才

人才是一個企業(yè)最重要的資產(chǎn)。這句話當(dāng)然是事實，而且它幾乎已經(jīng)被說濫了。不過這句話值得被反復(fù)提起。軍隊的精英管理體系表明，不論來自任何背景的任何一個人，只要有好的領(lǐng)導(dǎo)、好的訓(xùn)練和好的機會，都能達到你無法想象的成就。舉個例子：我認識一位最成功和最受尊敬的海豹突擊隊員，他出身于一個處于弱勢地位的少數(shù)族裔，接受訓(xùn)練前幾乎不會游泳，但他后來卻是榮譽等身、備受尊敬，成了海豹突擊隊中級別最高的領(lǐng)導(dǎo)之一。領(lǐng)導(dǎo)是一種人的藝術(shù)，每個人都有發(fā)展和成功的潛力。（財富中文網(wǎng)）

本文作者Mike Goshgarian是前美國海豹突擊隊隊員，現(xiàn)為McChrystal集團合伙人。

譯者：樸成奎

As Memorial Day rolls around again, we pause to remember those who have sacrificed their lives in defense of our nation.

My own military career exposed me to hundreds of leaders and units, operating in a wide variety of situations, including combat, crisis response, and rapid organizational transformation. My personal lessons and observations are innumerable, but a few key ones stand out because they have helped me become a more effective business leader:

Keep crises in perspective

It’s important to distinguish between a true crisis and an artificial or self-generated crisis. My military experience, especially in wartime, significantly elevated my crisis threshold. Helicopter crashes, incoming fire, parachute accidents, maritime collisions, injury, and death: These experiences have taught me how to identify a real crisis that requires immediate action.

Many of the crises in the business world are driven more by fear of what could happen rather than by actual events, and the real stakes are usually much lower. This ability to recognize what is important from what is not is invaluable in business because it allows for more objective decision-making and builds employees’ confidence in you as a leader. No one trusts a leader who gets rattled by routine events.

Know when to side step the bureaucracy

The military’s huge bureaucracy, with its processes, checks, and balances, ensures that service members are paid, training happens, jets are maintained, reports are filed, etc. Such a vast, complicated machine needs a bureaucracy to execute these functions. The system moves slowly and deliberately, and leaders adapt themselves to its pace.

There are times, however, when events accelerate—the first few weeks after September 11th, for example—or an opportunity suddenly presents itself. In these cases, I’ve learned that an effective leader must have a warm network of decision makers and action-oriented supporters who can move rapidly in order to keep pace with events or to make big wins. But leaders must be savvy and selective about when to side step the bureaucracy, as doing so too often can burn out a team.

Money doesn’t motivate

Compensation may attract and retain, but it doesn’t really motivate. The military pays only modestly, and there aren’t a lot of perks. Yet, I’ve continually observed hundreds of service members’ breathtaking level of personal sacrifice and commitment.

I don’t believe that civilian employees are any different when it comes to motivation. They, too, crave good leadership, a well-defined purpose, and strong team bonds over money, and will respond with hard work, loyalty and achievement when these conditions exist.

Invest in people

It’s a truism—almost a cliché—that people are any organization’s most important asset, but it is so important it bears repeating. The military’s meritocracy demonstrates that anyone from any background can and will respond to good leadership, training, and opportunity, and achieve in ways that you can never predict. Just one example: One of the most respected and accomplished SEALs I know comes from a disadvantaged minority. He could barely swim before beginning training, but went on to be highly decorated, deeply respected, and led at high levels within the SEAL community. Leadership is the business of people, and every single person has the potential to develop and succeed.

Mike Goshgarian is a former U.S. Navy SEAL and partner at McChrystal Group.