大家好 我是Brian Tracy
Hello, I’m Brian Tracy,
and I want to talk about why good leaders are invaluable to a company,
but bad leaders will destroy a company
as you see it happening all the time today.
Now what is the difference between good leadership and poor leadership?
Well, I’ve written several books and articles on this
and I’ve taught more than a thousand seminars in 68 countries on leadership.
And the bottom line is that leadership is the ability to get results.
这就是它的含义 也就是说 你可以成为一个没有追随者的领导者
That’s what it is, which means that you can be a leader with no followers.
If you are responsible for getting results,
that will open more doors for you than anything else.
But a second definition is, leadership is the ability to
get results through other people.
In other words it’s to select people,
it’s to delegate to them,
it’s to organize them
and it’s to encourage them to get the results that you need.
The wonderful thing about being a good leader is that
you become a multiplication sign.
If you’re a bad leader, you become a division sign.
And you know what that means.
A multiplication sign means, you multiply times five other people
equals the production of 10 or 15 people.
It’s called synergy in, in management science.
But sometimes a bad leader, which we’ve all seen,
is a division sign.
They take themselves and divided
times at the fry core through the other people.
They actually reduce the overall performance of the group
and get it down to a bare minimum.
Sometimes just bringing in a new leader,
a person who inspires and motivates people,
can dramatically increase the productivity.
Now good leaders have special qualities.
My three favorite qualities, which I talk about all the time now,
have to do with thinking skills.
The first thinking that skill they have
is thinking we call the difference between
thinking fast and thinking slow.
Top leaders actually think slowly about important factors.
What I have found in my work in time management is that
the most important word is the word: consequences.
What that means is that
something is important to the degree to which it has
big potential consequences;
something is unimportant to the degree to which it has
low or no potential consequences.
Now fast-thinking is the kind of thinking that’s automatic,
intuitive, instinctive and so on.
It’s sort of like the thinking you do when you’re driving a car through traffic,
you move quickly.
is what you do when you’re thinking about something
that has big potential consequences:
company goals, hiring people,
choosing which products or services to offer
in which markets to go after,
choosing the amount of money that you spend or don’t spend.
And so slow thinking is what great leaders do
unimportant issues that have
large potential consequences.
Now there’s a second type of thinking
that comes from 50 years of research at Harvard,
and it’s called long-term thinking versus short-term thinking.
And what the research found
was that there’s a direct relationship between how much time
you think long term
and how rapidly you move up so so economically in your life.
I have worked with top leaders who started with nothing
and built businesses worth hundreds of millions and even billions of dollars.
When I spent time with them I find
whatever there’s an important decision, they pull back
and they say “well let me think about this for a while”.
Some years ago I have a mentor,
and when I left him in a different country, he gave me a little booklet
他说 这本小册子是他人生的指南 我现在还留着它
which he said had he had used as a guide all his life and I still have it.
And it’s called Take Time out for Mental Digestion,
and what he said is that, whenever it’s possible,
delay making an important decision.
Take time out to digest and sort of
let the decision turn over in your mind.
A business professor wrote a book recently in San Diego said that:
the longer you take to make a decision,
the better, that they say, the decision will be in the long run.
This is long-term thinking.
Now in my seminars, I teach the importance of goals.
If you have five-year and ten-year goals,
what you do is you look at what you’re doing today
and you make sure that everything you’re doing today
is consistent where you, with where you want to be in five or ten years.
This is one of the great skills.
The final thinking skill is informed thinking versus uninformed thinking.
And what I have found is that really excellent leaders take a lot of time
to get all the information before they make
a slow long-term decision, and so should you.
Well, thank you very much for watching.
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大家好 我是Brian Tracy