霸道总裁的不良恶习

Why would otherwise brilliant men behave in such destructive ways?

为什么这些杰出人士行为方式如此不近人情?

The first answer is that they can. Genius covers a lot of sins. A great product is a great product, and you don’t have to do everything right to be successful. Most customers don’t care how the sausage gets made, as long as it tastes good.

首先，他们有“能”。 所谓瑕不掩瑜。一件伟大的作品便足够伟大，而无须面面俱全。绝多数消费者注重结果，而非过程。

Employees, in turn, are willing to sacrifice a lot to work for a visionary. Much as Mr. Jobs was, Mr. Musk and Mr. Bezos are passionate, inspiring and charismatic leaders.

反之，企业员工则心甘情愿地为这些大人物日夜劳作。譬如，仙逝的乔布斯先生，如今的马斯克先生和贝索斯先生，都是热情向上，鼓舞人心，且魅力独特的领导者。

Finally, a certain level of financial success and the resulting power effectively excuse those who achieve it from the ordinary rules of civility and even humanity.

最终，经济成就及逐渐收获而来的权力，都极大地促使他们，在处事方面偏离一般的礼仪模式，甚至显得不近人情。

I would argue that most of the bad behavior of these men is fear-based, impulsive and reactive rather than consciously hurtful. It grows not out of a sense of superiority but rather of insecurity.

本人认为，这些有为之人的恶劣行为，与其说是故意伤人，倒不如说是出于担忧和冲动的反应。它源于对自我的安全感，而非对他人的高高在上。

All three invested endless hours and energy in building and running their businesses — and far less in anything else, including taking care of the people who worked for them or even understanding what doing so might look like. To a large extent, people were simply a means to an end.

乔布斯先生，马斯克先生和贝索斯先生在企业的建立与运营上都投入了大量的时间和精力，因此，他们也无暇顾及其他事情，例如照顾旗下员工，或甚至去理解他们言行所带来的结果。很大程度上，人，不过为实现目标的一种手段罢了。

I understand what it is like to have one’s self entirely tied up with external success. No amount is ever quite enough.

我深知，当一个人被其外在的光鲜完全束缚将会如何。任何事都显得遥无止境。

The question their management style raises is not whether being tough, harsh and relentlessly demanding gets people to work better. Of course it doesn’t, and certainly not sustainably. The more apt question is how much more these men could have enhanced thousands of people’s lives – and perhaps made them even more successful — if they had invested as much in taking care of them as they did in conceiving great products.

其管理形式所引起的问题，并非强硬尖酸的态度，也非对员工毫无止境的榨取，以提高工作质量。当然并非如此，该做法也绝不属长久之策。而其最可能的问题就在于，若他们能把创造伟大产品的同等精力，放在关心旗下员工之上，那么，这些能人将能怎样地提高几千人的生活，甚至可能让他们更成功。

“Try not to become a man of success,” Albert Einstein once said, “but rather a man of value.”

爱因斯坦曾言道“与其成为成功的人，倒不如成为有价值的人。


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