没有人能一直保持最佳状态。然而，那些能缩小自身最佳状态与常规状态差距的领导者，始终能取得更好的成果，并打造出更健康的团队。作为领导者， 在这个注定充满不确定性和持续变化的新一年里，你要如何展现自己的最佳状态呢？ 领导力指的是协调人类集体活动的能力。若发挥得当，它能将一群人凝聚成一支高绩效团队。这不仅需要专业知识、智慧和自我认知，还得具备恰到好处 的个性特质组合。 若想更好地了解你的理想自我： 尽管识别领导者的科学方法已相当成熟，且不乏可靠的工具来评估领导者的潜力，但预计仍有半数高级管理人员会遭遇失败，而胜任领导力的基准依旧相 当低。 那么，为何我们所需的领导者与实际出现的领导者之间存在差距呢？ 在我们看来，一个常被忽视的答案与领导者的潜在能力和实际表现之间的差异有关。组织心理学家长期以来通过区分最大绩效和常规绩效来研究这种差 异。前者体现了领导者在最佳状态下的表现，充分发挥他们所有的技能、专业知识和自我调节能力。后者则代表了他们大多数时候的表现：习惯行为、默 认的应对方式以及日常互动模式。 没有人能一直保持最佳状态。然而，我们发现，那些能缩小自身最佳状态与常规状态差距的领导者，始终能取得更好的成果，并打造出更 ...

许多领导力瓶颈并非来自外部环境，而源于根深蒂固却未被察觉的内在信念，即"隐性障碍"。这些信念曾帮助个人成功，却在新阶段限制判 断、协作与决策。通过识别、反思并重塑信念，领导者可以改变行为模式，释放个人与组织的潜力。 每个领导者都曾感到束手无策。疲于领导大型组织、难以激发团队斗志，又或者无法说服上级提供所需的资源时，我们难免会有这种感觉。在这些情况 下，人们往往会将其归咎于外部障碍，比如组织的官僚主义、员工态度不积极，或者管理层的决策有问题。然而，过去20年里我指导过不同行业的数百名 高管，最终发现对大多数人而言，最大的限制因素其实源自他们的内心，这些信念也制约了他们的发展，我称其为"隐性障碍"（hidden blockers）。 为什么是隐性的？因为这些障碍过于根深蒂固，大多数人早就习以为常，甚至不会意识到它们的存在。但它们就在那里，悄无声息地塑造着我们的思维方 式、感受和行动。正如心理学家卡罗尔·德韦克（Carol Dweck）在对思维模式的开创性研究所揭示的，我们持有的种种信念会极大程度地决定自己的学 习、适应与发展能力、工作表现，以及最终结果。总而言之，不管我们是否能意识到，我们的信念都会对成就造成影响 ...

全文阅读时间约为5分钟。 在一个愈发由算法主导的时代，真正稀缺的，从来不是数据，而是分辨轻重、洞察方向的能力。 多年前，我的领导力之路迎来一个关键节点。彼时的我，被一种"焦虑驱动的惯性"推着前行，忙于对外 界做出反应，却很少真正投入当下的生活。一场为期十天的内观冥想静修，让我开始塑造一种更具道德 感、更高觉知度、也更为平和的心智状态，而这些，正是内在智慧得以生长的根基。 在静坐中，我注视着念头随呼吸起落，逐渐明白：冥想并不是逃离现实，而是以更清醒、更诚实的方式 直面现实。 这项个人修行，也逐渐成为我职业生涯中的一条生命线。它让我在动荡中站得更稳，在不确定中不至失 衡。我清晰地看到：当我平静时，团队自然更沉着；当我躁动时，团队也会随之浮动。领导力，本质上 是一种情绪的传递机制，领导者的能量会塑造组织的状态。 今天，随着AI深刻改变我们的工作与决策方式，冥想的重要性反而被进一步放大。它所强化的，正是 那些帮助我们应对复杂挑战（包括技术挑战）的人之能力。 冥想填补AI能力缺口 AI可以处理近乎无限的信息，但智慧需要的是沉思，而不是计算。AI可以生成洞见，却无法提供方 向。AI能预测趋势，却无法代替判断。这正是冥想的 ...

在很多组织里，管理者都有一种相似的感受：人越来越忙，信息越来越多，系统越来越复杂，但结果并 没有变好。会议开得很勤，指令下得很细，工具换了一轮又一轮，决策却依然迟缓，执行反复返工，团 队的整体效率不升反降。表面看是管理不够用力，实际上，问题早已不在人，而在环境本身。 当人工智能开始以"协作主体"的身份进入组织，一个被长期忽视的底层规律被放大呈现出来：无论是 人，还是智能系统，注意力和认知能力都是有限的。一旦信息过载、上下文失控、有效信号被噪声淹 没，系统就会迅速退化。 这迫使我们重新审视领导力的核心命题。真正的领导力，已不再是事无巨细地干预，而是学会设计情境 ——筛选高价值信息、将记忆外化到系统、持续清理无效背景，让组织能够清晰感知、理性决策并稳定 行动。以下内容，将从这一视角展开。 当人工智能"卡壳"，领导力的老问题被照亮了 在人工智能领域，技术日新月异，但有些道理却被一遍又一遍地重新验证。最近，有研究指出：当一个 智能系统被塞进太多无关信息、噪声和细节时，它反而会变"迟钝"——反应变慢、判断失准，效果明显 下降。 如果你带过团队，哪怕只有一小段时间，这种感觉一定不陌生。人也是一样：事情越多、指令越杂、背 ...

大多数领导者虽自称具备适应能力，但鲜有人知道如何始终如一地展现这种能力。要晋升到高级领导职位，你不仅要具备适应能力，还必须在 会议、企业项目、沟通及人际关系中清晰且明显地展现出来。那么，是什么造就了适应性强的领导者？如何让适应能力成为你领导品牌的一部 分？ 在当今这个充满变革的世界，从人工智能、自动化，到远程办公、市场波动以及持续的组织重组，适应能力已成为领导力的新区分要素。最具晋升潜力的 领导者，并非仅仅是那些达成或超越目标的高绩效者，而是那些每日都能展现出敏捷性、韧性与前瞻性的人，他们能够在不确定性中引领前行，而非被其 挫败或执着于现状。 1.敏捷性 敏捷性不仅指在优先事项发生变化时能够迅速做出调整，还意味着能带动他人一同前行。你不应盲目认同上级的每一项决策，而应具备前瞻性思维，将变 革视为创新的契机。 我最近辅导了一位领导小型市场分析团队的高管。当他被告知，除非团队能迅速转向更多生成式人工智能工作流程，以加快报告周期并减少对外部承包商 的依赖，否则包括他自己在内的整个团队都可能被裁员，所有工作将外包至海外以节省劳动力成本时，他感到措手不及。这看似是一项不可能完成的任 务。他的几位分析师拥有公司所需的深厚 ...

Group 1 - The core idea of the article emphasizes the importance of philosophical thinking in navigating the uncertainties of the modern business environment, particularly in the context of AI technology and global economic transformation [1][34] - The article discusses the need for leaders to cultivate both internal stability and external intelligence, drawing from Eastern and Western philosophical traditions [3][4] - The Stoic principle of the "control dichotomy" is highlighted as a crucial mental tool for leaders to focus on what they can control and accept what they cannot [5][8] Group 2 - The article critiques traditional business analysis tools like Porter's Five Forces and SWOT analysis, arguing that they are insufficient in the face of the current "VUCA" (Volatility, Uncertainty, Complexity, Ambiguity) environment [15][16] - It stresses the necessity for businesses to redefine their strategic purpose by asking "Why" rather than just focusing on "What" and "How" [18][19] - The article identifies four core functions of philosophical thinking in business: defining fundamental questions, examining underlying assumptions, providing ethical guidance, and facilitating paradigm shifts [20][22][23] Group 3 - The article presents a "trinity" decision-making model that integrates intuition, emotion, and rationality, emphasizing the need for a holistic approach in complex business decisions [26][29] - It underscores the importance of returning to genuine human experiences in business, suggesting that decisions should enhance the well-being of employees and customers [30] - The article concludes that in an uncertain world, leaders must cultivate a strong inner self and foundational thinking abilities, which philosophy can provide [34]

Core Insights - The article emphasizes the importance of leadership in managing team anxiety during uncertain times, highlighting that leaders can influence their team's experience of uncertainty by providing clear information and fostering participation in future planning [1][14]. Group 1: Employee Concerns - Concerns about job security are becoming a significant feature in today's workplace, exacerbated by the accelerated application of artificial intelligence, repeated layoffs, and ongoing uncertainty [3]. - Data from the Pew Research Center indicates that American employees are more worried about AI in the workplace than they are optimistic about it, with over 54% of U.S. employees reporting increased stress levels due to a lack of job security [3]. - Fear manifests in employee behavior, leading to silence, risk avoidance, and a focus on self-preservation rather than problem-solving, particularly in industries facing layoffs or restructuring [3][4]. Group 2: Addressing Fear - Leaders may hesitate to discuss fear due to concerns about triggering further issues or feeling unprepared to provide useful responses, but ignoring fear does not make it disappear [4]. - Acknowledging and addressing fear can help alleviate collective anxiety within the team, allowing for clearer thinking and problem-solving [6]. Group 3: Communication Strategies - Providing clear information can help reduce uncertainty and anxiety among team members, who do not expect 100% certainty but rather seek direction and perspective [8]. - Using a two-category communication approach—known information and unknown information—can help manage expectations and reduce speculation [9]. - Establishing a predictable update schedule can further lower anxiety and prevent unnecessary rumors [9]. Group 4: Collaborative Planning - In uncertain times, focusing on controllable actions and collaboratively developing next steps can foster a sense of unity and progress, helping to dispel pervasive anxiety [11]. - Encouraging team members to share their thoughts on pressing issues and determining actionable steps together can enhance collaboration and reinforce team bonds [11]. Group 5: Emotional Influence - A leader's emotional state significantly impacts the team, with positive emotions being just as contagious as negative ones [12]. - Maintaining a calm demeanor and communicating thoughtfully can help instill a sense of calm and reassurance among team members [12]. Group 6: Building Connections - Emphasizing genuine connections and ongoing communication can reduce feelings of isolation and enhance team cohesion during times of job insecurity [13]. - Initiating meetings with personal check-ins and implementing regular team rituals can strengthen relationships and focus on collective progress [13].

11月26日，理想汽车的第三季度财报很不"理想"，由盈转亏，净亏损超过6亿元。 在电话会上，理想汽车创始人、董事长兼CEO李想提到："过去三年，我们变成了越来越差的自己。" 李想否定三年来的理想，同时他也给出了脱离困境的解法：要做回创业公司。他还提到了，在管理中要更多深度的对话，聚焦用户价值，持续提升效率，识别关 键问题等等措施。 李想早在2017年便来到混沌，分享自己的创业思考，这些词同样出现在了课堂中。 当时他创办理想汽车才两年，名字还叫"车和家"，他说： 李想讲产品 1.产品力的本质 在过去的创业热潮和"互联网思维"兴起的时间段里，出现了一个非常不好的现象：一大堆完全不懂产品的人，却天天"张嘴体验，闭嘴体验"。我觉得这种行为将 非常多的人带到了一个严重的误区里。 其中一个核心问题是，什么是产品？ 基于我过去的创业经验和理解，无论是打造一个公司、一项服务、一个APP，甚至写一篇文章，它本质上都是一个产品。 " 产品力不是一个技术能力，而是一项非常重要的管理能力。" " 企业的问题很多时候是人性的两个缺点造成的，要么我们贪大，要么我们恐惧。" "遇到问题，越是乐观，我们越能更好地去找到本质，去解决问题。" ...

领导者要具备很多能力，但这一切的基础都是优秀的判断力。有野心而没有判断力的人会把钱花光，有感召力却没有判断力的人会带着追随者走向错误的 方向，有热情但没有判断力的人会冲向错误的道路，有动力而没有判断力的人会很早就出发，然而做的事情不对。运气和超出自己掌握的因素，也许会决 定你最终是否成功，但好的判断力会让你拿到一大把好牌。那么，如何拥有出色的判断力？ 学习：用心倾听、批判阅读 要具备出色的判断力，你要学会真正理解自己掌握的信息。这一点听起来平平无奇，但麻烦总在细节方面——如何学习。许多领导者匆忙做出判断，结果 不尽如人意，是因为他们下意识地对自己接收到的信息进行了过滤，或者没能充分审慎地看待自己听到、读到的信息。 如何提升 主动倾听，主动留意没有付诸言语的信息和肢体语言，是一种值得锻炼的宝贵能力。要提升这种能力，有许多建议可供参考。注意自己的信息筛选，以及 可能阻碍别人表达不同观点的防卫性和侵略性。如果你听得无聊，失去了耐心，那就提几个问题，确认结论。 如果你手头的书面简报太多，看不过来，那就重点看讨论问题的部分，不要看其中对展示内容的总结，因为会议上你就会看到正式展示（董事会总是有一 大堆提前复印的展示材料 ...

Financial Data and Key Metrics Changes - FranklinCovey reported total revenue of $267.1 million for fiscal 2025, reflecting a 7% decline from the prior year due to a 10% decrease in the enterprise division, partially offset by a 1% increase in the education division [25][30] - Adjusted EBITDA for fiscal 2025 was $28.8 million, in line with guidance, and down from $46.6 million in the previous year [28][32] - Free cash flow decreased to $12.1 million from $48.9 million in fiscal 2024, driven by lower revenues and increased spending [30] Business Line Data and Key Metrics Changes - The enterprise division generated 70% of total revenue, with revenue of $188.1 million, down from $208.1 million in the prior year [30][31] - The education division's revenue was $74.6 million, a 1% increase year-over-year, with education subscription revenue growing 10% to $45.9 million [35][36] - Subscription services attachment in enterprise was strong at 53% for fiscal 2025, with North America at 56% [18][19] Market Data and Key Metrics Changes - North America segment revenue was $147.6 million, a 10% decrease from the prior year, with fourth-quarter revenue down 22% [31][32] - International direct operations revenue decreased to $29.3 million from $33.3 million, impacted by geopolitical and trade tensions [33] - Education subscription revenue growth was supported by the addition of 624 new schools, maintaining a high retention rate of 84% [20][36] Company Strategy and Development Direction - The company aims to be the partner of choice for leaders pursuing breakthrough results, focusing on combining content, technology, and services [8][10] - Strategic priorities include enhancing solutions for clients and transforming the go-to-market approach to win larger, more strategic clients [10][16] - The company is embedding AI across offerings to provide real-time coaching and feedback, enhancing client outcomes [14][15] Management's Comments on Operating Environment and Future Outlook - Management expressed confidence in returning to growth in fiscal 2026, with expectations for strong invoiced amounts and revenue growth in fiscal 2027 [6][42] - The operating environment remains uncertain, but there are signs of improved client decision-making and budget availability [46][47] - The company anticipates fiscal 2026 revenue in the range of $265-$275 million, with adjusted EBITDA expected between $28-$33 million [40][41] Other Important Information - The company maintained strong liquidity with over $94 million at the end of the fourth quarter, and no drawdowns on its credit facility [38] - The board approved a replenishment of the stock buyback plan, with approximately 791,000 shares purchased in the fiscal year [39] Q&A Session Summary Question: How has the decision-making environment evolved recently? - Management noted that while uncertainty remains, clients are beginning to free up budgets and move forward with business [46][47] Question: What is the status of the sales transformation? - Evidence of traction in the sales transformation includes strong invoiced growth and an increase in new logos and service bookings [48] Question: How are client renewals performing? - Client retention rates have remained consistent, with some clients expanding their contracts while others have downsized due to uncertainty [49][50] Question: What are the expectations for Q1 revenue and EBITDA? - Specific guidance for Q1 was not provided, but management indicated a typical seasonal pattern with revenue and EBITDA expected to be weighted towards the second half of the year [53][64] Question: Can you provide insights on the sales force structure? - The sales force remains stable, with no turnover reported, and future growth is expected in the hunting side of the sales force [65]