信任，是协同的内核，也是最大的激励。 01 不能建立信任，组织无法真正获得绩效 我们常常会看到一个很有意思的现象，很多企业在抱怨，内部可用的人才少，外部合适的人才难找。甚 至一些成功的管理者认为优秀的人才在企业外，要花80%的时间去找人。可是，企业可以花费80%的时 间去外部找人，为什么不用80%的时间在内部培养人呢？ （原标题：陈春花：获得组织与个人的绩效，取决于信任） 企业所处的阶段不同，所需要的能力不同，以及企业发展战略和业务战略模式不同，相应的答案也会不 同。但是，如果我们愿意去寻找一些共性的东西，会不难发现，只要机制设计得好，人才是可以在企业 内部冒出来的。通常，只有两种情况需要企业从外部招人：第一是拓展全新的业务；第二是原有班底无 法带领企业摆脱现实困境。 无论是内部培养需要一个好的机制，还是外部招人需要足够的吸引力，关键还是企业能否与人才建立信 任。如果不能建立信任，无论是内部人才，还是外部招来的人才，都无法建立真正的绩效。 组织信任的研究表明，信任可以显著地降低紧张关系，并提升个体绩效、团队绩效与组织绩效。更重要 的是，协同的内核和基础是信任。尽管信任因素并不是合作所需的充分条件，但是信任的存 ...

Core Viewpoint - The article emphasizes the distinction between true executives and pseudo-executives, highlighting that true executives manage upwards and take responsibility downwards, while pseudo-executives focus on pleasing superiors and avoiding accountability [1][10]. Characteristics of Pseudo-Executives - Pseudo-executives exhibit three main characteristics: 1. They focus solely on their superiors, avoiding responsibility and failing to prioritize customer needs [4][5]. 2. They consolidate power and control over their teams, often prioritizing personal gain over team success [6][7]. 3. They emphasize their efforts rather than actual results, often presenting themselves as busy without delivering value [8][9]. Characteristics of True Executives - True executives are defined by their ability to manage upwards and take responsibility downwards, which manifests in three key areas: 1. **External Focus**: They prioritize creating value and achieving results, understanding that resources and profits come from outside the organization [11][12]. 2. **Upward Management**: They align their work with the company's strategic goals and collaborate with superiors to secure necessary resources [13][14][15]. 3. **Internal Responsibility**: They are accountable for their team's performance and development, focusing on nurturing talent and maximizing potential [26][27][28]. Summary - The article concludes that true executives are characterized by their outward vision for value creation, upward vision for strategic alignment, and inward vision for team responsibility, encapsulated in the principle of managing upwards and taking responsibility downwards [29].