（来源：光明日报） 转自：光明日报 插图：郭红松 【中国故事】 十月末的京郊，正是树树皆秋色。尤其是阳光晴好的日子，更衬出叶叶如画，煞是悦目。但即便是 阳光晴好，深秋的北京也常常冷得凛冽。冷愈深时暖愈显，待我们一行人一踏进玉甫上营村委会办公室 的门，就顿觉春意融融。众人你一句我一句地感叹："好暖和呀""开空调了吧"。可这屋里的空气显然又 不干燥，很温润。我看了一眼空调，没开。于是就去摸暖气片，居然是热的。按照惯例，还有半个月市 政供暖才会开始呢。 "是我们自己烧的暖气。"村里的刘书记说。村委会办公室通常是村里的公共会客厅，招呼我们在这 客厅坐定，刘书记就打开了话匣子，叙起了家常，说玉甫上营这村名本身就含着历史，是由玉甫村与上 营村两个自然村合并组成；说这村委会的小楼是1986年盖的，原样子到如今。他手机里存有一段视频， 是央视当年做的纪录片，里面有上了《人民日报》1986年2月6日的新闻报道，报道的标题说玉甫上营 村"是一个社会主义小乐园"。 他的神情很自豪。是应该自豪。这是村庄的高光时刻。"那时候，咱这个村子就都是二层小楼。现 在都兴说别墅。放到那些年，咱这村里都是别墅。只是如今咱们这样式跟不上了，不时兴了 ...

Core Viewpoint - The article emphasizes the importance of leadership style in top executives, contrasting effective leadership with mere busyness, and highlights that successful CEOs focus on strategic thinking rather than micromanagement [8][10]. Group 1: Leadership Style - There are two main types of leadership styles: leadership-oriented and management-oriented. The article advocates for a leadership-oriented approach where CEOs focus on strategic work, external relationships, and key talent acquisition, while delegating management tasks to lower levels [11][12]. - A study by Michael Porter and Nitin Nohria indicates that companies led by leadership-oriented CEOs experience significantly higher productivity and profits, with sales potentially increasing by about 7% when other factors are controlled [11][12]. Group 2: Management Traps - Many busy CEOs fall into a "diligence trap," characterized by a lack of trust in middle management and a tendency to micromanage, which ultimately hampers organizational efficiency [14][15]. - The article points out that a culture of "false busyness" can arise from unhealthy organizational structures, leading to inefficiencies where leaders exhaust themselves without adding value [14][15]. Group 3: Effective Time Management - Top CEOs often appear "idle" because they prioritize high-leverage activities and reserve time for strategic thinking and building external connections, which are crucial for the company's survival [19][20]. - The article suggests that CEOs should regularly audit their schedules to ensure that 20%-30% of low-value activities are eliminated, allowing for a focus on strategic and organizational health [23]. Group 4: Organizational Development Stages - The article outlines different stages of company development and the corresponding role of the CEO: - In the startup phase (0-1), the CEO must be hands-on in product and sales [24]. - In the growth phase (1-10), the focus should shift to building systems and organizations [24]. - In the mature or transformation phase (10-100), the emphasis is on redefining direction and upgrading organizational capabilities [24]. Group 5: Cultural Transformation - CEOs are encouraged to shift from a narrative of "hard work" to one of "value creation," ensuring that the organization can operate efficiently without their constant presence [25][26]. - The article concludes that exceptional leaders enable ordinary people to achieve extraordinary results, rather than positioning themselves as the sole heroes of the organization [26].

前段时间，我参加了一场顶级企业家的闭门研修，与几位颇具声望的大企业掌舵者深度共处一周多。 这次观察让我看到了一种非常向往的领导力风格。 这一位是一家估值数千亿、营收数百亿的行业巨头创始人。在晚饭时，他复盘过去一年的时间分配，他 分享了过去三个季度在尼泊尔静坐、在巴西徒步、在美国登山的经历。我不禁好奇："那你在办公室的 时间有多少？" 他皱眉盘算了一下，给出的答案令在场所有人错愕："加起来大概不到一个月吧。" 我的 追问"那你怎么管理如此牛X的企业？" 他回答："因为我有一个极好的核心团队呀。他们非常清楚我该 做什么，更清楚我不该做什么。我只需要做好我分内那极少、但极关键的事情就够了。" 我也见过更多相反样子的企业家：那些把自己逼疯、同时也把团队逼疯，最终业绩却依然平平的CEO。 记得在另一次出访中，一位同行的企业家几乎每天18个小时都在通话中。大部分时间，他都对着电话咆 哮、责骂。虽然听不清具体细节，但那种焦虑的气场像一团乌云笼罩着整个团队，让同行的其他企业家 们如履薄冰。 这一鲜明的对比揭示了一个残酷的管理真相： 肉眼可见的辛苦，并不等于卓有成效的领导。 分享几个个人思考。 迈克尔·波特（Michael P ...