每天，领导者都会面临一个看似简单实则棘手的权衡：我该在多大程度上展现自我？透露私密细节可能会建立信任与联 系，但也可能适得其反。因此，领导者往往会谨慎行事，深知自己被寄予厚望。他们担心说错话，被视为无能、愚蠢或 不够专业。 近二十年来，我一直在研究披露决策，即人们在是否敞开心扉、有所保留或粉饰残酷事实之间做出的选择。在各种场景 和风险情境下，我发现最常见的模式是：领导者分享得太少。即使坦诚相待对他们自身、人际关系以及所在组织更为有 利，他们也默认选择保持沉默。 这并不意味着领导者就该袒露心声，但确实意味着他们应更多留意这种常常无意识的隐瞒行为。在许多情况下，身居要 职者甚至意识不到分享个人情况或不确定信息的可能性。目标应是留意那些时刻，稍作停顿，考虑是否透露，然后更审 慎地做出决定。因为尽管展现出绝对自信并将秘密深藏于心可能让人感觉安全，但这会悄然侵蚀信任，而信任正是领导 力的基石。毕竟，信任支撑着那无形的契约，让人们愿意追随。 当领导需要展现完美形象，还是真实自我？研究发现，大多数领导者在分享私事和弱点时过于谨慎。这种"少说为妙"的 本能看似安全，却可能悄悄损耗团队信任——而信任，正是领导力的基石。本文提供 ...

接替鲍勃·艾格（Bob Iger）的迪士尼资深高管戴明哲（Josh D'Amaro）表示，承认自己并非无所不知是职场中的一项超能力，正是这份坦 诚引领他从艺术工作室一路晋升至高管。图片来源：Adam Kissick/SXSW Conference & Festivals via Getty Images 历时已久的鲍勃·艾格继任者遴选工作终于（再度）尘埃落定，新任CEO是雕塑家出身。 迪士尼（Disney）宣布，现任迪士尼体验部主席、负责监管公司主题公园、邮轮及消费品业务的戴明 哲，将于下月执掌这家市值近2000亿美元的娱乐巨头。 戴明哲在迪士尼公司历经近三十年打拼，逐步晋升至高管，但接管迪士尼乐园核心业务并非他最初的职 业规划。这位54岁的高管坦言，其职业生涯发展指引并非精心规划的蓝图，而是直面未知的态度。 戴明哲在马萨诸塞州长大，后来进入斯基德莫尔学院学习，立志成为一名雕塑家。但大二结束前的一个 夜晚彻底改变了他的人生轨迹。凌晨两点，他还在焊接一座12英尺（约合3.7米）高的雕塑，却不得不 直面一个极其现实的难题：靠艺术创作如何养家糊口？ 戴明哲最终完成了这件作品——一座向天空延伸的抽象人体雕塑，但随即下 ...

Group 1 - A qualified entrepreneur must meet three conditions: strong emotional intelligence and risk management skills to navigate relationships with government, employees, and investors [1] - Entrepreneurs should be grounded and possess leadership qualities; investors may not understand the entrepreneur's vision but can relate to their approach [1] - Entrepreneurship is not gambling but a commitment; startups need to persist for five to eight years to see results, emphasizing the importance of perseverance over speculation [1]

Core Insights - The article draws parallels between the survival strategies of ostriches and modern business management, emphasizing the importance of adaptability and collaboration in uncertain environments [1][11] - It highlights that true resilience in business comes from respecting fundamental rules and fostering innovative adaptability, which can guide executives in strategic planning and organizational design [1][11] Group 1: Historical Context and Lessons - Archaeological findings of ostrich eggshell beads indicate a sophisticated social network among early humans, reflecting the importance of standardized processes in fostering interdepartmental collaboration in modern enterprises [1][2] - The production of these beads required significant labor investment, akin to the social value of brand building and supply chain cooperation in contemporary businesses [2] - Research suggests that human cognitive evolution is a gradual process shaped by environmental pressures and cultural accumulation, paralleling how businesses should focus on organizational design rather than solely on individual talent [3] Group 2: Resource Allocation and Innovation - Analysis of animal bones at the Great Zimbabwe site reveals a resource distribution model that mirrors the coexistence of standardization and innovation in modern companies [4] - The study of ancient ostrich eggshell markings provides insights into the challenges of cross-departmental collaboration, highlighting that standardized processes can both enhance efficiency and create departmental conflicts [4] Group 3: Cooperation and Conflict Management - Early humans demonstrated a balance between cooperation and conflict, similar to how modern organizations must navigate market expansion while maintaining risk awareness and trust among partners [5][6] - The concept of the "prisoner's dilemma" illustrates the challenges of maintaining peace and cooperation within groups, which is relevant to modern business dynamics where individual gains can undermine long-term relationships [6] Group 4: Management Strategies and Resilience - The dual nature of social capital in fostering both cooperation and conflict suggests that effective management should focus on creating flexible structures that can promote collaboration while managing disputes [7] - The evolution of third-party mediation mechanisms in ancient tribes parallels modern conflict resolution strategies within organizations, emphasizing the need for robust regulatory frameworks [6][7] Group 5: Insights from Ostrich Behavior - The behavior of ostriches has inspired optimization algorithms in computer science, reflecting the importance of agility and risk management in business strategies [8][10] - The adaptability of ostriches, turning their inability to fly into a strength on land, serves as a reminder for companies to focus on core competencies rather than attempting to address every weakness [9][11] - The concept of "safe failure" in organizational design is highlighted through the ostrich's behavior of retreating and retrying when faced with threats, suggesting that businesses should allow for experimentation while implementing safeguards against systemic failures [10][11]

Core Insights - The main challenge for new leaders in established organizations is to integrate into the existing culture without losing their unique perspective [3][4][11] - Understanding the internal language and unspoken rules of the organization is crucial for building emotional connections and gaining trust [4][5][11] Group 1: Cultural Integration - New leaders are expected to bring fresh ideas while also understanding the unspoken rules of the organization [3][4] - Traditional organizations often have deep-rooted cultures that can create barriers for newcomers, making it difficult to establish influence [3][4] - Observing decision-making processes, power dynamics, and interactions among colleagues is essential for understanding the organizational culture [4][5] Group 2: Building Trust and Connection - Establishing trust as an outsider can be achieved by focusing on shared goals rather than shared backgrounds [8][9] - Engaging in the organization's mission and values can help newcomers connect with colleagues on a deeper level [8][9] - Demonstrating genuine commitment to the organization's values through participation in activities can enhance credibility and trust [8][9] Group 3: Leveraging Outsider Perspective - New leaders can identify inefficiencies and opportunities that may be overlooked by long-term employees [11][14] - It is important to communicate observations respectfully and frame them as questions or hypotheses rather than direct solutions [11][12][14] - Building a culture of belonging can be facilitated by small actions that help integrate new team members into the organization [14][15]

新书揭幕环节后，潘庆中教授与李稻葵教授、张伟祥董事长展开了深度对谈，从理论建构延伸至实践落 地，让领导力的核心要素在真实商业场景中得到了生动诠释。 当全球化浪潮遭遇文化差异，当数字化变革重塑商业逻辑，当新生代员工改写职场规则，领导力的定义 正经历前所未有的重构。长期以来，中国企业在管理实践中多借鉴西方理论框架，却时常面临 "水土不 服" 的困境 —— 那些诞生于不同文化土壤、不同发展阶段的管理模型，难以精准回应中国企业在本土 化运营、跨文化协作、可持续发展中的真实挑战。 2026 年 1 月 15 日，《关键要素》新书发布会在清华大学苏世民书院达理礼堂，成功举行。这部由清华 大学苏世民书院常务副院长潘庆中教授历时 20 年完成的力作，不仅是对领导力核心逻辑的系统解构， 更标志着中国本土管理智慧从实践探索走向理论构建。清华大学苏世民书院常务副院长潘庆中、清华大 学文科资深教授李稻葵、中信出版集团副总编辑蒋永军等知名学者，以及杭州建龙钢铁董事长张伟祥等 商界领袖出席了新书发布会，围绕 "中国情境下的领导力创新""AI 时代对领导力的挑战""全球化复杂环 境下的领导力锻造"等核心议题展开深度对话，为读者们呈现了一场 ...

Core Viewpoint - Leadership is not about managing people, but about igniting their potential [1][7] Group 1: Cost - Viewing employees as costs leads to strict cost control, hindering investment in their development [3] - Treating employees as capital encourages investment in their growth, resulting in higher returns [3][4] Group 2: Marginal Utility - Managing people often results in excessive regulations that may initially boost efficiency but ultimately stifle innovation and motivation [5] - Igniting employees' potential can lead to exponential creativity and unexpected returns, aligning with the principle of increasing marginal returns [5] Group 3: Interest - Traditional management relies on authority, which can create negative sentiments among employees [6] - Igniting leadership involves understanding employees' needs and building trust, leading to genuine followership [6] Group 4: Igniting Aspects - To ignite employees, leaders should focus on three key aspects: sense of mission, sense of growth, and sense of team [8] Sense of Mission - Employees often lack motivation when they feel disconnected from the goals set by leaders [10] - Leaders should inspire employees by painting a vision that resonates with them, fostering self-driven motivation [12][14] Sense of Growth - Employees desire personal development and recognition of their progress [16] - Leaders are responsible for helping employees feel their growth, which encourages retention and collaboration [17] Sense of Team - Team spirit is built on mutual support and shared victories [18] - Leaders can foster team cohesion by establishing winning goals, creating a positive atmosphere, and maintaining a winning mindset [20][21]

Core Insights - The most effective leaders are not heroic commanders but exemplary followers who deeply listen, continuously learn, collaborate broadly, courageously question, and consistently adjust [1][3][6] Group 1: Leadership and Followership - Top leaders possess undervalued skills of excellent followers, emphasizing the importance of listening to engineers, customers, and critics rather than issuing top-down commands [3][4] - Leadership and followership are dynamic processes of co-creation rather than fixed hierarchical relationships, requiring leaders to master good followership skills even when in power [4][5] Group 2: Challenges in Leadership - Many leaders struggle with followership due to a focus on appearing smart or capable, which hinders effective listening and learning [5][6] - Leadership failures often stem from a lack of understanding that the foundation of leadership is not about controlling others but inspiring voluntary followership [5][6] Group 3: Importance of Followership - In today's complex world, leaders must rely more on emotional intelligence and the ability to connect genuinely with others, as no individual can fully grasp all answers [6][7] - Effective leaders often have experiences as excellent followers, learning how organizations operate and what is needed for success [6][7] Group 4: Core Followership Qualities - Five core followership qualities that organizations should seek in leaders include: 1. **Active Listening**: Effective followers listen to understand, not just to confirm their beliefs, which helps avoid disconnection from reality [9] 2. **Goal Orientation**: Valuable followers prioritize team or organizational benefits over personal accolades, fostering a culture of collective performance [10] 3. **Reliable Execution**: Followers are practical doers who translate strategies into tangible results, ensuring leaders understand the realities of implementation [11] 4. **Constructive Challenge**: Competent followers challenge constructively, providing valuable insights and avoiding pitfalls of unchallenged authority [12] 5. **Coachability**: Excellent followers maintain a learning mindset, seeking feedback and adapting to new challenges, which is crucial for leadership development [13]

Core Insights - The article discusses the challenges faced by managers today, highlighting a significant drop in employee engagement to a 10-year low, with nearly half of employees in a state of "quiet quitting" [1] - It emphasizes the importance of trust and interpersonal connections in leadership, as outlined in Selena Rezvani's book "Quick Leadership" [1] Group 1: Managerial Challenges - Managers are increasingly required to act as coaches, crisis communicators, and team morale boosters, amidst ongoing organizational changes and rapid technological advancements [1] - The complexity of managerial roles is expected to continue increasing, making effective leadership more critical than ever [1] Group 2: Practical Leadership Strategies - Managers should act as "buffers" to help their teams focus on important tasks by filtering out unnecessary pressures and distractions [3][4] - It is essential to eliminate chaotic meetings and ensure that team members are not burdened with irrelevant tasks [4] - Providing "firepower cover" involves setting boundaries for unexpected tasks and ensuring that team priorities are respected [5][6] Group 3: Cultivating a Healthy Work Culture - Managers play a crucial role in shaping team culture, and their work-life balance sets an example for the team [7] - Recommendations include setting clear work hours, encouraging time off, and sharing personal vacation plans to promote a healthy work environment [8][9][10] Group 4: Embracing Diversity in Decision-Making - Embracing diverse perspectives within teams can enhance creativity and decision-making quality, leading to better profitability [12] - Managers are encouraged to break out of "echo chambers" and seek varied viewpoints to foster innovation [12][13] Group 5: Empowering Team Members - Effective delegation is vital for managerial success, with studies showing that CEOs who delegate well can increase company revenue by 33% [16] - Five levels of delegation are outlined, ranging from directive to full autonomy, allowing managers to adapt their approach based on the task and team member [17] Group 6: Supporting Employee Growth - Supporting employee growth is essential for effective management, with a focus on skill development and career progression [18] - Managers should engage in discussions about employees' long-term goals from the start and create development plans that include cross-departmental projects and mentorship opportunities [19][21] - Encouraging growth, even if it leads to employees leaving the team, is seen as a success in leadership [22]

做一名管理者从未像现在这样艰难。 女经理和围坐在桌旁的团队开心击掌。图片来源：GETTY 员工敬业度已跌至10年来的最低点。近一半员工处于"在职躺平"（quiet quitting）状态。很多员工急于晋升，宁愿跳槽也不愿苦熬。而如果你是一名管理 者，那你便正处在这些问题的中心，因为团队敬业度差异中，有70%是由管理者决定的。 高管教练、作家、职场文化顾问赛琳娜·雷兹瓦尼（Selena Rezvani）在新书《快速领导力》（Quick Leadership，中文名暂译）中写道，如今做管理者，意 味着你要既是教练，又是危机公关，还是团队的气氛组，有时甚至得充当"人肉白板"——一个随时梳理思路的工具人。 当这些要求叠加在持续不断的组织变革、技术的飞速更迭以及永不停歇的新闻周期之上，管理者感到分身乏术也就不足为奇了。而且，这份工作的复杂程 度只会与日俱增。 《快速领导力》正是为当下这一时刻而写就。作者雷兹瓦尼关注的，是真正能推动团队前进的因素，即信任与人际连接。她基于自己的亲身经历和多种实 用工具指出，领导力不在于在一个个会议之间疲于奔命，也不在于把每件事都执行得万无一失，而在于善用你能掌控的部分，在不确定性中，成为 ...