世界500強CEO訪談 第56期:百思買集團布菜恩鄧恩 領(lǐng)導(dǎo)意味著更多責(zé)任(1)
當(dāng)領(lǐng)導(dǎo)對我來說意味著更多的責(zé)任
Reporter: Tell me about some of the leadership lessons you’ve learned.
記者：請跟我們說一下，您所學(xué)到的有關(guān)領(lǐng)導(dǎo)方面的內(nèi)容。
Dunn: I didn’t realize it at the time, but the first deep leadership lesson I learned was when I was 14 years old and working in a grocery store. The manager at the time, a gentleman named Ken, came up to me and said, “What do you think about this process we’re using here in the front end to tell people to pick up their groceries?” A seemingly simple challenge, and I gave him some sort of innocuous, nonspecific answer-sort of, “Everything’s fine." And he pulled me aside and he said, “Now listen, I asked you about this ‘cause I really care what you think. You’re doing this every single day and I want to know what you think about it."I know it seems simple, but just that notion of learning from people who are actually doing the work, and the encouragement he gave me to tell him exactly what I thought really stayed with me, and it was a recurring thing throughout the time I worked for him.
鄧恩：在那時我并沒有意識到，但是我第一次學(xué)習(xí)到深入的有關(guān)領(lǐng)導(dǎo)方面的東西，是14歲在一家雜貨店工作的時候。雜貨店的經(jīng)理是一位叫肯的紳士，他有一天走過來跟我說："你對于我們現(xiàn)在幫助顧客挑選商品的做法有什么看法呢?"那看起來是一個很簡單的任務(wù)，然后我給出了他一些不會招致反對的、 不特定的答案，就像是我們所做的一切都是很好這樣的說法。然后他把我拉到一邊，跟我說："聽著，我問你這個問題是因為我真的關(guān)心你對此的想法，你每天都在做這個工作，所以我想知道你的意見是怎樣的。"我知道這看似很簡單，但是要向真正做那份工作的人們了解情況，而且他鼓勵我對他說出我內(nèi)心真實的想法，這些都深深的烙印在我的心中。而且在我為他工作的時候，這種情況也時有發(fā)生。
Reporter: What else?
記者：還有別的嗎?
Dunn: Be really careful about what you believe about yourself. You’re never as good as they say or as bad as they say. When I was made CEO on June 24，I didn’t wake up that morning smarter. I didn’t wake up with a massive IQ expansion. I did wake up with a new responsibility. Another piece that I think is really, really important is you have to be curious. I describe it as active learning. And one of the things I do is set out across our enterprise and look for ideas，people doing things in ways that are different, doing things that are important for our future. And it’s not just inside our enterprise; it’s outside the enterprise, as well. One of the things that became pretty clear to me, in my last role as president and chief operating officer at Best Buy, is that people don’t line up outside my door to tell me how they’ve screwed something up. You know, you sort of get the “Yep，everything’s going terrific and it’s A— OK” So it’s really important to me to get out where the customer experiencesthe brand, and that means I surf our Web pages. It means I call our call center. It means I visit our stores and talk to our associates about what's working, what’s not.
鄧恩：不要想當(dāng)然地認為自己很了解自己。一個人永遠不會像別人說的那么好，也不會像別人說的那么壞。我6月24日被任命為首席執(zhí)行官的時候，那天我并沒有比以往更聰明一些或是擁有更高的智商，我多的只是一份新的責(zé)任。我想到的另外一點非常重要的就是，一個人要樂于求知，我稱之為 "主動學(xué)習(xí)"。我所做的事情之一就是，在公司范圍內(nèi)尋求新的發(fā)展想法，因為人們的工作方式都是不一樣的，但是大家做的都是有益于公司未來的事情。這不僅僅是在公司內(nèi)部，對于公司外部來說也是這樣的。當(dāng)我在百思買擔(dān)任主席和首席運營官一職的時候，我清楚了一件事情，那就是人們不再在我的辦公室門前排著隊來告訴我說，他們是怎樣把事情搞糟了。你知道，這就會讓人覺得"我們的公司運營得很好，每一件事都很好。”所以對我來說，能夠了解到顧客對于我們產(chǎn)品的看法是很重要的，這就意味著我得查看網(wǎng)頁，給我們的電話中心打電話，還有去商店與我們的同事一起討論什么事情我們做得很好，而什么不好。
Reporter: How would you say your leadership style has evolved over time?
記者：隨著時間的流逝，您的領(lǐng)導(dǎo)風(fēng)格發(fā)生了怎樣的變化呢?
Dunn: I’ll give you a very personal story about this. My wife just had her seven-year anniversary, all clear, from breast cancer. We had a big scare seven years ago. And in that moment,you get this gift of utter clarity-that the most important thing in the whole world was making sure my wife and my three children got through this.
鄧恩：關(guān)于這個問題，我給你講一個我個人的故事。我妻子得乳腺癌，已經(jīng)7年了，7年前我們對于這個感到非常害怕。那時候你會明白，世界上最重要的事情就是讓我的妻子和3個孩子能夠渡過這個困難的時期。
