戰(zhàn)略上，樂(lè)觀的領(lǐng)導(dǎo)者比悲觀主義者好不到哪里去

Happy individuals enjoy improvements in intuition, creativity and resilience. Happiness reinforces our immune function, reduces susceptibility to strokes, among other things, and even improves longevity.

快樂(lè)的人能夠獲得直覺(jué)、創(chuàng)造力和適應(yīng)力方面的改善?？鞓?lè)有諸多益處，比如可以增強(qiáng)我們的免疫功能，減少中風(fēng)風(fēng)險(xiǎn)，甚至還可以延長(zhǎng)壽命。

Positive emotions also widen the number of ways in which people react to threats and challenges. Too much negativity merely encourages us to fight or flee from danger.

積極的情緒還會(huì)拓寬人們應(yīng)對(duì)威脅和挑戰(zhàn)的方法。太多的消極情緒只會(huì)促使我們對(duì)抗或逃離危險(xiǎn)。

So it is entirely logical, even desirable, that leaders should aim to encourage this self-reinforcing attitude.

因此，領(lǐng)導(dǎo)者應(yīng)該致力于鼓勵(lì)這種自我強(qiáng)化的態(tài)度，這是完全合乎邏輯的，甚至是非?？扇〉?。

Listen to the London Stock Exchange’s chief executive David Schwimmer on the prospects for his group’s $27bn high-stakes takeover of Refinitiv, the data provider:

聽(tīng)聽(tīng)倫敦證券交易所(LSE)首席執(zhí)行官大衛(wèi)•施維默(David Schwimmer)對(duì)該集團(tuán)以270億美元大手筆收購(gòu)數(shù)據(jù)提供商路孚特(Refinitiv)的前景是怎么說(shuō)的：

“We feel that this is a very strong combination that we feel very good about strategically, we feel very good about the leverage and our ability to pay it down. We feel good about integration and we feel very good about the combined team.” It is fair to say he feels good and wants everyone around him to feel good.

“我們認(rèn)為這是一個(gè)非常強(qiáng)大的組合，我們?cè)趹?zhàn)略上感覺(jué)非常好，我們對(duì)使用的杠桿和償還它們的能力感覺(jué)非常好。我們對(duì)整合感覺(jué)很好，我們對(duì)合并后的團(tuán)隊(duì)感覺(jué)非常好。”可以這么說(shuō)，他感覺(jué)很好并希望身邊的每個(gè)人都感覺(jué)良好。

In business, the influence of psychologist Carol Dweck’s concept of the “growth mindset” — openness to learning and trying new approaches — is spreading. It has been key to Satya Nadella’s plan to change Microsoft’s culture. When he stepped in as chief executive of Volkswagen, mired in the “Dieselgate” scandal, Matthias Müller talked of the need to change the carmaker’s mindset and adopt “the right attitude and mentality”.

在商業(yè)領(lǐng)域，心理學(xué)家卡羅爾•德韋克(Carol Dweck)提出的“成長(zhǎng)思維”(對(duì)學(xué)習(xí)和嘗試新方法持開(kāi)放態(tài)度)的影響正在擴(kuò)大。它是薩提亞•納德拉(Satya Nadella)改變微軟(Microsoft)文化的計(jì)劃的關(guān)鍵。當(dāng)馬提亞斯•穆勒(Matthias Müller)成為陷入“柴油門(mén)”丑聞的大眾汽車(chē)(Volkswagen)的首席執(zhí)行官時(shí)，他談到了改變大眾思維方式并采取“正確態(tài)度和心態(tài)”的必要性。

Both CEOs recognise relentless positivity alone will not achieve results, though.

然而，兩位首席執(zhí)行官都承認(rèn)，單憑積極態(tài)度是辦不成事的。

Prof Dweck herself has criticised the common misconception that just by assuming a growth mindset, “good things will happen”.

德韋克教授本人批評(píng)了一種常見(jiàn)的誤解，即只要采取成長(zhǎng)思維，“好事就會(huì)發(fā)生”。

Leaders who set a strategic goal, without rooting it in reality, or laying out the steps to execute the strategy, set followers up for disappointment, cynicism and chaos. Boosterism risks being exposed as mere blusterism.

領(lǐng)導(dǎo)者如果沒(méi)有根據(jù)實(shí)際情況制定戰(zhàn)略目標(biāo)，或者沒(méi)有制定執(zhí)行戰(zhàn)略的步驟，都會(huì)讓追隨者失望、產(chǎn)生懷疑和混亂。推動(dòng)主義有可能變成吹牛主義。

Before leaders take to the battlements to rally their troops with positive messages, they must understand their own abilities. Adam Grant of Wharton business school points out that “whether people succeed is not a matter of thinking positively or negatively, but rather whether they choose the strategies that match their thinking styles”. A defensive pessimist will look foolish and unconvincing making a tub-thumpingly upbeat speech to the Boosters’ Club.

在領(lǐng)導(dǎo)人以積極口號(hào)集結(jié)人手參加戰(zhàn)斗之前，他們必須了解自己的能力。沃頓商學(xué)院(Wharton)的亞當(dāng)•格蘭特(Adam Grant)指出，“人們是否成功不是積極思維或消極思維的問(wèn)題，而是他們是否選擇了與其思維方式相匹配的策略”。一個(gè)防御性的悲觀主義者向推動(dòng)者俱樂(lè)部發(fā)表慷慨激昂的樂(lè)觀演講，這會(huì)顯得很蠢而且難以令人信服。

Leaders who are strategic optimists actually perform no better than pessimists, who are able to turn anxiety into action. What is needed is a mix of both. “We do not wish to knock the booster,” Sinclair Lewis wrote, “but we certainly do wish to boost the knocker.”

戰(zhàn)略上樂(lè)觀的領(lǐng)導(dǎo)者實(shí)際上比悲觀主義者好不到哪里去，后者能夠?qū)⒔箲]轉(zhuǎn)化為行動(dòng)。需要的是兩者的結(jié)合。辛克萊•劉易斯寫(xiě)道：“我們不希望打擊推動(dòng)者，但我們當(dāng)然希望推動(dòng)消極者。”

Studies back him up. Too much positivity can be bad for you. In fact, there’s an ideal ratio for human flourishing of about three to one, between positive emotions — amusement, hope, joy and so on — and negative ones. Three cheers, then, for positive thinking — and one carefully modulated catcall.

研究支持了他的觀點(diǎn)。太多積極思維可能不是什么好事。事實(shí)上，人類(lèi)要蓬勃發(fā)展，樂(lè)趣、希望和喜悅等積極情緒和消極情緒之間的理想比例大約是三比一。所以，請(qǐng)為積極思維歡呼三聲——再加上一聲謹(jǐn)慎的噓聲。