德鲁克 | 专业管理者的7条黄金律

作者|德鲁克 来源|12个德鲁客(ID：peterdrucker12)

至军说

斯隆先生被誉为20世纪上半叶最伟大的CEO，是第一代职业经理人，也是典范中的典范。

德鲁克以斯隆为标杆，总结了专业管理者的7条实践原则。对于每一个追求卓越的专业管理者来说，这7条行为原则堪称黄金律。

Professional Manager通常的译法不是专业管理者，是职业经理人。仔细参照德鲁克的提炼，会发现这个已经流行得没人思考其真正含义的五个字，其实是沉甸甸的。

0.

首先，管理是一种职业，经理人是——或者应该是——职业化的。在今天这可能听起来很老套。但坦率地说，虽然现在大多数经理人都这么宣扬，但真正身体力行的不多。

The first is that management is a profession and that the manager is -- or should be -- a professional. This may sound trite in nowadays. But frankly, while most managers by now preach it, not too many yet practice it.

1.

就像医生或律师一样，职业经理人也有一个“客户”：企业。他必须将自己的利益置于客户的利益之下。对客户负责任，是“职业化”的特征。

Like a physician or a lawyer, the professional manager has a ''client'': the enterprise. He is bound to subordinate his own interests to those of the client. It is duty to the client that characterizes the ''professional''. 

2.

经理人做决策的时候，依靠的不是观点，也不是自己的喜好。他们通过事实的力量而不是通过个性的力量来管理。“床边礼仪，”我曾经听到斯隆在对通用汽车经理人的演讲中说，“不能代替正确的诊断。”

Managers do not make decisions by opinions nor according to their preferences. They manage through the force of facts and not through the force of personality. ''Bedside manners,'' I once heard Sloan say in a speech to GM managers, ''are no substitute for the right diagnosis.''

3.

职业经理人的工作不是去喜欢人，不是去改变人，而是要让他们在工作中发挥优势。无论你对一个人或其工作方式是否满意，绩效表现才是唯一重要的事情。而且，绩效表现是职业经理人唯一被允许关注的事情。

研究期间，我发现管理通用汽车最赚钱部门（雪佛兰和凯迪拉克）的两个人截然不同。我曾经对斯隆说，自己极少见到人与人之间的差别有比他们俩更大的。“你大错特错了，”他说。“这两个人非常相似——他们都业绩非凡。”

The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work. And whether one approves of people or of the way they do their work, their performance is the only thing that counts, and indeed is the only thing that the professional manager is permitted to pay attention to.

I once said to Sloan that I had rarely seen more different people than the two men who during my study had run the most profitable divisions of GM, Chevrolet and Cadillac. ''You are quite mistaken,'' he said. ''These two men were very much alike -- both performed.''

4.

但是，“绩效表现”不仅仅指“财务指标”。它还包括（为下属）树立榜样、成为导师。这需要正直的品行。

But ''performance'' is more than the ''bottom line.'' It is also setting an example and being a mentor. And this requires integrity.

5.

意见分歧甚至冲突，是必要的。实际上是求之不得的。没有异议和冲突，就没有理解。没有理解，就只有错误的决策。

对我来说，斯隆著作（《我在通用汽车的岁月》）中最吸引人的部分是那些备忘录。他在备忘录中首先引出不同意见，然后将不同意见综合成一种理解；最后，转化为共识和承诺。

Dissent, even conflict, is necessary, indeed desirable. Without dissent and conflict there is no understanding. And without understanding, there are only wrong decisions.

To me the most fascinating parts of Sloan's book are the memoranda in which he first elicits dissent and then synthesizes dissenting views into an understanding, and in the end, into consensus and commitment.

6.

领导力不是超凡魅力，不是公共关系，不是表演技巧。它是绩效表现，是始终如一的行为，是值得信赖。

Sloan implies that leadership is not charisma, not public relations, not showmanship. It is performance, consistent behavior, trustworthiness.

7.

最后——也许是最重要的一课——职业经理人是仆人。头衔并没有赋予特权或权力。它规定了责任。

Finally -- and perhaps the most important lesson -- the professional manager is a servant. Rank does not confer privilege or give power. It imposes responsibility.

编者按：本文转载自微信公众号：12个德鲁客(ID：peterdrucker12)，作者：德鲁克，翻译：康至军