实话实说：车界老兵点评六大CEO

李•艾柯卡

1989年至1992年任克莱斯勒CEO

    卢茨说：“他是个行动派，会激励人，他的确是美国工业史上最有实力、最有魅力和最成功的领导者之一。”

卢茨的打分：305

    我的就职会议是在李•艾柯卡的办公室里召开的，当时他的表现从很多方面看都是很典型的。他感情充沛，热情扬溢，表达意见很坚定，给人的感觉就是他说的都是真理，不能被质疑。我当时想，我该告诉他坏消息吗？我是否应该给他一份他没有要求过的市场调查？但是这样会疏远我和新老板的关系。他显然不喜欢我自作聪明的态度。他虽然没有很多实际操作，但是他不喜欢一个下属告诉他：你错了。我发现很难理解一个觉得自己受到了下属威胁的领导。不过李•艾柯卡也有鲜为人知的一面，那就是他虽然在台面上威风凛凛，但在台下却有脆弱和缺乏安全感的一面。

    我当时不是李•艾柯卡的继任者。虽然董事会的很多成员认为应该是我接班，但是李•艾柯卡却坚决反对。我太自信，太冲动，太不可预测，太不老练，太情绪化，而且经常喜欢在错误的时间说错误的事情。简而言之，我太像李•艾柯卡了！他自己甚至颁布了一个简称“ABL”的接班人计划，意思就是：“谁上都行，就是卢茨不行！”

    当他活力充沛的时候，当出现危机的时候，当他觉得有使命感的时候，他会表现出最好的一面。你只能仰慕他的专注，他轻松地在公司面前说出每个问题，然后带头行动。他的能量、乐观和热情是具有传染性的。仅凭他的个性和辩论技巧，他就能让人相信明显是不可能的事或是错误的事。虽然有些善变、爱前后矛盾、喜欢抬杠、有点不安全感，而且喜欢故做姿态和吓唬人，但是他仍然是一个成功领导的化身。

Lee Iacocca

CEO Chrysler 1989-92

    Lutz says: "Action-oriented, motivational, focused, he was surely one of the most powerful, charismatic, and successful leaders in American industrial history."

Lutz grade: 305

    In my inaugural meeting in Lee's office, his performance was, in many ways, typical. He was effusive, enthusiastic, expressing his opinions with a firmness that left no doubt in the listener's mind that these were facts that could not be questioned. I wondered: Should I tell him bad news? Would I alienate my new CEO by giving him market research he didn't ask for? He clearly didn't like my smart-ass attitude, and, not having much practice, didn't like an underling telling him he was wrong. It's strange. I find it hard to comprehend a leader who feels threatened by subordinates. But one of the little-known aspects about Lee Iacocca is that beneath the commanding stage presence, there was a side that was vulnerable and insecure.

    I was not to be Iacocca's successor. Many on the board thought I should be, but Lee fought it vehemently. I was too ambitious, volatile, unpredictable, undiplomatic, emotional, and way too prone to saying the wrong thing at the wrong time. In short, I was too similar to Iacocca! He instituted what he called his "ABL" succession program: Anybody But Lutz.

    Iacocca was at his finest when energized, when there was a crisis, when he had a sense of mission. You couldn't help but admire his focus, the ease with which he rattled off every problem and initiative in front of the company. His energy, optimism, and enthusiasm were infectious: He was able, by the power of his personality and his debating skill, to make one believe things that were manifestly impossible or untrue. Mercurial, inconsistent, controversial, a little insecure, given to posturing and bluster, Iacocca nevertheless was the incarnation of the successful leader.