布拉特如何将国际足联变成了一个“法外之地”？

    恐怕没有多少领导者能够像塞普•布拉特这样，让我们如此深入地了解权力的有害影响。例如，在被问到如何提高人们对女子足球的兴趣时，布拉特回答说，女足运动员们应该穿“更紧身的短裤”。而在纳尔逊•曼德拉去世一天之后为其举办的一分钟默哀期间，默哀刚刚开始11秒，布拉特便开始讲话。这些都是布拉特丧失抑制性行为的表现。

    国际足联也是如此。脱抑制心理使国际足联的高官可以心安理得地迫使其他国家放弃原则，颁布有利于国际足联的法律。例如，国际足联逼迫巴西取消在足球场馆的禁酒令，国际足联秘书长杰罗姆•瓦尔克曾直言不讳地说：“恕我直言，这一点没有商量余地。”在南非，国际足联甚至直接绕过南非的法律体系，成立了独立的法庭。

    当我们感觉强大时，我们就会认为自己享有权利。我们感觉正常的规则已经不再适用。我们感觉做任何事情都不会被发现。过去十多年间，人们对布拉特提出了各种指控。事实上，在2002年，曾有11名执行委员会成员指责布拉特财务管理不善！但布拉特并未被打倒，他公开表达了他所向无敌的感觉：“我相信上帝。我也相信自己。”拜国际足联拥有的权力所赐，它的高官们同样认为自己是无敌的。在被问到是否将因丑闻而辞职时，瓦尔克直接否定了这种推测：“我的行为无可指摘。”

    布拉特掌握的权力使他能够做成许多有利于足球发展的事情。但权力也导致他恣意妄为。由于他的人气和给国际足联带来的权力，多年来，他从未因自己的行为被追究责任。但当美国司法部公布起诉书之后，这一切都将改变。虽然这是一个漫长的过程，但布拉特挥舞权力的方式，终于让他的统治戛然而止。（财富中文网）

    本文作者Maurice Schweitzer为宾夕法尼亚大学沃顿商学院运营与信息管理Cecilia Yen Koo教席教授。Adam Galinsky为哥伦比亚大学哥伦比亚商学院商学Vikram S. Pandit教席教授。两人合著有《朋友与敌人：何时合作，何时竞争，如何共赢》一书。

    译者：刘进龙/汪皓

    审校：任文科

    Few leaders offer deeper insight into the harmful effects of power than Sepp Blatter. For example, when asked about what might increase interest in women’s soccer, Blatter replied that female soccer players ought to wear “tighter shorts.” And during a minute of silence held for Nelson Mandela who had died just the day before, Blatter started speaking after 11 seconds. In these, and other cases, Blatter acted without inhibition.

    And the same is true for FIFA. The sense of disinhibition led FIFA executives to feel comfortable forcing other countries to abandon their principles and enact laws favoring the Federation. For example, FIFA forced Brazil to undo its ban on the sale of alcohol in football arenas, as FIFA secretary general Jérôme Valcke bluntly said: “Excuse me if I sound a bit arrogant, but that’s something we won’t negotiate.” In South Africa, FIFA set up their own independent courts that bypassed the legal system of the country.

    When we feel powerful, we feel entitled. We feel as if the normal rules don’t apply to us. And we feel that we will never get caught. In Blatter’s case, people have leveled accusations against him for over a decade. In fact, 11 executive committee members accused him of financial mismanagement in 2002! But Blatter was undeterred and openly declared his feeling of invincibility, “I believe in God. And I believe in me.” And because of FIFA’s power, its executives felt invincible too. When asked if he would consider vacating his post in the wake of the scandal, Valcke summarily rejected the presumption: “I’m beyond reproach.”

    The power Blatter held enabled him to accomplish great things for football. But it also caused him to act recklessly. Because of his popularity and the power invested in FIFA, for years he was not held accountable for his actions. All of this changed when the US Justice Department unleashed its indictments. It took a long time, but it is how Blatter used his power that finally ended his reign.

    Maurice Schweitzer is the Cecilia Yen Koo Professor of Operations and Information Management at the Wharton School at the University of Pennsylvania. Adam Galinsky is the Vikram S. Pandit Professor of Business at the Columbia Business School at Columbia University. Both are authors of the book, Friend & Foe: When to Cooperate, When to Compete, and How to Succeed at Both.