从流浪女到女将军：埃森哲高管的涅槃之路

    去年的退伍军人节，我站在埃森哲的讲台上，讲述了我少年时的离家出走到放弃学业，从通过打工自给自足到参军，在军队中接受教育的经历。我还分享了关于领导力的真谛：在许多成功领导者光鲜的背后，是无数个辛酸的不眠之夜，是在逆境中重生。

    在阿富汗，以及在回到美国之后，我曾经无数次思考过我学到的东西和我的成功之路。以下是我总结的有关领导力的三条经验：

    重视多样性。在阿富汗，我们与来自60个国家的人配合，懂得了不同背景的人相互协作的价值。我们在那里是要为阿富汗人民寻找解决方案，但我们首先必须将文化差异放在一边，理解彼此的观点。我认为，多样性能造就更出色的团队、更优秀的董事会和更伟大的公司。在阿富汗的每一天、甚至每一分钟都在验证着这种观点。

    始终保持真实。这群人有着不同的背景，来自不同的时区和文化，但却通过合作取得了巨大的成就，所以我一直很好奇这背后的原因。它跟时间线或计划方案无关；即使那些失败的团队也一样有时间线或计划方案。身为美国人，我知道，在其他国家人的眼里，我们可能不友好，也不理解他们的文化，所以我有意识地避免陷入当地那种凄凉的氛围，或是工作的压力。我每天都尽量出现在工作现场，保持真诚、宽容和热情。人们告诉我他们对此非常感激，于是我意识到亲临现场的力量和真实的重要性。成功不仅仅在于你做到了什么，你完成的交易，你管理的利润和亏损。成功在于你是否真实。

    指导其他人。我曾指导过中层和高层管理者，但现在，我更关注处在初级岗位的埃森哲年轻员工，因为他们能够带来变革的力量。目前，我在为大约30名非洲裔和西班牙裔分析师提供指导。其中有些人为自己感到沮丧，因为在大学毕业后的一到两年，他们一直没能获得更大的成就。我告诉他们，领导力并不是他们在管理书籍中所读到的那样。领导力是改变的力量。看到他们解决问题的方式，以及通过新的更好的方式找出解决方案，我感到非常欣慰。

    我很高兴与我交流过的大多数人并没有经历我所经历过的糟糕生活。但同样令我高兴的是，我可以借助自身与众不同的生活体验，向他们传授领导力的真谛。处在那样的生活里，没有什么是理所当然的，只能从逆境中获得重生。（财富中文网）

    译者：刘进龙/汪皓  

    Last Veteran's Day, I stood on an Accenture stage and told my story, from running away as a teen to quitting school, to working and supporting myself, to joining the military and getting my education there. I also told the truth about leadership: The back story of many successful leaders is heartbreak, sleepless nights, and overcoming adversity.

    In Afghanistan and now back in the U.S., I've given a lot of thought about what I learned and paths to success. Here are three of my leadership lessons:

    Value Diversity. In Afghanistan we worked with people from 60 countries and learned the value of diverse individuals collaborating. We were all there to roll out solutions for the Afghan people, but we had to understand each other's perspectives first and then put aside cultural differences. I've read that diversity makes for better teams, better boards, better companies. In Afghanistan, I saw this every minute of every day.

    Always be authentic. This group of people from incredibly different backgrounds, time zones and cultures made quite a bit of progress together, and I wondered what enabled us. It was not the timelines or the work plans; even groups that fail have those. As an American, I was aware that we can be seen as unfriendly and not understanding of other cultures, so I was very conscious to never get caught up in the dreariness of the place or the pressure of the job. I set out to be present and genuine, kind and cordial everyday. People told me they appreciated that, and I realized the power of presence and the importance of authenticity. Success is not just what you get done, the deals you close, the P&L you manage. It is your authenticity.

    Mentor others. I used to mentor mid- to senior-level people, but now I focus on young people in Accenture's junior ranks because that's where transformation happens. Right now I'm mentoring about 30 African-American and Hispanic analysts. Some of them get down on themselves for not being more successful in the first year or two after college. I tell them that leadership is not necessarily what you read in a management book. Leadership is the ability to change. As I see them adapting the ways they approach problems and working to find solutions in new and better ways, I'm encouraged.

    Most of the people I speak to haven't seen what I've seen, and I'm glad. But I'm also glad I can bring them leadership lessons from a different life where nothing is taken for granted and value really does come from adversity.