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Bartleby Embracing the suck

机译：巴特比拥抱吸吮

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WHEN THINGS are going well, it is pretty easy being a business leader. The economy is booming, orders are rolling in and there are no tricky decisions to make about staff or budgets. It is still possible to screw things up, but a rising tide tends to lift all yachts. It is in a crisis that corporate helmsmen show their mettle. Employees will be uncertain and will look to the leader for direction. Sometimes, as with the covid-19 pandemic, the problem will be something few bosses can reasonably have anticipated. Now they are expected to chart a steady course in days. In the political arena the obvious examples of successful crisis leadership are Franklin Roosevelt and Winston Churchill. Both were somewhat erratic decision-makers. But they made up for it by being excellent communicators. Their styles diverged, but the public had little difficulty in understanding their core message. Roosevelt made clear that he was willing to try any combination of new ideas in an attempt to end the depression; Churchill was unambiguous about the need for Britain to resist Nazi Germany, whatever the cost.
机译：当事情进展顺利时，成为一名商业领袖很容易。经济蓬勃发展，订单滚滚而来，关于员工或预算，没有棘手的决定。仍然有可能将事情搞砸，但涨潮往往会抬高所有游艇。在危机中，企业掌舵人展现了自己的勇气。员工将不确定，并会向领导寻求指导。有时，就像covid-19大流行一样，这个问题将是少数老板可以合理预料到的。现在，他们有望在几天之内制定出稳定的路线。在政治领域，成功领导危机的明显例子是富兰克林·罗斯福和温斯顿·丘吉尔。两者都是有些古怪的决策者。但是他们通过成为优秀的传播者来弥补这一点。他们的风格各不相同，但公众在理解他们的核心信息方面毫不困难。罗斯福明确表示，他愿意尝试各种新想法的组合，以期结束萧条。丘吉尔（Churchill）明确要求英国抵抗纳粹德国，无论付出多少代价。

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    《The economist》 |2020年第9186期|60-60|共1页
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