价值传递型领导者的8大特质

This post is in partnership with Entrepreneur. The article below was originally published at Entrepreneur.com.

本文与《创业者》杂志（Entrepreneur）合作。下文最初发表于Entrepreneur.com。

Leadership is a means to create value for others through self-expression. How a leader shows up is everything as it sets the tone for others to either emulate or evade.

领导力就是通过自我表现为其他人创造价值的方法。一位领导者的表现至关重要，因为这将决定其他人会上行下效，还是对你敬而远之。

Making the jump from manager to director to leader is never a clear-cut process. The position itself changes but the “how to lead” skills are never made clear, so what happens is newly-appointed leaders apply yesterday’s management tactics to today’s leadership demands, and the two don’t play nicely.

从管理者到董事再到领导者，这绝非一个明确的过程。职位本身会变化，但关于“如何领导”这个问题却从未有过确切的答案。所以，经常有新上任的领导者，将昨天的管理策略用于满足今天的领导力需求。但两者不可混为一谈。

Before assuming your next leadership role, run through the following checklist to ensure you’re on the right track to deliver value every day:

在接受下一个领导职位之前，仔细浏览下面的清单，确保自己通过正确的方式每天传递价值：

1. Be positive, but not illusory.

1. 要积极正面，不要给人错觉

Complaints go up the chain of command, not down. Whining or complaining about strategic issues in front of direct reports only undermines the other leaders in your circle and erodes any trust those subordinates had of them. It also makes your people question what you say about them in their absence.

在行政管理系统中，抱怨会自下向上传播，而不是自上向下。在直接下属面前抱怨战略问题，只会损害你圈子里的其他领导者，并且破坏这些下属对他们的信任。此外，这也会让你的人怀疑你在背后会如何评论他们。

2. Be confident, but not arrogant.

2. 要自信，不要自大

There’s a fine line between confidence and arrogance. Confidence comes from certainty and self-assurance of one’s abilities, whereas arrogance embellishes a person’s self-worth by disparaging others.

自信与自大有明显的界限。自信来源于对自身能力的确定和自我肯定，而自大则是通过贬低他人来美化一个人的自我价值。

A four-year study on arrogance of various industry leaders by the Society for Industrial and Organizational Psychology revealed that arrogant employees actually performed worse in their jobs, mainly due to low self-esteem and low intelligence, because they used arrogant behavior to “mask inadequacies.”

工业与组织心理学协会（Society for Industrial and Organizational Psychology）对不同行业领导者的自大进行了长达四年的研究。研究显示，自大者在工作中的表现实际上更差，主要是由于他们缺乏自尊和智商偏低，他们在利用自大的行为来“掩盖自己的不足。”

Bottom line: Don’t be “that guy” (or gal) that others roll their eyes and shake their heads at. Confidence speaks for itself, as does arrogance. How do you want to be spoken of?

结论：不要成为令其他人翻白眼和摇头的“那个人”。自信是不言自明的，自大同样如此。你希望自己是什么样的呢？

3. Be quiet, but not “loud.”

3. 要安静，不要吵闹。

Contrary to popular belief, leaders don’t exist to have all the right answers. Instead, they are there to create an environment where decision-making takes place at every level in the company, save only the strategic decisions a president or CEO can make.

与普遍的观点相反，领导者之所以存在，并非因为他们拥有所有正确答案。相反，他们的作用在于创造一种环境，在这种环境下，除了总裁或CEO负责的战略决策外，其他决策过程在公司各个级别进行。

4. Be early, but never late.

4. 要提早，不要迟到。

Or, at the very least, be on time. Arriving late to a meeting connotes one of two things: a lack of discipline or decisiveness in ending your previous meeting, or a lack of interest. Pick your poison.

至少要做到准时。开会迟到会带给人三种暗示：缺乏自律，缺乏结束前一个会议的决断力，或是对本次会议不感兴趣。你希望其他人怎么想？

5. Be random, but not predictable.

5. 要随机行事，不要事事都被他人预见

Take a different route through the halls, stop by a new employee’s desk every morning to chit-chat, wear an outlandish tie every day, or declare Tuxedo T-shirt Tuesdays. You get the idea. The point is that surprises keep people interested and morale high, not to mention breed a culture of creativity where it’s OK to try new things and use failure as a learning tool.

按照不同的路线穿过办公区，每天早晨在新员工办公桌前驻步，与其闲聊，每天戴风格奇特的领带，或宣布每周二为小礼服加T恤衫日。你有任何想法都可以付诸实施。这样做的意义在于，这种意外会使员工感兴趣，保持高昂的士气，更不用说培养一种创意文化，即所有人都可以尝试新事物，将失败作为学习工具。

6. Be candid, but not rude.

6. 要坦率，不要粗鲁。

From a leadership perspective, one thing should always be clear: where you stand with your employees. If people claim that unexpected changes always arise, then you, as a leader, are not doing an effective job in openly communicating your intent, goals and guidance.

从领导者的角度来看，必须始终明确一点：你在什么情况下应该与员工保持一致。如果人们声称总是出现意外的变化，这说明作为领导者，你并没有有效地以开放的态度传达自己的意图、目标和指导。

7. Be trusting, but not gullible.

7. 要信任，但不轻信

It has been said that the best way to build trust is to extend it, which is fine as long as the other person is ready to receive. A willingness to trust can be just as valuable as trust itself.

有人认为，建立信任最好的方式，就是相信他人，如果其他人愿意接受这种信任，这确实是一种不错的方式。愿意相信他人的态度，与信任本身一样宝贵。

However, realize that as a leader, everybody wants a piece of your time and not always with the best intentions. Some people just like to be “seen” with the leader. Others think their initiatives are the only ones that matter. Certainly give people a chance, but don’t misconstrue the perception of trust with being trustworthy.

但作为领导者，你需要知道，每个人都想占用你一些时间，却并非所有人都抱有最好的目的。有些人只是希望能被其他人“看到”自己与领导者在一起。有些人认为他们的计划才是最重要的。当然应该给其他人一个机会，但不能将信任感与值得信赖混为一谈。

8. Be thankful. Always.

8. 永远保持一颗感恩的心。

The good news about leadership is that it’s not determined by position, tenure, status or good looks. Rather, it is an actionable behavior personified through personal choice — a choice that enables rather than disables.

好消息是，领导力并非由职位、人气、地位或外貌决定。相反，这是一种通过个人选择表现出来的可操作行为——这种选择能够使一个人具备领导能力，而不会削弱这种能力。

Make your choices count.

做出有意义的选择吧