A signature trait of the most likable leaders -- a trait that leads to uncommon loyalty in employees as well as business results -- is one that's extremely hard to pull off: humility.
最受歡迎的領(lǐng)導者的一個特質(zhì)——既能引發(fā)員工不常見的忠誠度，還能帶來良好的商業(yè)效益——那是極難去培養(yǎng)的：謙遜。

But fair warning: If you're in charge of people, and you think you've arrived at the top of the humility mountain, I question your honesty. Here's what I mean.
不過公正的警告：如果你是負責管理人的，你認為自己已經(jīng)到達謙遜之峰的頂端了，我就會質(zhì)疑你的誠信度。下面說說我的想法。

Cheryl Bachelder, former CEO at Popeyes Louisiana Kitchen and author of Dare to Serve, created a high performing culture during her tenure that included the daily practice and valuing of humility. But she was quick to admit, "We value it because if we said we were humble, we'd be lying on a daily basis."
謝麗爾·巴謝德是“派派思路易斯安娜廚房”的前任行政總裁，也是《敢于服務》的作者，她在任期內(nèi)創(chuàng)造了一項出色的績效文化：包括日常訓練以及謙遜度的考核。但是她很快就承認：“我們之所以重視它，是因為如果我們聲稱我們很謙遜，我們只是每天在撒謊而已?！?/div>

Calling yourself "humble" is something you cannot do, because the very admission of it exposes you as potentially cocky.
聲稱自己“謙遜”是你無法做出的事情，因為這種特別的認可暴露了你潛在的自大狂妄。

Yet for leaders courageous enough to take the journey toward humility, the long-term benefits are plainly evident in the way followers respond.
然而對于具備足夠勇氣去鍛煉謙遜度的領(lǐng)導者們，謙遜的長期好處是追隨者們都認為是顯而易見的。

The Essence of a Humble Leader
一名謙遜的領(lǐng)導者的本質(zhì)

When prolific consultant, author, and lecturer Jim Collins wrote about top leaders in his seminal book Good to Great, he said that they have mastered the paradoxical balance of personal humility and fierce resolve. Collins determined from his extensive research that these respected leaders direct their ego away from themselves to the larger goal of leading their company to greatness.
當多產(chǎn)的顧問，作者以及講師吉姆·柯林斯撰寫他的重要著作《從優(yōu)秀到卓著》時，他表示他們已經(jīng)掌握了個人謙虛與好斗決心之間的矛盾性平衡?？铝炙箯乃膹V泛研究中確定，這些受尊敬的領(lǐng)導者們把專注力從個人自尊轉(zhuǎn)移到引領(lǐng)公司實現(xiàn)更大的目標上。

In essence, humble leaders achieve greatness without arrogance. They shift from ego to humility which can drastically alter the outcome to their advantage.
本質(zhì)上來說，獲得卓越成就的謙遜領(lǐng)導者們都不是狂妄自大的。他們從注重自尊心轉(zhuǎn)移到能夠大大轉(zhuǎn)變到有好處的結(jié)果的謙遜態(tài)度上。

Here are three ways they exercise their influence through humility.
下面是三個能夠通過謙遜度鍛煉個人影響力的方法。

1. Humble leaders don't take the credit.
1. 謙遜的領(lǐng)導者不搶功勞。

Leaders who deflect the limelight away from them and allow their followers to be in the limelight gain respect at an alarming rate. There is something very liberating for employees when they receive credit.
主動走出光芒之地，把光芒讓給追隨者們的領(lǐng)導者會以飛快的速度受到他人的尊敬。這是員工們受表揚的時候非常解氣的行為。

Bachelder and her team once concluded that too many leaders hunger for the spotlight, too many leaders want to stay in the spotlight, and too many leaders forget to shine the spotlight on others.
巴謝德和她的團隊曾經(jīng)總結(jié)出，有太多的領(lǐng)導者急切想要獲得光芒，有太多領(lǐng)導者想要逗留在光芒的照耀下，也有太多領(lǐng)導者忘記了給別人投射光芒。

She said, "What if we turned the spotlight to the people we serve instead of keeping it to ourselves? And what would that look like?"
她表示：“要是我們把光芒轉(zhuǎn)移給我們服務的人們身上，而不是留給自己呢？那會是什么樣子的？”

Well, they did. They transformed Popeyes into a servant leadership culture and the results were incredible during her tenure as CEO. From 2008 through 2015, Popeyes posted average global sales growth of 8.4 percent, and average earnings per share growth of 14.1 percent.
嗯，他們辦到了。他們把派派思廚房改造成一個服務員領(lǐng)導者文化的公司，并且在她的任期內(nèi)取得的成果很驚艷。從2008年到2015年，派派思廚房向外公布全球平均銷售增長率為8.4%，平均每股收益增長14.1%。

2. Humble leaders never stop learning.
2. 謙遜的領(lǐng)導者永不停止學習。

Humble leaders are a different breed. They gladly accept the role of learners because they know it will make them better. They know that each person has something important to teach them.
謙遜的領(lǐng)導者是另一種人。他們很樂意接受學習者的角色，因為他們知道這樣會讓自己更好。他們知道每個人都有值得他們學習的地方。

They ask questions, and are sincerely interested in the answers. They never assume they know more than the very people they lead. This is even more important for new managers with long-tenured employees or knowledge workers who hold expertise in a specific area.
他們會提出問題，并且很真誠地對答案感興趣。他們從不設想自己比下屬懂得更多。這一點對于許多新的管理者來說更重要，他們帶領(lǐng)著任期更長的員工、或具有特定領(lǐng)域?qū)I(yè)知識的知識工作者。

In turn, humble leaders will leverage the skills and education of these people, and enable them to contribute great ideas that lead to great customer experience.
反過來，謙遜的領(lǐng)導者們會縮短這些人之間的技能和教育差距，促使他們貢獻更好的點子促進優(yōu)質(zhì)的客戶體驗。

3. Humble leaders involve others.
3. 謙遜的領(lǐng)導者讓別人有參與感。

You'll find humble leaders in open spaces sharing plans for the future, communicating important things to their people, and fostering a transparent culture. The last thing you'll see a humble leader do is hide behind closed doors or delegate important things to someone else.
你會發(fā)現(xiàn)，謙遜的領(lǐng)導者們在開放空間分享未來發(fā)展計劃的時候，會跟他的員工們溝通重要的事情，塑造透明的文化。你最不可能看到的情況便是，謙遜的領(lǐng)導者躲在封閉的房間里，或把重要的事情分配給別人去干。

Lastly, humble leaders create an environment in which risks are taken, allowing those around them to feel safe to exercise their creativity, communicate their ideas openly, and provide input to major decisions. Because there's trust there, not fear. It communicates to employees a sense of "Hey, we're all in this together."
最后，謙遜的領(lǐng)導者們會營造一個敢于冒險的工作環(huán)境，讓身邊的同事帶有安全感地運用自己的創(chuàng)造力，開放地交流自己的想法，并且為重要決策提供輸入。因為那里有的是信任，而不是恐懼。這樣會給員工們傳遞一種這樣的感覺：“嘿，我們都在一起參與這件事情呢?！?/div>

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