李?艾柯卡

1989年至1992年任克萊斯勒CEO

????盧茨說(shuō)：“他是個(gè)行動(dòng)派，會(huì)激勵(lì)人,，他的確是美國(guó)工業(yè)史上最有實(shí)力,、最有魅力和最成功的領(lǐng)導(dǎo)者之一。”

盧茨的打分：305

????我的就職會(huì)議是在李?艾柯卡的辦公室里召開(kāi)的,，當(dāng)時(shí)他的表現(xiàn)從很多方面看都是很典型的,。他感情充沛，熱情揚(yáng)溢,，表達(dá)意見(jiàn)很堅(jiān)定,，給人的感覺(jué)就是他說(shuō)的都是真理，不能被質(zhì)疑,。我當(dāng)時(shí)想,，我該告訴他壞消息嗎？我是否應(yīng)該給他一份他沒(méi)有要求過(guò)的市場(chǎng)調(diào)查,？但是這樣會(huì)疏遠(yuǎn)我和新老板的關(guān)系,。他顯然不喜歡我自作聰明的態(tài)度。他雖然沒(méi)有很多實(shí)際操作,，但是他不喜歡一個(gè)下屬告訴他：你錯(cuò)了,。我發(fā)現(xiàn)很難理解一個(gè)覺(jué)得自己受到了下屬威脅的領(lǐng)導(dǎo)。不過(guò)李?艾柯卡也有鮮為人知的一面,，那就是他雖然在臺(tái)面上威風(fēng)凜凜,，但在臺(tái)下卻有脆弱和缺乏安全感的一面。

????我當(dāng)時(shí)不是李?艾柯卡的繼任者,。雖然董事會(huì)的很多成員認(rèn)為應(yīng)該是我接班,，但是李?艾柯卡卻堅(jiān)決反對(duì)。我太自信,，太沖動(dòng),，太不可預(yù)測(cè)，太不老練,，太情緒化,，而且經(jīng)常喜歡在錯(cuò)誤的時(shí)間說(shuō)錯(cuò)誤的事情。簡(jiǎn)而言之,，我太像李?艾柯卡了,！他自己甚至頒布了一個(gè)簡(jiǎn)稱“ABL”的接班人計(jì)劃，意思就是：“誰(shuí)上都行,，就是盧茨不行,！”

????當(dāng)他活力充沛的時(shí)候，當(dāng)出現(xiàn)危機(jī)的時(shí)候,，當(dāng)他覺(jué)得有使命感的時(shí)候,，他會(huì)表現(xiàn)出最好的一面。你只能仰慕他的專注,，他輕松地在公司面前說(shuō)出每個(gè)問(wèn)題,，然后帶頭行動(dòng),。他的能量、樂(lè)觀和熱情是具有傳染性的,。僅憑他的個(gè)性和辯論技巧,，他就能讓人相信明顯是不可能的事或是錯(cuò)誤的事。雖然有些善變,、愛(ài)前后矛盾,、喜歡抬杠、有點(diǎn)不安全感,，而且喜歡故做姿態(tài)和嚇唬人,，但是他仍然是一個(gè)成功領(lǐng)導(dǎo)的化身。

Lee Iacocca

CEO Chrysler 1989-92

????Lutz says: "Action-oriented, motivational, focused, he was surely one of the most powerful, charismatic, and successful leaders in American industrial history."

Lutz grade: 305

????In my inaugural meeting in Lee's office, his performance was, in many ways, typical. He was effusive, enthusiastic, expressing his opinions with a firmness that left no doubt in the listener's mind that these were facts that could not be questioned. I wondered: Should I tell him bad news? Would I alienate my new CEO by giving him market research he didn't ask for? He clearly didn't like my smart-ass attitude, and, not having much practice, didn't like an underling telling him he was wrong. It's strange. I find it hard to comprehend a leader who feels threatened by subordinates. But one of the little-known aspects about Lee Iacocca is that beneath the commanding stage presence, there was a side that was vulnerable and insecure.

????I was not to be Iacocca's successor. Many on the board thought I should be, but Lee fought it vehemently. I was too ambitious, volatile, unpredictable, undiplomatic, emotional, and way too prone to saying the wrong thing at the wrong time. In short, I was too similar to Iacocca! He instituted what he called his "ABL" succession program: Anybody But Lutz.

????Iacocca was at his finest when energized, when there was a crisis, when he had a sense of mission. You couldn't help but admire his focus, the ease with which he rattled off every problem and initiative in front of the company. His energy, optimism, and enthusiasm were infectious: He was able, by the power of his personality and his debating skill, to make one believe things that were manifestly impossible or untrue. Mercurial, inconsistent, controversial, a little insecure, given to posturing and bluster, Iacocca nevertheless was the incarnation of the successful leader.