????去年的退伍軍人節(jié)，我站在埃森哲的講臺上,，講述了我少年時的離家出走到放棄學(xué)業(yè),，從通過打工自給自足到參軍，在軍隊中接受教育的經(jīng)歷,。我還分享了關(guān)于領(lǐng)導(dǎo)力的真諦：在許多成功領(lǐng)導(dǎo)者光鮮的背后,，是無數(shù)個辛酸的不眠之夜，是在逆境中重生,。

????在阿富汗,，以及在回到美國之后，我曾經(jīng)無數(shù)次思考過我學(xué)到的東西和我的成功之路,。以下是我總結(jié)的有關(guān)領(lǐng)導(dǎo)力的三條經(jīng)驗：

????重視多樣性,。在阿富汗，我們與來自60個國家的人配合,，懂得了不同背景的人相互協(xié)作的價值,。我們在那里是要為阿富汗人民尋找解決方案，但我們首先必須將文化差異放在一邊,，理解彼此的觀點,。我認(rèn)為,，多樣性能造就更出色的團(tuán)隊、更優(yōu)秀的董事會和更偉大的公司,。在阿富汗的每一天,、甚至每一分鐘都在驗證著這種觀點。

????始終保持真實,。這群人有著不同的背景,，來自不同的時區(qū)和文化，但卻通過合作取得了巨大的成就,，所以我一直很好奇這背后的原因,。它跟時間線或計劃方案無關(guān)；即使那些失敗的團(tuán)隊也一樣有時間線或計劃方案,。身為美國人,，我知道,，在其他國家人的眼里,，我們可能不友好，也不理解他們的文化,，所以我有意識地避免陷入當(dāng)?shù)啬欠N凄涼的氛圍,，或是工作的壓力。我每天都盡量出現(xiàn)在工作現(xiàn)場,，保持真誠,、寬容和熱情。人們告訴我他們對此非常感激,，于是我意識到親臨現(xiàn)場的力量和真實的重要性,。成功不僅僅在于你做到了什么，你完成的交易,，你管理的利潤和虧損,。成功在于你是否真實。

????指導(dǎo)其他人,。我曾指導(dǎo)過中層和高層管理者,，但現(xiàn)在，我更關(guān)注處在初級崗位的埃森哲年輕員工,，因為他們能夠帶來變革的力量,。目前，我在為大約30名非洲裔和西班牙裔分析師提供指導(dǎo),。其中有些人為自己感到沮喪,，因為在大學(xué)畢業(yè)后的一到兩年，他們一直沒能獲得更大的成就,。我告訴他們,，領(lǐng)導(dǎo)力并不是他們在管理書籍中所讀到的那樣,。領(lǐng)導(dǎo)力是改變的力量?？吹剿麄兘鉀Q問題的方式,，以及通過新的更好的方式找出解決方案，我感到非常欣慰,。

????我很高興與我交流過的大多數(shù)人并沒有經(jīng)歷我所經(jīng)歷過的糟糕生活,。但同樣令我高興的是，我可以借助自身與眾不同的生活體驗,，向他們傳授領(lǐng)導(dǎo)力的真諦,。處在那樣的生活里，沒有什么是理所當(dāng)然的,，只能從逆境中獲得重生,。（財富中文網(wǎng)）

????譯者：劉進(jìn)龍/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.