“透視領(lǐng)導(dǎo)力”是《財(cái)富》雜志一個(gè)在線互動(dòng)社區(qū),，最有思想,、最具影響力的商界人士將在此回答關(guān)于職業(yè)與領(lǐng)導(dǎo)力的問題。今天我們的問題是：“在你的職業(yè)生涯當(dāng)中,，你學(xué)到的最重要的經(jīng)驗(yàn)教訓(xùn)是什么,？”以下為Axonify公司CEO卡洛爾?利曼的回答。

正如老話說的那樣,，如果我在職業(yè)生涯當(dāng)中每學(xué)到一條教訓(xùn)都能得到一個(gè)5美分硬幣,，我現(xiàn)在肯定已經(jīng)很富有了。在你年輕的時(shí)候,，你沒有辦法預(yù)測(cè)或者知道你會(huì)面臨多少挑戰(zhàn),，這實(shí)際上是好事。如果大多數(shù)人都能預(yù)先了解前途坎坷,，恐怕我們都會(huì)放棄傳統(tǒng)的職業(yè)道路,，選擇在加勒比海灘開一家小酒店，靠賣果汁朗姆酒為生,，從而過上“輕松的生活”,。如今，我進(jìn)入職場(chǎng)已有二十多年時(shí)間,，我已經(jīng)接受了學(xué)無止境這種說法,。我漸漸發(fā)現(xiàn)，新的經(jīng)驗(yàn)教訓(xùn)模式和主題,，往往是我之前種種遭遇的變體,。

但有一件事一直沒有變。它對(duì)我的成功,、同事們的成功以及整個(gè)公司的成功,，產(chǎn)生了直接影響。這條教訓(xùn)可以歸結(jié)為領(lǐng)導(dǎo)者在工作中如何展現(xiàn)自己,；他們有能力讓一家公司從優(yōu)秀變成卓越,，也有可能摧毀一家公司,。領(lǐng)導(dǎo)者的基本態(tài)度，比如如何應(yīng)對(duì)挑戰(zhàn)和如何積極對(duì)待公司的其他人,，是對(duì)有效領(lǐng)導(dǎo)力最好的考驗(yàn),。

初入職場(chǎng)時(shí)，我就曾遭遇過一位糟糕透頂?shù)睦习?。他不僅自大傲慢,，令人生畏，而且喜歡提高嗓門說話,。事實(shí)上,，這位老板非常難相處，以至于經(jīng)常有人問我,，如何能忍受為這樣一位糟糕的老板工作,。回頭想想,，我認(rèn)為這要?dú)w結(jié)于多個(gè)因素：我當(dāng)時(shí)還年輕,，心思單純，有些膽小,。除了忍受,，別無他法，而且我也不知道還有其他的選擇,。

這位老板帶來的負(fù)面影響一直困擾著我：人們害怕承擔(dān)風(fēng)險(xiǎn),，披露壞消息會(huì)引發(fā)恐慌，而提出意見則意味著你將成為眾人嘲笑的對(duì)象,。簡(jiǎn)而言之,，沒有人以最佳狀態(tài)投入工作，包括我在內(nèi),。我們生活在恐懼當(dāng)中,，大部分工作時(shí)間都在竊竊私語地討論公司的問題，猜測(cè)誰會(huì)是老板的下一個(gè)目標(biāo),。

幾年后,，我第一次擔(dān)任CEO，終于有機(jī)會(huì)研究一名領(lǐng)導(dǎo)者的情緒和態(tài)度如何影響公司績(jī)效,。別誤會(huì),，我并沒有滿臉堆笑地在辦公室里閑逛，發(fā)布幸福的宣言——我采用的是實(shí)實(shí)在在的作法,。我盡最大努力告訴所有人真相,。我沒有各種狂躁的極端情緒。我會(huì)努力用人性化的方式解決棘手的情況。我的終極目標(biāo)是為我,、我的員工和我的團(tuán)隊(duì)樹立信心,。（財(cái)富中文網(wǎng)）

譯者：劉進(jìn)龍/汪皓

審校：任文科

The Leadership Insider network is an online community where the most thoughtful and influential people in business contribute answers to timely questions about careers and leadership. Today’s answer to the question “What’s the most important lesson you’ve learned in your career?” is by Carol Leaman, CEO of Axonify.

As the old saying goes, if I had a nickel for every lesson I’ve learned in my career I’d be a very rich person. In fact, it’s actually a good thing that you have no way to anticipate or appreciate just how many challenges you’ll be faced with when you’re young. If most of us knew, we’d eschew the traditional career route and find a beach shack in the Caribbean where we could sell fruity rum drinks and live “the easy life.” Now that I’m more than a couple of decades into my career, I’ve come to accept that the lessons will never end. Over time I’ve recognized patterns and themes to the point where new lessons tend to be a variation of things I’ve encountered before.

But there is one lesson in particular that has been consistent. It’s had a direct impact on my success, the success of the people I work with, and the success of business as a whole. It all comes down tohow leaders present themselves at work; they have the power to turn a good company into a great one, or destroy it. A leader’s general attitude — how theydeal with challenges and how they actively treat others in the business — is the best test of effective leadership.

Very early in my career I was on the receiving end of abysmal treatment at work. My boss at the time was arrogant, intimidating, and loved to — ahem — raise his voice. In fact, he was so difficult to work with that I was constantly asked how I could work for such a terrible boss. Looking back, I think it was a combination of things; I was young, naiive, and shy. I felt like I had no choice but to put up with it,plus I didn’t know any differently.

The fallout was all around me: people were afraid to take risks, disclosing bad news incited panic, andoffering an opinion meant you were setting yourself up for ridicule. In a nutshell, not a single employee including me, performed at peak. We lived in fear and spent a lot of time at work whispering about problems and who was the latest target.

Several years later I became a CEO for the first time and finally got the opportunity to see how a leaders mood and attitude effects performance. Don’t get me wrong, I don’t run around the office with a smile pasted on my face, making happy proclamations — I’m just real. I do my best to tell the truth. I don’t have wild extremes of emotion. And I try to deal with tough situations with a human approach. At the end of the day, my goal is to instill confidence — in me, my employees, and my team.