兼容并包

????我從未對(duì)女童軍團(tuán)的發(fā)展方向產(chǎn)生過(guò)任何疑問(wèn)。從一開(kāi)始,，我們就與組織內(nèi)的各級(jí)領(lǐng)導(dǎo)者分享了我們的使命和研究成果——這是我用杯子和碟子創(chuàng)造的一個(gè)概念,，即循環(huán)管理。每個(gè)人都是團(tuán)隊(duì)的一員,；沒(méi)有所謂的上下級(jí)之分,。每個(gè)人都受到應(yīng)有的尊敬。這個(gè)組織創(chuàng)造并實(shí)踐這一理念——這個(gè)理念變成了組織自己的理念,。董事會(huì)成員和員工的組成非常多樣化，涵蓋所有種族和族裔群體,。我們所從事的,，是一場(chǎng)偉大的運(yùn)動(dòng)。我們有奇妙的凝聚力,。我們把種族和民族的代表人數(shù)增加了二倍多,。這是最美妙的體驗(yàn)。

追求完美

????我一直秉持的一個(gè)理念是,，只有各領(lǐng)域最好的人士才有資格為女孩們提供服務(wù),。我們擁有一支由哈佛商學(xué)院（Harvard Business School）教授組成的團(tuán)隊(duì),。比如，里賈納?赫茨琳杰和吉姆赫斯克特為我們策劃了公司管理研討會(huì),，史上最偉大的領(lǐng)導(dǎo)人之一約翰?W?加德納對(duì)我們的董事會(huì)成員進(jìn)行了培訓(xùn),。這一理念也被應(yīng)用到了一些小事情上，比如改善我們寒酸土氣的制服,。1978年,，我邀請(qǐng)美國(guó)首屈一指的設(shè)計(jì)師候司頓為65萬(wàn)名女性設(shè)計(jì)富有現(xiàn)代氣息的制服，女童軍團(tuán)的絕大多數(shù)人從未穿過(guò)由候司頓設(shè)計(jì)的衣服,。他說(shuō)：“我愿意接受這項(xiàng)工作,。” 六年后,，潮流改變了,，美國(guó)的王牌設(shè)計(jì)師變成了比爾?布拉斯。因此,，我又帶著我的故事去找他,，他同樣欣然應(yīng)允。這兩款設(shè)計(jì)都很漂亮,，而且很實(shí)用,。我們自己生產(chǎn)服裝，所以衣服的價(jià)格就被降到了最低程度,。這件事對(duì)鼓舞員工士氣發(fā)揮了很大作用,。

Be inclusive

????I never had any question about the direction we were going in at the Girl Scouts. We shared our mission and research with all levels of leaders from the very beginning -- a concept I created using cups and saucers, called circular management. Everyone was on a team; there were no superiors or subordinates. There was respect for all people. The group helped create and test the idea -- and it was theirs. We had richly diverse boards and staff, and reached out to all racial and ethnic groups. We were one great movement. There was marvelous cohesion. We more than tripled racial and ethnic representation. It was the most beautiful experience.

Accept only the best

????I always had this philosophy that only the best is good enough for those who serve girls. We had a team of Harvard Business School professors, like Regina Herzlinger and Jim Heskett, who developed corporate management seminars, and John W. Gardner, one of the greatest leaders ever, trained our board. It was about the small things too, like our dowdy polyester uniforms. In 1978 I asked Halston, the No. 1 American designer, to design contemporary uniforms for 650,000 women, most of whom would never own a Halston. And he said, "I'll do it." Six years later, times changed, and Bill Blass was the greatest designer in our country. So I went to him with my story, and he, too, agreed. Both designs were beautiful and functional. We manufactured them ourselves, so they were minimally priced. That did a great deal for staff morale.