????你大概還記得《皇帝的新裝》這篇寓言吧,，它說(shuō)的是一個(gè)喜歡穿錦衣華服的皇帝,，有一天被來(lái)訪的幾個(gè)裁縫愚弄了。裁縫們說(shuō)他們有一種有魔力的衣料,，只有聰明的人才能看得見(jiàn)它,。皇帝只要穿著這種衣料做成的衣服,，就能分辨出誰(shuí)是聰明人,、誰(shuí)是傻瓜,。于是皇帝也假裝他能看見(jiàn)這種并不存在的布料。

????皇帝的臣民之中,，沒(méi)有一個(gè)人告訴他真相,。有一天皇帝大擺儀仗，穿著“新衣”在城中巡游,，人們紛紛告訴皇帝他看起來(lái)有多威風(fēng),。這時(shí)一個(gè)小孩喊道：“但是他什么也沒(méi)穿！”但皇帝還是深信裁縫的謊話,，一絲不掛得意洋洋地繼續(xù)前進(jìn),。

????你是否也遇到過(guò)自認(rèn)無(wú)所不能的領(lǐng)導(dǎo)？隨著人的職業(yè)成就上去了,，自我意識(shí)也就跟著膨脹起來(lái),。我們每年大約會(huì)與100個(gè)管理團(tuán)隊(duì)會(huì)面，我們經(jīng)常發(fā)現(xiàn),，如何控制人的自負(fù)心理真是一門(mén)大學(xué)問(wèn),。

????去年我們見(jiàn)到了一家全球最大的軟件公司之一的CEO。比起討論公司的未來(lái),，他似乎更有興趣聊他自傳的銷售情況,。比爾?蓋茨曾說(shuō)過(guò)一句名言：“成功是一個(gè)糟糕的老師，他誘使成功的人們覺(jué)得自己不會(huì)失敗,?！睕](méi)人能保證自己沒(méi)有被沖昏頭腦的時(shí)候，要想腳踏實(shí)地需要很大的決心,。尤其是有些時(shí)候,，你可能感覺(jué)整個(gè)世界都在告訴你，你有多厲害,。坦率地說(shuō),，我們?nèi)齻€(gè)人也都有被自負(fù)沖昏頭腦的時(shí)候。我們要感謝那些生活中不讓我們狂妄自大的人,。隨著時(shí)間的推移,，我們才慢慢學(xué)會(huì)“滿招損、謙受益”的道理,。

????自負(fù)心態(tài)會(huì)對(duì)企業(yè)業(yè)務(wù)造成重大影響,。2013年一項(xiàng)對(duì)標(biāo)準(zhǔn)普爾指數(shù)的500家大企業(yè)CEO的調(diào)查顯示，過(guò)于自負(fù)的CEO們的表現(xiàn)往往遜色于其他的CEO,，而且更容易背上騙子的名聲,。

????我們生活在一個(gè)鼓勵(lì)極端自戀的環(huán)境里。媒體的熱炒更刺激了人們把關(guān)注投向帕麗斯?希爾頓這樣的“話題女王”。隨著科技的發(fā)展,，我們每次拿起手機(jī)查看上一條微博有多少人回復(fù)時(shí),，心里都有一種膨脹的快感。

????賓西法尼亞州立大學(xué)（Pennsylvania State University）的阿里吉特?查特吉和唐納德?漢姆布里克指出：“企業(yè)領(lǐng)導(dǎo)層人員的自戀心態(tài)可能導(dǎo)致重大后果,，比如可能導(dǎo)致制訂不切實(shí)際的戰(zhàn)略規(guī)劃,，以及使高管團(tuán)隊(duì)變得唯唯諾諾……CEO們的自戀甚至可能對(duì)他們的企業(yè)、利益相關(guān)方甚至整個(gè)社會(huì)體系都造成重大影響,。”

????專家們強(qiáng)調(diào),，自信與過(guò)分自戀之間是有區(qū)別的,。比如《自戀傳染病》（The Narcissism Epidemic）一書(shū)的作者、心理學(xué)家珍?特溫格就在“自我效能感”（也就是相信“我的行動(dòng)會(huì)帶來(lái)一定的影響”）和“自戀”（即對(duì)自我的認(rèn)知超過(guò)了實(shí)際情況的“自我膨脹感”）之間劃了一條界線,。

????她解釋道,，自戀者由于缺乏對(duì)別人的關(guān)懷，容易導(dǎo)致疏遠(yuǎn)別人,，最終將自己吸收大部分風(fēng)險(xiǎn),。如果你想了解自己的自戀程度，可以做一做這個(gè)“自戀測(cè)試”,。

????根據(jù)我們的經(jīng)驗(yàn),，有些高管之所以能腳踏實(shí)地，是因?yàn)樗麄冊(cè)谟萌松蟽A向于使用那些不會(huì)容忍他們狂妄自大的人,。吐溫格提醒我們說(shuō)：“人際關(guān)系是讓我們保持自省的關(guān)鍵,。”

????最近,，一位我們認(rèn)識(shí)的高調(diào)的企業(yè)高管落馬后,，阿爾對(duì)戴夫和克里斯托弗說(shuō)：“你們知道他的問(wèn)題是什么嗎？他沒(méi)有哥們兒,?！闭嬲幕锇樵贑EO做狂妄自大的決策時(shí)不會(huì)坐視不理，而這位高管就沒(méi)有這樣的伙伴,。對(duì)自戀心態(tài)研究得越深,，你就會(huì)越明白：作為企業(yè)的管理者，你要管理的最重要的東西,，就是你的自我意識(shí),。（財(cái)富中文網(wǎng)）

????本文作者克里斯托弗?洛克海德、戴夫?彼得森,、阿爾?拉瑪?shù)な荘lay Bigger Advisor咨詢公司的創(chuàng)始合伙人,。該公司總部位于舊金山，主要輔導(dǎo)科技企業(yè)高管打造市場(chǎng)型企業(yè)。

????譯者：樸成奎

????You may remember The Emperor's New Clothes, a fable about a ruler who is fond of snazzy outfits. One day the emperor gets bamboozled by visiting tailors. They sell him the idea that they have magical fabrics that are only visible to the smart. Thus by wearing clothing made from these textiles, he will learn who is wise and who is a fool. The emperor pretends that he can see the non-existent fabric.

????Not one of the emperor's people tells him the truth. One day the mighty leader is walking through town in a large procession. People telling him how great he looks. A child cries out, "But he hasn't got anything on!" The emperor continues forward. Naked and delusional.

????How often do you encounter an executive who thinks they are omnipotent? Egos and careers can ascend in tandem. We meet approximately 100 management teams a year. Often we find ourselves in a discussion about how to stick-handle around someone's ego.

????Last year we met the CEO of one of the largest software companies in the world. He was more interested in talking about the marketing of his autobiography than the future of his company. Bill Gates famously said, "Success is a lousy teacher. It seduces smart people into thinking they can't lose." No one is immune to getting a fat head. It actually takes a commitment to stay grounded. Especially when it feels like the whole world is telling you how awesome you are. To be candid, the three of us have had our egos get the better of us too. We are grateful to the people in our lives that do not allow for hubris. Over time we've learned that a lot of humility goes a little way.

????Narcissism has a material impact on business. A 2013 study of CEOs across the 500 companies listed on Standard and Poor's Index, found that narcissistic CEOs often underperform their peers and are more likely to be convicted of fraud.

????We live in a culture that celebrates supreme narcissism. Our media heaps attention on "look at me" celebrities like Paris Hilton. Technology strokes our inner Kardashian every time we check our smartphones to see how many people "liked" our last post.

????Arijit Chatterjee and Donald Hambrick of Pennsylvania State University caution, "Narcissism in the corporate executive suite can be expected to lead to substantial consequences .including strategic grandiosity and submissive top management ... CEO narcissism may matter greatly to individual organizations, their stakeholders, and to entire social systems."

????Experts underscore the differences between confidence and reckless hubris. In an interview, Jean Twenge, psychologist and co-author of The Narcissism Epidemic, draws the distinction between "self efficacy," which is the belief that "my actions will have an impact" vs. narcissism, which is an "inflated sense of self" that leads to thinking that you are better than you actually are.

????She explains that narcissists are self-absorbed risk takers who can alienate people due to a lack of caring for others. If you want to see how you rate, take the narcissism test here.

????In our experience, executives stay grounded by surrounding themselves with people who won't tolerate self-importance. Twenge reminds us, "relationships are the key to keeping our egos in check."

????Recently when a high-profile executive we know crashed and burned, Al turned to Dave and Christopher and said, "You know what his problem is? He doesn't have brothers." Meaning, that true partners wouldn't sit idle and let CEOs make delusional decisions. The more that is learned about narcissism the clearer it gets -- the most critical thing for executives to manage is their own egos.

????Christopher Lochhead, Dave Peterson, and Al Ramadan are co-founding partners at Play Bigger Advisors, a San Francisco-based firm that coaches technology executives to build market-leading companies.