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MPW Insiders Network是一個(gè)在線社區(qū),，那些商界最鼎鼎有名的人物會(huì)在此及時(shí)回答關(guān)于職業(yè)生涯和領(lǐng)導(dǎo)力的問(wèn)題,。今天的問(wèn)題是：“偉大領(lǐng)導(dǎo)力的核心是什么？”回答者是H&R Block的首席營(yíng)銷(xiāo)官凱西·柯林斯,。

眾所周知,，順境之下，任何人都可以是優(yōu)秀的領(lǐng)導(dǎo)者,。然而在境況不佳時(shí),，只有真正偉大的領(lǐng)袖能夠挺身而出。我的上級(jí)或同事中最好的領(lǐng)袖,，都是那些可以示弱,，可以嘲笑自己，可以在經(jīng)歷艱難時(shí)期,、遭遇慘淡業(yè)績(jī)之后讓自己（和團(tuán)隊(duì)）重回正軌的人,。無(wú)論是業(yè)務(wù)困難,、決策困難，還是人事困難,，實(shí)際上,，幾乎沒(méi)有不能克服的問(wèn)題。優(yōu)秀的領(lǐng)袖都可以恢復(fù)過(guò)來(lái),。但重要的是如何制定恢復(fù)的計(jì)劃,。

我很幸運(yùn)，親眼目睹過(guò)一個(gè)領(lǐng)導(dǎo)人的做法,。

那是艱難的一年,。到年底，我們的業(yè)績(jī)很不理想,，沒(méi)有完成目標(biāo),。最糟糕的是，投資者很憤怒——這也理所應(yīng)當(dāng),。董事會(huì)要求與我的老板進(jìn)行臨時(shí)會(huì)議,，讓她解釋究竟哪里出了問(wèn)題。

每個(gè)人都來(lái)到了公司,，包括我,。大家緊張匆忙地描述著那一年發(fā)生的每個(gè)細(xì)節(jié)——行業(yè)動(dòng)態(tài)、競(jìng)爭(zhēng)活動(dòng),、促銷(xiāo)結(jié)果,。我們的老板一一記錄，準(zhǔn)備著她給董事會(huì)的解釋——隨后,，她召開(kāi)了匯報(bào)會(huì)議,。我很擔(dān)心，她要說(shuō)什么呢,？

然而一走進(jìn)會(huì)場(chǎng),，我就被感動(dòng)了。這次會(huì)議沒(méi)有別的目的,，她只是看著每個(gè)人的眼睛,，提醒我們：“我相信你們每個(gè)人。沒(méi)有人會(huì)被孤立,，沒(méi)有人應(yīng)該覺(jué)得這全是自己的錯(cuò),。我們有著不責(zé)備的文化，這次是我們所有人的責(zé)任,?！痹谄痰某聊^(guò)后，她說(shuō)：“現(xiàn)在讓我們彌補(bǔ)它,?！?/p>

情況就是這樣,。

我們從一群沮喪、沉悶的工作狂化身為充滿活力的信徒,。我們的領(lǐng)導(dǎo)得到了我們的支持,，我們的任務(wù)明確而關(guān)鍵。

所以,，偉大領(lǐng)導(dǎo)力的關(guān)鍵是什么,？在不同的情況下，答案也不盡相同,。不過(guò)歸根結(jié)底,，重要的是主人翁精神，要鼓舞你的團(tuán)隊(duì)——尤其是在面對(duì)挑戰(zhàn)時(shí),。在上述情況里,，我們的領(lǐng)導(dǎo)從未讓我們懷疑她的打算、她的信心,，或是我們共同的未來(lái),。面對(duì)憤怒投資者的咆哮：“你甚至不該待在這個(gè)位置上?！彼憩F(xiàn)從容，回答的只有一句：“謝謝您的反饋,?！?/p>

如果你想知道結(jié)果的話——我們確實(shí)卷土重來(lái)了。（財(cái)富中文網(wǎng)）

譯者：嚴(yán)匡正

The MPW Insiders Network is an online community where the biggest names in business and beyond answer timely career and leadership questions. Today’s answer for: “What’s the key to great leadership?” is written by Kathy Collins, CMO of H&R Block.

Let’s start with a universal truth: Anyone can be a strong leader through good times. But the truly great leaders emerge when things start to fall apart. The best leaders I’ve ever worked for or with are those who can show vulnerability, those who can laugh at themselves, and ultimately, those who can pick themselves (and their teams) back up after tough times or unsatisfactory business results. Whether a leader faces a business challenge, a decision challenge, or a personnel challenge, in reality, few things are insurmountable. A good leader can recover. But it’s how a leader chooses to lay out their recovery plan that matters.

I’ve been lucky enough to witness a leader do just that.

It was the end of a tough year. The results weren’t where we needed them to be, and we didn’t hit our goals. And to top it off, investors were angry—and rightfully so. The board of directors called an impromptu meeting with my boss. They wanted her to explain what went wrong.

Everybody got to work—including me. Teams nervously scrambled to compile every detail of what had happened in the year—trends, competitive activity, and promotion results. Our boss took it all in and prepared her story for the board—and then she called a meeting of her direct reports. I was worried. What was she going to say?

But when I walked into that room, I was heartened. The meeting had no purpose other than to look everyone in the eye and remind us, “I believe in every one of you. None of you should feel alone, and none of you should feel this is all on you. This is a no-blame culture, and we all own this together.” And, after a moment of complete silence, she said, “Now, let’s go fix this.”

And that was it.

We went from a bunch of beaten-down, sullen workaholics to an energized team of believers. Our leader had our backs, and our mission was clear and critical.

So, what’s the key to great leadership? It’s an interesting recipe that changes with every situation. But ultimately, it’s about ownership, and it’s about uplifting your people—especially in the face of challenges. In that situation, our leader never left us wondering about her intentions, her confidence, or our collective futures. In the face of an angry investor who shot, “You shouldn’t even have your job!” she didn’t miss a beat. “Thank you for the feedback,” was all she said.

And, in case you’re wondering—we did recover.