【观点】彼得·德鲁克经典演讲：管理最大的挑战，是“管好自己”

导语

管理并不是从工厂开始的，也不是从办公室开始的，管理是从你自身开始的。

一、先管理好自己-反馈分析

所有的管理类书籍，包括我自己写的那些书在内，关注的都是对他人的管理。但首先，你要管理好自己，只有管理好自己你从而才能管理好他人。 CXO UNION-CXO联盟（cxounion.cn）

作为主管或经理，你所拥有的最重要且最关键的资源就是你自己，你的组织不会比你自己做得还好。所以，对于一个国家如贵国或一家公司如各位所在的公司来说，首先要讲求的就是：发展。这是一个非常广义的词。

所谓发展，最重要的就是，看看你能从一种真正处于你掌控下的资源中获得什么，而真正处于你掌控下的资源就是你自己。

当我回过头来看那些长期合作的组织时，我发现成功的组织和大多数充其量只能算是中庸的组织之间存在一种差异。而这种差异就是那些成功经营组织的人都做好了自我管理。他们知道自己的优势所在，而颇令人诧异的是，真正了解自己擅长什么的人屈指可数。 CXO UNION-CXO联盟（cxounion.cn）

我所认识的有杰出表现的人——其实也屈指可数，大多数是以系统的、有组织的方法找出自己真正所长的人。顺便说一旬，这种方法是一种非常古老的方法，它可以追溯到数千年前，其与现代管理学是毫无关系的。

那就是：

每当你做一件重要事情，或做一个重要决策，尤其是与人有关的重要决策（而这也是你最重要的决策）时，你都要把预期结果写下来。然后，在9个月或1年之后，拿出来再看一看。

这时，你很快就会发现你的优势所在，你擅长的是什么，你需要在哪些方面学习，你需要在哪些地方改进。而且，你也很快会发现你在哪些方面根本没有天分。

世上并没有“全能型天才”，但一个人却可以做到非常优秀。比如说，有些人只要看一眼便可了解市场。他们不需要任何工作或做任何调查研究。但在管理他人方面，他们却往往束手无策。

所以，你要找出你自己的真正优势所在，要找出真正适合你的位置，唯有如此，你才能够最大限度地发挥你的优势。

诚然，一个人必须要克服自己的弱点。但即便你非常努力，即便在你根本不擅长的领域具备了相当的竞争力，那么你也不会成为一个一流的生产者。 CXO UNION-CXO联盟（cxounion.cn）

而要想成为一个一流的生产者，则必须要将自己置于最能发挥自己优势的领域，并全力发展这种优势。

二、有效的人事决策

你所需要特别注意的第二个问题就是：

如何安排其他人以及将他们安排在什么位置上。

同样，只有将人们安排在适于他们的位置上，他们的优势才能够得到最大限度的发挥。

当你看一个组织时，每个人都领着相同的薪水，薪水没有任何差别，每个人都可获得相同的物质待遇。

成功组织与其他大多数组织之间的差别就在于人事的安排。 CXO UNION-CXO联盟（cxounion.cn）

成功组织不仅致力于持续提升人们的业务能力，而且更重要的，它们自一开始就将人们安排在最适于发挥他们优势且能规避他们劣势的位置上。

三、管理者的“镜子测试”

像贵国这样分秒必争努力赶超时代的国家，我们必须要时刻强调这样一点，那就是在高位者一定要树立典范。你的公司或许很小，或许无足轻重。但在这样一个小公司里，作为经理，你会更受到人们的瞩目。

大多数管理要以身作则。

不管什么时候，你去看那些出类拔萃的组织，你总能发现一两个或两三个以身作则、树立榜样的人。这一点极具说服力。一个高层经理做出表率，那么其他人就会纷纷效仿。

这一点在贵国这样的国家显得尤为重要，因为你们必须同时做很多的事情，才能够迎头赶上20世纪落下的进程。

而重中之重或许就是个人行为，亦即道德规范。人们总是问我这句话是什么意思。我的答案很古老，可以回溯到古希腊时代。 CXO UNION-CXO联盟（cxounion.cn）

我称之为“镜子测试” （Mirror Test）。

每天早上当你照镜子、刮胡子或涂唇膏时，你问自己：

镜子里的人是你想看到的人吗？ CXO UNION-CXO联盟（cxounion.cn）

你想成为你看到的那种人吗？

或许“惭愧”这个词太过于强烈。那你会感到不安吗？

你会因为你贪图省事、违背诺言、行贿或只顾眼前利益而感到不安吗？

你是那种人吗？

你想在镜子里看到你真正看到的吗？

这就是“镜子测试”。

这之所以重要，是因为你也许可以愚弄组织以外的人，但你无法愚弄组织内部的人。你怎么做，他们也会怎么做。你将会毁掉整个组织。 CXO UNION-CXO联盟（cxounion.cn）

四、成果源于组织之外

此外，你还需要记住一点，那就是在你的企业之外投入足够的时间和精力。对于一个组织而言，并不仅仅是指大组织，一个巨大的危险就是你完全沉溺于其中，将你全部的时间、精力和能力都用于解决组织内部问题。

任何一个组织——尤其是企业——的成果都源于组织之外。

顾客群体在组织之外，非顾客群体亦在组织之外。即便你的企业是行业龙头，其所占市场份额恐怕也难超过三分之一，这意味着有三分之二的潜在顾客并没有购买你的产品。你必须要确保匀出足够的时间来研究这些潜在顾客。

为什么他们不购买你的产品？

他们所看重的价值是什么？

他们的期望是什么？ CXO UNION-CXO联盟（cxounion.cn）

实际上，变化总是从非顾客群体开始的。在五六十年代，发达国家中占据主导地位的产业现在几乎都已采取守势，而所有变化无一不是从外部的非顾客群体开始的。

比如说，时下美国和日本的百货公司已经陷入严重困境，而40年前，它们在零售分销领域却占据着主导地位。而这种变化也是从非顾客群体开始的。

百货公司基于这样一个基本理论：丈夫工作，孩子上学，妻子负责照顾家庭和自己，所以她们有时间经常光顾百货公司。但突然之间，女性拥有了工作——这首先发生在美国，后遍及整个发达世界，她们不再拥有时间。但这些受过良好教育的女性自一开始就不是百货公司的顾客。

而直到突然失去市场之后，百货公司——几乎所有企业都认为百货公司统计的顾客数据是最准确的——才意识到这一代人并不会到他们的店里购物。 CXO UNION-CXO联盟（cxounion.cn）

所以，首先你要确保自己与外部有密切联系，你不必完全依赖于报告。

我可以给大家举一个例子，这也是我知道的最好的一个例子：

很多年前，有一个人建立了世界上最大的企业之一，而他抓住的正是医学领域的一次重大转变，即各项业务开始从个体医师向医院转变。（在发达国家，这一转变刚好发生在第二次世界大战之后。）

自成立伊始至公司发展成为规模庞大的跨国企业，他一直坚持这样一个简单的规则，即公司中的任何一名管理人员每年都必须离开公司4个星期。不管什么时候，只要销售员休假，那么管理人员就要接替他们的岗位， 1年两次，每次2个星期。接替这一岗位的管理人员要向顾客打电话，要向顾客销售药品，同时还要向医院介绍他们新推出的产品。这样一来，公司便可以了解迅速变化的市场。 CXO UNION-CXO联盟（cxounion.cn）

另一个你需要了解的就是我们现在所谓的组织的“核心竞争力”。我们真正擅长的是什么？我们的顾客从我们这里购买的是什么？为什么他们从我们这里购买？

翻译：

Peter Drucker classic speech: The biggest challenge of management is to “manage yourself”

Lead

Management doesn’t start in the factory, it doesn’t start in the office, it starts with you.

1. Manage yourself – feedback analysis

All management books, including my own, focus on managing others. But first, you have to manage yourself, and only by managing yourself can you manage others. CXO UNION-CXO联盟（cxounion.cn）

As a supervisor or manager, the most important and critical resource you have is yourself, and your organization can’t do better than you can. Therefore, for a country such as yours or a company such as your company, the first thing to focus on is: development. It’s a very broad term.

The most important thing about development is to see what you can get out of a resource that is truly under your control, and the resource that is truly under your control is yourself.

When I look back at organizations that have worked with each other over the long term, I see a difference between the successful organizations and the majority of organizations that are middling at best. The difference is that the people who run successful organizations manage themselves. They know what their strengths are, and surprisingly few really know what they’re good at.

I’ve known a handful of people who have excelled, but mostly people who have found out what they’re really good at in a systematic, organized way. By the way, this method is a very old one, it goes back thousands of years and has nothing to do with modern management.

And that is:

Every time you do something important, or make an important decision, especially one involving people (and it’s your most important decision), you need to write down the expected outcome. Then, after nine months or a year, take it out and look at it again.

You will soon find out what your strengths are, what you are good at, where you need to learn, and where you need to improve. Also, you’ll soon find out where you have no talent at all.

There is no such thing as a “universal genius”, but a person can be very good. For example, some people can understand the market just by looking at it. They don’t have to do any work or do any research. But when it comes to managing others, they are often helpless.

So, you have to find out where your real strengths are, to find out where you really fit in, and only in this way can you maximize your strengths. CXO UNION-CXO联盟（cxounion.cn）

It is true that one must overcome one’s weaknesses. But even if you work very hard, even if you become very competitive in areas where you are not good at all, then you will not become a first-class producer.

In order to become a first-class producer, you must place yourself in the field where you can best play your advantage, and fully develop this advantage.

2. Effective personnel decisions

The second thing you need to pay special attention to is:

How to arrange other people and where to place them.

In the same way, people’s advantages can be maximized only by placing them in positions suitable for them. CXO UNION-CXO联盟（cxounion.cn）

When you look at an organization, everybody gets the same salary, there’s no difference in pay, everybody gets the same material benefits.

The difference between a successful organization and most other organizations is personnel.

Successful organizations are not only committed to continuously improving people’s business capabilities, but more importantly, they place people from the outset in positions that best leverage their strengths and circumvent their weaknesses.

3. The Mirror Test for Managers

In a country like yours that is racing against the clock to catch up, we must always emphasize that those at the top must set an example. Your company may be small or insignificant. But in such a small company, as a manager, you will be more visible.

Most managers lead by example. CXO UNION-CXO联盟（cxounion.cn）

Whenever you look at organizations that excel, you’ll find one or two or three people who are leading by example. This is very convincing. When one senior manager sets an example, others will follow.

This is especially important in a country like yours, where many things must be done simultaneously to catch up with the progress of the 20th century.

And perhaps the most important is personal behavior, that is, ethics. People always ask me what I mean by that. My answer is ancient, going back to the ancient Greeks.

I call it the Mirror Test.

Every morning when you look in the mirror, shave, or apply lipstick, you ask yourself:

Is that who you want to see in the mirror?

Do you want to be what you see? CXO UNION-CXO联盟（cxounion.cn）

Perhaps “ashamed” is too strong a word. Does that make you feel uneasy?

Do you get upset because you cut corners, broke promises, paid bribes, or just looked for immediate benefits?

Are you one of those people?

Do you want to see what you really see in the mirror?

This is the mirror test. CXO UNION-CXO联盟（cxounion.cn）

This is important because you may be able to fool people outside the organization, but you can’t fool people inside the organization. What you do, they’ll do. You will destroy the entire organization.

4. The source of fruit is outside the organization

Also, you need to remember to invest enough time and effort outside of your business. The great danger for an organization, and not just large organizations, is that you become completely addicted to it, devoting all your time, energy, and ability to solving internal problems.

The results of any organization – especially a business – originate outside the organization.

The customer group is outside the organization, and the non-customer group is outside the organization. Even if your company is the industry leader, its market share will probably be less than one-third, which means that two-thirds of potential customers are not buying your product. Make sure you set aside enough time to research these prospects. CXO UNION-CXO联盟（cxounion.cn）

Why don’t they buy your product?

What value do they value?

What are their expectations?

In fact, change always starts with non-customers. Almost all of the industries that dominated the developed world in the 1950s and 1960s are now on the defensive, and all of the changes begin with external, non-customer groups. CXO UNION-CXO联盟（cxounion.cn）

Department stores in the US and Japan, for example, are in serious trouble today, whereas 40 years ago they dominated retail distribution. And the change is starting with non-customers, too.

Department stores are based on the basic theory that husbands work, children go to school, and wives take care of the family and themselves, so they have time to frequent department stores. But suddenly women had jobs — first in the United States and then throughout the developed world — and they no longer had time. But these well-educated women were never department store customers in the first place.

It wasn’t until they suddenly lost the market that department stores – which almost all businesses consider to be the most accurate source of customer data – realized that this generation wasn’t going to shop in their stores.

So, first you want to make sure that you are in close contact with the outside world and that you don’t have to rely entirely on reports. CXO UNION-CXO联盟（cxounion.cn）

I can give you an example, and this is the best example I know:

Many years ago, a man built one of the largest companies in the world, and he caught a major shift in the field of medicine, which was starting to shift from individual physicians to hospitals. (In the developed world, the shift happened just after World War II.)

From its inception until the company became a huge multinational, he insisted on a simple rule: every executive in the company had to leave the company for four weeks a year. Whenever a salesperson goes on vacation, a manager has to take their place for two weeks twice a year. The executive who took over the job had to make phone calls to customers, sell drugs to customers and tell hospitals about their new products. In this way, the company can understand the rapidly changing market.

Another thing you need to understand is what we now call an organization’s “core competency.” What are we really good at? What do our customers buy from us? Why are they buying from us?

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于领导者管理笔记；编辑/翻译：CXO UNIONCXO联盟小U。

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