欢迎到总裁办公室走马上任，但有一点要注意：现在，你最不起眼的小动作也可能导致深远的影响。
Consider Linda Parker Hudson, promoted last fall to run the U.S. arm of BAE Systems PLC, a global defense giant.
以琳达•哈德森(Linda Parker Hudson)为例，2009年秋，她成为全球国防业巨头BAE系统公司(BAE Systems PLC)美国分部的负责人。
She told her top lieutenants that she expected 'rapid responses' to email around the clock. To her surprise, several started sleeping beside their beeping BlackBerry so they could answer her 3 a.m. messages right away.
她对自己的直接下属说，希望他们能一天24小时都对电子邮件有"快速反应"。让她吃惊的是，好几个下属开始把设好提醒声音的黑莓手机放在枕头边上，这样就能在她半夜三点发出电子邮件后第一时间予以回复。
Ms. Hudson says she repeatedly reassured these colleagues that they could sleep at night and tried to lessen her nocturnal BlackBerry use. But 'it was probably a few months before we all got used to each other,'' she concedes.
哈德森说，她好几次告诉这些同事，他们可以在晚上好好休息，并尝试减少自己在夜间使用黑莓手机发邮件的频率。但她承认，可能过了好几个月，我们才开始习惯彼此的工作方式。
Ms. Hudson experienced 'executive amplification,' a widespreadphenomenon that can significantly affect your career. When you land a senior post, staffers constantly will scrutinize -- and possibly misconstrue your deeds, dress and words.
哈德森经历的是一种"管理者影响力放大效应"(executive amplification)，这是一个常见现象，但会极大影响一个人的职业生涯。当你就任一个高级职位时，下属往往会小心观察你的举止、穿着和言论，并可能做出错误的理解。
Yet power makes you 'less aware that your behavior matters,'' cautions Adam Galinsky, a professor of organizational behavior at Northwestern University's business school. 'That can be a career killer by demoralizing your troops.'' Even lack of eye contact with them as you walk down the hall conveys your disapproval, risking alienation.
不过，美国西北大学(Northwestern University)商学院组织行为学教授亚当•加林斯基(Adam Galinsky)说，身居高位让你对自己行为所产生的影响不那么了解， 这会让你带领的队伍丧失士气，从而扼杀你的职业生涯发展。当你走在过道的时候，即使缺乏与下属的眼神接触，也会传递给下属一种不认同的感觉，导致员工开始疏远你。
Amplification also can work to your advantage because effective, small moves often improve employee motivation. You must recognize that 'leadership is a role, and you are always on,'' says Gary Bradt, an executive coach in Summerfield, N.C. 'Make sure you send the messages that you want to send.''
影响力放大效应也会为你服务，因为有效的小举止往往能提高员工的士气。北卡罗莱纳州Summerfield的企业教练盖瑞•布莱特(Gary Bradt)说，你必须意识到，领导是一种角色，而你始终处于这个角色之中。你要确保自己释放出想要释放的资讯。
Ms. Hudson first saw the downside of the amplifier effect when she became the first female division president for General Dynamics Corp. in 1999. During her first week, she wore a new scarf tied in a fancy bow. The next day, she ran into more than a dozen women there wearing scarves tied the same way.
1999年，哈德森成为美国通用动力公司(General Dynamics Corp.)第一位女性部门负责人后，首次尝到了影响力放大效应的后果。她在上任第一周的某一天，戴了一条新围巾，并系了个别致的结。第二天她去上班，发现十几名女性同事都用相同的系结方式戴上了围巾。
Being watched so closely frightened Ms. Hudson. 'I wasn't accustomed to being the center of attention,'' the 60-year-old executive recalls. 'I felt like I was up on a billboard.''
受到如此关注把哈德森吓坏了。现年60岁的哈德森回忆道，我不习惯成为众人的焦点。我觉得自己像被挂在布告栏上一样。
She soon found herself closely scrutinized again. Touring a division factory months later, Ms. Hudson noticed flyers posted everywhere. They displayed her photo and list of leadership expectations from a recent management team speech.
很快，她再次发现自己被人密切关注着。几个月后，她巡视下属的一个工厂，发现到处张贴着关于她的东西，不但有她的照片，还有一系列她近期在管理会议中提出的目标要求。
Thanks to the unanticipated flyers, Ms. Hudson says she realized that amplification represents a potentially positive tool. 'You can change employee behavior by subtle changes in your behavior,'' she explains.
哈德森说，感谢这些出人意料的宣传单，让她意识到影响力放大效应也是个潜在的激励工具。她解释道，通过微妙地调整自己的行为，你可以改变员工的行为方式。
Anton Rabie, president and co-chief executive of Spin Master Ltd., a toy maker, uses a minor symbolic gesture to amplify his deep commitment to taking risks. He mounts failed Spin Master products and misguided mock-ups on a wall of his Toronto office.
安通•拉比(Anton Rabie)是玩具制造商Spin Master Ltd.的总裁兼联合首席执行长，1994年和两名同学一起创建了这家玩具公司。他用一个不起眼但具有象征意味的做法来充分展现他愿意承担风险以使企业进步的决心。他在多伦多办公室的墙上挂上Spin Master的失败产品以及误入歧途的设计模型。
'Each one has a lesson that we should remember,'' observes Mr. Rabie, who launched the manufacturer with two classmates in 1994. Staffers viewing his flop-filled wall know 'it's okay to make mistakes,'' he continues. 'It's like walking the talk.'
拉比说，墙上的每一件东西都代表着我们应该记住的一个教训。员工看到他办公室的这面墙壁，就知道在创新中犯错误是被允许的，这就是一种言传身教。
You may also reap benefits from executive amplification by seeking frequent feedback and making needed corrections. Easier said than done, however.
你也可以从影响力放大效应中获益，比如经常寻求员工回馈，并做出必要的改进。不过，这说起来容易做起来难。
'As you rise in the ranks, people stop telling you what they should tell you,'' notes Richard A. Davis, a partner at RHR International, an executive-coaching firm, and author of the new book. 'The Intangibles of Leadership.''
RHR International企业培训公司的合伙人、新书《领导力的无形资产》(The Intangibles of Leadership)的作者理查德•大卫斯(Richard A. Davis)说，你的职位上升后，人们不再说出他们应该告诉你的事情。
He advocates creating a personal board of directors to help identify your blind spots. 'They have to know you and the people around you,'' but work elsewhere than your employer, Dr. Davis recommends.
大卫斯提倡领导者要有一个像董事会那样的私人智囊圈，帮自己发现盲点。大卫斯建议，这些人必须了解你，也了解你周围的人，但应该在别的公司工作。
A performancereview known as 360-degree feedback persuaded a newly promoted executive at a multinational apparel concern to alter her misinterpreted appearance, according to Rosemarie Fiorilli, a New York executive coach who advised her this year. The 360-degree process involves anonymous input from peers, subordinates and superiors.
纽约的企业教练罗斯玛丽•费奥利尼(Rosemarie Fiorilli)说，她今年给某跨国服装企业一位新上任的女高管做培训顾问，用一种被称之为360度回馈的绩效评估法说服她改变自己遭到别人误解的外型。360度评估法让同级别同事、下属和上级匿名对一个人做出全方位的评价。
The executive wore designer duds, including luxury-brand jewelry, at a workplace that favors business casual dress, Ms. Fiorilli says.
费奥利尼说，那名女高管喜欢穿设计师设计的衣服，戴奢侈品牌的珠宝，而她所在的公司提倡穿商务休闲服装。
During 360-degree interviews, co-workers said, 'She's trying to be better than us,'' the coach recollects. 'She was the only one who didn't know this was bothering people.''
在360度评测中，女高管的同事说：她想穿得比我们好。 费奥利尼回忆道：只有那个女高管自己不知道这种穿着让人不快。
Ms. Fiorilli says she warned the executive that the amplified impact of her luxurious look was hurting her group's cohesiveness. The woman 'toned it down immediately,'' the coach adds. 'Her boss said other people had noticed and remarked favorably.''
费奥利尼说，她警告那位女高管，喜欢奢侈品牌的行为方式经过影响力放大效应后会损害自己团队的凝聚力。费奥利尼说，那位女高管马上就从头到脚换了个打扮，她的上司表示，其他人马上就注意到这种转变，并给予好评。
An associate's frank feedback taught Tim Rice a different amplification lesson. While chief operating officer of Moses Cone Health System in Greensboro, N.C., he visited a friend seated in a chair two days after she underwent open-heart surgery at one of its five hospitals.
同事坦诚的回馈意见从另一个角度让提姆•莱斯(Tim Rice)了解到影响力放大效应的存在。莱斯是北卡罗莱纳州格林斯博罗市(Greensboro) Moses Cone健康系统公司(Moses Cone Health System)的首席运营长。他去公司经营的五家医院中的一家探访一位两天前刚做完心脏手术并坐在轮椅上休养的朋友。
Mr. Rice teased her nurse for leaving the woman 'in this chair all day long'' because the patient looked tired. His joke devastated the nurse, 'and she cried afterward,'' the nursing director told Mr. Rice.
莱斯跟照顾那位朋友的护士开玩笑，说她不该让病人"整天呆在那张轮椅上"，因为病人看上去很疲惫。他的玩笑吓坏了护士，护士长对莱斯说，"她后来都哭了。"
He later apologized to the nurse and in front of nearly 150 colleagues, praised the nursing director's candor. Actually, 'I was really afraid to come tell you,'' she replied.
后来，莱斯当着近150名同事的面，向那个护士道歉，并表扬护士长的直言不讳。那名护士长回答道，其实，我真的很害怕跟你说出实情。
Mr. Rice says he concluded that his high-level title intimidated subordinates, and he should avoid sarcasm 'because everything we do is amplified.'' He took charge of Moses Cone in 2004. But 'I am probably not as open and free and goofy as I have been in the past.''
莱斯说，他得出一个结论，自己的高职位会让下属害怕，他应该避免说俏皮话，"因为我们的一言一行在别人眼里都会被放大。"他是2004年执掌Moses Cone公司的，但"跟以往相比，我可能没有那么畅所欲言，也很少故做傻事了。"
At the same time, Mr. Rice regularly encourages his team members to suggest ways that he might lead the health-care system better. 'I always say, 'Who is going to tell the CEO that his fly is unzipped?'''
同时，莱斯经常鼓励自己的团队成员向他提建议，帮他更好地带领公司发展。"我总是说，'谁来说出老板的裤子拉链没拉好？'"
Joann S. Lublin
- welcome [´welkəm]
a.受欢迎的；可喜的 (初中英语单词) - executive [ig´zekjutiv] a.行政的 n.行政官 (初中英语单词)
- hudson [´hʌdsn] n.哈得孙河 (初中英语单词)
- sleeping [´sli:piŋ] n.&a.睡着(的) (初中英语单词)
- affect [ə´fekt] vt.影响；感动；假装 (初中英语单词)
- career [kə´riə] n.经历；生涯；职业 (初中英语单词)
- constantly [´kɔnstəntli] ad.经常地；不断地 (初中英语单词)
- contact [´kɔntækt] n.接触；联系 v.联络 (初中英语单词)
- advantage [əd´vɑ:ntidʒ] n.优势；利益 (初中英语单词)
- effective [i´fektiv] a.有效的；有力的 (初中英语单词)
- female [´fi:meil] a.女(性)的 n.女人 (初中英语单词)
- management [´mænidʒmənt] n.管理；处理；经营 (初中英语单词)
- gesture [´dʒestʃə] n.手势 v.打手势 (初中英语单词)
- manufacturer [,mænju´fæktʃərə] n.制造人；工厂主 (初中英语单词)
- frequent [´fri:kwənt] a.常见的，频繁的 (初中英语单词)
- partner [´pɑ:tnə] n.伙伴 v.同....合作 (初中英语单词)
- international [,intə´næʃənəl] a.国际的，世界的 (初中英语单词)
- identify [ai´dentifai] vt.认出；鉴定；验明 (初中英语单词)
- elsewhere [,elsweə] ad.在别处；向别处 (初中英语单词)
- employer [im´plɔiə] n.雇佣者，雇主 (初中英语单词)
- performance [pə´fɔ:məns] n.履行；行为；工作 (初中英语单词)
- review [ri´vju:] v.&n.复习；回顾；检查 (初中英语单词)
- system [´sistəm] n.系统，体系，制度 (初中英语单词)
- director [di´rektə] n.指导者；....长；导演 (初中英语单词)
- actually [´æktʃuəli] ad.事实上；实际上 (初中英语单词)
- charge [tʃɑ:dʒ] v.收费；冲锋 n.费用 (初中英语单词)
- beware [bi´weə] v.(用于祈使句)谨防 (高中英语单词)
- lessen [´lesən] v.减少；缩小 (高中英语单词)
- phenomenon [fi´nɔminən] n.现象；奇迹；珍品 (高中英语单词)
- senior [´si:niə] a.年长的 n.前辈 (高中英语单词)
- behavior [bi´heiviə] n.举止，行为 (高中英语单词)
- leadership [´li:dəʃip] n.领导(能力) (高中英语单词)
- positive [´pɔzətiv] a.确定的 (高中英语单词)
- apparel [ə´pærəl] n.衣服 vt.给...修饰 (高中英语单词)
- jewelry [´dʒu:əlri] n.珠宝(饰物) (高中英语单词)
- casual [´kæʒuəl] a.偶然的；临时的 (高中英语单词)
- regularly [´regjuləli] ad.有规律地；经常地 (高中英语单词)
- blackberry [´blækbəri] n.黑莓 (英语四级单词)
- repeatedly [ri´pi:tidli] ad.反复地；再三地 (英语四级单词)
- experienced [ik´spiəriənst] a.有经验的；熟练的 (英语四级单词)
- widespread [´waidspred] a.广布的；普遍的 (英语四级单词)
- northwestern [,nɔ:θ´westən] a.西北的；自西北的 (英语四级单词)
- trying [´traiiŋ] a.难堪的；费劲的 (英语四级单词)
- luxurious [lʌg´zjuəriəs] a.奢侈的；豪华的 (英语四级单词)
- surgery [´sə:dʒəri] n.外科；外科手术 (英语四级单词)
- disapproval [,disə´pru:vəl] n.不赞成；非难 (英语六级单词)
- taking [´teikiŋ] a.迷人的 n.捕获物 (英语六级单词)
- anonymous [ə´nɔniməs] a.不具名的；匿名的 (英语六级单词)
- designer [di´zainə] n.设计者 (英语六级单词)
- impact [´impækt] n.影响，作用；冲击 (英语六级单词)
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