A
youthful indiscretion haunts Jeffrey Hollender every time he visits Canada.
次去加拿大,杰弗里•霍伦德(Jeffrey Hollender)年轻时一次尴尬经历的后果都要得到显现。
He gets detained for extra
security screening because of an
incident in 1978 where authorities arrested and deported the then 23-year-old American for operating an adult-education school in Toronto without a work permit. Yet the
career setback -- and the
subsequent soul-searching -- proved a springboard for his eventual success. He co-founded and ran Seventh Generation Inc., a maker of environmentally friendly household products based in Burlington, Vt.
每一次,这位美国人都要接受额外的安检,起因是发生在1978年的一件事情:时年23岁的霍伦德在多伦多(Toronto)开设了一家成人教育学校,当时他自己并没有得到工作许可,因此被加拿大当局拘留并驱逐出境。不过最终的事实证明,此次事业上的挫折──以及随后的自我反省──成了他最终成功的跳板。他后来与人合作在佛特蒙州伯林顿(Burlington)成立了七世代公司(Seventh Generation Inc.)──一家生产环保家居用品的公司。
For Peter G. Peterson, the billionaire co-founder of Blackstone Group LP, a New York private-
equity firm, it took an
expulsion from the Massachusetts Institute of Technology and a stint as a department store employee to realize what he wanted to do. Myron E. Ullman III, chief
executive of J.C. Penney Co., was a 30-year-old university business officer when he was involved in mishaps that landed his new boss in an
emergency room twice in two weeks.
亿万富翁彼得•G.彼得森(Peter G. Peterson)是纽约私募股权基金公司百仕通集团(Blackstone Group LP)的联合创始人,在他实现自己的理想之前,曾被麻省理工学院(Massachusetts Institute of Technology)开除,后来在一家百货公司打工。麦隆•E.乌尔曼三世(Myron E. Ullman III)是彭尼公司(J.C. Penney Co.)的总裁,30岁那年他在辛辛那提大学担任运营官时害得新老板两周内进了两次急诊室。
All three gleaned lessons from their early stumbles that helped them
thrive later. Their experiences offer a road map to anyone discouraged by
initial missteps. 'Early setbacks represent a key developmental event that successful
executives cite when they look back over their
careers,' says Ellen Van Velsor, a
senior fellow at the Center for Creative Leadership in Greensboro, N.C.
上述这三位都从早年的失误中吸取了教训,从而在后来的人生中取得了辉煌的成就。他们的经历对于年轻时经历挫折的人来说都是一个很好的指引。北卡罗来纳州格林斯博罗的创意领导中心(Center for Creative Leadership)的高级研究员埃伦•凡•威尔瑟(Ellen Van Velsor)说,很多事业有成的管理者在回顾自身的职业历程时,都会提到,早年的挫折是推动自身发展的一个很重要的因素。
To rebound from early mistakes, you need time to
reflect constructively, as Mr. Hollender did. The college dropout had begun his nonprofit Skills Exchange in 1977. Classes ranged from sushi
preparation to
poetrywriting. He didn't
obtain a work permit because 'I was
totally obsessed with work' to
obtain the
permanent Canadian residency
status required. Mr. Hollender never equated his
deportation with
failure. 'It caused me to begin to re-examine what really matters,' he says.
想要从早年的挫折中振作起来,你就需要像霍伦德一样花些时间积极地反省自身。从大学退学后,他在1977年创办了技能交流班,提供各种
培训课程,从寿司制作班到诗歌创作班都有,但是未能盈利。他没有获得工作许可证,是因为"我全身心地投入到工作中去",而没有去申请加拿大永久居留权。霍伦德从来不觉得自己被加拿大驱逐出境是一件失败的事情,他说,"这次事件让我开始重新审视哪些是真正要紧的事情。"
The
entrepreneur next created a for-profit New York
venture called Network for Learning, with offbeat classes such as 'The Art of Flirting.' Network for Learning quickly grew, attr
acting 60,000 students and turning a profit by its second
fiscal year. Mr. Hollender sold the business for more than $2 million in 1985. Four years later, Mr. Hollender and
partner Alan Newman raised money for a failing mail-order catalog that peddled environmental products. They renamed it Seventh Generation, where Mr. Hollender, 55, now is
executive chairman.
这位实业家随后创办了以盈利为目的的学习网络公司(Network for Learning),开设有"调情的艺术"等非主流的课程。公司迅速发展壮大起来,吸引了6万名学员,第二个财年便实现了盈利。1985年,霍伦德将公司易手,得到了200多万美元。4年后,霍伦德与合伙人艾伦•纽曼(Alan Newman)筹集资金,开展环保产品的邮购业务。后来他们将公司改名为七世代,55岁的霍伦德担任执行主席。
Mr. Peterson's early setbacks persuaded him to set higher ethical standards and heed his gut instincts. M.I.T. kicked him out in fall 1944 for plagiarizing another student's term paper. He believed he didn't cheat because he had revised it and added much of his own information. The
expulsion made him realize he should avoid 'self-serving rationalizations about
questionable behavior.' He instead asked himself: 'What would a person I admire greatly think about this behavior?' That's why 'I have somehow managed to stay out of trouble ever since,' he continues.
彼得森早年的挫折让他下决心以更高的道德标准要求自己,克制冲动情绪。1944年秋季,他因为抄袭同学的学期论文,被麻省理工学院开除。而他一开始却以为,自己对文本做过改动,并且加了很多自己的内容,所以算不上是作弊。这次开除事件让他认识到,自己应当避免"对可疑行为的利己合理化"。他问自己:"我非常钦佩的某个人会如何看待这种行为?"他说,那就是为什么"我从那以后基本上都不会惹上麻烦"的原因。
After
graduation from Northwestern University in 1947, the marketing major was hired as an
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assistant toy buyer for a department store in Portland, Ore. He quit four months later because he hated retailing. 'I had made a serious mistake,' he says.
1947年从西北大学(Northwestern University)市场营销专业毕业后,他受雇于俄勒冈波特兰一家百货商店,担任玩具部助理采购。4个月后,他便辞职了,因为他很讨厌做零售。他说:"我犯了一个很严重的错误。"
During a drive to Chicago to see his fiancee, he says he realized his keen analytical
ability qualified him for market
research. He joined a small market-
research firm, which promoted the
junior analyst to
executive vice president within two years. He later was an adman at McCann-Erickson, CEO of electronics maker Bell & Howell Co., President Richard Nixon's
commerce secretary and head of Lehman Brothers.
他说,在驱车去芝加哥看未婚妻的路上,他意识到,自己具有敏锐的分析能力,可以去做市场调研。于是他去了一家小规模的市场调研公司,两年之内从初级分析师升任执行副总裁。后来他先后担任了麦肯广告公司(McCann-Erickson)主管、电子产品制造商贝尔•霍韦尔公司(Bell & Howell Co.)CEO、理查德•尼克松总统的财务部长以及雷曼兄弟公司(Lehman Brothers)总裁。
Mr. Peterson co-launched Blackstone in 1985. He says he insisted the firm do no
equityresearch or
hostile takeovers because he felt those activities conflicted with clients' interests. This
reflected his post-M.I.T.
belief 'in the need for
honesty and integrity,' he adds.
1985年,彼得森与别人合作创立了百仕通集团。他表示,自己坚持不让公司从事证券研究和恶意收购,因为他认为这些业务与客户利益相抵触。他还说,这一点反映了离开麻省理工之后他的人生信条:"必须诚实守信"。
For Mr. Ullman, twin injuries suffered by his
supervisor propelled him to perform better on the job. He was chief business officer for University of Cincinnati when Henry Winkler became
acting president in 1977. Weeks later, the two men and their wives
decided to drive together to a football game.
再来看厄尔曼,老板的两次受伤促使他更加卖力地工作。1977年亨利•温克勒(Henry Winkler)担任代理校长时,厄尔曼是大学的首席商务官。几星期后,他们带上各自的妻子一起开车去看一场橄榄球赛。
Mr. Ullman was
standing by his wife when she slammed the car door on his boss's hand. Mr. Winkler says the bad
bruise incapacitated him for two weeks. The day they resumed their regular
racketball game, Mr. Ullman hit Mr. Winkler -- who had ducked behind him -- with his
racket and gave him a black eye. 'I am not sure I can
surviveworking with you,' Mr. Winkler recalls joking at the time.
结果厄尔曼的妻子关车门时把校长的手给弄伤了,当时厄尔曼就在妻子的身边。温克勒后来说自己的手严重受伤,两周不能自如活动。后来他们终于又可以去打短网 球了,结果厄尔曼的球拍又打着温克勒,把他一只眼睛给弄乌青了──当时温克勒正在他身后。温克勒说自己当时开玩笑说,"如果我继续跟你共事,不知道还能不能全身而退呢。"
'I have a lot to prove that I am not a risk,' Mr. Ullman replied
anxiously. As a result, 'there's no question I worked my butt off,' he says.
厄尔曼急切地答道,"我可以用事实证明我不是危险人物。"结果,他说,"我当然是全情地投入工作了。"
Mr. Ullman, now 63, says his efforts deepened his ties with his boss. Mr. Winkler often helped by
taking the heat when Mr. Ullman needed more
budget funds or persuading colleagues to
assist him. This taught Mr. Ullman, who held top jobs at several retailers before
taking command of Penney in 2004, a powerful
leadership lesson: 'If a boss focuses on making colleagues successful, they have a better chance of succeeding.'
现年63岁的厄尔曼说,自己全力以赴的努力使得自己同老板的交情更深了。当厄尔曼需要更多的预算时,维克勒总是尽量帮助他,还经常让其他同事好好协助他的工作。2004年,在执掌数家零售公司后,厄尔曼成为彭尼公司总裁,他说自己从维克勒身上学到了有关领导力的一个极其有效力的经验:"如果一位老板能够投入地帮助手下获得成功,他们获得成功的可能性的就更大。"