不公平的融資渠道 哪種更好

The 40 under 40 Insider network is an online community where some of the most thoughtful and influential people in business under 40 contribute answers to timely questions about career and leadership. This week we ask: As a leader, is it better to be feared or loved? The following answer is by Danae Ringelmann, founder and Chief Development Officer at Indiegogo.

40歲以下最具影響力的商界人士將通過40位40歲以下商業精英內部網絡，及時解答職業與領導力問題。本週，我們的問題是：作爲領導者，被人敬畏或被人喜愛，哪一種更好？以下是Indiegogo公司創始人兼首席開發官達妮o林格爾曼的回答。

As a leader of a company solving an important problem in the world – inequitable access to capital – I believe it is better to be loved than feared.

我們的公司致力於解決世界上一個重大問題——不公平的融資渠道。作爲公司領導者，我認爲，領導者應該被喜愛，而不是被敬畏。

I believe being loved embodies three simple ideas: trust, respect, and inspiration. People follow those they trust, work harder for those they respect, and find meaning when inspired to make a greater impact through their work. As a result, people are far more motivated to perform to their potential and creative in how they achieve their goals, which drives both business results and personal fulfillment. Productivity and happiness are not mutually exclusive, but rather co-dependent.

我認爲，被喜愛包含三重意思：信任、尊敬和激勵。人們會追隨他們信任的人，在尊敬的人領導下，他們會更加努力地工作，而當受到激勵通過工作產生更大影響的時候，他們就會找到人生的意義。因此，人們會有更高的積極性來發揮自己的潛力，會通過更有創造性的方式實現目標，最終將帶來公司業績和個人成就。工作效率與幸福感並非相互排斥，而是相互依存的。

How to Build Trust

如何建立信任

I don’t believe trust is given; it is earned. And to earn the trust of your team, I’ve discovered it’s important to listen with the intent to understand and share your knowledge and expertise when relevant. As a leader, you must be open to being wrong, vulnerable enough to admit it, and courageous enough to confidently change course if needed. You also must be willing to be a coach when it would be easier to be a dictator.

我認爲信任並非別人給予的，而是通過努力獲得的。我發現，爲了獲得團隊的信任，帶着瞭解和分享你的相關知識和專門技術的目的去傾聽，是非常重要的。作爲領導者，你必須能直面錯誤，能以足夠低的姿態承認錯誤，並且有足夠的勇氣，在必要時自信地做出改變。有時候，你還必須遏制發號施令的衝動，甘心做一個指導者。

As a company pioneering a new industry, we are not trying to be a “cheaper, faster, or better” version of something that already exists. We’re inventing a new and fair way of bringing entrepreneurial, artistic, and cause-related efforts to life. There are no blueprints; we must create our own. And so we depend on listening to and sharing with each other what we have learned along the way. We don’t have time to repeat the same mistakes. So we need to trust each other in order to innovate, and we need to innovate in order to move forward. It’s that simple.

作爲一個新興行業的開拓型公司，我們沒有嘗試着給某個業已存在的事物，推出“更廉價、更快速、更好的”版本。我們正在發明一種全新且公平的方式，努力將創業、藝術以及與目標相關的努力變爲現實。沒有現成的模板可循；我們必須靠自己。所以，我們只能依靠傾聽彼此的聲音，分享我們在公司發展過程中總結的經驗教訓。我們沒有時間去重複同樣的錯誤。因此，我們只有彼此信任才能實現創新，而且爲了向前發展，我們必須進行創新。就是這麼簡單。

How to Garner Respect

如何獲得尊重

Like trust, respect is also something you earn—and by leading through your actions, not your words. A fearless work ethic with a results-oriented mindset is magnetic—and it attracts those who share the same values. Those who don’t, stay away. And when you continue to earn your job every day, your team members do as well, and the positive cycle continues. Your great employees and their results command respect, and in turn, attract more great employees and results.

與信任一樣，尊重也必須通過自己的努力去獲得——通過以身作則，而非空口白話。秉持以結果爲導向的思維模式，無所畏懼地工作，是一種頗具吸引力的職業道德，它可以吸引那些具有相同價值觀的人才。而價值觀不一致的人則會遠離你。當你從每天的工作中持續得到回報的時候，你的團隊成員也會有所收穫，良性循環會持續下去。你的優秀員工和他們的業績會贏得尊敬，進而可以吸引更多的優秀員工加入，創造出更好的業績。

The members of our team who continue to make an impact adapt through change elegantly and bring other incredible talent to the team. These individuals’ work ethic and commitment to results consistently amaze me. There’s nothing more motivating as a leader than working with other action-oriented, self-directed thinkers, do-ers, and learners.

那些持續產生影響的團隊成員，通過改變優雅地適應着我們的團隊，並吸引其他優秀的人才加入我們。這些人的職業道德與績效爲先的態度，總是令我驚訝。與一羣以行動爲導向、能自我引導的思考者、實幹者和學習者共事，是一位領導者能夠獲得的最大激勵。

How to Inspire

如何激勵

As a leader, you inspire your team when your company’s mission is personal. You don’t just believe achieving your mission is important to becoming a sustainable business; you believe it is critical to improving humanity. This commitment is emotional, not logical, but the same emotional commitment is the reason people thrive when working with you. As Simon Sinek, author of Start With Why: How Great Leaders Inspire Everyone to Take Action, says about customers: “People don’t buy what you do, they buy why you do it.” The same principle applies to your team. And when you offer meaningful work, you don’t just set up your business for success in attracting passionate, committed and hard-working people, you set your people up for success in leading purpose-driven lives—a human need the business world often forgets to acknowledge and serve.

作爲領導者，如果公司踐行的是你個人的使命，你需要激勵你的團隊。你不僅相信完成你的使命對公司的持續發展很重要；你同樣相信它對於改善人類的生活至關重要。這種承諾是情感上的，而非邏輯上的，這種情感承諾纔是人們喜歡與你共事的原因。西蒙o斯涅克曾在《從爲什麼開始：偉大的領袖如何激勵行動》（Start With Why: How Great Leaders Inspire Everyone to Take Action）一書中這樣談論客戶：“人們不是在買你的產品，而是在購買你生產這款產品背後的原因。”同樣的原則也適用於公司團隊。如果你能提供一份有意義的工作，你不僅可以吸引有激情、有決心、勤勉的人才，從而爲公司未來的成功奠定基礎，也可以讓你的員工過上有意義的人生，爲他們個人的成功創造條件——這種人類需求往往被商界所忽視。（財富中文網）