当领导对我来说意味着更多的责任

　　Reporter: Tell me about some of the leadership lessons you’ve learned.

　　记者：请跟我们说一下，您所学到的有关领导方面的内容。

　　Dunn: I didn’t realize it at the time, but the first deep leadership lesson I learned was when I was 14 years old and working in a grocery store. The manager at the time, a gentleman named Ken, came up to me and said, “What do you think about this process we’re using here in the front end to tell people to pick up their groceries?” A seemingly simple challenge, and I gave him some sort of innocuous, nonspecific answer-sort of, “Everything’s fine." And he pulled me aside and he said, “Now listen, I asked you about this ‘cause I really care what you think. You’re doing this every single day and I want to know what you think about it."I know it seems simple, but just that notion of learning from people who are actually doing the work, and the encouragement he gave me to tell him exactly what I thought really stayed with me, and it was a recurring thing throughout the time I worked for him.

　　邓恩：在那时我并没有意识到，但是我第一次学习到深入的有关领导方面的东西，是14岁在一家杂货店工作的时候。杂货店的经理是一位叫肯的绅士，他有一天走过来跟我说："你对于我们现在帮助顾客挑选商品的做法有什么看法呢？"那看起来是一个很简单的任务，然后我给出了他一些不会招致反对的、 不特定的答案，就像是我们所做的一切都是很好这样的说法。然后他把我拉到一边，跟我说："听着，我问你这个问题是因为我真的关心你对此的想法，你每天都在做这个工作，所以我想知道你的意见是怎样的。"我知道这看似很简单，但是要向真正做那份工作的人们了解情况，而且他鼓励我对他说出我内心真实的想法，这些都深深的烙印在我的心中。而且在我为他工作的时候，这种情况也时有发生。

　　Reporter: What else?

　　记者：还有别的吗？

　　Dunn: Be really careful about what you believe about yourself. You’re never as good as they say or as bad as they say. When I was made CEO on June 24，I didn’t wake up that morning smarter. I didn’t wake up with a massive IQ expansion. I did wake up with a new responsibility. Another piece that I think is really, really important is you have to be curious. I describe it as active learning. And one of the things I do is set out across our enterprise and look for ideas，people doing things in ways that are different, doing things that are important for our future. And it’s not just inside our enterprise; it’s outside the enterprise, as well. One of the things that became pretty clear to me, in my last role as president and chief operating officer at Best Buy, is that people don’t line up outside my door to tell me how they’ve screwed something up. You know, you sort of get the “Yep，everything’s going terrific and it’s A— OK” So it’s really important to me to get out where the customer experiencesthe brand, and that means I surf our Web pages. It means I call our call center. It means I visit our stores and talk to our associates about what's working, what’s not.

　　邓恩：不要想当然地认为自己很了解自己。一个人永远不会像别人说的那么好，也不会像别人说的那么坏。我6月24日被任命为首席执行官的时候，那天我并没有比以往更聪明一些或是拥有更高的智商，我多的只是一份新的责任。我想到的另外一点非常重要的就是，一个人要乐于求知，我称之为 "主动学习"。我所做的事情之一就是，在公司范围内寻求新的发展想法，因为人们的工作方式都是不一样的，但是大家做的都是有益于公司未来的事情。这不仅仅是在公司内部，对于公司外部来说也是这样的。当我在百思买担任主席和首席运营官一职的时候，我清楚了一件事情，那就是人们不再在我的办公室门前排着队来告诉我说，他们是怎样把事情搞糟了。你知道，这就会让人觉得"我们的公司运营得很好，每一件事都很好。”所以对我来说，能够了解到顾客对于我们产品的看法是很重要的，这就意味着我得查看网页，给我们的电话中心打电话，还有去商店与我们的同事一起讨论什么事情我们做得很好，而什么不好。

　　Reporter: How would you say your leadership style has evolved over time?

　　记者：随着时间的流逝，您的领导风格发生了怎样的变化呢？

　　Dunn: I’ll give you a very personal story about this. My wife just had her seven-year anniversary, all clear, from breast cancer. We had a big scare seven years ago. And in that moment,you get this gift of utter clarity-that the most important thing in the whole world was making sure my wife and my three children got through this.

　　邓恩：关于这个问题，我给你讲一个我个人的故事。我妻子得乳腺癌，已经7年了，7年前我们对于这个感到非常害怕。那时候你会明白，世界上最重要的事情就是让我的妻子和3个孩子能够渡过这个困难的时期。