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成功的人永远不害怕挑战与困难，因为他认为在成长的过程中，不仅需要和风细雨，还需要电闪雷鸣，更需要冰雪交加。成功的人也会有失误，但是，他能非常清醒地知道应当如何面对失败，并且转败为胜。
Afew years ago, Pioneer Hi-Bred International, where I was employed, purchased Norand Corporation. Pioneer’s sales representatives in the field used Norand hand-held terminals to upload daily sales information and download new price and sales incentive1 information. Pioneer bought so many of these hand-held terminals, the economics made the purchase of Norand look interesting. Owning Norand also allowed Pioneer to explore high-technology markets outside agriculture.
But after a few years, the emerging laptop PC technology made the hand-held units obsolete2. Pioneer sold Norand at a loss. Pioneer always took a given percent of the annual profits to divide equally among all employees, so our profit-sharing checks were lower than if Pioneer had not purchased Norand. Additionally, my Pioneer stock was lower than it had been before the purchase of Norand. I was not pleased.
The CEO of Pioneer, Tom Urban, made annual formal visits to each of the Pioneer divisions to talk about the state of the business and to listen to employees’ concerns. When he walked into the meeting room for his first visit after the sale of Norand, he acknowledged the group, removed his jacket and neatly folded it across the back of the chair. He loosened his tie, undid his collar and rolled up his sleeves. The next thing he said was the last thing I ever expected to hear a CEO say.
He said, “I made a mistake buying Norand and I am sorry. I am sorry your profit-sharing was lower because of the purchase, and I am sorry your stock was hurt by the purchase. I will continue to take risks, but I am a bit smarter now, and I will work harder for you.”
A great man and leader stood before us that day. As I sat listening to him, I knew I could trust him, and that he deserved every bit of loyalty I could give to him and to Pioneer. I also knew I could take risks in my own job.
In the brief moment of silence before the questions started, I recall thinking that I would follow him into any battle.
几年前，我为之效力的先锋国际基因公司收购了诺兰德公司。先锋公司的销售代表使用诺兰德手提终端机上传每日的销售信息和下载新的价格和销售奖励信息。先锋购买了大量该型手提终端机，从经济角度来看，收购诺兰德是桩令人中意的买卖。拥有诺兰德也使先锋开发农艺之外的高技术市场成为可能。
但几年后，膝上型个人电脑技术的出现使得手提设备被淘汰。先锋赔本售出诺兰德。一直以来，先锋都把年收益中的固定比例在所有员工中平均分配，所以我们的分红支票比收购前要少。加之，我持有的先锋股票又比收购前贬值，我闷闷不乐。
先锋的首席执行官汤姆·厄本到各先锋分公司做一年一度的例行视察，介绍公司营运状况，听员工们就他们所关心的事提出问题。当他在售出诺兰德后第一次走进会议室时，他先向大家致谢，然后脱下外套，整齐地折叠起来搭放在椅背上。他松了松领带，解开衣领，卷起袖子。他接下来说的话我怎么也想不到会出自一位首席执行官之口。
他说：“收购诺兰德是我的失误，我很抱歉。我很抱歉你们的分红因为这次收购而减少了。我很抱歉你们的股票因为这次收购而蒙受损失。我会继续冒险，但我现在已经变得聪明一些了，我将为你们更加努力地工作。”
那天，站在我们面前的是一个了不起的人，一位了不起的领导者。当我坐在那儿听他讲话的时候，我知道我能够信赖他，他值得我为他和先锋献出我所有的忠诚。我还知道我能够在自己的工作中冒险。
在开始提问前那短暂的沉默中，我又鼓起了追随他投入任何战斗的勇气。
萧善匀 摘译自Short Stories
Afew years ago, Pioneer Hi-Bred International, where I was employed, purchased Norand Corporation. Pioneer’s sales representatives in the field used Norand hand-held terminals to upload daily sales information and download new price and sales incentive1 information. Pioneer bought so many of these hand-held terminals, the economics made the purchase of Norand look interesting. Owning Norand also allowed Pioneer to explore high-technology markets outside agriculture.
But after a few years, the emerging laptop PC technology made the hand-held units obsolete2. Pioneer sold Norand at a loss. Pioneer always took a given percent of the annual profits to divide equally among all employees, so our profit-sharing checks were lower than if Pioneer had not purchased Norand. Additionally, my Pioneer stock was lower than it had been before the purchase of Norand. I was not pleased.
The CEO of Pioneer, Tom Urban, made annual formal visits to each of the Pioneer divisions to talk about the state of the business and to listen to employees’ concerns. When he walked into the meeting room for his first visit after the sale of Norand, he acknowledged the group, removed his jacket and neatly folded it across the back of the chair. He loosened his tie, undid his collar and rolled up his sleeves. The next thing he said was the last thing I ever expected to hear a CEO say.
He said, “I made a mistake buying Norand and I am sorry. I am sorry your profit-sharing was lower because of the purchase, and I am sorry your stock was hurt by the purchase. I will continue to take risks, but I am a bit smarter now, and I will work harder for you.”
A great man and leader stood before us that day. As I sat listening to him, I knew I could trust him, and that he deserved every bit of loyalty I could give to him and to Pioneer. I also knew I could take risks in my own job.
In the brief moment of silence before the questions started, I recall thinking that I would follow him into any battle.
几年前，我为之效力的先锋国际基因公司收购了诺兰德公司。先锋公司的销售代表使用诺兰德手提终端机上传每日的销售信息和下载新的价格和销售奖励信息。先锋购买了大量该型手提终端机，从经济角度来看，收购诺兰德是桩令人中意的买卖。拥有诺兰德也使先锋开发农艺之外的高技术市场成为可能。
但几年后，膝上型个人电脑技术的出现使得手提设备被淘汰。先锋赔本售出诺兰德。一直以来，先锋都把年收益中的固定比例在所有员工中平均分配，所以我们的分红支票比收购前要少。加之，我持有的先锋股票又比收购前贬值，我闷闷不乐。
先锋的首席执行官汤姆·厄本到各先锋分公司做一年一度的例行视察，介绍公司营运状况，听员工们就他们所关心的事提出问题。当他在售出诺兰德后第一次走进会议室时，他先向大家致谢，然后脱下外套，整齐地折叠起来搭放在椅背上。他松了松领带，解开衣领，卷起袖子。他接下来说的话我怎么也想不到会出自一位首席执行官之口。
他说：“收购诺兰德是我的失误，我很抱歉。我很抱歉你们的分红因为这次收购而减少了。我很抱歉你们的股票因为这次收购而蒙受损失。我会继续冒险，但我现在已经变得聪明一些了，我将为你们更加努力地工作。”
那天，站在我们面前的是一个了不起的人，一位了不起的领导者。当我坐在那儿听他讲话的时候，我知道我能够信赖他，他值得我为他和先锋献出我所有的忠诚。我还知道我能够在自己的工作中冒险。
在开始提问前那短暂的沉默中，我又鼓起了追随他投入任何战斗的勇气。
萧善匀 摘译自Short Stories