TED英語(yǔ)演講：什么樣的領(lǐng)導(dǎo)是好領(lǐng)導(dǎo)
什么塑造出一個(gè)杰出的領(lǐng)袖?管理理論學(xué)家西蒙西·內(nèi)克告訴我們，好的領(lǐng)袖是一個(gè)讓他的員工有安全感，并讓員工進(jìn)入一個(gè)充滿信任的圈子的人。但是創(chuàng)造信任與安全，尤其是在不平等的經(jīng)濟(jì)環(huán)境中，意味著承擔(dān)巨大的責(zé)任。下面是小編為大家收集關(guān)于TED英語(yǔ)演講：什么樣的領(lǐng)導(dǎo)是好領(lǐng)導(dǎo)，歡迎借鑒參考。
什么樣的領(lǐng)導(dǎo)是好領(lǐng)導(dǎo)
There's a man by the name of CaptainWilliam Swenson who recently was awarded the congressional Medal of Honor forhis actions on September 8, 2009.
大名鼎鼎的威廉·斯文森隊(duì)長(zhǎng)，他被國(guó)會(huì)授予榮譽(yù)獎(jiǎng)?wù)?，因?yàn)樗?009 年 9 月 8 日的英勇行為。
On that day, a column of American andAfghan troops were making their way through a part of Afghanistan to helpprotect a group of government officials, a group of Afghan governmentofficials, who would be meeting with some local village elders.
在那一天，一支美國(guó)人和阿富汗人組成的部隊(duì)正試圖穿越阿富汗的一個(gè)地區(qū)，去支援保護(hù)一組政府官員，這組阿富汗政府官員將會(huì)會(huì)見(jiàn)當(dāng)?shù)亻L(zhǎng)老們。
The column came under ambush, and wassurrounded on three sides, and amongst many other things, Captain Swenson wasrecognized for running into live fire to rescue the wounded and pull out thedead. One of the people he rescued was a sergeant, and he and a comrade weremaking their way to a medevac helicopter.
這支隊(duì)伍不幸被埋伏了，被三方包圍，在一片混亂中，只見(jiàn)斯文森隊(duì)長(zhǎng)沖入熊熊火焰，搶救傷員，拖回死者的尸體。其中一個(gè)被救者是一位中士，他和他的一位戰(zhàn)友那時(shí)正在趕去一架醫(yī)療直升機(jī)的路上。
And what was remarkable about this day is,by sheer coincidence, one of the medevac medics happened to have a GoPro cameraon his helmet and captured the whole scene on camera. It shows Captain Swensonand his comrade bringing this wounded soldier who had received a gunshot to theneck. They put him in the helicopter, and then you see Captain Swenson bendover and give him a kiss before he turns around to rescue more.
這一天特別的是，非常巧，這一天一位醫(yī)療隊(duì)員的頭盔上正好裝有GoPro的相機(jī)，而且捕捉了事件的整個(gè)過(guò)程。我們可以看到斯文森隊(duì)長(zhǎng)和他的隊(duì)友帶回這個(gè)頸部受槍傷的士兵。他們把傷員放入直升機(jī)，斯文森隊(duì)長(zhǎng)俯下身，給了他一個(gè)吻，然后又轉(zhuǎn)身去救人。
I saw this, and I thought to myself, wheredo people like that come from? What is that? That is some deep, deep emotion,when you would want to do that.
我看到這時(shí)，我想那樣的人來(lái)自哪里呢?那是什么?那是一種很深、很深的感情，才會(huì)讓你想那么做。那里充滿愛(ài)。我想知道為什么。
There's a love there, and I wanted to knowwhy is it that I don't have people that I work with like that? You know, in themilitary, they give medals to people who are willing to sacrifice themselves sothat others may gain. In business, we give bonuses to peoplewho are willing tosacrifice others so that we may gain. We have it backwards. Right?
和我一起工作的人沒(méi)有像那樣的?你知道，在軍隊(duì)里，獎(jiǎng)?wù)聲?huì)頒給那些愿意犧牲自己成全他人的人。在商場(chǎng)中，我們把獎(jiǎng)金給那些喜歡犧牲別人、成全自己的人。這正好相反，對(duì)不對(duì)?
So I asked myself, where do people likethis come from? And my initial conclusion was that they're just better people.That's why they're attracted to the military. These better people are attractedto this concept of service.
我問(wèn)自己，像斯文森隊(duì)長(zhǎng)那樣的人是怎么來(lái)的呢?我最初的結(jié)論是：他們只是更高尚的人。那也是他們?cè)敢馔渡碥婈?duì)的原因。那些道德更高尚的人被這種服務(wù)精神的概念所吸引。
But that's completely wrong. What I learnedwas that it's the environment, and if you get the environment right, everysingle one of us has the capacity to do these remarkable things, and moreimportantly, others have that capacity too.
但這個(gè)想法完全錯(cuò)了，我發(fā)現(xiàn)真正的原因是環(huán)境，如果你進(jìn)入了正確的環(huán)境，我們每一個(gè)人都有能力做出這些了不起的事情，更重要的是，別人也有那樣的能力。
I've had the great honor of getting to meetsome of these, who we would call heroes, who have put themselves and put theirlives at risk to save others, and I asked them, "Why would you do it? Whydid you do it?" And they all say the same thing: "Because they wouldhave done it for me." It's this deep sense of trust and cooperation.
我曾非常有幸地與那些被我們稱為英雄的人會(huì)面，他們不顧自己的生命安危去救助他人，我問(wèn)他們，“你們?yōu)槭裁匆@樣做?為什么會(huì)這樣做?“他們都說(shuō)了同樣的話：“因?yàn)樗麄円矔?huì)為我這么做。”這是深深的信任和合作。
So trust and cooperation are reallyimportant here. The problem with concepts of trust and cooperation is that theyare feelings, they are not instructions. I can't simply say to you, "Trustme," and you will. I can't simply instruct two people to cooperate, and theywill.It's not how it works. It's a feeling.
所以信任和合作是非常重要的。問(wèn)題是，信任與合作是種感覺(jué)，而不是指示。我不能直接對(duì)你說(shuō)，“信任我”，你就信任我了。我不能直接指示兩個(gè)人去合作，然后他們就合作了。不可能是這樣的。這是一種感覺(jué)。
So where does that feeling come from? Ifyou go back 50,000 years to the Paleolithic era, to the early days of Homosapiens, what we find is that the world was filled with danger, all of theseforces working very, very hard to kill us. Nothing personal. Whether it was theweather, lack of resources, maybe a saber-toothed tiger, all of these thingsworking to reduce our lifespan.
到底這種感覺(jué)從何而來(lái)?如果你往回倒推5萬(wàn)年，回到舊石器時(shí)代，到智人生活的早期，我們會(huì)發(fā)現(xiàn)世界充滿了危險(xiǎn)，所有的力量都在努力要?dú)⑺牢覀?。沒(méi)有什么是只與個(gè)人有關(guān)的，無(wú)論是天氣、資源匱乏、或是牙齒鋒利的老虎，所有這些東西都在縮短人的壽命。
And so we evolved into social animals,where we lived together and worked together in what I call a circle of safety,inside the tribe,where we felt like we belonged. And when we felt safe amongstour own, the natural reaction was trust and cooperation.
于是，我們發(fā)展成為群居動(dòng)物，在部落里，我們一起生活與工作，我把這個(gè)叫做安全圈，我們?cè)谀抢镉袣w屬感。當(dāng)我們?cè)谕橹懈械桨踩珪r(shí)，自然的反應(yīng)便是信任與合作。
There are inherent benefits to this. Itmeans I can fall asleep at night and trust that someone from within my tribewill watch for danger. If we don't trust each other, if I don't trust you, thatmeans you won't watch for danger. Bad system of survival.
這帶來(lái)了根本的益處，意味著我可以晚上睡著覺(jué)，相信部落里有人在提防危險(xiǎn)。如果我們不互相信任，如果我不相信你，那就意味著你不會(huì)為別人留心危險(xiǎn)。不好的幸存系統(tǒng)
The modern day is exactly the same thing.The world is filled with danger, things that are trying to frustrate our livesor reduce our success, reduce our opportunity for success. It could be the upsand downs in the economy, the uncertainty of the stock market. It could be anew technology that rendersyour business model obsolete overnight.
完全就像現(xiàn)代社會(huì)這樣。世界充滿了危險(xiǎn)，那些試圖挫敗我們、阻撓我們成功的事，減少了我們成功的機(jī)會(huì)。這可以是經(jīng)濟(jì)的波動(dòng)，證券市場(chǎng)的漂移不定;也可能是高新科技使你的商業(yè)模式頃刻過(guò)時(shí);
Or it could be your competition that issometimes trying to kill you. It's sometimes trying to put you out of business,but at the very minimum is working hard to frustrate your growth and steal yourbusiness from you. We have no control over these forces. These are a constant,and they're not going away.
或者是試圖壓垮你的競(jìng)爭(zhēng)，有時(shí)它試圖將你趕出市場(chǎng)，至少會(huì)盡可能地阻止你的增長(zhǎng)，并將你的生意偷走。我們對(duì)這些力量無(wú)能為力。它們是常態(tài)，不會(huì)從身邊消失。
The only variable are the conditions insidethe organization, and that's where leadership matters,because it's the leaderthat sets the tone. When a leader makes the choice to put the safety and livesof the people inside the organization first, to sacrifice their comforts andsacrifice the tangible results, so that the people remain and feel safe andfeel like they belong, remarkable things happen.
唯一的變量就是組織內(nèi)部的情況，這也是領(lǐng)導(dǎo)力起作用的地方，因?yàn)槭穷I(lǐng)袖決定了整體風(fēng)氣。當(dāng)領(lǐng)袖決定將團(tuán)隊(duì)成員的生命安全放在第一位，即便犧牲舒適和有形的資產(chǎn)也要保證安全，這樣大家就會(huì)留下來(lái)，并且有安全感和歸屬感，這樣奇跡也就會(huì)發(fā)生。
I was flying on a trip, and I was witnessto an incident where a passenger attempted to board before their number wascalled, and I watched the gate agent treat this man like he had broken the law,like a criminal. He was yelled at for attempting to board one group too soon.So I said something. I said, "Why do you have treat us like cattle? Whycan't you treat us like human beings?" And this is exactly what she saidto me.
我曾乘飛機(jī)旅行，看到這樣一個(gè)事件，一位乘客想 提前登機(jī)，我看到門衛(wèi)對(duì)待這個(gè)人像對(duì)待一個(gè)違法的罪犯。因?yàn)橄胩崆暗菣C(jī)，那個(gè)人被大聲斥責(zé)。我于是說(shuō)了些話。我說(shuō)：“你為什么把我們當(dāng)作牛來(lái)對(duì)待?你不能像對(duì)待人一樣對(duì)待我們嗎?”這是她回答我的原話。
She said, "Sir, if I don't follow therules, I could get in trouble or lose my job." All she was telling me isthat she doesn't feel safe. All she was telling me is that she doesn't trusther leaders. The reason we like flying Southwest Airlines is not because theynecessarily hire better people. It's because they don't fear their leaders.
她說(shuō)：“先生，如果我不遵守規(guī)則，我會(huì)陷入麻煩甚至丟掉工作。”所有她告訴我的都表明了她缺乏安全感。所有她表達(dá)的話都說(shuō)明了她不信任她的上司。我們喜歡乘坐西南航空不是因?yàn)樗懈玫墓蛦T，而是因?yàn)樗墓蛦T不畏懼上司。
You see, if the conditions are wrong, weare forced to expend our own time and energy to protect ourselves from eachother, and that inherently weakens the organization. When we feel safe insidethe organization, we will naturally combine our talents and our strengths andwork tirelessly to face the dangers outside and seize the opportunities.
你看，當(dāng)情況不對(duì)的時(shí)候，我們被迫花費(fèi)時(shí)間和能量去保護(hù)我們自己，這從本質(zhì)上削弱了一個(gè)組織。當(dāng)我們?cè)诮M織內(nèi)部有安全感時(shí)，我們會(huì)自然地結(jié)合我們的特長(zhǎng)和力量，并不知?jiǎng)诶鄣厝ッ鎸?duì)外面的危險(xiǎn)，同時(shí)抓住機(jī)會(huì)。
The closest analogy I can give to what agreat leader is, is like being a parent. If you think about what being a greatparent is, what do you want? What makes a great parent? We want to give ourchild opportunities, education, discipline them when necessary, all so thatthey can grow up and achieve morethan we could for ourselves.
關(guān)于一個(gè)好領(lǐng)袖是什么樣的，我可以給出的最貼切的類比就是家長(zhǎng)。如果你想想一個(gè)好家長(zhǎng)是什么樣的，你想要什么?什么會(huì)塑造一個(gè)好家長(zhǎng)?我們想給我們的孩子機(jī)會(huì)，教育，并在必要時(shí)訓(xùn)誡他們，所有這一切都是為了他們可以長(zhǎng)大，并且比我們更有成就。
Great leaders want exactly the same thing.They want to provide their people opportunity, education, discipline whennecessary, build their self-confidence, give them the opportunity to try andfail, all so that they could achieve more than we could ever imagine forourselves.
偉大的領(lǐng)袖也是這樣的。他們想為團(tuán)隊(duì)成員提供機(jī)會(huì)、 教育，以及必要的訓(xùn)誡，幫助他們建立自信，給他們嘗試和犯錯(cuò)的機(jī)會(huì)，為了他們可以獲得超出我們想象的成就。
Charlie Kim, who's the CEO of a companycalled Next Jump in New York City, a tech company, he makes the point that ifyou had hard times in your family, would you ever consider laying off one ofyour children? We would never do it. Then why do we consider laying off peopleinside our organization?Charlie implemented a policy of lifetime employment.
查理·金，紐約一家叫做Next Jump的科技公司的CEO，他指出，如果你的家庭遇到困難，你會(huì)考慮犧牲你自己的一個(gè)孩子嗎? 我們絕不會(huì)這樣做。但為什么我們要考慮在我們的組織中裁員呢?查理采用了終生雇傭制度。
If you get a job at Next Jump, you cannotget fired for performance issues. In fact, if you have issues, they will coachyou and they will give you support, just like we would with one of our childrenwho happens to come home with a C from school. It's the complete opposite.
如果你在Next Jump獲得了工作，你不會(huì)因?yàn)楸憩F(xiàn)不好被開(kāi)除。實(shí)際上，如果你有問(wèn)題，他們會(huì)訓(xùn)練你，并給你支持，就像我們對(duì)待帶著一個(gè)等級(jí)C回家的孩子一樣。這是完全不同的方式。
This is the reason so many people have sucha visceral hatred, anger, at some of these banking CEOswith theirdisproportionate salaries and bonus structures. It's not the numbers. It's thatthey have violated the very definition of leadership.
這也是為什么許多人拿著微薄的工資和獎(jiǎng)金對(duì)一些銀行的CEO有發(fā)自內(nèi)心的仇恨和憤怒。這不是因?yàn)樾剿亩嗌伲且驗(yàn)樗麄円C瀆了領(lǐng)袖的定義。
They have violated this deep-seated socialcontract. We know that they allowed their people to be sacrificed so they couldprotect their own interests, or worse, they sacrificed their people to protecttheir own interests.
他們違反了這根深蒂固的社會(huì)契約。他們會(huì)讓組織成員做犧牲，以保全他們自己的利益，甚至更糟的是他們會(huì)犧牲組織成員，去保護(hù)他們自己的利益。
This is what so offends us, not thenumbers. Would anybody be offended if we gave a $150 million bonus to Gandhi?How about a $250 million bonus to Mother Teresa? Do we have an issue with that?None at all. None at all. Great leaders would never sacrifice the people tosave the numbers. They would sooner sacrifice the numbers to save the people.
這是讓我們感到被冒犯的原因，不是薪水。會(huì)有人因?yàn)槲覀兘o甘地 1.5 億美元的獎(jiǎng)金而覺(jué)得被冒犯么?會(huì)有人因?yàn)榻o特蕾莎修女2.5億美元的獎(jiǎng)金被激怒么?我們會(huì)對(duì)這感到不愉快么?絕對(duì)不會(huì)。絕對(duì)不會(huì)。偉大的領(lǐng)袖絕不會(huì)犧牲人民去拯救數(shù)字。他們會(huì)立即犧牲數(shù)字去拯救人民。
Bob Chapman, who runs a large manufacturingcompany in the Midwest called Barry-Wehmiller, in 2008 was hit very hard by therecession, and they lost 30 percent of their orders overnight. Now in a largemanufacturing company, this is a big deal, and they could no longer affordtheir labor pool. They needed to save 10 million dollars.
鮑勃·查普曼，在中東經(jīng)營(yíng) 一家大型生產(chǎn)工廠，叫Barry-Wehmiller，2008年受經(jīng)濟(jì)蕭條嚴(yán)重的打擊，他們一夜間喪失30% 的訂單。對(duì)于一個(gè)大的生產(chǎn)公司來(lái)說(shuō)，這是非常嚴(yán)重的，他們不再有能力支付人員工資，他們需要省出 1000 萬(wàn)美元。
So, like so many companies today, the boardgot together and discussed layoffs. And Bob refused. You see, Bob doesn'tbelieve in head counts. Bob believes in heart counts, and it's much moredifficult to simply reduce the heart count. And so they came up with a furloughprogram.
因此，像許多現(xiàn)在的公司一樣，董事會(huì)集中并開(kāi)始商討裁員。但是鮑勃拒絕了。你們看，鮑勃不相信人頭數(shù)，鮑勃相信人心數(shù)，簡(jiǎn)單地去減少人心數(shù)更困難的。所以他們想出了度假項(xiàng)目。
Every employee, from secretary to CEO, wasrequired to take four weeks of unpaid vacation. They could take it any timethey wanted, and they did not have to take it consecutively. But it was how Bobannounced the program that mattered so much.
所有的雇員，無(wú)論是秘書還是CEO，被要求接受一個(gè)4周的無(wú)薪假期。他們可以選擇任意時(shí)間，而且他們不需要一次性用完假期。鮑勃是這樣宣布這個(gè)重要的項(xiàng)目的。
He said, it's better that we should allsuffer a little than any of us should have to suffer a lot, and morale went up.They saved 20 million dollars, and most importantly, as would be expected, whenthe people feel safe and protected by the leadership in the organization, thenatural reaction is to trust and cooperate.
他說(shuō)，我們大家都犧牲一點(diǎn)，比完全犧牲我們其中的任何人，要好得多。員工的斗志上來(lái)了。他們省下了 2 千萬(wàn)美元，最重要的，也在預(yù)料之中的是，當(dāng)人們感到安全，感到被領(lǐng)導(dǎo)力保護(hù)的時(shí)候，人們自然的反應(yīng)就是信任與合作。
And quite spontaneously, nobodyexpected,people started trading with each other. Those who could afford it morewould trade with those who could afford it less. People would take five weeksso that somebody else only had to take three.
超出大家預(yù)想的，人們開(kāi)始自發(fā)地互相幫助。那些能夠承擔(dān)多一些無(wú)薪假期的人，向無(wú)力承擔(dān)的人購(gòu)買假期。有些人愿意休五周的假，這樣一來(lái)別人就只需要休三周的假。
Leadership is a choice. It is not a rank. Iknow many people at the seniormost levels of organizations who are absolutelynot leaders. They are authorities, and we do what they say because they haveauthority over us, but we would not follow them. And I know many people who areat the bottoms of organizationswho have no authority and they are absolutelyleaders, and this is because they have chosen to look afterthe person to theleft of them, and they have chosen to look after the person to the right ofthem. This is what a leader is.
領(lǐng)導(dǎo)力力是一種選擇，不是等級(jí)。我認(rèn)識(shí)很多組織的最高領(lǐng)導(dǎo)層，但他們絕對(duì)不算領(lǐng)袖。他們是權(quán)威，而我們按他們所說(shuō)的做，是因?yàn)樗麄冇懈哂谖覀兊臋?quán)限，但是我們不愿追隨他們。我認(rèn)識(shí)許多人在企業(yè)底層沒(méi)有任何權(quán)威，但他們是真正的領(lǐng)袖，因?yàn)樗麄冴P(guān)照他們左邊的人，也關(guān)照他們右邊的人，這才是真正的領(lǐng)袖。
I heard a story of some Marines who wereout in theater, and as is the Marine custom, the officer ate last,and he lethis men eat first, and when they were done, there was no food left for him. Andwhen they went back out in the field, his men brought him some of their food sothat he may eat, because that's what happens. We call them leaders because theygo first.
我聽(tīng)說(shuō)過(guò)一個(gè)故事，一些海軍陸戰(zhàn)隊(duì)員外出在一家影院里，他們穿著軍服，那個(gè)軍官讓隊(duì)員們先吃，他最后一個(gè)吃，當(dāng)隊(duì)員們吃完后，已沒(méi)有食物留給他。當(dāng)他們回到營(yíng)地，他的士兵們拿出一些自己的食物，讓他們的軍官吃，因?yàn)檫@樣的事常發(fā)生。
We call them leaders because they take therisk before anybody else does. We call them leaders because they will choose tosacrifice so that their people may be safe and protected and so their peoplemay gain, and when we do, the natural responseis that our people will sacrificefor us.
我們稱他們?yōu)轭I(lǐng)袖，因?yàn)樗麄兛偸巧硐仁孔?。我們稱他們?yōu)轭I(lǐng)袖，因?yàn)樗麄兛偸堑谝粋€(gè)承擔(dān)風(fēng)險(xiǎn)。我們稱他們?yōu)轭I(lǐng)袖，因?yàn)樗麄儠?huì)選擇奉獻(xiàn)自己來(lái)保護(hù)他的人民的安全，讓他的人民獲益。而當(dāng)我們這樣做時(shí)，很自然的結(jié)果是，我們的人民會(huì)為我們做出犧牲。
They will give us their blood and sweat andtears to see that their leader's vision comes to life, and when we ask them,"Why would you do that? Why would you give your blood and sweat and tearsfor that person?" they all say the same thing: "Because they wouldhave done it for me." And isn't that the organization we would all like towork in?Thank you very much.
他們會(huì)獻(xiàn)出他們的血汗和歡笑、淚水，為了看到他們領(lǐng)袖的愿景變?yōu)楝F(xiàn)實(shí)，當(dāng)我問(wèn)他們，“你們?yōu)槭裁磿?huì)那樣做?為什么你們會(huì)獻(xiàn)出你們的血汗和歡笑、淚水給那個(gè)人?”他們都給出了同樣的回答：“因?yàn)樗麄円矔?huì)這樣為我做的。”難道這不是我們都想在其中工作的組織么?非常感謝。
《什么樣的領(lǐng)導(dǎo)是好領(lǐng)導(dǎo)》觀后感
汽車之家的創(chuàng)始人李想說(shuō)：“大多數(shù)成熟的大型企業(yè)里，每10個(gè)人里有8個(gè)人是不做事的(協(xié)調(diào)、內(nèi)耗、開(kāi)會(huì)等)，只有2個(gè)人在做事，出業(yè)績(jī)。一個(gè)好的老板，會(huì)阻攔8個(gè)不做事的不要給做事的搗亂，差的老板則會(huì)選擇和稀泥。”
我大體是支持李想的說(shuō)法，尤其是前半句;對(duì)于后半句我有如下補(bǔ)充。
1.三個(gè)和尚沒(méi)水吃的根源在于方丈不懂head account和組織機(jī)構(gòu)優(yōu)化。
2.管理者容忍能力不足、執(zhí)行力不夠的員工，是對(duì)認(rèn)真干活的精英員工勞動(dòng)成果的藐視及不尊重，是造成劣幣驅(qū)逐良幣的根本原因。最可怕的是一種趨勢(shì)一旦形成，錯(cuò)誤的企業(yè)價(jià)值DNA一旦種下，逆轉(zhuǎn)的代價(jià)驚人，甚至無(wú)法逆轉(zhuǎn)。
3.想要員工忠誠(chéng)地為你賣命，先拿出自己的誠(chéng)意。對(duì)，說(shuō)的就是合理的有競(jìng)爭(zhēng)力的薪資，做正確的事業(yè)的充分授權(quán)。
4.不要幻想自己是全能騎士，也不要因?yàn)榕卤痪T工替代而放棄尋找比自己優(yōu)秀的人才。用別人實(shí)戰(zhàn)的優(yōu)勢(shì)演繹來(lái)彌補(bǔ)自己的短板，絕對(duì)比各類專業(yè)書籍更快、更好。PS更給人帶來(lái)興奮感的是做正確的事本身，而不是職級(jí)本身。
啥，為什么都是管理者的錯(cuò)?因?yàn)樗麄兡弥畲蟮氖找?，擁有最高的?quán)利，干著自己理想中的事業(yè)，那就必須承擔(dān)更多的責(zé)任，更大的風(fēng)險(xiǎn)，接受更多的審視和批判。妄想用那點(diǎn)兒工資找員工當(dāng)替罪羊的管理者，還是趕緊回爐重造積攢人品能讓企業(yè)成功來(lái)得更快些!
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