????一切順利時(shí)當(dāng)領(lǐng)導(dǎo)很容易。出了問題，才是真正考驗(yàn)人的時(shí)候。這個(gè)時(shí)候，你會(huì)如何自處呢？

????本周二，在阿斯彭召開的《財(cái)富》雜志（Fortune）科技頭腦風(fēng)暴大會(huì)上，美國將軍斯坦利?麥克里斯特爾在“領(lǐng)導(dǎo)力經(jīng)驗(yàn)”(Lessons in Leadership)環(huán)節(jié)討論中分享了非常個(gè)人化的體會(huì)，同在這個(gè)環(huán)節(jié)發(fā)言的嘉賓還包括惠普(Hewlett-Packard)執(zhí)行副總裁托德?布萊德利。2010年，麥克里斯特爾是前美國駐阿富汗總司令，《滾石》(Rolling Stone)的一篇報(bào)道稱，麥克里斯特爾及其助手瞧不起美國總統(tǒng)。麥克里斯特爾在這次會(huì)上表示，這篇報(bào)道不準(zhǔn)確，結(jié)果導(dǎo)致他辭職，他的軍旅生涯也就此終結(jié)。

????如今，這位四星上將已經(jīng)成功轉(zhuǎn)型，他帶領(lǐng)的咨詢公司McChrystal Group正在幫助惠普這樣的公司改變它們的運(yùn)營方式。除了給出很多領(lǐng)導(dǎo)力建議，筆者主持的這場(chǎng)討論會(huì)的一大亮點(diǎn)是麥克里斯特爾前所未有的坦率直言，他談到了那場(chǎng)個(gè)人危機(jī)、危機(jī)心得以及自己應(yīng)對(duì)危機(jī)的方法，我們或許也能以這些方式從危機(jī)中汲取力量。

????“哦，我認(rèn)定這是我人生的一個(gè)拐點(diǎn)?，F(xiàn)在我無法改變這一點(diǎn)。沒人能改變過去。

????我要做的是，在余生中為人處世都要做到讓跟我打交道說一聲："跟那篇報(bào)道里說的完全不一樣啊。"

????所以，我沒有直接駁斥那篇報(bào)道，我要以行動(dòng)來駁斥。

????這么做要付出很大代價(jià)。沉默讓人痛苦。讓一個(gè)人保持緘默，既不能說出來，也不能寫出來，搞得人每天都想狂喊。

????每天都想大聲喊出來，一天天的這種感覺會(huì)稍好一些，但每天都是這樣。

????大多數(shù)領(lǐng)導(dǎo)人都經(jīng)歷過這樣的時(shí)期——做好準(zhǔn)備，什么對(duì)你是重要的：你的核心是什么？什么東西別人不能從你這里拿走？

????要明白這一點(diǎn)，如果你任由別人決定你的人品或自我評(píng)價(jià)，如果你任由他們?nèi)プ觯麄兙蜁?huì)讓你陷入非常尷尬的境地。

????因此，你必須自己掌握決定權(quán)。（財(cái)富中文網(wǎng)）

????It's easy to be a leader when things are going well. The true test comes when things fall apart. How do you handle yourself then?

????General Stanley McChrystal delivered very personal wisdom at Fortune Brainstorm Tech in Aspen on Tuesday during a "Lessons in Leadership" session that also included Hewlett-Packard (HPQ) EVP Todd Bradley. McChrystal was the commander of U.S. troops in Afghanistan in 2010 when a Rolling Stone profile portrayed him and his aides as contemptuous of the President. The story, which McChrystal says was inaccurate, led him to resign and end his military career.

????The four-star general's reinvention now has him leading the McChrystal Group, a consulting firm that helps companies like HP change the ways they operate. While dispensing plenty of leadership advice, the gem of this session, which I moderated, was McChrystal's stunning candor--speaking as he has not before about his crisis, the lesson from it, and the approach any of us might take to gain strength from an embarrassing setback.

????"Well, I decided to myself, that that was an inflection point in my life. And I couldn't change that now. You can't change the past.

????And what I was going to try to do is conduct myself every day for the rest of my life in a way that would cause anybody who saw or dealt with me to say, "That's not congruent with the tone of that report."

????So, rather than take on the report directly, I decided to take it on indirectly and just try to disprove it by my conduct.

????You pay a big price when you do that. Silence hurts. When you keep your mouth shut and you don't write about it, you don't talk about it, and every day you want to scream.

????You want to scream out every day—a little less every day, but every day you do.

????Most leaders go through something like that…Get yourself ready to what's important to you: What's the core of you? What can't people take away from you?

????And realize that if you give to other people the opportunity to determine your dignity or your sense of self-worth—if you outsource that to them—they can leave you in a bad place.

????So you've got to decide.