????近日，凱西?恩格爾貝特創(chuàng)造了歷史。作為專業(yè)服務(wù)公司德勤集團(tuán)的新任CEO，恩格爾貝特成為“四大”會(huì)計(jì)師事務(wù)所中首位美國女性掌門人。恩格爾貝特在1986年加入德勤，此前在德勤集團(tuán)的子公司德勤會(huì)計(jì)師事務(wù)所中擔(dān)任董事長和CEO。她將接管這家擁有6.5萬名員工，年收入達(dá)150億美元的公司。

????日前接受《財(cái)富》專訪時(shí)，她暢談了自己的未來計(jì)劃和對(duì)領(lǐng)導(dǎo)力的見解。

????以下為經(jīng)過編輯的訪談內(nèi)容摘錄：

????成為“四大”的第一位女性CEO是什么感覺？

????這是一個(gè)值得驕傲的時(shí)刻，也是一個(gè)里程碑。就我有機(jī)會(huì)為德勤不同的領(lǐng)導(dǎo)者樹立一個(gè)榜樣這個(gè)意義而言，我愛這一刻。這形象地展示了德勤對(duì)推動(dòng)女性發(fā)展的承諾。我今天收到了許多來自女同胞們（當(dāng)然也有男士）的電子郵件，他們都認(rèn)為，這項(xiàng)任命證明我們確實(shí)有著包容的文化。

????為什么看到您這樣的領(lǐng)導(dǎo)者晉升為公司高層，對(duì)于基層女性非常重要？

????女性和少數(shù)群體占德勤新招聘人數(shù)的66%左右，所以我們希望確保我們的包容性文化能夠?qū)⑺麄兣囵B(yǎng)成領(lǐng)導(dǎo)者和高層繼任者。當(dāng)考慮未來的勞動(dòng)力時(shí)，你需要清楚女性與少數(shù)群體將占有舉足輕重的地位。我從客戶身上也發(fā)現(xiàn)了這一點(diǎn)：客戶公司的高層和董事會(huì)也出現(xiàn)了越來越多的女性。我知道，正如新聞簡報(bào)欄目The Broadsheet所說，我們距離我們期望的目標(biāo)還有很遠(yuǎn)的距離，我們還有許多工作要做，但我真的非常樂觀。

????德勤為確保包容性的公司文化做了哪些工作？

????我們一直在努力為每個(gè)工作崗位選擇最合適的人，不論他是什么性別或種族，但為了確保女性和少數(shù)群體的發(fā)展，我們推出了擔(dān)保制度。這種制度主要涉及的是合伙人，當(dāng)有機(jī)會(huì)出現(xiàn)的時(shí)候，即便不是我的強(qiáng)項(xiàng)，他們依舊能支持我。這就是德勤的文化：保證我們都能最大程度地發(fā)揮自己的能力。

????你在1986年就加入了德勤。你看到公司內(nèi)發(fā)生的最大變化是什么？

????隨著客戶的變化，我們的業(yè)務(wù)也一直在變化。我們需要適應(yīng)客戶的發(fā)展。我來自一個(gè)有八個(gè)孩子的家庭。我有五個(gè)兄弟，我就讀的是一所男生居多的大學(xué)——理海大學(xué)。在1986年，公共會(huì)計(jì)職業(yè)還是男性的天下。說到變化，我們的變化巨大，管理層中的女性數(shù)量顯著增加。對(duì)此我感到非常驕傲，現(xiàn)在我也成為領(lǐng)導(dǎo)者之一。

????如果你只能問求職者一個(gè)問題，你會(huì)問什么？

????我會(huì)問他們認(rèn)為未來五到十年，《財(cái)富》500強(qiáng)公司會(huì)是什么樣子。我最喜歡的問題都是與變化速度有關(guān)，我是一個(gè)未來主義者，我會(huì)問人們?nèi)绾晤A(yù)測未來業(yè)務(wù)的變化。

????你收到過的最好建議是什么？

????在職業(yè)發(fā)展過程中勇于冒風(fēng)險(xiǎn)，做一些不同的事情。如果我沒有通過做一些不同的事情來培養(yǎng)能力和積累經(jīng)驗(yàn)，我今天便不可能成為CEO，因?yàn)橐蔀轭I(lǐng)導(dǎo)者，你必須具備各方面的經(jīng)驗(yàn)。在我的職業(yè)生涯中，一直有人對(duì)我說：“不要固步自封，要勇于冒險(xiǎn)，敢于迎接新的責(zé)任和機(jī)遇?！彼麄冋f得非常正確。（財(cái)富中文網(wǎng)）

????譯者：劉進(jìn)龍/汪皓

????審校：任文科

????On Monday, Cathy Engelbert made history. As the next CEO of professional services firm Deloitte, Engelbert will become the first female U.S. CEO of a “Big Four” firm. Formerly chairman and CEO of the audit subsidiary of Deloitte, Engelbert joined the company in 1986. She will be in charge of will take charge of the company’s 65,000 employees and $15 billion in annual revenue.

????Fortune caught up with her to hear about her plans for the future and her thoughts on leadership.

????Edited excerpts:

????What’s it like to be the first to achieve something?

????It is a proud moment and a milestone. To the extent that I can be a role model for diverse leaders at Deloitte, I love it. This is a tangible demonstration of our commitment at Deloitte to the advancement of women. I have gotten so many emails today from our women — and men — who really believe that we have an inclusive culture as proven through my election.

????Why is it important for women lower down the pipeline to see leaders like yourself on top?

????Women and minorities account for about 66% of our new hires, so we clearly want to make sure that our inclusive culture is developing them into leaders and be successors to our top leaders. As you think about the workforce of the future, women and minorities are such an important part of that future. I see it in our clients as well: There are more women in the C-Suite and in the boardroom. I know, as The Broadsheet talks about, we are not where we need to be and we have a lot of work to do, but I am really optimistic.

????What has Deloitte done to ensure an inclusive culture?

????We always strive to pick the best person for the job regardless of gender or ethnicity, but in order to ensure that our women and minorities are advancing, it is about sponsorship. It is about those partners that sat in that room and when an opportunity came up for a capability that I wasn’t strong in, offering me the role. That is the culture at Deloitte: To make sure we are all maximizing the capabilities that we have.

????You joined Deloitte in 1986. What is the single biggest change you’ve seen within the company?

????Our businesses have changed over that time because our clients have changed. We need to match up with how our clients have evolved. I come from a family of eight children. I had five brothers, and I went to a male-dominated university [Lehigh University.] Back in 1986, the public accounting profession was very male-dominated. As I think about the change, we have evolved enormously and [the number of] women in leadership ranks are up considerably. I am proud of that and part of that now.

????If you could only ask one question of a job candidate, what would it be?

????I like to ask what they think the Fortune 500 will look five to ten years from now. My favorite question is around that pace of change and really being a futurist and asking people questions about what they see their business evolving to in the future.

????What’s the best advice you ever received?

????To take some risks in my career and do some different things. I wouldn’t be a CEO today if I didn’t do different things to build capabilities and build experiences because to come a leader you need varied experiences. So the people throughout my career who said, “Don’t stand still, take risks and take on new responsibilities and opportunities,” they were absolutely right.