????二十出頭的時(shí)候，法蘭西斯?賀賽蘋接到一個(gè)電話，對(duì)方邀請(qǐng)她領(lǐng)導(dǎo)賓夕法尼亞州約翰斯敦市的女童軍17團(tuán)。當(dāng)時(shí)她已為人妻，還帶著一個(gè)8歲兒子，覺得自己沒有能力管理一群嘰嘰喳喳的10歲女孩。但她把這支隊(duì)伍帶了8年之久，而且最終來到賓夕法尼亞州約克市，領(lǐng)導(dǎo)州一級(jí)的女童軍團(tuán)。在那里，她開始實(shí)施管理學(xué)大師彼得?德魯克的哲學(xué)——她是在約翰斯敦的坎布里亞免費(fèi)圖書館（Johnstown's Cambria Free Library）瀏覽書籍時(shí)，偶然發(fā)現(xiàn)這個(gè)寶藏的。賀賽蘋的成功引起了全國(guó)性女童軍組織的重視，她后來成為這個(gè)組織的CEO。在執(zhí)掌美國(guó)女童軍團(tuán)的13年中，她帶領(lǐng)這家組織成功轉(zhuǎn)型，并且跟德魯克建立了直接的工作關(guān)系——1990年，德魯克聘用賀賽蘋管理他的領(lǐng)導(dǎo)人學(xué)會(huì)（Leader to Leader Institute），當(dāng)時(shí)的名稱是彼得?德魯克非營(yíng)利事業(yè)管理基金會(huì)（Peter F. Drucker Foundation for Nonprofit Management）?，F(xiàn)年96歲（沒錯(cuò)，96歲）的賀賽蘋已失去了她的導(dǎo)師，但她依然擔(dān)任著該學(xué)會(huì)的CEO。2012年初，這家學(xué)會(huì)將改名為法蘭西斯?賀賽蘋領(lǐng)導(dǎo)力學(xué)會(huì)（Frances Hesselbein Leadership Institute）。今年2月份，賀賽蘋出版了一本自傳《我的領(lǐng)導(dǎo)生涯》（My Life in Leadership）。近日，她接受了《財(cái)富》雜志記者科琳?黎黑的專訪，與我們分享了她的領(lǐng)導(dǎo)心得。

抓住機(jī)遇

????1976年，我受邀參加了美國(guó)女童軍團(tuán)（Girl Scouts of the USA）CEO一職的招聘面試活動(dòng)。此前的64年，該組織從未有一個(gè)來自地方理事會(huì)的CEO，這一領(lǐng)導(dǎo)人選總是來自組織外部。所以，我確定不能把這件事太當(dāng)真了。遴選委員會(huì)問我：“要是你擔(dān)任這個(gè)職務(wù)，你會(huì)采取哪些措施？”我描述了一下這家世界上最大的女孩和婦女組織全面轉(zhuǎn)型的愿景。倘若我當(dāng)時(shí)知道他們是認(rèn)真的，我或許會(huì)更審慎一些。幾天后，他們打來電話，要求我接受這項(xiàng)職務(wù)。由于我在他們給我工作之前就已經(jīng)描述了女童軍團(tuán)的轉(zhuǎn)型和改革前景，我也就沒法子推卻了。

明確使命

????開始的時(shí)候，我?guī)е说?德魯克的5個(gè)經(jīng)典問題（我們的使命是什么？我們的客戶是誰？客戶重視什么？我們追求的成果是什么？我們的計(jì)劃是什么？），重新審視了一下女童軍團(tuán)的使命。我們將其提煉為一個(gè)簡(jiǎn)短有力，令人信服的句子：“幫助每個(gè)女孩實(shí)現(xiàn)最大的潛能?！蔽覀兙团婎I(lǐng)導(dǎo)者真正想要和需要的事物做了扎實(shí)的研究工作，并且在1989年認(rèn)真地完成了一個(gè)研究項(xiàng)目《美國(guó)兒童的信仰和道德價(jià)值觀》（The Beliefs and Moral Values of American Children）。它關(guān)注的是兒童真正珍視的事物，而不是告訴這些孩子他們“應(yīng)該”珍視什么。我們的調(diào)查廣泛而深入，調(diào)查得出的結(jié)論反應(yīng)了孩子們自己的心聲，而不是我們的意愿。那真是一段生氣勃勃的時(shí)光。變革的氛圍無處不在。

????Frances Hesselbein received a call to head Girl Scout Troop 17 in Johnstown, Pa., in her early twenties. Married, with an 8-year-old boy, she felt unequipped to manage a gaggle of 10-year-old girls. But she led the troop for eight years and eventually moved to the state level in York, Pa. There she implemented management guru Peter Drucker's philosophies -- which she had stumbled upon while browsing Johnstown's Cambria Free Library. Her success caught the attention of the national Girl Scouts organization, and Hesselbein became its CEO. In her 13 years with the group, she led a turnaround and worked directly with Drucker, who recruited her to run his Leader to Leader Institute (then called the Peter F. Drucker Foundation for Nonprofit Management) in 1990. Hesselbein, 96, yes, 96 years old, has outlived her mentor but remains CEO of the institute, which will be renamed the Frances Hesselbein Leadership Institute in early 2012. The author of an autobiography published in February, My Life in Leadership, she shares her lessons with Colleen Leahey.

If a door opens, walk through it

????In 1976 I was invited to interview for the CEO position of the Girl Scouts of the USA. In 64 years there had never been a CEO from a local council -- they were always from the outside -- so I was very sure it was not serious. The search committee asked, "If you were in this position, what would you do?" I described the total transformation of the largest organization for girls and women in the world. I might have been more discreet if I had thought they were really serious. A few days later they called and asked me to take the job. Because I had described the transformation and the changes before they ever offered me the job, there was no pushback.

Have a clear mission

????At the beginning, I revisited the Girl Scouts' mission, remembering Peter Drucker's five questions [What is our mission? Who is our customer? What does the customer value? What are our results? What is our plan?]. We distilled it so that it was short, powerful, compelling: "To help each girl reach her own highest potential." We did solid research on what the Girl Scout leaders really want and need. And we did a serious study in 1989, "The Beliefs and Moral Values of American Children." It looked at what they actually value, rather than telling them what they should value. Because we included everyone, it became theirs, not ours. And it was an exuberant, exuberant time. Change became the climate.