????露露檸檬公司（Lululemon Athletica）目前的股價(jià)為70.61美元，在過去一年上漲了51％。在過去三年間，這家公司的股價(jià)增長了4倍多。

????那么，公司首席執(zhí)行官克莉絲汀?岱有何過人之處？

????岱在2008年加入這家瑜伽用品零售商，此前她在星巴克（Starbucks）就職。在最新一期《財(cái)富》雜志（Fortune）中，岱談到了自己的工作（和鍛煉）的常規(guī)。她深諳如何打造社區(qū)。

????我的意思是她擅長發(fā)展忠實(shí)顧客、忠誠的員工，以及該公司企業(yè)文化的粉絲。走進(jìn)任何一家露露檸檬的商場，都能感受到它的企業(yè)文化。

????2012年的《財(cái)富》最具影響力女性峰會(huì)上，筆者的同事珍妮佛?萊因戈?duì)柕虏稍L了岱。這次采訪深受與會(huì)者好評(píng)。采訪中，在《財(cái)富》全球最具影響力女性排行榜上位列第45的岱與聽眾分享了適用于所有企業(yè)的實(shí)用理念：只要首席執(zhí)行官心思足夠活泛，就能“顛覆整個(gè)管理模式”。

????下面就是露露檸檬首席執(zhí)行官與其它老板的不同之處：

????1. 教會(huì)員工學(xué)會(huì)自己判斷，而不是程序或規(guī)矩。岱及其管理團(tuán)隊(duì)給予了店面經(jīng)理及其他員工不同尋常的權(quán)力，允許他們“獨(dú)立自主”地經(jīng)營自己的業(yè)務(wù)。岱表示，她希望給員工“足夠大的擔(dān)子”，讓他們覺得自己人盡其才，而不是大材小用，同時(shí)相信自己能做出重要的貢獻(xiàn)。

????2. 真正權(quán)力下放。岱指出：“我沒有獨(dú)攬決策大權(quán)?！备鞯昝娼?jīng)理都有各自的Facebook頁面、按照自己的想法裝飾店面（公司沒有規(guī)定的模式），而且完全自主地發(fā)展客戶。當(dāng)然，這樣做是有風(fēng)險(xiǎn)的，不過如果首席執(zhí)行官能把握得當(dāng)，公司自然能從中受益。

????3.成功的秘訣在于，不求最早、但求最好。露露檸檬謹(jǐn)慎對(duì)待擴(kuò)張，所以公司發(fā)展穩(wěn)定，而且利潤率可觀。開設(shè)新零售店之前，管理團(tuán)隊(duì)會(huì)花兩年的時(shí)間培育當(dāng)?shù)厥袌?，例如幫助?dāng)?shù)氐慕∩韾酆谜咴诼堵稒幟柿闶鄣昱蚤_店，從而形成瑜伽運(yùn)動(dòng)的生態(tài)系統(tǒng)。

????譯者：項(xiàng)航

????At $70.61, Lululemon Athletica (LULU) shares are up 51% in the past year. They've more than quintupled in the past three years.

????So what is CEO Christine Day doing right?

????Day, who arrived at the yoga-gear retailer from Starbucks (SBUX) in 2008 and talks about her work (and workout) routine in the current issue of Fortune, knows how to build communities.

????I mean communities of loyal customers, loyal employees, and everyday fans of a corporate culture that you feel when you walk into a Lululemon store.

????My colleague Jennifer Reingold interviewed Day at the 2012 Fortune Most Powerful Women Summit, and the session was one of the highest-rated by our participants. That's because Day, who is No. 45 on Fortune's international MPW list, shared take-home ideas that can be applied to any business--if a CEO is free-thinking enough to, as she says, "turn the management model upside down."

????Here's what the Lululemon chief does differently from the typical boss:

????1. Teach judgement, not process or rules. Day and her executive team give store managers and other employees unusual leeway to be creative and "own" their area of the business. She says she wants to provide "jobs big enough for people"--so that employees feel stretched, not squandered, and believe that they can make meaningful contributions.

????2. Be authentically local. "I'm not the big brain making all the decisions," Day notes.

????Store managers create their own Facebook (FB) pages, decorate their stores as they wish (no plan-o-grams!), and do what they want to build their community. Of course, entrepreneurialism involves risk, but if the CEO carries the culture properly, the company benefits.

????3. Success is about being best to market, not first to market. Lululemon has expanded cautiously—resulting in steady growth and healthy profit margins. Before opening a new store, management spends two years laying the local groundwork, such as helping exercise-minded locals build businesses alongside Lululemon to create yoga ecosystems.