????與艾倫個(gè)性不同的員工們?cè)诿鎸?duì)類似壓力時(shí)，可能表現(xiàn)更好。沃爾特?伊薩克森在《史蒂夫?喬布斯》傳記中指出，這位已故的蘋果（Apple）共同創(chuàng)始人著名的火爆脾氣往往收到了好結(jié)果?！澳切]有被壓垮的人們最終變得更強(qiáng)大，”他寫到?！俺鲇诳謶趾腿傂膽B(tài)，他們的工作做得更好了?！本拖裆w茨，喬布斯不一定在意反擊的員工，只要他們的意見有道理。(蓋茨和他長(zhǎng)期的副手、未來的接班人史蒂夫?巴爾默在激烈的討論中總是針鋒相對(duì)；許多內(nèi)部人士表示，這種爭(zhēng)論對(duì)于公司的成功至關(guān)重要。)

????說到甲骨文(Oracle) CEO拉里?埃里森，他大喊大叫的時(shí)間可能比其他科技大鱷們更長(zhǎng)，有些員工稱，他有時(shí)發(fā)脾氣的時(shí)間可能長(zhǎng)達(dá)近1個(gè)小時(shí)，但他的叫罵在性質(zhì)上驚人的相似。若論修辭手法，那就是夸張。如果埃里森不喜歡一位甲骨文高管組織銷售會(huì)議的方式，他會(huì)插話，“這是美國最糟的銷售組織展示，哦，我要糾正自己，是世界最糟?！?/p>

????管理專家們表示，如果處理得當(dāng)，這種嚴(yán)酷的管理風(fēng)格事實(shí)上沒有表面看上去那么可怕。不過，他們警告稱，如果過度依賴發(fā)脾氣，可能造就有害的工作環(huán)境。當(dāng)員工們感覺到老板發(fā)脾氣完全是為了取得發(fā)脾氣的效果，他們很少會(huì)積極應(yīng)對(duì)。但這不是超級(jí)成功的當(dāng)代科技界CEO們的做法。有一點(diǎn)總是顯而易見，他們強(qiáng)烈的反應(yīng)與他們的情緒極限直接相關(guān)?！疽了_克森寫的書披露，史蒂夫?喬布斯不喜歡全食超市（Whole Foods）一位員工為他準(zhǔn)備Smoothied的做法時(shí)，他也會(huì)不冷靜?！?/p>

????類似地，員工們也需要看到CEO人格的其他方面。如果他們只將他或她與暴脾氣聯(lián)系起來，他們可能會(huì)非常消極或叛逆?！俺前l(fā)脾氣能與其他什么相平衡，這位CEO會(huì)失去所有的道德權(quán)威，”工作場(chǎng)所咨詢公司Boswell Group的主管凱利?夏可維茨說?！氨憩F(xiàn)出一些脆弱往往會(huì)有幫助?！边@是拉里?埃里森始終銘記的一個(gè)深刻觀點(diǎn)。埃里森最近雇傭了舊金山亞洲藝術(shù)博物館（Asian Art Museum）前總監(jiān)來管理自己龐大的個(gè)人收藏。埃里森在解釋他對(duì)日本藝術(shù)的熱愛時(shí)表示，日本文化是“地球上最好斗，也是最有禮的文化。令人驚異的傲慢與謙卑的融合；極佳的平衡?！被蛟S只有埃里森一個(gè)人相信他在甲骨文創(chuàng)造了同樣的50/50平衡，但他的確做到了謙卑。20世紀(jì)90年代初，雷?萊恩幫助公司扭轉(zhuǎn)頹勢(shì)后，埃里森寫了一份情真意切的信，熱情洋溢地稱贊萊恩讓“因懷疑和疲勞而痛苦的團(tuán)隊(duì)眼中重新充滿了期待。”但總的來說，埃里森很少說出這么動(dòng)情的話。（財(cái)富中文網(wǎng)）

????本文作者是《美式癡迷：美國的建國原動(dòng)力》一書的作者。

????譯者：早稻米??????????

????Workers with a different constitution from Allen sometimes thrive in the face of similar stresses. In his biography Steve Jobs, Walter Isaacson pointed out that the late Apple (AAPL) co-founder's legendary rage attacks often had an upside. "People who were not crushed ended up being stronger," he wrote. "They did better work, out of both fear and an eagerness to please." Like Gates, Jobs didn't necessarily mind employees who fought back, as long as their opinions were thoughtfully formulated. (Gates and his longtime deputy and future successor, Steve Ballmer, often went toe-to-toe in vicious debates; many insiders say this sparring was critical to the company's success.)

????And for his part, while Larry Ellison may well be prone to yelling longer than the other tech luminaries -- according to co-workers, some of the Oracle's (ORCL) CEO tirades have clocked in at nearly an hour -- his invective is astonishingly similar in nature. Hyperbole is the trope of choice. When Ellison does not like how an Oracle executive is conducting a sales meeting, he tends to interject, "This is the worst display of sales organization in the U.S. -- no, correct me, in the world."

????Management experts say that this harsh management style is actually not as terrible as it seems -- if handled correctly. They warn that an excessive reliance on the temper-tantrum can create a toxic workplace. Employees also rarely respond positively when they sense that the boss' outbursts are staged purely for effect. But that's not something the super-successful contemporary techies have ever done. It's always been clear that their intense reactions have been directly related to their emotional wiring. (According to Isaacson's book, Steve Jobs would also fly off the handle when he did not like the way a clerk at Whole Foods (WFM) was preparing his smoothie.)

????Likewise, employees also need to see other sides of the CEO's personality. If they begin to associate him or her solely with rages, they are likely to become either overly passive or rebellious. "Unless the tantrums are balanced with something else, the CEO loses all moral authority," says Kerry Sulkowicz, head of the workplace consulting firm the Boswell Group. "Showing some vulnerability often helps." This is an insight that Larry Ellison has taken to heart. In explaining his love of Japanese art, Ellison, who recently hired the former director of San Francisco's Asian Art Museum to curate his massive personal collection, has described the Japanese as both "the most aggressive culture on Earth and the most polite. There is this incredible arrogance combined with unbelievable humility; a magnificent balance." While Ellison might be alone in believing that he has created that same 50/50 balance in the corridors of Oracle, he is capable of humility. After Ray Lane helped turn around the company in the early 1990s, Ellison wrote a heartfelt letter, effusively praising his new hire for putting "the eagerness back into the eyes of a team turned miserable by cynicism and exhaustion." But by all indications, Ellison doesn't give voice to such tender sentiments all that often.

????Joshua Kendall is the author of America's Obsessives: The Compulsive Energy That Built a Nation.