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400頁濃縮MBA課程你信嗎

400頁濃縮MBA課程你信嗎

Lauren Everitt 2014年04月24日
《財富》資深專欄作家、浸淫商界多年的斯坦利?賓在自己的新書《商界大腕完全行為指南》里給出了商界大腕的速成教程。它雖然不能完全取代耗時2年、耗資25萬的MBA課程,但對大都數(shù)人希望混商業(yè)圈的人,這一本書或許就足夠了。

????我不想說一切都是謊言,以免被人誤解,但MBA有特定的目的,它并不適合所有人。

????你在前言中說,這本書的課程“毫不遜色于那些成熟的、耗時長久的、單調(diào)乏味的、長滿常春藤的機(jī)構(gòu)提供的耗時兩年、花費250,000美元的課程……”你認(rèn)為本書可以取代MBA嗎?

????對有些人,我認(rèn)為完全可以代替,但對有些人卻不可以。例如,對于打算進(jìn)入金融行業(yè)的人,這本書肯定不能取代MBA。但并不是所有的商學(xué)院學(xué)生都會進(jìn)入金融行業(yè):有些人會創(chuàng)業(yè),或者只是為了找一份工作。這本書大部分的內(nèi)容都是商業(yè)常識,還有看待事物的特定方式。

????我堅定地認(rèn)為,和深入了解金融相比,“別犯傻”更加重要。除非我是審計官,否則我不需要了解金融的方方面面。我承認(rèn),知道每股收益率對于從股東的立場了解公司表現(xiàn)很有必要,你還需要了解一些專門術(shù)語——這是行使職責(zé)必須掌握的東西。

????但我可以告訴你的是,我所認(rèn)識的高管,30%的時間都是在不懂裝懂。他們大多數(shù)時間都是在事后再去查詢,因為他們不想表現(xiàn)得無知。你可以問愚蠢的問題,但必須等到自己帶上了智者的光環(huán)之后。我認(rèn)為,這一點非常有價值。

????你在書中運用了幽默詼諧的表達(dá)方式。這種方法背后是一種什么策略?

????這本書非常有趣,但并不可笑。我們的社會有一種有意思的現(xiàn)象,人們認(rèn)為以幽默的方式不可能傳達(dá)真知灼見,或者說用它傳達(dá)出的真相不夠真實。曾幾何時,一個人越是幽默風(fēng)趣,人們對他越是深信不疑。很顯然,如今的我們不得不通過非常嚴(yán)肅的、甚至有些無聊的方式給人們提供好的建議。

????對于目前和未來的MBA學(xué)生,你有什么最重要的建議?

????我認(rèn)為,關(guān)于完善個人品牌與產(chǎn)品的章節(jié)對于初出茅廬的年輕人非常重要。我會問來找我的年輕人:“你想做什么?你有什么?”他們說:“我?guī)缀跏裁炊伎梢宰觥!比缓笪蚁耄骸澳闶堑匕逑炦€是谷物早餐?你和別人的區(qū)別在哪里?你是一位出色的寫手還是一位音樂家?你堅強(qiáng)嗎?你有勇氣嗎?是什么讓你獨一無二?”

????我認(rèn)為,在這個世界,成功的過程就是為這些問題找到答案的過程。你得知道自己是誰,自己擅長什么,而且有信心展示和利用自己的特長。

????聽起來非常天真和盲目樂觀,但我認(rèn)為如果一個人有機(jī)會,能夠接受清貧的生活,他就應(yīng)該去做自己喜歡的事情。做自己想做的事情;不要做那些看起來是跳板、實際上卻是死胡同的工作。如果你想成為一名吉他手,那就不要去做經(jīng)紀(jì)人——做自己想做的事情。

????最初,人們對于自己想做的事情往往都會有一些古怪的想法,最終變成了實際的工作。我最初是一名演員和作家,表演事業(yè)從未讓我失望。而關(guān)于寫作,如果商業(yè)環(huán)境中有一種技能會讓你不可取代,那就是寫作。一個公司內(nèi)可能有幾千人能巧妙地處理數(shù)字,但可能只有三四個人真正能夠通過寫作傳達(dá)復(fù)雜的觀點。

????這本書能帶給人們的關(guān)鍵收獲是什么?

????無論是生活還是商業(yè),都充滿了情感、希望、友誼和背叛——你如何管理這些?你必須有一個應(yīng)對策略,就算只是一個糟糕的策略,也好過毫無準(zhǔn)備。但許多人都沒有制定這樣的策略;他們可能心懷某項使命,或者抱著某種價值觀,但這些東西都太難落實了。人必須找到這樣一個策略,就算只是理發(fā)這種小事。(財富中文網(wǎng))

????譯者:劉進(jìn)龍/汪皓

????I don't want to be misunderstood as saying that the whole thing is a big fake, but it does have a very specific purpose, and it's not for everyone.

????In the foreword, you say that the book's course "will not take anywhere near the two years and up to $250,000 involved in those offered by well-established, time-consuming and tedious ivy-covered institutions..." Do you think the book could be a substitute for an MBA?

????For some people I think it would be, and for others it wouldn't. For instance, it wouldn't necessarily replace the MBA for someone going into finance. But not everyone going to business school is going to do that; they're going to be entrepreneurs or just looking for a job. A lot of what's in the book is common sense and a certain way of looking at things.

????I firmly believe that it's more important to not appear stupid than to have a deep understanding of finance. Unless I'm the comptroller, I don't need to know everything about finance. I fully recognize that you need to know what EPS [earnings per share] is so you can understand how your company is doing from a shareholder's perspective, and you've got to know certain jargon -- these are things you need to function.

????But I can also tell you that every senior officer I know is faking it about 30% of the time. A significant chunk of the time they're going to look it up later, and they don't want to appear ignorant. There is a time you can ask stupid questions, but that's after you've established an aura of intelligence. I think that's extremely valuable.

????You use humor in the book. What's the strategy behind your approach?

????The book is funny, but it's not silly. This idea that truth and insight can't be conveyed to someone if it's funny or that it's somehow less true is an interesting development in our society. There was a time when if someone was funny, that made it more true. Apparently now we've got to be dead serious and slightly boring to give people good advice.

????What's your best piece of advice for current or prospective MBA?

????I think that the chapter on perfecting your brand and your product, which is you, is really important when you're young and going into the world. Young people come and see me, and I say to them, "Well, what do you want to do and what have you got?" And they say, "Well, I can do pretty much anything." And I think, "Are you a floor wax or a breakfast cereal? What's the thing that differentiates you from other people? Are you a good writer or a musician? Are you sturdy or courageous? What is the thing that makes you unique?"

????I think the process of becoming successful in the world is finding the answers to those questions. You really have to know who you are and what you're good at and be confident in presenting that and executing on it.

????It sounds really naive and Pollyannaish, but I really think people should do what they love when they've got the chance and can live cheaply. Do the things that you want to do; don't take jobs that are supposedly stepping stones and are really dead ends. Don't go into being a broker if you really want to be guitar player -- do what you want to do.

????Very often people start out with a kooky idea of what they want to be and it mutates into an actual job. I began as an actor and writer and the acting has never let me down, and the writing, well, if there was one skill that makes you non-fungible in a business environment, it's being able to write. There are literally thousands of people who can manipulate numbers, but in any organization there are literally three or four people who can actually write, who can convey complicated ideas.

????What is the key takeaway from your book?

????There's a lot of emotion, hope, friendship, and betrayal in life and business -- how do you manage that? You have to have a strategy, even a bad one is better than none at all. A lot of people don't have one; they may have a mission or value statement but those are extremely difficult to put into action. You have to try to get one, even if it's for a haircut.

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