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MPW Insiders Network是一個在線社區(qū)，那些商界最鼎鼎有名的人物會在此及時回答關(guān)于職業(yè)生涯和領(lǐng)導力的問題。今天的問題是：“偉大領(lǐng)導力的核心是什么？”回答者是H&R Block的首席營銷官凱西·柯林斯。

眾所周知，順境之下，任何人都可以是優(yōu)秀的領(lǐng)導者。然而在境況不佳時，只有真正偉大的領(lǐng)袖能夠挺身而出。我的上級或同事中最好的領(lǐng)袖，都是那些可以示弱，可以嘲笑自己，可以在經(jīng)歷艱難時期、遭遇慘淡業(yè)績之后讓自己（和團隊）重回正軌的人。無論是業(yè)務困難、決策困難，還是人事困難，實際上，幾乎沒有不能克服的問題。優(yōu)秀的領(lǐng)袖都可以恢復過來。但重要的是如何制定恢復的計劃。

我很幸運，親眼目睹過一個領(lǐng)導人的做法。

那是艱難的一年。到年底，我們的業(yè)績很不理想，沒有完成目標。最糟糕的是，投資者很憤怒——這也理所應當。董事會要求與我的老板進行臨時會議，讓她解釋究竟哪里出了問題。

每個人都來到了公司，包括我。大家緊張匆忙地描述著那一年發(fā)生的每個細節(jié)——行業(yè)動態(tài)、競爭活動、促銷結(jié)果。我們的老板一一記錄，準備著她給董事會的解釋——隨后，她召開了匯報會議。我很擔心，她要說什么呢？

然而一走進會場，我就被感動了。這次會議沒有別的目的，她只是看著每個人的眼睛，提醒我們：“我相信你們每個人。沒有人會被孤立，沒有人應該覺得這全是自己的錯。我們有著不責備的文化，這次是我們所有人的責任。”在片刻的沉默過后，她說：“現(xiàn)在讓我們彌補它?！?/p>

情況就是這樣。

我們從一群沮喪、沉悶的工作狂化身為充滿活力的信徒。我們的領(lǐng)導得到了我們的支持，我們的任務明確而關(guān)鍵。

所以，偉大領(lǐng)導力的關(guān)鍵是什么？在不同的情況下，答案也不盡相同。不過歸根結(jié)底，重要的是主人翁精神，要鼓舞你的團隊——尤其是在面對挑戰(zhàn)時。在上述情況里，我們的領(lǐng)導從未讓我們懷疑她的打算、她的信心，或是我們共同的未來。面對憤怒投資者的咆哮：“你甚至不該待在這個位置上。”她表現(xiàn)從容，回答的只有一句：“謝謝您的反饋?！?/p>

如果你想知道結(jié)果的話——我們確實卷土重來了。（財富中文網(wǎng)）

譯者：嚴匡正

The MPW Insiders Network is an online community where the biggest names in business and beyond answer timely career and leadership questions. Today’s answer for: “What’s the key to great leadership?” is written by Kathy Collins, CMO of H&R Block.

Let’s start with a universal truth: Anyone can be a strong leader through good times. But the truly great leaders emerge when things start to fall apart. The best leaders I’ve ever worked for or with are those who can show vulnerability, those who can laugh at themselves, and ultimately, those who can pick themselves (and their teams) back up after tough times or unsatisfactory business results. Whether a leader faces a business challenge, a decision challenge, or a personnel challenge, in reality, few things are insurmountable. A good leader can recover. But it’s how a leader chooses to lay out their recovery plan that matters.

I’ve been lucky enough to witness a leader do just that.

It was the end of a tough year. The results weren’t where we needed them to be, and we didn’t hit our goals. And to top it off, investors were angry—and rightfully so. The board of directors called an impromptu meeting with my boss. They wanted her to explain what went wrong.

Everybody got to work—including me. Teams nervously scrambled to compile every detail of what had happened in the year—trends, competitive activity, and promotion results. Our boss took it all in and prepared her story for the board—and then she called a meeting of her direct reports. I was worried. What was she going to say?

But when I walked into that room, I was heartened. The meeting had no purpose other than to look everyone in the eye and remind us, “I believe in every one of you. None of you should feel alone, and none of you should feel this is all on you. This is a no-blame culture, and we all own this together.” And, after a moment of complete silence, she said, “Now, let’s go fix this.”

And that was it.

We went from a bunch of beaten-down, sullen workaholics to an energized team of believers. Our leader had our backs, and our mission was clear and critical.

So, what’s the key to great leadership? It’s an interesting recipe that changes with every situation. But ultimately, it’s about ownership, and it’s about uplifting your people—especially in the face of challenges. In that situation, our leader never left us wondering about her intentions, her confidence, or our collective futures. In the face of an angry investor who shot, “You shouldn’t even have your job!” she didn’t miss a beat. “Thank you for the feedback,” was all she said.

And, in case you’re wondering—we did recover.