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我剛畢業(yè)不久在紐約的大通曼哈頓銀行總部找到一份工作。當(dāng)時公司挑選了一批有可能成為未來領(lǐng)導(dǎo)者的年輕人進入管理培訓(xùn)項目。培訓(xùn)期間我第一次見到傳說中的大衛(wèi)·洛克菲勒，美國最偉大的家族傳人，也是美國有史以來最杰出的公司領(lǐng)導(dǎo)者之一。多年來我都因為認識他為榮，一直將他當(dāng)成心目中的偶像。

上個星期，大衛(wèi)去世了，享年101歲。他的生命不僅漫長，但極其充實。他比任何人都了解首席執(zhí)行官不僅是企業(yè)的帶頭人，更要努力改變世界。他為人友好而謙遜，領(lǐng)導(dǎo)素質(zhì)和遠見卓識是所有首席執(zhí)行官學(xué)習(xí)的榜樣。

從我們第一次在大通銀行經(jīng)理辦公室認識，到最后一次在他家見面，每次與他交流對我都是學(xué)習(xí)的機會。在此我想分享一些他傳授的智慧，聊作緬懷之意：

要了解權(quán)力帶來的機會和責(zé)任

大衛(wèi)非常清楚伴隨名聲的巨大權(quán)力。他努力繼承家業(yè)認真經(jīng)營，但與任何人交流時都很注意保持謙遜和尊重。他充分體現(xiàn)了一句老話“周圍沒人時的行為才能看出一個人真正的品格?！辈还芘c國家領(lǐng)導(dǎo)人共進晚餐，還是與初級員工聊天，他從未刻意強調(diào)自己的名聲或沉浸在權(quán)力中。他曾說過，“如果一個人擁有很多資源，最重要的就是有深明事理的父母，成長過程中遵循正確的價值觀?！?/p>

與此同時，他也很深諳如何利用權(quán)力多行善事。我曾寫過一本書《首席執(zhí)行官政治家的年代》，提到當(dāng)今是企業(yè)領(lǐng)導(dǎo)崛起的時代，隨著地緣政治多變，私營領(lǐng)域的領(lǐng)導(dǎo)者越發(fā)有機會發(fā)揮道德力量。大衛(wèi)就是首席執(zhí)行官政治家的典范；正如《紐約時報》寫道，“他的地位沒有頭銜能準確描述……他的影響力不管在華盛頓特區(qū)還是外國首都，不管是紐約市政府走廊，藝術(shù)博物館，頂尖大學(xué)還是公立學(xué)校處處皆是?！?/p>

注意維護關(guān)系，而不是單純社交

大衛(wèi)的關(guān)系網(wǎng)極其龐大，里面有上千上萬的聯(lián)系人，每個聯(lián)系人都有詳細的個人信息，大部分都是大衛(wèi)親手標注。如果有幸化身“墻上的蒼蠅”跟著大衛(wèi)開會聊天，就會發(fā)現(xiàn)他總是認真詢問對方的生活，從孩子的芭蕾舞表演到父母最近身體欠佳。他從不是做做樣子，也沒什么強烈的目的，不過確實能讓對方心情愉快放下戒備。加入大衛(wèi)的公司后經(jīng)常有機會得到杰出前輩諄諄教誨，成長會非常迅速，眼光不會局限在日常事務(wù)。

貢獻要大于索取

諸多事業(yè)成就中，大衛(wèi)談起慈善總是格外熱情有興致。他在慈善方面的努力很超前；他曾表示慈善的目標是支持“改變社會的創(chuàng)新，而不是保持現(xiàn)狀或是滿足社會基本需求……”在他成立和支持的卓越傳承計劃中這些理念都有體現(xiàn)，比如在美國外交協(xié)會（Council on Foreign Relations）和美國社會（the Americas Society）。此外他還以上世紀70年代一手拯救紐約現(xiàn)代藝術(shù)博物館聞名，因為他一生摯愛藝術(shù)。大衛(wèi)對慈善的熱衷也影響了孩子，包括女兒佩吉·杜拉尼，她與父親共同創(chuàng)立了全球慈善圈。

世上再也找不到第二個大衛(wèi)·洛克菲勒一樣的偉人。他是美國傳奇，終其一生都在努力將世界變得更好。他不圖名利，總是散發(fā)溫暖之光照亮他人。

2003年時有人問起大衛(wèi)如何看身后遺產(chǎn)，他只簡單回答，“我只能說這一生非常美好?！逼鋵嵥粝伦詈玫亩Y物便是與很多人共享幸福生活。

今后他的遺產(chǎn)也將永遠閃亮傳承，通過孩子們，通過家族，也通過每一個將他當(dāng)成榜樣的后輩。（財富中文網(wǎng)）

艾倫·H·弗萊希曼在全球商業(yè)咨詢和戰(zhàn)略傳播公司Laurel Strategies擔(dān)任總裁兼首席執(zhí)行官，專門向領(lǐng)導(dǎo)者、首席執(zhí)行官等高管提供服務(wù)。

作者：Alan Fleischmann

譯者：馮豐

Shortly after graduate school I landed a job at Chase Manhattan Bank’s corporate headquarters in New York City. I was part of a management program that developed young employees who were viewed as potential future company leaders. It was then that I first met the legendary David Rockefeller, scion of perhaps America’s greatest family, and one of the greatest corporate leaders our country has ever known. Over the years, I have been blessed to know him and consider him a role model.

This week, David passed away at the age of 101. His life was not just long, but incredibly full. He understood better than anyone the vast power of the CEO to not only lead a company, but also strive to change the world. Astonishingly kind and humble, he was the leader and the visionary that every CEO should aspire to be.

From the first time we met in the executive offices at Chase to our last time together in his home, every moment in his presence was a learning experience for me. As a small way to honor his memory, I thought I would share a bit of his wisdom:

Understand the opportunities and obligations of power

David was highly conscious of the power of his famous name. But while he fully embraced every aspect of his family’s lineage, he was deeply invested in remaining humble and respectful in every interaction. He embodied the saying that “the true test of a man’s character is what he does when no one is looking.” Whether he was dining with a head of state or chatting with a junior employee, he never relied on his name or the trappings of his vast power. As he once put it, “When you have a lot of resources, the most important thing is to have had good parents and to have been brought up by people who gave one the proper values.”

At the same time, he had a remarkable and visionary understanding of how to leverage his power for good. I have talked and written about the “Age of the CEO Statesman,” an emerging era in corporate leadership in which geopolitical dynamics are creating new opportunities for private sector leaders to exert moral power. David was the quintessential CEO Statesman; as The New York Times wrote, “His stature was greater than any corporate title might convey…His influence was felt in Washington and foreign capitals, in the corridors of New York City government, art museums, great universities and public schools.”

Focus on relationships, not networking

David may have had the most extensive personal rolodex system. It contained hundreds of thousands of contacts, all of which included comprehensive personal information, mostly hand-written by David himself. If you were so fortunate to be a “fly on the wall” for any of his countless meetings and interactions, you would hear him inquire about the smallest details of his guest’s life, from a child’s ballet recital to a parent’s recent health concern. This was not done for show or effect, though it never failed to delight and disarm his visitors. To be in the company of David was to have an audience with greatness, but his interactions were always transformational, never transactional.

Give the world more than you take from it

For all his accomplishments in business, David was most passionate and animated when he discussed philanthropy. He never simply wrote a check; he took an active interest in every organization and cause he founded and supported. His philosophy toward charitable giving was ahead of its time; he once described the goal of philanthropy as supporting “innovations that transform society, not simply maintaining the status quo or filling basic social needs…” The manifestation of this philosophy can be seen in the extraordinary legacy initiatives he founded and supported, such as the Council on Foreign Relations and the Americas Society. He also famously almost singlehandedly saved New York City’s treasure, the Museum of Modern Art, from financial ruin in the 1970s, in keeping with his life-long love of art. His dedication to philanthropy lives on in his children, including his daughter Peggy Dulany, who started the Global Philanthropists Circle with her father.

There will never be another man like David. A genuine American legend, he left the world a better place than he found it in endless ways. He never sought credit or attention, always seeking instead to shine his light on others.

When asked about his legacy back in 2003, David simply replied, “I can only say that I have had a wonderful life.” His greatest gift was that he shared his life with so many.

His legacy will burn brightly and eternally through the continued good work of his children, his extended family, and all those who see him as role model.

Alan H. Fleischmann is Founder, President & CEO of Laurel Strategies, a global business advisory and strategic communications firm for leaders, CEOs and their C-suite.