評論
打印
Reporter: What is the most important leadership lesson you have learned?
記者：您在領導方面所學習到的最重要的內容是什么呢？
lger: What I’ve really learned over time is that optimism is a very, very important part of leadership. However, you need a dose of realism with it. People don't like to follow pessimists. I，d say that I've also learned, in general, to be more patient. I’ve learned to be more focused. I’ve learned to listen better and manage reaction time better. What I mean by that is not overreacting to things that are said to me, because sometimes it’s easy to do that.
伊格爾：這么長時間以來，我真正學習到的東西就是，樂觀主義是領導過程中很重要很重要的一部分。但是，同時你也需要面對現實。人們不想跟著悲觀主義者一起工作。還有一點我想說的就是，要學會更加有耐心。我也通過學習變得更加專注，去更好的傾聽別人的意見，并且更好的管理反應的時間。我的意思并不是指對任何我所聽到的都有過度的反應，因為有的時候人往往很容易那樣做。
Reporter: Tell me about your best and worst bosses,
記者：請跟我們說一下您遇到的最好的和最不好的老板。
lger: I’ve worked for some great leaders. Roone Arledge was a consummate perfectionist. He drove everybody to levels of perfection or to come as close as possible to it. You exhausted every possibility there was to make something great or make something better. Tom Murphy and Dan Burke taught me the importance of trust and managing people. You could learn from them but you also had the opportunity to go out and take those learnings and actually apply them on your own. There was a decentralized approach to the way they ran the company. Michael Eisner brought me into different types of creativity. I had been mostly a television executive and he taught me about creativity on almost every level，in every direction, from theme—park attractions to stage plays. My first boss at ABC told me I wasn’t promotable, so I’d have to put him in the category of “bad boss.” Clearly he had poor judgment.
伊格爾：我為很多優秀的領導工作過。 魯恩阿利奇是一個完美主義者，他使每個人都做到最完美的狀態，或者盡最大可能地做到完美，跟著他一起工作， 你會去嘗試任何一個可能使事情變得更加完美的可能性。湯姆墨菲和丹.博克教給我信任和管理的重要性，你可以從他們身上學習到這些品質，同時你也能夠走出去，將你所學的這些品質應用到自己的身上。他們管理公司的方式就是將權利下放。邁克爾艾斯納教給了我不同種類的創新。我曾經是一個電視方面的主管，他教給了我如何進行每一個層面的創新，從主題樂園對顧客的吸引到舞臺表演等每個方面。我在美國廣播公司工作時的第一個老板跟我說，我經不起提拔，所以我把他列入"不好的老板"行列中，很顯然，他的判斷能力很差。
Reporter: How did you react to that?
記者：您對那的反應如何呢？
Iger： Well, when you’re 23 years old and you’re told you’re not promotable, there’s something kind of surprising to you about that, particularly when you’ve just embarked on a career and you have hopes for yourself-not necessarily high hopes, but I had hopes. I’d say it was just shocking. I don’t remember even being able to react, but I found another job very quickly, fortunately, within the company. It’s obviously a profound moment in your career. And the moment remains pretty vivid in my mind.
伊格爾：你23歲的時候，有人告訴你說你是不會被提拔的，那會讓你感覺到很吃驚，尤其那是你剛剛事業起步的時候，是你對自己還充滿著各種希望的時候不一定是很高的希望，但是我那個時候確實是對自己抱有希望的。我對他的那種說法感到很吃驚，所以我根本不記得自己當時有什么力氣去回應他。但是幸運的是，我很快的又在那家公司里找到了另外一份新的工作。那顯然是我的職業生涯中對我意義重大的一個時刻， 而且我現在仍然記憶猶新。
