Ted精彩演講：談領(lǐng)袖型人才的培養(yǎng)
教育對于培養(yǎng)真正的領(lǐng)袖人才是至關(guān)重要的。下面是中國人才網(wǎng)提供的Ted精彩演講：談領(lǐng)袖型人才的培養(yǎng)，供參考借鑒!
Patrick Awuah：How to educate leaders?
帕特里克·阿瓦談領(lǐng)袖型人才的培養(yǎng)
Like many of you here, I am trying to contribute towards a renaissance in Africa. The question of transformation in Africa really is a question of leadership. Africa can only be transformed by enlightened leaders. And it is my contention that the manner in which we educate our leaders is fundamental to progress on this continent. I want to tell you some stories that explain my view. We all heard about the importance of stories yesterday. An American friend of mine this year volunteered as a nurse in Ghana, and in a period of three months she came to a conclusion about the state of leadership in Africa that had taken me over a decade to reach. Twice she was involved in surgeries where they lost power at the hospital. The emergency generators did not start. There was not a flashlight, not a lantern, not a candle -- pitch black. The patient's cut open, twice. The first time it was a C-section. Thankfully, baby was out -- mother and child survived.
像在座的很多人一樣，我一直在不懈地 為實現(xiàn)非洲的復(fù)興而努力。 非洲要實現(xiàn)轉(zhuǎn)型的 關(guān)鍵是領(lǐng)導(dǎo)力。 只有開明的領(lǐng)導(dǎo)者才能改變非洲。 我的論點是， 我們教育培養(yǎng)領(lǐng)袖型人才的模式是 這個大陸進步的基礎(chǔ)。 我想給你們講一些故事，來解釋我的觀點。 我們昨天都聽說了故事的重要性。 我的一個美國朋友，今年，到加納去做一名志愿護士。 3個月后，她得出一個 我用了十多年的時間才明白的 關(guān)于非洲的領(lǐng)袖人才的狀態(tài)的結(jié)論。 有兩次，她參與的手術(shù)過程中 醫(yī)院停電了， 緊急發(fā)電機沒有啟動， 也沒有手電筒，沒有手提燈，甚至連一支蠟燭都沒有。 漆黑一片! 兩次都是患者的開刀傷口還打開在的時候。 第一次是剖腹產(chǎn)。 謝天謝地，幸好嬰兒當(dāng)時已經(jīng)出來了，后來母子平安。
The second time was a procedure that involved local anesthesia. Anesthetic wears off. The patient feels pain. He's crying. He's screaming. He's praying. Pitch black. Not a candle, not a flashlight. And that hospital could have afforded flashlights. They could have afforded to purchase these things, but they didn't. And it happened twice. Another time, she watched in horror as nurses watched a patient die because they refused to give her oxygen that they had. And so three months later, just before she returned to the United States, nurses in Accra go on strike. And her recommendation is take this opportunity to fire everyone, start all over again. Start all over again.
第二次手術(shù)包括局部麻醉， 停電的時候麻醉逐漸消失，患者感到疼痛。 他哭喊，尖叫，祈禱。 漆黑一片!沒有蠟燭，沒有手電筒! 而其實那個醫(yī)院應(yīng)該是可以提供手電筒的， 他們有那個錢去買這些東西，但是他們沒有。 而且這種現(xiàn)象發(fā)生了兩次。 另外一次，她無比驚恐地和護士們一起眼睜睜地看著一個病人死去， 因為他們拒絕給病人輸氧氣，而醫(yī)院是有氧氣的。 因此，3個月后， 就在她回美國前， 阿克拉醫(yī)院的護士舉行罷工。 她的建議是， 抓住這個機會把所有人解雇，從頭再來。 從頭再來!
Now what does this have to do with leadership? You see, the folks at the ministry of health, the hospital administrators, the doctors, the nurses -- they are among just five percent of their peers who get an education after secondary school. They are the elite. They are our leaders. Their decisions, their actions matter. And when they fail, a nation literally suffers. So when I speak of leadership, I'm not talking about just political leaders. We've heard a lot about that. I'm talking about the elite. Those who've been trained, whose job it is to be the guardians of their society. The lawyers, the judges, the policemen, the doctors, the engineers, the civil servants -- those are the leaders. And we need to train them right.
那么，這個故事和領(lǐng)導(dǎo)力有什么關(guān)系? 你知道嗎，這些錯誤來自于衛(wèi)生部， 醫(yī)院的管理人員，醫(yī)生，和護士—— 而他們是同齡人中的百分之五的精英， 只有他們接受了中學(xué)以上的教育。 他們是中流砥柱，是我們的領(lǐng)導(dǎo)者。 他們的決定和行為都舉足輕重。 如果他們不行，整個民族，不夸張地說，都受連累。 因此我所說的領(lǐng)導(dǎo)力， 并不是只局限于政界領(lǐng)袖。 那些東西我們已經(jīng)聽得太多了， 我說的是社會精英層人才， 那些接受了教育的人， 那些應(yīng)該以社會督導(dǎo)為職業(yè)的人。 律師，法官，警察，醫(yī)生， 工程師，公務(wù)員…… 他們都是領(lǐng)導(dǎo)， 我們應(yīng)該正確地培養(yǎng)他們。
Now, my first pointed and memorable experience with leadership in Ghana occurred when I was 16 years old. We had just had a military coup, and soldiers were pervasive in our society. They were a pervasive presence. And one day I go to the airport to meet my father, and as I walk up this grassy slope from the car park to the terminal building, I'm stopped by two soldiers wielding AK-47 assault weapons. And they asked me to join a crowd of people that were running up and down this embankment. Why? Because the path I had taken was considered out of bounds. No sign to this effect.
關(guān)于在加納的領(lǐng)導(dǎo)力問題，我第一次難忘的經(jīng)歷 發(fā)生在我16歲的時候。 那時候我們國家剛剛發(fā)生了軍事政變， 社會上到處都是士兵。 到處都是。 一天我去機場去接我爸爸， 我正從停車場沿著草坡 向航站樓走， 兩個拿著AK-47機關(guān)槍的士兵攔住了我， 他們命令我加入一群人 在堤壩上跑上跑下。 為什么?因為我剛才走的路是禁止入內(nèi)的。 而其實并沒有禁止入內(nèi)的標(biāo)志。
Now, I was 16. I was very worried about what my peers at school might think if they saw me running up and down this hill. I was especially concerned of what the girls might think. And so I started to argue with these men. It was a little reckless, but you know, I was 16. I got lucky. A Ghana Airways pilot falls into the same predicament. Because of his uniform they speak to him differently, and they explain to him that they're just following orders. So he takes their radio, talks to their boss, and gets us all released. What lessons would you take from an experience like this? Several, for me. Leadership matters. Those men are following the orders of a superior officer. I learned something about courage. It was important not to look at those guns. And I also learned that it can be helpful to think about girls.
那時我16歲，很擔(dān)心 學(xué)校的同學(xué)會笑話我， 如果他們看到我在山坡上跑上跑下。 我尤其擔(dān)心女孩兒們會怎么想。 于是我和這些士兵爭執(zhí)。 那確實有點魯莽，但是，你知道，我才16歲。 我很幸運。 一個加納航空的飛行員也陷入了同樣的困境。 因為他穿著飛行員制服，那些士兵對他說話的態(tài)度有點不一樣， 還向他解釋他們只是執(zhí)行命令。 所以飛行員拿過他們的對講機，跟他們的上司講話， 然后我們都被釋放了。 你從類似這種經(jīng)歷當(dāng)中能領(lǐng)悟到什么? 對我來說，我領(lǐng)悟到下面幾點： 領(lǐng)導(dǎo)才能很重要。那些士兵們是在遵從 一個上級官員的命令。 我還學(xué)會了要有勇氣。 不被那些槍嚇倒是很重要的。 而且我還懂得了想一想女孩兒也是有幫助的。
(Laughter)
(觀眾笑)
So a few years after this event, I leave Ghana on a scholarship to go to Swarthmore College for my education. It was a breath of fresh air. You know, the faculty there didn't want us to memorize information and repeat back to them as I was used to back in Ghana. They wanted us to think critically. They wanted us to be analytical. They wanted us to be concerned about social issues. In my economics classes I got high marks for my understanding of basic economics. But I learned something more profound than that, which is that the leaders -- the managers of Ghana's economy -- were making breathtakingly bad decisions that had brought our economy to the brink of collapse. And so here was this lesson again -- leadership matters. It matters a great deal.
后來，這件事的幾年后，我拿到獎學(xué)金離開加納 去斯沃斯莫爾(Swarthmore)文理學(xué)院接受教育， 真是耳目一新。 你知道，那里的教員不讓我們?nèi)ニ烙浻脖常?不像以前我在加納所習(xí)慣的一樣。 他們培養(yǎng)我們有辨析批判性地思考， 教我們養(yǎng)成分析的習(xí)慣。 他們希望我們關(guān)心社會問題。 我的經(jīng)濟學(xué)課程得了高分， 因為我對經(jīng)濟學(xué)基礎(chǔ)的理解。 但是我學(xué)會了比那更意義深遠的東西： 那些領(lǐng)導(dǎo)，加納經(jīng)濟的管理者， 做的令人震驚的錯誤的決定 使我們的經(jīng)濟走到了崩潰的邊緣。 所以現(xiàn)在又回到了前面的這個教訓(xùn)——領(lǐng)導(dǎo)能力是重要的。 它真的是非常重要。
But I didn't really fully understand what had happened to me at Swarthmore. I had an inkling, but I didn't fully realize it until I went out into the workplace and I went to work at Microsoft Corporation. And I was part of this team -- this thinking, learning team whose job it was to design and implement new software that created value in the world. And it was brilliant to be part of this team. It was brilliant. And I realized just what had happened to me at Swarthmore, this transformation -- the ability to confront problems, complex problems, and to design solutions to those problems. The ability to create is the most empowering thing that can happen to an individual. And I was part of that.
但是我并不能真正充分地理解斯沃斯莫爾學(xué)院對我的影響。 我只有一個模糊的概念， 直到我走出校園去工作才充分意識到。 我去的是微軟公司， 成為了團隊的一份子——一個不斷思考和學(xué)習(xí)著的團隊， 我們的工作就是設(shè)計和編程， 在全世界都創(chuàng)造著價值。 成為這個團隊的一員是非常棒的， 這個團隊非常杰出。 我這才明白了斯沃斯莫爾學(xué)院給了我什么， 這個教育改變了我，它讓我能夠 去挑戰(zhàn)問題，復(fù)雜的問題， 去設(shè)計方案來解決問題。 創(chuàng)造能力是對于個人而言 最能賦予人力量的。 我當(dāng)時成為了其中的一部分。
Now, while I was at Microsoft, the annual revenues of that company grew larger than the GDP of the Republic of Ghana. And by the way, it's continued to. The gap has widened since I left. Now, I've already spoken about one of the reasons why this has occurred. I mean, it's the people there who are so hardworking, persistent, creative, empowered. But there were also some external factors: free markets, the rule of law, infrastructure. These things were provided by institutions run by the people that I call leaders. And those leaders did not emerge spontaneously. Somebody trained them to do the work that they do. Now, while I was at Microsoft, this funny thing happened. I became a parent. And for the first time, Africa mattered more to me than ever before. Because I realized that the state of the African continent would matter to my children and their children. That the state of the world -- the state of the world depends on what's happening to Africa, as far as my kids would be concerned.
當(dāng)我在微軟的時候，公司的年收入 增長到比整個加納共和國的GDP還高。 并且，順便說一句，微軟的年收入一直在持續(xù)增長， 從我離開微軟后，這個差距更大了。 其實，我剛才已經(jīng)說了為什么會產(chǎn)生這樣的現(xiàn)象的一個原因。 我的意思是，是因為在微軟工作的人們非常勤奮， 堅持不懈，有創(chuàng)造力，能發(fā)揮自己的能力。 但是也有一些外部因素，比如: 自由市場，法律治國，基礎(chǔ)設(shè)施。 這些東西都是由社會制度提供的， 是我稱之為“領(lǐng)導(dǎo)”的人們在運行著這個制度體系。 那些領(lǐng)導(dǎo)不是自然自發(fā)產(chǎn)生的， 而是有人培養(yǎng)了他們做現(xiàn)在的工作的。 當(dāng)我還在微軟的時候，有意思， 我成為了父親。 第一次，非洲比以前對我來說更重要了， 因為我意識到非洲大陸的狀態(tài) 將影響到我的孩子和他們的孩子。 我意識到全世界的狀態(tài) 也取決于非洲在發(fā)生什么， 至少對于我的孩子是這樣的。
And at this time, when I was going through what I call my "pre-mid-life crisis," Africa was a mess. Somalia had disintegrated into anarchy. Rwanda was in the throes of this genocidal war. And it seemed to me that that was the wrong direction, and I needed to be back helping. I couldn't just stay in Seattle and raise my kids in an upper-middle class neighborhood and feel good about it. This was not the world that I'd want my children to grow up in. So I decided to get engaged, and the first thing that I did was to come back to Ghana and talk with a lot of people and really try to understand what the real issues were. And three things kept coming up for every problem: corruption, weak institutions and the people who run them -- the leaders.
當(dāng)時我正在經(jīng)歷 我自稱的“近中年危機”， 非洲也混亂一片。 索馬里已經(jīng)陷入了無政府狀態(tài)， 盧旺達在種族滅絕的戰(zhàn)爭中苦苦掙扎。 我認為那是錯誤的發(fā)展方向， 我應(yīng)該回去幫助非洲。 我不能只是呆在西雅圖撫養(yǎng)我的孩子， 住在中上階級的社區(qū)里沾沾自喜。 我不想讓我的孩子在這樣的世界中成長。 所以我決定行動起來，我做的第一件事 是回到加納和許多人談話， 努力去了解真正的問題在哪里。 對于任何問題，三個東西總是浮現(xiàn)出來： 腐敗，脆弱的制度， 還有運行制度的人——領(lǐng)導(dǎo)們。
Now, I was a little scared because when you see those three problems, they seem really hard to deal with. And they might say, "Look, don't even try." But, for me, I asked the question, "Well, where are these leaders coming from? What is it about Ghana that produces leaders that are unethical or unable to solve problems?" So I went to look at what was happening in our educational system. And it was the same -- learning by rote -- from primary school through graduate school. Very little emphasis on ethics, and the typical graduate from a university in Ghana has a stronger sense of entitlement than a sense of responsibility. This is wrong.
那么，我有一點害怕， 因為當(dāng)你想到那三個問題， 他們看起來非常難處理。 他們很可能會說：算了吧，試都不要試。 但是，對我而言，我問了這個問題： “那么，這些領(lǐng)導(dǎo)是從哪里來的? 加納是怎樣制造出那些 不道德的不能解決問題的領(lǐng)導(dǎo)者的? 所以我去看看在教育系統(tǒng)里面到底在發(fā)生著什么。 我發(fā)現(xiàn)，從小學(xué)到研究生院校都是一樣： 死記硬背， 不重視倫理道德。 你知道吧，加納的大學(xué)出來的典型畢業(yè)生 自我感覺享受特權(quán)是應(yīng)該的， 而缺乏對社會負責(zé)任的態(tài)度。 這是不對的。
So I decided to engage this particular problem. Because it seems to me that every society, every society, must be very intentional about how it trains its leaders. And Ghana was not paying enough attention. And this is true across sub-Saharan Africa, actually. So this is what I'm doing now. I'm trying to bring the experience that I had at Swarthmore to Africa. I wish there was a liberal arts college in every African country. I think it would make a huge difference. And what Ashesi University is trying to do is to train a new generation of ethical, entrepreneurial leaders. We're trying to train leaders of exceptional integrity, who have the ability to confront the complex problems, ask the right questions, and come up with workable solutions.
于是我決定針對這個具體的問題來著手。 因為在我看來，每個社會 必須非常認真地規(guī)劃怎樣來培訓(xùn)它的領(lǐng)袖型人才， 而加納并沒有給予足夠的重視。 實際上，整個撒哈拉以南的非洲都是這樣。 這就是我正在做的事。 我試著把我在斯沃斯莫爾學(xué)院體驗到的東西帶到非洲， 希望在每個非洲國家都有文理學(xué)院。 我想這會大大地改變現(xiàn)狀。 阿社思(Ashesi)大學(xué)正在努力做的 就是訓(xùn)練出一代新的有德行的，企業(yè)家式的領(lǐng)導(dǎo)者。 我們努力培養(yǎng)非常正直的學(xué)生， 他們能面對復(fù)雜的社會問題， 問出正確的問題，然后想出可以實行的措施。
I'll admit that there are times when it seems like "Mission: Impossible," but we must believe that these kids are smart. That if we involve them in their education, if we have them discuss the real issues that they confront -- that our whole society confronts -- and if we give them skills that enable them to engage the real world, that magic will happen. Now, a month into this project, we'd just started classes. And a month into it, I come to the office, and I have this email from one of our students. And it said, very simply, "I am thinking now." And he signs off, "Thank you." It's such a simple statement. But I was moved almost to tears because I understood what was happening to this young man. And it is an awesome thing to be a part of empowering someone in this way. I am thinking now.
我承認有時候覺得好像這是一個“不可能完成的任務(wù)”， 但是我們必須相信這些孩子們是聰明的， 如果我們針對他們自身特點來展開他們的教育， 如果我們讓他們討論需要面對的真正的'問題—— 我們整個社會都面對的問題—— 如果我們教授他們技巧使他們能在真實的世界里立足， 那么奇跡將會發(fā)生。 深入這個項目一個月后，我們才開始上課。 再一個月后，我來到辦公室， 收到一個學(xué)生的郵件。 信上非常簡單地寫著“我開始思考了”， 和簽名“謝謝你”。 這是多么簡單的一個句子。 我?guī)缀醺袆拥亓鳒I， 因為我理解這個年輕人正在經(jīng)歷一個怎么樣的改變。 這是非常美妙的事情，能參與到 以這樣的方式來發(fā)揮挖掘人的才能的項目中。 我開始思考了。
This year we challenged our students to craft an honor code themselves. There's a very vibrant debate going on on campus now over whether they should have an honor code, and if so, what it should look like. One of the students asked a question that just warmed my heart. Can we create a perfect society? Her understanding that a student-crafted honor code constitutes a reach towards perfection is incredible. Now, we cannot achieve perfection, but if we reach for it, then we can achieve excellence. I don't know ultimately what they will do. I don't know whether they will decide to have this honor code. But the conversation they're having now -- about what their good society should look like, what their excellent society should look like, is a really good thing.
今年，我們讓學(xué)生們 自己起草一個行為準(zhǔn)則。 這引起了一場激烈的爭論，現(xiàn)在校園里正在進行， 關(guān)于他們是否應(yīng)該有一個行為守則， 如果應(yīng)該，那它應(yīng)該是什么樣的。 一個學(xué)生問了一個問題，讓我感到很溫暖。 我們能創(chuàng)造一個完美的社會嗎? 她認為讓學(xué)生起草的行為規(guī)則 構(gòu)成一個對完美的追求，很令人驚喜。 雖然我們不能達到完美， 但是如果我們朝那個方向努力，我們就能達到卓越。 我不知道他們最終會做成什么， 不知道他們是否決定寫這份行為規(guī)范。 但是她們正在進行的討論—— 關(guān)于一個他們認為好的社會應(yīng)該是什么樣子， 他們認為是卓越的社會應(yīng)該是什么樣子的討論—— 非常有價值。
Am I out of time? OK. Now, I just wanted to leave that slide up because it's important that we think about it. I'm very excited about the fact that every student at Ashesi University does community service before they graduate. That for many of them, it has been a life-altering experience. These young future leaders are beginning to understand the real business of leadership, the real privilege of leadership, which is after all to serve humanity. I am even more thrilled by the fact that least year our student body elected a woman to be the head of Student Government. It's the first time in the history of Ghana that a woman has been elected head of Student Government at any university. It says a lot about her. It says a lot about the culture that's forming on campus. It says a lot about her peers who elected her. She won with 75 percent of the vote.
是不是沒有時間了?哦，還有時間。 現(xiàn)在，我暫時停在那張幻燈片上， 因為它非常重要，值得我們思考。 有一件事情是我的得意之舉， 在阿社思大學(xué)的每個學(xué)生畢業(yè)前都要做社區(qū)服務(wù)。 對于他們多數(shù)人而言，那是一次改變一生的經(jīng)歷。 這些年輕的未來的領(lǐng)導(dǎo)們逐漸開始理解 領(lǐng)導(dǎo)力的真諦， 領(lǐng)導(dǎo)者的真正特權(quán)， 其實是為人類服務(wù)。 去年，有一件事讓我更加有感觸： 我們的學(xué)生團體選舉了一名女性 作為學(xué)生會的主席。 這在加納歷史上是第一次， 女性被選舉為大學(xué)的 學(xué)生會主席。 這件事情展示了很多關(guān)于她， 關(guān)于校園里正在形成的文化。 關(guān)于選舉出她的那些同學(xué)們。 她贏得了百分之75的選票。
And it gives me a lot of hope. It turns out that corporate West Africa also appreciates what's happening with our students. We've graduated two classes of students to date. And every single one of them has been placed. And we're getting great reports back from corporate Ghana, corporate West Africa, and the things that they're most impressed about is work ethic. You know, that passion for what they're doing. The persistence, their ability to deal with ambiguity, their ability to tackle problems that they haven't seen before. This is good because over the past five years, there have been times when I've felt this is "Mission: Impossible."
這件事情也給我很大的希望。 后來發(fā)現(xiàn)西非公司 也欣賞我們的學(xué)生們所經(jīng)受的訓(xùn)練。 至今為止，我們已經(jīng)畢業(yè)了兩個班級的學(xué)生了， 他們每個人都找到了工作。 我們也從加納的企業(yè)，西非的企業(yè) 得到了很棒的反饋報告。 他們印象最深刻的是學(xué)生們的職業(yè)道德， 知道吧，他們做事的激情， 堅持不懈，他們解決模糊問題的能力， 解決全新問題的能力。 這很棒，因為，你知道嗎， 在過去的五年，有很多時候 我都懷疑這是不可能完成的任務(wù)。
And it's just wonderful to see these glimmers of the promise of what can happen if we train our kids right. I think that the current and future leaders of Africa have an incredible opportunity to drive a major renaissance on the continent. It's an incredible opportunity. There aren't very many more opportunities like this in the world. I believe that Africa has reached an inflection point with a march of democracy and free markets across the continent. We have reached a moment from which can emerge a great society within one generation. It will depend on inspired leadership. And it is my contention that the manner in which we train our leaders will make all the difference. Thank you, and God bless.
看到我們以正確地方式培養(yǎng)我們的孩子之后 所展現(xiàn)的晨曦，真是令人鼓舞。 我認為非洲現(xiàn)在的和將來的領(lǐng)導(dǎo)們 有這個難得的機遇 來實現(xiàn)整個非洲大陸的偉大復(fù)興。 這是一個偉大的機遇。 世界上像這樣的機會沒有太多。 我相信非洲已經(jīng)到了一個轉(zhuǎn)折點， 整個大陸上下都在走向政治民主和自由市場。 我們已經(jīng)到了這樣一個時期， 用一代人的時間就能創(chuàng)造出一個偉大的社會。 這將依賴于鼓舞人心的領(lǐng)導(dǎo)力。 我的觀點是：我們培養(yǎng)領(lǐng)導(dǎo)人的模式和方法 是創(chuàng)造這個偉大變革的基礎(chǔ)。 謝謝大家，上帝保佑你們。
(Applause)
(鼓掌)
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